Project Management MGT 60403
Assignment 2 Final Project Management Project
Name: Clara Lee Pei Lin Student ID: 0324495 Tutor: Ar Edwin Chan
TABLE OF CONTENT
1
2 3
Project Introduction 1.1 Proposed Programme 1.2 Design Brief 1.3 Programme Objectives 1.4 Project Objectives 1.5 Project Goals 1.6 Client 1.7 Stakeholders Site Analysis 2.1 Site Introduction and Situation 2.2 SWOT Analysis 2.3 PESTLE Analysis Design Intention 3.1 Design Concept
4
Design Sustainability 4.1 Key Features
5
Design Viability 5.1 Schedule of Accommodation
6
Project Procurement 6.1 Contract Procurement 6.2 Resource Planning
7 8
Risk Analysis 7.1 Risk Identification
9
Project Deliverables 9.1 Success Criteria 9.2 Work Breakdown Structure 9.3 Gantt Chart
Maintenance Strategy 8.1 Program Maintenance, Building & Site Maintenance
1.0 PROJECT INTRODUCTION 1.1 Proposed Programme “To see Silat” Cultural and Innovation Center, Muar, Johor Based on the theme of ‘Sustaining Humanities’, architecture is for people, place and time. Without a prominent public showcase of culture and activity center, a community will find itself boring and socially lacking and soon forget their own culture and identity. This project’s initiative is to develop a cultural and innovative center to the City of Muar, which aims to dig into their roots of their lost treasure of the Silat art; aiding the Muar community to see their culture through a different perspective, assisting them to embrace and acknowledge it. Thus, encapsulating and preserving elements of the dying culture and traditions for the community of Muar City, Johor.
1.3 Programme Objectives To introduce, elaborate and, showcase Silat as part of Muar Culture To help the locals to celebrate the hidden culture in Muar To act as an information center about Silat culture To spread knowledge of rich Malaysian art to the visitors To experience and experiment in several Silat movements To serve as a healthy and cultural extracurricular activity to the young school kids in close proximity To re-emphasis Sungai Muar To guide locals and visitors alike to the river as current attractions are all inland 1.4 Project Objectives ●
1.2 Design Brief
●
The client intends to create a cultural and innovation center at the chosen site in hopes of creating a new central hub for the traditional martial art. The design brief is to create a center consisting of two blocks and a voided center to enable visual connection to the nearby river, Sungai Muar. The client also wishes for the design concept to reflect elements of the vernacular Malay house, reflecting the traditions of the Malay culture.
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To deliver the project in good quality within the given time frame and budget To analyse and identify any potential risks in the early stages of the project To manage and overcome any issues that appear throughout the project To utilize the available resources efficiently to prevent any wastage To ensure the safety of the workers and consultants on the site throughout the entire project. To motivate and improve the relationship in the team for increased productivity
1.5 Project Goals Short Term Goal To ensure efficient completion of project within the estimated duration without incurring an exaggerated amount of costs while adhering to the client’s requirements.
1.7 Stakeholders
Medium Term Goal To ensure the building is successfully designed in order to spread the knowledge of Silat to the users especially the students from the schools in the vicinity. Long Term Goal To prevent Silat as a traditional Malaysian culture from dying out by ensuring that the future generations of the nation are passing the knowledge of the culture down. 1.6 Client The project client being the main stakeholder as the one who pays the architect and project manager would be:
Pertubuhan Seni Silat Lintau Asli Malaysia (PSSLAM) is an organization that aims to showcase, promote and educate people of the culture and art of Silat Lintau.
The land is owned by Majlis Perbandaran Muar (MPM). They are an important regulatory stakeholder within the project.. The client and local authorities demands and suggested ideas to be taken into consideration are the followings: ● Converting the site to be a green pocket within the city ● Public and private space should be well defined and separate as a sign of respect to the culture ● Maintaining & improving the existing circulation and attracting visitors ● Maximising the use of natural lighting and ventilation
1.7 Stakeholders Internal Stakeholders Companies. Organizations and entities that have a direct involvement in this project.
Client (PSSLAM)
Client (PSSLAM)
Consultants
JJCW Architects One Alpha Engineering (M&E)
Telford Engineering (C&S)
QS-Bina Consultants ASL Planning and Landscaping
External Stakeholders Companies, organizations and entities that have an indirect or tangential involvement in this project.
Future Contractor
Future Subcontractor
Majlis Perbandaran Muar Jabatan Kejuruteraan Jabatan Bangunan Jabatan Pengaliran dan Saliran Jabatan Perancangan Jabatan Belia dan Sukan Service Providers Tenaga Nasional Pos Malaysia Indah Water Konsortium Telekom Malaysia JKR BOMBA Suppliers
End Users Silat Instructors Students Consumers/Shoppers Administrative Workers Janitors Foreign/Local Tourist Neighboring Communities
2.0 SITE ANALYSIS 2.1 Site Introduction & Situation Cultural and Innovation Center in Muar, Johor
2.2 SWOT Analysis To analyse the internal environment of the site. Strength ● The government has good initiatives in helping the town to be cleaner and more conducive for living. ● High accessibility as next to main road. ● Close proximity to public transport: bus. ● Dual frontage facing to main road and river. Weaknesses ● Lack of entertainment and attraction facilities. ● Illegal double parking and traffic congestion due to insufficient parking. ● Laking of greenery that provides shading.
The site is located at a riverfront in Muar and is placed strategically close to different districts which are commercial, administrative, office and educational, stating the need for the center to cater to working adults and local elderly; as well as the possibility to serve as a healthy extracurricular activity for the younger generation of the nation.
Opportunities ● Opportunity to introduce water activities as the site is next to river. ● Tapping onto a nearby node during weekend bazaar ● Reinvent itself as an artistic industry to the extent of worldwide.
The cultural and innovation center is proposed within the site as it is in close proximity with different users and offer easy accessibility to the center. The site would also fulfil the needs of the community to provide a gathering point as there is a lack of public realm within the vicinity.
Threats ● Declining population as the younger generation is working ● Losing of traditional craft skills ● Lacking of greenery might leave the site isolated.
2.3 PESTLE Analysis To analyse the external environment of the site. Political The site falls under the supervision of Ministry of Tourism and Culture and Majlis Perbandaran Muar as the location itself is a tourist hotspot. Collaboration with the ministries may provide advantage to alleviate certain regulations and policies for a positive project outcome. With Malaysia’s rapid improvement in the international sports level especially during the SEA Games, more focus and support should be provided by the Youth and Sports Ministry since Silat is one of the competitive sports that Malaysia commonly participates in. Economy Jalan Maharani area is located at a strategic location close to commercial, administrative, office and educational institutions as well as iconic landmarks drawing in tourist and the local schooling community; programs proposed must benefit the community to prove to be economically beneficial for the client. Social Proposed programs must be specifically designed to suit the needs of the existing community across various demographics of multiple races to ensure maximum participation from the community. With the numerous schools near to the site, the cultural center will serve as a healthy after-school activity for the youth, ensuring a healthy educational growth for the youth of our country.
Technology The proposed technological approach aims to introduce technological advancements that will aid in the learning and promotion of silat training, These technologies would only be available in the cultural center, thus increasing the effectiveness of training in the center. Legal The design, safety, construction methods and other criteria of the buildings are set forth by the Uniform Building By-Laws 1984 (UBBL 1984). Thus the building must set out to obey all requirements as stated not only in design, but also during construction, and even when the building is operational. Environment Usage of IBS system: precast concrete system will reduce the environmental impact of dust, air pollution and noise pollution due to construction on the site, as it is situated close to the shophouses, which has a high occupancy rate, reducing the risk of unhappy neighboring communities. Utilization of louvers incorporated to the spaces allow cross ventilation has resulted in the decrease of reliance in air conditioning. With the absence of air-conditioning systems, costs can be saved and environmental/GBI quality of the building can be preserved.
3.0 DESIGN INTENTION 3.1 Design Concept The Silat Cultural and Innovation Center is incorporate the essence of Vernacular Malay house to represent the Silat culture. Large overhanging roofs are used to help the comparatively massive building fit into the site context as well as provide shading for the building occupants facing the West sun. Spaced timber fins grace the facade of the building, allowing visual permeability into the building. As the building is next to the river, there is an intention of incorporating water into building, allowing the sound of water to echo throughout all the floors and spaces of the building. The end result is a waterfall that seems to emerge from the roof and cascades down the facade of the building. Greenery is also incorporated to help soften the edges of the building.
View from the river
Silat Training Spaces
Riverfront
4.0 DESIGN SUITABILITY 4.1 Key Features As part of the concept.
5.0 DESIGN VIABILITY 5.1 Schedule of Accommodation Gross construction cost Basement Car Bay Lift Lobby Fire Staircases Plant Room Fan Spill Room Store Room
300 25 48 12 18 10
m2 m2 m2 m2 m2 m2 Total Area: 413m2
Ground Floor Gallery Amphitheater Cafe, Kitchen Office Store Room Toilet Lift Lobby Fire Staircase Refuse Chamber Loading Bay Walkway M&E Room 1
72 42 100 56 20 48 38 48 15 20 256 12
m2 m2 m2 m2 m2 m2 m2 m2 m2 m2 m2 m2
212 104 40 96 54 54 48 12 12 64
212 96 40 99 89 48 12 12 64
m2 m2 m2 m2 m2 m2 m2 m2 m2 Total Area: 614m2
Third Floor Walkway En-Suite Room Dormitory Surau Kitchen, Living, Dining Fire Staircase Lift Core
128 27 35 52 50 24 6
m2 m2 m2 m2 m2 m2 m2 Total Area: 322m2
2
Total Area: 829m2 First Floor Walkway Motion Capture Studio Classroom Training Studio Gymnasium VR Training Studio Fire Staircase Lift Core M&E Room 2 Toilet
Second Floor Walkway Library Meditation Corner Training Studio Gymnasium Fire Staircase Lift Core M&E Room 3 Toilet
m2 m2 m2 m2 m2 m2 m2 m2 m2 m2
Total Area = 2461 m Floor without basement at RM2150/m2 (RM200/sqft) Gross construction cost = RM 492200/sqft Total Area = 413 m2 Basement at RM2687.5/m2 (RM250/sqft) Gross construction cost = RM 103250/sqft Total Gross Construction Cost = RM 595450/sqft
Total Area: 696m2
Total development cost = Total Gross Cost + Regulatory and service providers fees (3%) + Provisions of construction cost (3%) + Consultant team fees (10%) + Contingency fee (2%) = RM 702631
6.0 PROJECT PROCUREMENT 6.1 Contract Procurement Traditional Procurement Method The project will adapt the traditional approach of procurement whereby consultants are appointed for design and cost control, and contractors that are responsible for carrying out the works. The traditional method would appoint the contractor by competitive tendering, whereby the increasing the contractor’s accountability, as well as competitive equity as all tendering contractor bid on the same basis LUMP SUM CONTRACT Contractor agrees to carry out a stipulated job of work in exchange for fixed sum of money. Job specification must be sufficiently completed in detail necessary for bidder to prepare cost estimates and completion schedules to submit a firm price for the work. Contractor may be relieved of his contractual responsibility because of impossibility of performance such as changed conditions. Advantages of this contract encourages improved communication and cooperation between the client, contractor, planner or designer. The agreements are regarded as the most efficient way to lower the cost of construction, and they are particularly valuable when everything involved in a project is clearly planned out.
Selective Tender The tender process would be carried out by selective tender as the respective design requires a good workmanship, and price certainty as the building is much complicated with various construction element to be built upon the site. However, the consultants would be required to communicate well with the contractor regarding the project as they are not appointed during the design stage.
6.2 Resource Planning Summarize the level of resources needed by specifying the exact quantities of labor, equipment and materials needed to complete the project. Tasks/Deliverables
.
Resource Type
Quantity
Skills Required
Equipment
Ability to use the utilise the tools and equipment required
Safety Equipment, Manual Tools
Stationery
1. SCHEMATIC DESIGN 1.
Site Visit & Survey
Client, Consultant Team
Site Documentation & Analysis
Client, Consultant Team
Conceptual Sketches
Architect
1
-
M&E and Landscape Planning
M&E Engineer, Landscape Architect
1, 1
Autodesk CFD, AutoCAD, ArcGIS, Revit
Cost Estimation
Quantity Surveyor
1
Microsoft Excel
Visualization
Architect, Draftsman
1, 2
AutoCAD, Revit
Detailed Design Drawings
Architect, Draftsman
1, 2
AutoCAD, Revit
Detailed Project Budget
Quantity Surveyor
1
Microsoft Excel
Local Authority Submission
Architect
1
AutoCAD, Revit
Preparation of Bill of Quantities
Quantity Surveyor
1
Microsoft Excel, WinQS
Tender Period (Open Tender)
Architect, Project Manager
1, 1
-
Tender Evaluation
Client, Consultant Team, Contractor
Award of Contract
Architect, Contractor
Computer, Plotter
2. DESIGN DEVELOPMENT Computer, Plotter
3. CONTRACT DOCUMENTATION
-
1, 3
Microsoft Word
Computer, Plotter
Tasks/Deliverables
Resource Type
Quantity
Skills Required
Equipment
4. CONTRACT IMPLEMENTATION & DOCUMENTATION 4.1.1
Setting Out
4.1.2
Site Cleaning & Levelling
4.1.3
Land Excavation
4.2.1
Pile & Footing Construction
4.3.1
Columns & Beams
4.3.2
RC Slabs
4.3.3
External and Internal Partitions
4.4.1
Roof Construction
4.5.1
Door & Window Installation
4.6.1
M&E Services Installation
Architect, Project Manager, Contractor
1, 1, 3
Fencing, Excavation Equipment Refuse Lorries
Architect, Project Manager, C&E Engineer, Contractor, Workers
1, 1, 1, 3, 30
Excavation Equipment Machineries, Safety Equipment Competency and understanding of installation/construction of item/services, Ability to use the utilise the tools and equipment required, Ability to comprehend the information of construction/shop drawings provided
Safety Equipment, Construction Equipment, Concrete Mixer, Cement Mixer, Welding Equipment. Concrete Pump, Crane
Architect, Project Manager, Contractor, Worker
1, 1, 3, 30
Architect, Project Manager, C&E Engineer, Contractor, Speciality Consultant, Workers
1, 1, 1, 3, 2, 30
Machineries, Safety Equipment
Architect, Project Manager, Contractor, Workers
1, 1, 3, 30
Safety Equipment, Hand Tools
Architect, Project Manager, M&E Engineer, Contractor, Speciality Consultant, Workers
1, 1, 1, 3, 2, 30
Safety Equipment, Installation Equipment
5. PROJECT COMPLETION 5.1.1
Testing, commissioning & Inspection
Client, Architect, Project Manager, C&S and M&E Engineer, Quantity, Surveyor, Landscape Architect, Specialty Consultants, Contractor
2, 1, 1, 1, 1, 1, 1, 2, 3
Ability to use the utilise the tools and equipment required,
Camera, Testing Equipment
5.1.2
Issuance of CCC
Client, Architect
2, 1
Microsoft Word
Computer, Printer
5.1.3
Preparation of Final Account
Architect, Quantity Surveyor
1, 1
Microsoft Excel
Computer, Printer
7.0 RISK ANALYSIS & MITIGATION 7.1 Risk Identification Risk
Likelihood
Impact
Effect
Mitigation Strategy
Contingency
SCHEMATIC DESIGN Client & Contractor expresses dissatisfaction over design proposal.
Medium
High
Project is delayed due to multiple revisions and reduced quality of work.
Negotiate with the relevant parties to meet client requirements and set specific timeline to finalise design.
Project manager ensuring client is aware of deadlines & schedules as well as amend the design as discussed.
Misinterpretation of the objectives and requirements.
High
High
Design does not achieve objectives and client requirements
Conduct regular meetings with the team to ensure they are clear with the objective set
Project manager must be communicative with all parties To ensure all parties comply with the design objectives.
Building Plan not approved by authorities.
Medium
High
Construction phase experience delays due to amendments to drawings based on authority guideline.
Designers to be clear and advice the client on the authority guidelines in the initial and design stage.
Project team to create a new set of amended drawings.
Items not listed in the architect’s scope of work is requested by the client.
Low
Medium
Misunderstanding and bad working experience between consultants and the client.
Designers to clarify the scope of works of the architect at the initial stage of the project.
Project manager must ensure clear communication and understanding between consultants at initial stage.
Client requests for good quality materials but with very tight budget.
Low
Medium
The final outcome of the spaces is affected
Project manager and consultants to give appropriate advice on the material pricing to the client
Project manager and consultant to use cheaper materials but with the same aesthetic value.
Last minute changes in the design to reduce cost.
Medium
High
Change of design language and construction methods
Project team to suggest the reduction of cost in other aspects such as reusable materials
To reuse/source the materials from the existing site to reduce cost.
Consultants are unable to meet the deadlines.
Low
Medium
Project work flow is affected and delays are caused to the project.
Find out the root cause of the disruption or replace the incompetent consultants
Ensure the consultants hired are up to their mark based on their experience and capabilities.
Materials proposed during design process is unsuitable to be used.
Low
Medium
Results in structural weakness and wastage of resource
Project manager and consultants to give appropriate advice on the suitability of material to the client.
Preliminary estimated cost is done to not exceed the project budget.
DESIGN DEVELOPMENT
Risk
Likelihood
Impact
Effect
Mitigation Strategy
Contingency
3. CONTRACT DOCUMENTATION Delay of drawing approval from authorities and stakeholders
Medium
High
Commencement of construction phase experiences delays
Project team to submit the drawings earlier in preparation for delayed approval
Project manager to check and proceed with any other approved processes or simultaneous task according to the Gantt Chart.
Low response from contractors and tenderers.
Low
High
Limited options and proposals that does not conform to the budget
To extend the tendering period and post request on multiple media platforms for more tender options
Proceed with the most possible tender option while revising budget allocation.
4. CONSTRUCTION MANAGEMENT & IMPLEMENTATION Lack of site mobility due to site location next to main road
Medium
Medium
Cause obstruction to the surrounding business operation.
Encourage night construction for major construction works.
Ensure sufficient time frame is given for informing surrounding businesses.
Difficulties in the construction of facade system
Low
Medium
Cost increment. Project workflow is hindered.
Ensure sufficient detail drawing & clarification are provided for the contractor before construction.
Conduct technical meeting with contractor and engineer to discuss solution of problem
Poor weather conditions during the construction phase
Medium
Low
Delay in overall completion and subsequent operations
To ensure meteorological data is collected and analysed regularly when planning construction phases.
To reschedule construction works according to weather condition to keep the process going
Unanticipated project manager workload
Medium
Medium
Result in overworked project manager and careless management
To ensure scope of work of project manager does not exceed services provided as stated in contract
Allocation of suitable task to other consultants at critical time.
Delay of issuance of CCC
Medium
High
Building unable to handover on the stated date in the contract.
To complete construction phase earlier for early issue of CCC
To proceed with any other approved processes or simultaneous task according to the Gantt Chart.
High maintenance of building
Low
Medium
Affects client’s satisfactory level and trust
Encourage passive and active design strategy at initial design proposal stage.
Carry out value engineering and work with consultants to seek for solution in reducing cost.
Damp issue to basement floor
Medium
Medium
Cause discomfort and annoyance to the users. Molds and mildew can grow beneath
Choose the correct waterproofing methods according to the site characteristics and design
Increase membrane/ waterproofing coating to the interior space. Use suitable
5. FINAL COMPLETION
8.0 MAINTENANCE STRATEGY 8.1 Program, Building and Site Maintenance
Element
Frequency
Strategy
Flooring
Daily
The flooring is cleaned everyday and any damages on the wood flooring will be replaced as soon as possible.
Furniture
Twice a Year
Conditions of the furniture in the building to be checked. Replace, add or remove if necessary.
Pantry Equipment
Quarterly
Ensure appliances are functioning properly as so it does not pose a hazard to the users. Repair or replace if necessary.
Office Equipment
Monthly
Ensure all electronics are functioning properly. Restock office supplies if necessary
Gym Equipment
Monthly
Ensure gym and training equipment are unbroken and usable, Repair or replace if necessary.
Weapons and Costumes
Monthly
Ensure weapons and costumes are not stolen, missing or broken beyond usage. Repair or replace if necessary.
Fighting mats
Quarterly
Ensure indoor rubber matsis well maintained in order for users to continue training safely.
Landscape greenery
Daily/ Monthly
Ensure the plants are growing well and in good condition. Trim the plants to avoid overgrowth and keep the general cleanliness
Carpark
Quarterly
Ensure the ramps, parking gate and the autopay machine are maintained and serviced. Repair or replace if necessary.
9.0 PROJECT DELIVERABLES 9.1 Success Criteria The success criteria would be measured based on the triple constraints, which are time, cost and scope of the project which contributes to the overall quality that has been produced. Time The time frame for the project will be 25 months whew the project will start in April 2019 and expected to finish in May 2021. The amount of time will be dependant on the work and amount of deliverables required for the project to be completed. 1. Project would be carried out according to the planned time frame in Gantt Chart to avoid delays or any unnecessary risks. 2. Project Architect’s communication is important to maintain well efficiency and workflow. Cost The total estimated cost of the project would be RM702631, where the project required to be covered within the estimated budget. 1. The cost should be controlled with a proper fee structure in the early stage of planning. 2. Selected materials to be considered in terms of sustainability, durability and quality. 3. Monitoring and tracking during the construction phase is important to avoid additional cost..
Scope The project requires the coordination of project teams and contractor through meetings and communication. This would ensure proper expectation and clarification of each roles and responsibilities for all members. Work breakdown structure and Gantt Chart would be used to list out every task and activities to gain an overview of the project. 1. 2. 3.
WBS to outline, define and control the project scope The duration of the work would be visualised using Gantt Chart Meetings to be conducted periodically for updates.
Scope.
Time
Cost