Project management report project 2

PROJECT MANAGEMENT REPORT (MGT60403 / ARC3614)

DOCUMENTATION OF A MEDIUM-SIZED PROJECT PROJECT: Proposed Game and Recreational Centre at Taman Tasik Titiwangsa, Kuala Lumpur.

NAME: LOW EN HUEY STUDENT ID: 0317889 TUTOR: MS ALIA

CONTENT PAGE

1. Project Introduction 2. Site Introduction SWOT Analysis PESTLE Analysis 3. Design Suitability & Project Viability 4. Project Procurement and Resource Planning 5. Risk Analysis & Mitigation Strategy 6. Maintenance Strategy: Program Maintenance 7. Maintenance Strategy: Building & Site Maintenance 8. Project Success Criteria 9. Work Breakdown Structure (WBS) 10. Gantt Chart

CLIENT

SITE INTRODUCTION

Joint Venture between Sunway Berhad & DBKL Sunway Berhad or Sunway Group is a Malaysian conglomerate company.

It was formed following a merger between Sunway City Berhad (SunCity) and Sunway Holdings Berhad on 23 August 2011. The Group diversified into property investment, leisure and entertainment, hospitality and healthcare. As a master community developer, they are committed to enriching the communities through improved connectivity and accessibility, where people can live, learn, work, and play in a healthy, safe and a connected environment.  

To provide innovative quality products and services that exceed customers’ expectation.

To deliver enduring growth for thriving communities.

Titiwangsa Lake Garden, Kuala Lumpur (TLG) Located beside Jalan Tun Razak in the heart of Kuala Lumpur, the park spreads across an area of 95 hectares with a 57 hectares of lake. Previously a tin mining site, it has been transformed into recreational park with few man-made lakes in the middle of the park. The park is currently undergoing an upgrading project named “the River of Life”.

The given site is located along Jalan Tembeling, facing the Titiwangsa Lake Garden. It is situated at the south direction of the park. The site is formerly a sports complex that provide facilities like tennis, table tennis and basketball. Sandwiched from 4 sides, with Stadium Titiwangsa on the East, Istana Budaya Office on the West and the Co-curriculum centre on the Southern side. The site requires 8m setback on all 4 sides.

DESIGN BRIEF The brief aims to create a games and recreational centre by demolishing the existing Titiwangsa Sports Complex that consists of several facilities such as tennis courts, squash and basketball courts. The new recreational and lifestyle hub also acts as a gathering point for people from all walks of life to interact. Ultimately, the facility is designed to encourage sports participation and support healthy lifestyles in the community. The hub will also support the development of the community and adapts to the changing demands of its users. 

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Separating vehicle circulation and human circulation. To create a safe and walkable environment for the park users such as joggers and cyclists.

Social nodes for users to rest and interact. Breaking down the social barrier between different types of users (white collars, blue collars, students, senior citizens, kids) Conserve water supplies: Rainwater harvesting system as one of the sustainable and environmental friendly building strategy.

Reduce energy consumption by having more natural ventilated spaces and natural lit spaces.

Lifestyle hub that allows users to eat, sleep, work and play in a healthy environment.

Respond to the public demand for enhanced recreational programming Connectivity to the existing Titiwangsa Lake Garden by maximizing on the views outwards to the vast surroundings.

PROJECT OBJECTIVES   

To provide an alternative indoor recreational and hangout spot for the public and local community despite of the weather.

To inject exciting activities to the site in order to create variation of recreational activities.

To help the local food vendors by providing extra ground for them to carry out their local business in a more pleasant environment.

PROJECT GOALS 

SHORT TERM To complete and deliver the project without delay and achieving the requirements from the client’s design brief.

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MEDIUM TERM To create a social and interactive platform for people from all walks of life to know each other and gain benefits from each other.

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LONG TERM To develop a sustainable urban development that is favourable to the future construction.

KEY FEATURES 

GREEN BELT A continuous green walkway that provides shelter for the park users that visits the buildings. Recreational activities are integrated onto the platform of the walkway creating a linkage between the park and the hub. Outdoor gym facilities, food kiosks and communal social spaces are strategically located along the walkway to create bring the liveliness of the green corridor.

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OUTDOOR ROCKCLIMBING Exciting youth activity being injected to the site that bring users to different altitude while enjoying the scenic view towards the lake.

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INDOOR TRAMPOLINE Cater for all ages, the bouncing environment allow users to enjoy the view out of the building at different altitude.

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GREEN SWINGS Tyres are reused and designed into swings that hangs from the double volume ceiling. The swings become a common hangout area for the park users to rest and mingle around.

DESIGN DRAWINGS

STAKEHOLDERS

Ministry of Youth and Sports (KBS) Kuala Lumpur City Hall (DBKL) DBKL is the city council which administers the city of Kuala Lumpur.

Established on 1 February 1972, DBKL provides and enhances service that are efficient, cordial and transparent in line with staff progress and development.  

KBS is a ministry of the Government of Malaysia that is responsible for youth, sports, recreation, leisure, stadium, youth development and youth organisation. 

To cultivate sporting culture in the lifestyle of the youths.

To plan and implement sports, cultural and tourism activities.

To provide, manage and maintain public facilities such as community centres and recreational parks.

Ministry of Energy, Green Technology & Water (KeTTHA) KeTTHA is responsible for sustainable energy and green technology. They ensure to provide a conducive environment for industrial development and technology.

National Landscape Development (JLN) As the National Landscape accreditation centre, JLN plan, coordinate, implement and regulate the landscape development, open spaces requirement, green areas and national recreational facilities. 

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To ensure the quality, competitive and effective cost of the landscape development, public parks, open spaces and recreation facilities.

To promote the landscape industry development.

Climbing Wall Association (CWA) CWA is a trade association dedicated to protecting, connecting and educating the indoor climbing industry. They provide relevant and actionable climbing business resources that keep the industry healthy and thriving.

SWOT ANALYSIS

PESTLE ANALYSIS

Strength

Political

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North view offers scenic vista towards the lake Maintain the continuity of the recreational aspect of the park, the recreational hub allows public to carry out their usual activities under one roof despite having to worry of the uncertainty of the weather.

Weakness 

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Limited one way circulation of Jalan Tembeling separating the users of the park from the site, disconnecting the site from the park.

Limited sports activities for the youth.

Opportunity  

Ongoing River of life project will attract more visitors in future.

Injecting exciting recreational activities to revive the monotonous activities of the park. By having programmes that could fulfil the family group needs can attract more people to the site.

Threat  

Illegal side parking will congest Jalan Tembeling blocking the only entrance for vehicles from the main road.

Low visitor rates during weekdays, to introduce interesting and supportive program that could facilitate the local community.

Joint venture form allows both parties to access to better resources and provides opportunity to gain new insights and expertise.

Economy Titiwangsa Lake Garden is surrounded by different districts such as institutional, recreational, residential and cultural districts. However only a few restaurants are in the vicinity of the park. By injecting programmes such as convenient store, cafes and rock climbing, this would attract people from the park and gain revenue from food and recreation.

Social Titiwangsa Lake Garden has people visiting from all walks of life which include working adults, seniors, youth and kids. Especially during weekends, there will be a lot of family groups at the park and this is favourable for the project which is to create an interactive platform for the public to know each other.

Technology Green version of windows such as low-emittance windows bring down the HVAC costs. Also, cool roof made of special tiles and reflective paint help reduce the heat island effect especially in urban area like Titiwangsa.

Legal Building setback requirement have been implemented to the site with 2m green belt setback from the boundary line on all four sides and also 8m setback from the boundary line for the building structure.

Environmental Rainwater harvesting system can reduce the consumption of groundwater and also lessen the burden of soil erosion. Apart from this, it also reduce contamination of surface water with pesticides and fertilizers from rainwater run-off which results in cleaner Titiwangsa Lake.

ESTIMATED PROJECT COST SPACE GF PLAN Toilet Lobby Stairs Information Counter Green Corridor Utility Loading Bay Convenient Store Games Hangout Lift Total GFA SPACE 1F PLAN Lobby Stairs Yoga Studio Trampoline Park Amphitheatre Toilet Total GFA

AREA (sq ft) 355 1195 392 82 678 16 398 1098 1432 170 5816 AREA (sq ft) 2002 392 1787 3110 1373 355 9020

SPACE

AREA (sq ft)

2F PLAN Lobby

563

Stairs

392

Toilet

195

Kitchen

248

Rooftop Café

126

Visitor Sleeping Groove

1356

Staff Accommodation

1066

Total GFA TOTAL GFA

5741 22656

MEZZANINE PLAN Lobby Stairs Food Street Total GFA

AREA (sq ft) 2013 195 1695 2077

%

3 5 3 6 13

PRICE (RM)

298,764.00 497,940.00 298,764.00 597,528.00 1,294,644.00

OVERALL PROPOSED BUDGET OF DEVELOPMENT OF LIFESTYLE & RECREATIONAL HUB ITEM

PRICE (RM)

1

DESCRIPTION Operational Expenditure Cost & Development Cost

TOTAL COST (GF to 2F)

2

Construction Cost

9,958,800.00

22656 sqft x RM250

3

Others

Price per square foot (GF to 2F): RM250.00

1,692,996.00

Price per square foot (basement):RM150.00

= RM5, 664,000.00

TOTAL COST (Basement) 28632 sqft x RM150

= RM4, 294,800.00

TOTAL COST (All Floors)

SPACE

Cost Operational Expenditure Cost and Development Cost Authority Contingency Material Wastage GST Consultancy Cost

RM5, 664,000.00 + RM4, 294,800.00 = RM9, 958,800.00 The building has the overall GFA of 22656sq ft. Hence, the estimated cost for the building construction shall be at least RM9, 958,800.00.

GRAND TOTAL

995,880.00 12,647,676.00

RISK IDENTIFICATION ITEM

PHASE Schematic Design

LIKELIHOOD

SEVERITY

EFFECT

MITIGATION

1

CONTINGENCY

Final cost of the project might be higher than expectation due to the innovative technology.

3/5

3/5

Project unable to complete within client’s budget.

2

Unclear budget and project duration of each phase given by client

3/5

4/5

Over budgeting in project as the project team is not aware of the cost baseline.

Integrates more passive climatic design strategy to lower down the innovative building technology.

Project manager should constantly update the client with changes and spending at each phase of the project.

3

Design requirement by client of green corridor does not fulfil authority and by law.

2/5

3/5

4

Misunderstanding in communication between consultants and clients

4/5

5/5

More time is needed to come out with the schematic drawings as the design could not fulfil the bylaws and clients.

Delay of schedule

Architect to negotiate with the client on changing the design scheme that does not differ from the original idea.

Meetings should be held frequently to ensure all parties are on the same page.

Project manager to hold meeting weekly (preferable) in order to manage the work progress and keep every consultant updated.

Project team to suggest the reduction of cost in other aspects such as reusable material.

Mistake related to specific consultants should be responsible and bear the cost of the delay.

Project manager and consultants to give appropriate advice on the timber pricing.

Project manager and consultants to propose using cheaper timber but with the same aesthetic value.

Architect to suggest passive climatic design strategy.

Project manager to closely monitor the progress and spending of the budget to avoid extra costs and wastage.

Architect to suggest alternative plans with right dimension.

Project team to prepare drawings that are understandable by the clients.

Design Development 1

Insufficient effort and cooperation given by consultants and specialist in finalizing design and structures.

3/5

3/5

Could not produce building plan submission drawing on time causing delay in approval process.

2

Last minute changes in changing full height glass wall to half height glass wall to reduce the cost.

3/5

4/5

3

Client’s demand on using good quality timber furniture’s but has tight budget.

2/5

3/5

Affect the aesthetic of the building and the original idea of connecting the interior with the exterior visually.

Affect the final outcome of the spaces.

To reuse the metal/ net from the demolished existing tennis court to reduce the cost.

Contract Documentation 1

Delay of drawing approval from authorities and stakeholders

3/5

3/5

Delay commencement of construction phase.

Submit drawings earlier in preparation for delayed approval.

2

Low response of contracts and tenders

2/5

4/5

Limited options and proposals that does not conform to the budget plan.

To extend the tendering period and post request on any media for more tender options.

1

Contract Management & Implementation Delay of excavation work and concrete pouring work due to unforeseen weather and site condition

4/5

5/5

Delay overall completion time and subsequent operations.

Maximize the labouring hour in order to reach the milestones to prevent delay.

2

Increasing the needs of materials, amount of labours & construction fees

3/5

4/5

Over budgeting to occur due to poor resource planning.

To strictly follow the resource planning plan and work within the budget.

3

Conflicts and clashes in site works with on-going rive of life development

4/5

5/5

Delay execution of onsite tasks thus delaying overall completion time

To tally timeline and schedule of opposing construction process to avoid potential clashes

To proceed with any approved processes or simultaneous tasks according to Gantt chart.

Proceed with the most possible tender option while revising budget allocation.

Project managers to prepare weather forecast and extend necessary duration at each phase since the start of the project.

Change the use of materials with controlled quality in order to not exceed the given budget.

To proceed with any approved processes or simultaneous tasks according to Gantt chart.

Final Completion 1

Delay of issuance of CCC

3/5

4/5

Building unable to hand over on the stated date in the contract.

To complete construction phase earlier for early issue of CCC.

2

Low response from local community.

2/5

4/5

3

High maintenance of the green corridor.

4/5

5/5

Fail to work as a community centre and may suffer from great loss.

Increasing the cost of maintenance for landscaping.

Advertise and promote some events in the building through social media.

Landscape architect to advice client on the use of synthetic grass.

To proceed with any approved processes or simultaneous tasks according to Gantt chart.

Promotion that benefits the public during the visit.

To hire additional labour to maintain the landscape.

PROGRAMME MAINTENANCE PROGRAMME SPACES

FREQUENCY

STRATEGY

1

Basement Parking

Daily

To ensure basement parking is free of obstruction that will affect the vehicular accessibility.

2

Breakout Spaces

Daily

Common breakout spaces should be keep clean at the end of the day especially if the spaces are near the food street. Leftover will attract mouse and cockroach that affect the hygiene standard of the building.

3

Storage spaces ( dry goods and water)

Daily

To ensure there is sufficient space for the vendors to store their goods without disrupting the vising experiences of the coming users.

4

Green Corridor

Daily

The grass and trees will require more maintenance due to higher frequency of usage of this space. Adequate amount of water and shades should be consider.

5

Convenient Store

Daily

To replenish the stocks especially fresh food supply to provide good quality service for the public. Rotten and expired food shall be correctly discard.

6

Trampoline Park

Weekly

Trampoline shall be checked and undergo maintenance weekly to ensure that the public can use the facilities at ease and comfort. This is to prevent any accident that might happen due to faulty facilities.

7

CafĂŠ and kitchen cleanliness

Daily

Staff of the cafĂŠ shall be given proper trainings and educate importance of hygiene.

Kitchen shall be kept clean every day to maintain the standard set by the authority.

Ensure that the food produced are of good quality and ready to be served to the public.

8

Visitor sleeping groove

Daily

Rooms to be kept clean after the use of the guests. Housekeeping staff to make sure the quality standards of the sleeping area are always clean. Supervisor to inspect the rooms for optimum results and guest satisfaction.

9

Food Street

Daily

To ensure that the circulation way is kept clean from the litters to provide comfortable strolling experience of the visitors.

BUILDING AND SITE MAINTENANCE 1

ITEMS HVAC

FREQUENCY Monthly

STRATEGY Regular preventative maintenance to ensure trouble-free operation and peak performance. Pre-season maintenance is important to avoid a system failure and keep the bill from getting out of control.

Building should have a genset outlet as emergency power supply, especially for the lifts.

2

Electrical

Weekly/ Monthly

3

Plumbing

Yearly

Ensure plumbing component and piping system are in good condition with no leakage or been clogged. Technician to check and replace faulty pipes once identified.

4

Energy Management/ Security Systems

Daily

Exterior doors used as public access are to be locked after operating hours to ensure trespassing.

5

Lift

Yearly

6

Public Toilet

Daily

Ensure that the lifts are in good working order so that it is accessible all year round for the elderly and disabled. Technician to spot faults to cut down time and reduce the cost of expensive repairs later down the line.

Janitor should come on a daily basis to maintain the cleanliness of the toilets.

7

Fenestration

Monthly

To check and repair the faulty parts to ensure the visitors’ safety and provide good accessibility.

8

Rainwater harvesting roof system

Yearly

Ensure no blockage in the drainage and downpipes so that the excess water from rain can be discharged properly.

9

Flooring

Daily

Floors should be kept clean from litter to not disrupt the user’s experience in the building.

Yearly polishing are to be done to maintain the quality of the floor.

10

Light fixtures

Quarterly

Ensure all lighting fixtures are operating well to provide sufficient lighting in the building for proper functioning of the spaces. Faulty fixtures should be replaced once identified.

11

Water Tanks

Monthly

12

Landscape and Plantation

Daily

Tank cleaning and treatment should be done to prevent water supply disruption or any water leakage that will affect the concrete flooring and free from any dangerous contamination occur in water tank.

Ensure the trees and plants are watered daily and trimmed to preserve the garden experience. Gardeners to take care of the condition of the plants.

13

Pedestrian walkway and pavement

Quarterly

Stone pavements are in good condition and safe to be used by the public. To replace the pavements immediately when identified.

14

Refuse Chamber

Daily

Ensure disposals are well kept and hidden from user’s sight and to prevent foul smell and unkempt scene from affecting the users’ experience throughout the building

PROJECT PROCUREMENT PROCUREMENT METHOD Since its’s a joint venture between Sunway Group and DBKL, PublicPrivate Partnership procurement method is considered.

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Early completion bonuses that further increase efficiency. Change order costs can be reduced as well.

DISADVANTAGES 

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Increase government costs as it involves risk for the private participant, which reasonably expects to be compensated for accepting those risks.

Profits of the projects can vary depending on the assumed risk, competitive level, complexity and the volume of the project being performed.

The public sector is at an inherent disadvantage if the expertise in the partnership lies heavily on the private side.

BUILDING CONTRACT INVOLVED: CIDB FORM OF CONTRACT

This procurement method refers to the collaboration between public and private sector in order to achieve financing, management or maintenance of a project or the provision of services. It is the financing of the project that is different from the other procurement forms. Traditional building procurement system is applied. Conventional procurement system is applied.

ADVANTAGES 



Faster project completions and reduced delays on projects by including time-to-completion as a measure of performance and therefore of profit.

Innovative design and financing approaches become available when the 2 entities work together.

CIDB has produced 2 standard forms; CIDB Standard Form of Contract for Building Works and the other is CIDB Standard Form of Sub-Contract for Nominated Sub-Contractor.

SUCCESS CRITERIA Project success criteria are the standards by which the project will be judged at the end to decide whether or not the project has been done successful in the eyes of the stakeholders. Cost, quality and time are the three basic measurable success criteria used to indicate the key performance of a project.

SUCCES CRITERIA Time  Project Duration  Schedule Planning  Work Coordination

Cost   

MEASURABLE GOALS   

 Project Budget Material Selection and Costing Labour Resource Planning

 

Scope  Consultant Job scope  Meeting milestones on work progression

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Quality  Sustainability  Appreciation of stakeholders  Workmanship

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Targeted project duration: 25 months with issuance of Certificate of Completion on no later than January 2020.

To follow strictly on Gantt chart’s schedule and Work Break down Structure to ensure smooth work flow.

Phase- oriented.

Close monitoring of budget to keep within overall budget of RM12, 7000,000 and reduce the risk of extra spending and wastage.

Reusable materials are considered and also based on durability, costing and quality.

Control the quality of the labours depending on their skill and efficiency.

Ensure clear project communication line and job scope of the consultants since the start of the project.

Regular meetings to be held 2/3 times a month to make sure that every consultants and contractors are on the same pace.

Sustainable measures to meet the objectives of Green Building Index.

Good community relationship and satisfied customers especially the public since it is a public building.

High quality workmanship and zero defect building.

WORK BREAKDOWN STRUCTURE