Project Management Report Assignment: Madge Mansions

MADGE MANSION JALAN MADGE, KL

BEP AKITEK SDN BHD

CHEVALLY LO ZHAO SHYEN 0326497 KOK SZE KUAN 0327689 OOI JUN YANG 0326501 OW XUN CONG 0321997 SAK KAR WAI TAN ZI WEN 0327759 TUTOR: AR SATEERAH HASSAN

PROJECT MANAGEMENT DEFINING AND DOCUMENTING PROJECT MGT 60704

©

Table of Content 1.0 Introduction

01

1.1 Project Introduction

02

1.2 Site Location

03

2.0 Project Team

05

2.1 Architect / Project Manager

08

2.2 Quantity Surveyor

11

2.3 Civil and Structural Engineer

12

2.4 Mechanical and Electrical Engineer

13

2.5 Landscape Architect

15

2.6 Interior Designer

16

2.7 Land Surveyor

17

2.8 Contractor

18

3.0 Organisational Structure

19

4.0 Stakeholders

21

5.0 Project Information

23

5.1 Project Objectives and Goals

24

5.2 Project Implementation

25

5.2.1 Schematic Design

25

5.2.2 Design Development

30

5.2.3 Contract Documentation

36

5.2.4 Contract Implementation

44

5.2.5 Final Completion

63

5.3 Risk Assessment

71

5.4 Procurement

74

5.5 Success Criteria

76

6.0 Conclusion

79

7.0 References

80

8.0 Appendix

81

1.0 Introduction

4

1.1

Project Introduction

Project: Madge Mansions Category: Residential Project Location: No.12, Jalan Madge, 55000 Kuala Lumpur Project Description: 3 Blocks 12-story towers Site Area: 2.16 Acres Gross Floor Area (in sq feet): 30,930ft2 No. of Units: 52 units Unit sizes: 3500ft2 ~ 8500ft2

Figure 1.0.1: Perspective view of Madge Mansions

Client Gamuda Land is a property development arm of Gamuda Berhad established in 1995. The company obtained recognition in building not just homes, but also infrastructure, townships and masterplanning. Their fundamental vision lies in creating quality design by adopting the strict Construction Quality Assessment System (CONQUAS), assuring high value regeneration of the urbanscape and to grow wholesome communities. In this project, the client aims to create a premium residential property in prime land to cater for high-end users to generate profit and positive image for their company

Project Scope Madge Mansions is a group of residential towers located at a enclaved residential district at the heart of Kuala Lumpur city. Located at prime-land, the design aims to mirror the living experience of a landed property. It offers opulent living spaces and also uncompromised privacy in a prime location, targeting users include expatriate and the upper class. The project takes pride in having enriching amenities such as Pavilion, Royal Selangor Golf Club, Prince Court Medical Centre, International schools and the central business district just a stroll away.

Introduction

5

1.2

Site Location

The project consists of: 1. 3 blocks of 52 units residential units Block A - 16 units of residential units - 1 entry lobby - 1 corte pochere - 1 loading bays - 1 unit of gym rooms - Pool utilities - Function room Block B - 18 units of residential units Block C - 18 units of residential units 2. 1 level of basement carpark with building utility services

Figure 1.0.2: Detail ground floor plan of Madge Mansions.

Introduction

6

1.2

Site Location

1.2 Site Location Madge Mansions is located within the prestigious Embassy Row, Jalan Madge. The site sits exactly at a quieter and greener district at walking distance away from the prime business and tourist districts of KLCC. It sits on 2.16 acres of Freehold Land with good green public to built space ratio. The location of the projects allow easy access to amenities ranging from hospitals, leisure golf clubs, shopping complexes, transportation, infrastructure while maintaining privacy from the bustle of the city.

Figure 1.0.3: Key plan of Madge Mansions.

Figure 1.0.4: Location plan of Madge Mansions.

Introduction

7

2.0 Project Team

8

2.0

Project Team BEP AKITEK SDN. BHD. MADGE MANSION CONDOMINIUM PROJECT DIRECTORY

Project Management

9

2.0

Project Team BEP ARCHITECT SDN. BHD. MADGE MANSION CONDOMINIUM PROJECT DIRECTORY

Introduction

10

2.1

Architect / Project Manager

Company

BEP Akitek Sdn. Bhd. BEP Akitek Sdn. Bhd. is an architectural planner and project manager firm located in persiaran tropicana, Petaling Jaya. Currently actively led by three principal architect, Mr. Kam Pak Cheong, Mr. Alex Ng and Mr. Loh Yung Hui to explore the best design that fulfills client’s brief of creating refined living spaces together with uncompromising privacy, comfort and security along Kuala Lumpur’s Embassy Row. He is also the person who issued the Certificate of Practical Completion (CPC) and Certificate of Completion and Compliances (CCC) to contractor, Al-Ambia Sdn. Bhd. and client, Gamuda Land upon the completion of the development.

Roles 1. Liaise between client, design team and construction team to ensure the project is kept to schedule timeline and budget.

2. Translation of idea into design. ensure amendments on design is updated, thus minimising errors that will lead to additional incurred costs.

3. Actively coordinated between consultants and contractors during construction phase to less frequent basis for different purposes than that of the contractor.

4. Observing progress at certain times during the construction on phase, however, on a much l

Introduction

11

2.1

Architect / Project Manager

Scope of Work During Project As additional services (project management) are requested and appointed BEP Architects has separated the scopes of work internally to two different key persons to be responsible for their respective roles. However, both of them work concurrently to achieve the project’s time, cost and value objectives.

BEP Architects Sdn. Bhd.

Architect & Lead Consultant

Project Architect

Ar. Kam Pak Cheong

Mr. Alex Ng Hong Yian

As Architect & Lead Consultant BEP Architects was involved in all five implementation phases of the project by providing advisory, basic and additional services. At preliminary stage, BEP Architects began providing services by assisting client to prepare LCP (Laporan Cadangan Pemaju) to obtain planning permission (Kebenaran Merancang). Ar. Kam Pak Cheong has led his team in carrying out site survey and analysis, producing land use, layout plan, zoning plan and development proposal concept compliance to authority guidelines and requirements.

Ar. Kam Pak Cheong is also the head leading the project consultant team in designing the development during the design and development stage. Also, he worked with project architect, Mr. Alex Ng Hong Yian to advise on the submission timeline to ensure the project is run smoothly and on time. In this project, Ar. Kam Pak Cheong is the PSP (Principal Submitting Person) of all authority submission drawings, which means he also plays her role as independent certifier to certify and issue CCC upon completion of Madge Mansion together with all 21 Form Gs (Form G1 to G21).

12

2.1

Architect / Project Manager

During the contract documentation stage, Ar. Kam Pak Cheong, as contract administrator invited tenders, then managed, processed and reviewed the tender process on behalf of the client. He prepared building contract documents for signature between the client and contractor upon contract award.

During the construction phase, BEP Architects also acted as a supervising officer (S.O.) to supervise on-site building works. Before any initiation of construction works, Ar. Kam Pak Cheong will review the construction method statements before providing the contractors with the desired method and quality for specific construction works. While construction was carried out, BEP Architects also requested the main contractor to submit fortnightly progress report to monitor the progress and the quality of construction works. In certain cases, Ar. Kam Pak Cheong also requested a mock up from the contractors to visualise the details and workmanship of the particular construction. Then, he allows the contractors to proceed with the construction works after he was satisfied with the outcome of construction.

As Project Manager BEP Architect also serves as a project manager which managing by Mr. Alex Ng Hong Yian and assisting by Ar. Kam Pak Cheong, in ensuring the tasks assigned to consultants are finished on time for authority submission, so that the project’s time, cost and value objectives as set by client could be achieved. He monitored the progress, mutual interactions and jobs of various parties to reduce the risk of overall failure, maximizing benefits and minimizing costs from planning to completion phase of building.

During the project, Mr. Alex Ng Hong Yian has done: - Ensure the tasks assigned to different parties are completed on time - Ensure material wastage is within the budget.

- Resolve any discrepancies of drawings, Bills of Quantities and specification - LIaise and attend meetings with contractors and suppliers - Plan, implement monitor and report the weekly programme so that overall project is achieved.

- Ensure the Occupational, Safety & Health Management System is adhered to at all times.

13

2.2

Quantity Surveyor

Company

Northcroft Lim Perunding Sdn. Bhd. Northcroft Lim Perunding Sdn. Bhd is hired to manage the scope of works regarding tender such as producing tender reports, tender evaluation and bill of quantities. They are also assigned to responsible for the project’s finances and contractual relationships between involved parties

Roles 1. Feasibility and Design Stage -Conduct feasibility studies for Gamuda Land in the realisation of Madge Mansion in -Preliminary estimation of costs.

2. Contract Documentation Stage -Prepares construction cost estimates and tender documents.

-Assist in calling, opening and evaluation of tender.

3. Contract Implementation Stage -Conduct site ‘valuations’ where they present detailed information on the cost of particular -Prepares certificate of progress payment. accordance to the give project brief.

-Evaluation of variation elements of work on a periodic basis to enable payment for those works carried out to date.

4. Final Completion Stage -Prepares contract final account -Assessment of building replacement values for insurance.

Introduction

14

2.2

Civil and Structural Engineer

Company

Asia Pacific Engineering Consortium Sdn. Bhd.

Asia Pacific Engineering Consortium Sdn. Bhd. is an consulting engineering firm to manage the job scope regarding infrastructure works such as earth, roads and drainage, water storage reticulation and sewerage treatment plants.

Roles 1. Take into considerations on the construction costs, government regulations and the potential impact of the project on the environment.

2. Carries out geotechnical works during initial design stage, such as site investigation works materials needed for the construction.

3. PEPC (Professional Engineer with Practicing Certificate) and SP (Submitting Person) will also need to liaise with government authorities for planning approval.

4. Conducts site inspections to ensure the safety or sanitation standards on site and to monitor the construction process in accordance to the required design specifications during construction stage.

5. Evaluate the specifications. The PEPC or SP will certify relevant G forms and F form for Certificate of Completion and Compliance (CCC) before submission to local authority by PSP during final stage of the project.

Introduction

15

2.4

Mechanical and Electrical Engineer

Company

PMT Consulting Engineering Sdn. Bhd.

Roles A mechanical and electrical engineer is responsible for the design and specifications of the building regarding mechanical and electrical aspects:

Mechanical Aspects Sanitary and plumbing Lifts and escalators Air conditioning and ventilation systems Fire fighting system

Electrical Aspects Power supply and electrical system Lighting protection Telecommunication system Security and alarm system

1. Design the installation of building services 2. Prepare tender drawings, specifications and schedules regarding the mechanical and electrical works and liaise with authorities on mechanical and electrical approval requirement.

3. Certify payment certificates of Nominated Sub-contractors works.

4. Monitoring and ensuring the mechanical and electrical works on site are compliant during construction phase. In the final completion phase, the M&E engineer as PEPC (Professional Engineer with Practicing Certificate) or SP (Submitting Person) will certify selected G forms for mechanical and electrical works before the CCC can be issued by architect.

Introduction

16

2.4

Mechanical and Electrical Engineer

5. Take into considerations on the construction costs, government regulations and the potential impact of the project on the environment.

6. Carries out geotechnical works during initial design stage, such as site investigation works which includes field works and sampling for earthworks and foundation design to determine the materials needed for the construction. PEPC (Professional Engineer with Practicing Certificate) and SP (Submitting Person) will also need to liaise with government authorities for planning approval.

7. Conducts site inspections to ensure the safety or sanitation standards on site and to monitor the construction process in accordance to the required design specifications during construction phase.

8. Evaluate the specifications. The PEPC or SP will certify relevant G forms and F form for Certificate of Completion and Compliance (CCC) before submission to local authority by PSP during final stage of project.

The G Forms to be certified under a M&E engineer are: Form G5 - Internal Cold Water Plumbing (Mechanical) Form G6 - Internal Sanitary Plumbing (Mechanical) Form G7 - Internal Electrical (Electrical) Form G9 - Fire Fighting Active (Mechanical) Form G10 - Mechanical Ventilation (Mechanical) Form G11 - Lift / Escalator (Mechanical or Electrical) Form G16 - External Electrical (Electrical) Form G18 - Street Lighting (Electrical) Form G20 - Telecom (Electrical)

Introduction

17

2.5

Landscape Architect

Company

Praxcis Design Sdn. Bhd. are hired to assist in the design development phases to manage the softscape and hardscape of the overall project. They committed to reduce the ecological footprint while creating an environment of sustainable buildings. Their architecture intends to stimulate and inspire their design endeavors. Praxcis Design Sdn. Bhd. affects our society not only through our architecture, but with proactive civic engagement and professional leadership.

Roles 1. Designing and proposing a landscape design layout 2. Procurement of necessary vegetation or technologies regarding the landscape design of the project.

3. Cost estimation regarding the softscape works.

4. Coordinating with authorities to obtain approval for landscape works.

5. Certifying Form G of the CCC for completed landscape works.

Organisational Structure

18

2.5

Interior Designer

Company

Geoffrey Thomas Associates Sdn. Bhd.

Geoffrey Thomas Associates Sdn. Bhd. is an interior design company, majoring in residential projects to allow for both developer and private consultant. In the design process, Geoffrey Thomas Associates Sdn. Bhd. coordinated with client and architect in planning interior spaces according to the required moods and experiences in different zones. Most furnitures are custom made with combination of materials to fulfill the senses objectives of the space. They were in charge of managing material finishing of ceilings and walls with choices of paints and texture with close reference to the client’s wants. During construction phase, they monitored and ensured the progress of interior construction works according to the timeline given.

Roles 1. Preparing initial sketch designs, detailed designs and cost estimates 2. Selecting colours, materials, finishes, furnishings, equipment and other components that might affect the interior space.

3. Preparing production information 4. Selecting suppliers and placing the contracts.

Introduction

19

2.7

Land Surveyor

Company

Jurukur Nik Hisham & Tung Sdn. Bhd.

Jurukur Nik Hisham obtains accurate information on the site boundary and topography before the design phase, which includes carrying out detailed research related to the land, survey, and the titles of the land.

Roles 1. Locating and preparing boundary line adjustments, producing topographic maps, retracing property lines and preparing subdivision maps.

2. Write descriptions of property boundary surveys for use in deeds, leases, or other legal documents, pick up levels of the site for civil engineer to produce earthworks, building platform, road and drainage drawings.

3. Prepare Development Proposal Report (LCP) for local authorities approval.

Introduction

20

2.8

Contractor

Company

Al-Ambia Sdn. Bhd. Roles: 1.

2.

3.

4.

2.8

Planning, monitoring, managing and coordination of the construction phases.

Ensure that the construction process stays within budget and completes on time.

In charge of the safe storage of building, materials and goods during construction.

Ensure that the workmanship is on par with the client’s satisfaction.

Piling Contractor

Company

Geopancar Sdn. Bhd. Founded in 1996, Geopancar specialised in providing complete and optimized solutions for foundation structures, particularly large diameter bored piles, barrette piles and load bearing diaphragm walls. With wide ranging involved projects, Geopancar Sdn Bhd was hired to design and provide foundation solutions in quality and efficiency.

Roles:

1.

2.

3.

Offer design, consultation and building services for substructure needs.

Specialised in earthwork, piling and substructure work for Madge Mansions.

Provide unparalleled safety, efficiency and safety in substructure solutions.

Introduction

21

3.0 Organisational Structure

22

3.0 Organisational Structure

/ Project Manager:

The project involves the conventional project which involves the conventional contract which the design works are separated from construction works. At the initial stage, the client directly appointed BEP Architects Sdn. Bhd. as lead consultant and project manager to design and monitor development. Upon the completion of the design, Al-Ambia Sdn. Bhd. was selected as the main contractor throughout the bidding process to carry out the construction works.

Organisational Structure

23

4.0 Stakeholders

24

4.0 Stakeholders Stakeholders

Project Team

Architect

Regulatory Bodies

End Users

DBKL

Society

JPB

Residence

Asia Pasific Engineering Sdn. Bhd.

JPP

Suppliers

M&E Engineer

JPIF

Owners

BEP Akitek Sdn. Bhd.

C&S Engineer

PME Consulting Engineers Sdn. Bhd.

POS Malaysia

Quantity Surveyor Northcroth Lim Perunding Sdn. Bhd.

SKKM

Landscape Architect

JP&KB

Praxis Design Sdn. Bhd.

JKA Interior Designer Geoffrey Thomas Associates Sdn. Bhd.

TNB

Land Surveyor

TELEKOM

Jurukur Nik Hisham & Tung Sdn. Bhd.

SYABAS

Main Contractor Al-Ambia Sdn. Bhd.

BKB

Piling Contractor

JBM

Geopancar Sdn. Bhd.

JKPB JPB&ST

External Stakeholders

LAM

Internal Stakeholders

Stakeholders

25

5.0 Project Information

26

5.1 Project Objectives and Goals Objectives: 1. To ensure completion of each phases of the project fulfilled accordingly and structurally as agreed in the schedule timeline.

2. Minimize changes during construction process stages toward the design, thus budget and time management are under control.

3. Able to perform strict supervision and initiates problem toward occured problems efficiently and accurately, decrease the risk factor of failing project.

4. Proper management of construction and design to achieve the requirements in every aspects in terms of progress, standards, finance and time as stated in the needed criteria.

Goals: 1. Periodic maintenance with longer interval in between which requires minimal repairs and maintenance, service efficient and long term quality control.

2. Through progress and final outcome of the project development as a future reference for upcoming project so that mistakes can be minimized and increase the company’s success rate in the future development.

3. The overall planning, management, and coordination of project from origination to completion, targeted at the meeting client’s requirements and respond to the site.

Project Information

27

5.2 Implementation Phases 5.2.1 Schematic Design Phase In this first phase of the project, the client appoints BEP Akitek Sdn. Bhd. as the main consultant and other consultants to provide services relevant to their expertise. BEP Akitek Sdn. Bhd. is introduced to the project brief, for which they will provide relevant consultations with clients, on-site/design services and consultant-consultant discussions to meet with the needs of the brief, and development to a sufficient stage suitable for the client to sign-off, and proceed to the ensuing submission stage.

I.

Project Brief

In this very first stage of the project, the client introduces the aims, objectives, constraints and visions of the project in the form of a project brief, to which the architect and other hired consultants are expected to collaborate to resolve feasibility or expertise-related issues and correspond with the criteria of the brief.

II.

Site Analysis

Site analysis was conducted to identify the conditions of the site to provide an accurate record physical and non-physical elements. This allows a comprehensive view of the constraints and opportunities of the development site, which the architect can the identify the most feasible method to carry out the design brief.

Figure 5.2.1: Site analysis diagrams by BEP Akitek (Appendix 1)

Introduction

28

5.2 Implementation Phases 5.2.1 Schematic Design Phase

III. Conceptual Design Stage The collected site information are then brought forward to help developing the conceptual design of the building form and spaces. Schemes with functional and practical considerations are developed to correspond with the 'concept' of a living experience mirroring the landed property.

Consultants will be contacted for support in their expertise to progress in the design stage. The followings are the stages of conceptual design for the project: ●

The design concept.

●

Outline specifications.

Schedules of accommodation.

A planning strategy.

● ●

Figure 5.2.1 Site Analysis. (Appendix 2)

BEP Akitek Sdn. Bhd.will consult with the client on their approval of the design as soon as milestones are reached.

IV. Preliminary Cost Estimation As soon as the project develops until containing sufficient available information, Northcroft Quantity Surveyors develop a preliminary cost estimate based on the architects proposal.

Project Information

29

5.2 Implementation Phases 5.2.1 Schematic Design Phase

IV. Development Order After confirming the proposal intent and justifications, documents must be submitted to the local authorities to commence the construction phase. In this case study, the documents involved are the Conversion of Land-use, Development Order (DO) and the Development Proposal Report (LCP).

Conversion of Proposed Density on Lot Before building plan processes, land-use and net residential density regulations for the plot of land must be checked with the Planning Department. In our case a residential density increase application must be submitted and approved (Section 124 National Land Code Act 54) as planned lot is subjected to land-use conditions of 10 person per acre in conflict with the proposal intent of having 120 persons per acre. Development charges are imposed for breaches to this regulation. The architect is required to consult with the town planner regarding particulars in local planning.

In this phase the application form for density increase and 12 copies of density increase plans from 10/acre to 120/acre in the form of site plans are submitted.

Figure 5.2.2 Density increase letter / development order to Planning Department Kuala Lumpur (Appendix 3)

Project Information

30

5.2 Implementation Phases 5.2.1 Schematic Design Phase

IV. Development Order Development Order The Development Order (KM) must be submitted to authorities before any construction commences as no entity may carry out any development before the planning permission is granted. The architect requests a letter of requirements from the Pusat Khidmat Setempat (OSC) of MBKL. A series of necessary drawings up to requirements and other forms are submitted: 1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

Cukai tanah & cukai pintu and S&P agreement.

Development Proposal Report Building Plans Site Plan (Photograph) Site Perspective (Photograph) Digital CD submission of building plans Civil & structural drawings.

Mechanical & electrical drawings.

Landscape proposal drawings, fulfil local authority requirements for green areas.

Traffic Impact Assessment (TIA) report.

Figure 5.2.3 Page 1 of 4 of Development Order submission checklist (Appendix 4)

Figure 5.2.4 Cover letter of development order to Planning Department Kuala Lumpur (Appendix 5) Project Information

31

5.2 Implementation Phases 5.2.1 Schematic Design Phase

IV. Development Order Development Proposal Report (LCP) The LCP is a technical report that explains and justifies a development proposal for planning submitted by an applicant for planning permission under section 21A(1) and Layout Plan section 21B of Act 172. The LCP is inclusive of: 1.

2.

3.

4.

5.

6.

Development proposal concept and justification.

Location map, key plan, site plan and contour plan .

Particulars of land ownership and restrictions.

A description of physical elements on site.

Survey of existing vegetation and buildings.

Land use analysis on adjoining land.

Figure 5.2.5 A snip of LCP report submission. (Appendix 6) Project Information

32

5.2 Implementation Phases 5.2.2 Design Development Phase

I.

Development Order Approval

As the development order and density increase proposal is approved in 3 months, subsequent construction and logistic strategies needed to be discussed to ensure smooth initiation of operation of building works, and the approval may lapse if no work is carried out at site. The strategies discussed are : ●

Procurement options

●

Programme and phasing strategy.

●

Buildability and construction logistics.

Figure 5.2.6 Approval of Development Order. (Appendix 7)

Project Information

33

5.2 Implementation Phases 5.2.2 Design Development Phase

II.

Surrender and Re-alienation

Under the National Land Code and the respective State Land Rules, any individual, organisation or Government Agency can apply for any state land, usually under a leasehold title for 60 years or 99 years. However, Gamuda Land cannot conform with the conditions of the proposed land use approved in the planning permission for the benefit of the company. Therefore they execute a surrender and re-alienation process which will surrender the plot of land back to State Government, of which the land can be issued with new titles with new categories of land use after the plot is subdivided and returned back to Gamuda Land. The process takes 6 months.

III.

Design Development

As the project awaits the re-alienation process of land to be completed so to commence actual site work, BEP Akitek Sdn. Bhd. works closely with other consultants to revise and further develop the designs with more specificity and detail. In this phase, the consultants schedule bi-weekly meets, as well as regular progress updates with the clients.

The project is then separated among the consultants to produced the detailed drawings that will be discussed and developed with the client, before the Building Plan submission stage.

The stakeholders involved are: structural engineer, Asia Pacific Engineering Consortium Sdn. Bhd. produces structural plans and generates load report of building.

M&E engineer, PMT Consulting Engineering Sdn. Bhd. produces mechanical and electrical plans of the building.

Interior architect, Geoffrey Thomas Associates Sdn. Bhd. designs, produces internal finishes, built-in carpentry works, internal space planning, selection of loose furniture and lighting fixtures etc Landscape architect, Praxcis Design designs the layout of landscaping elements in the project with reference to local authority’s standards.

Referring to consultant drawings, the quantity surveyor, Northcroft Lim Perunding Sdn. Bhd. would draft out an overall cost estimation to identify whether the project is kept within budget.

Once specifications of the materials were confirmed, the quantity surveyor started to quote from suppliers for the best price.

Project Information

34

5.2 Implementation Phases 5.2.2 Design Development Phase

IV.

Drawings Submissions for Building Approval

In this stage, working drawings are developed into building plans and submitted to authority for approval for construction phase, each items need to be complied accordingly to allow initiation of construction phase. Relevant documents are submitted alongside. Supporting building and infrastructural drawings are submitted to authorities for approval as well, they include: 1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

11.

12.

13.

14.

Borang A Building Plans (BP) Fire Fighting (Bomba) Drawings Road, Drainage Plans Earth Work Plans Street Lighting Plans Traffic Circulation and Parking Plans Locally Produced Building Material List Rubbish Collection System Development Name Road Name and Address Indah Water Konsortium (IWK) Plans Stormwater Management (JPS) Plans Internal Water Plumbing (Syabas)

Figure 5.2.7: Building Planning Submission Checklist. (Appendix 8)

Figure 5.2.8: Letter of request for BP approval. (Appendix 9) Project Information

35

5.2 Implementation Phases 5.2.2 Design Development Phase

Building Plan (BP) Submissions As approved by the client, the architect produces a documentation report and a set of BP drawings to the authority for approval. The local authority review and distributes the drawings to relevant department for comments, amendments are made until it is endorsed by Building Approval Committee. The architect will resolve the changes with relevant consultants as needed. The BP submissions stage are needed to completed as quick as possible to initiate site works to prevent possible lapse of DO approval.

Figure 5.2.9: Details of amendment on Building Planning submission drawings. (Appendix 10) `

Project Information

36

5.2 Implementation Phases 5.2.2 Design Development Phase

Building Plan (BP) Submissions The architect is to liaise with different parties of authorities to obtain approval that ensures the building is fully optimal to function.

Figure 5.2.10: Ground floor plan submission for BP approval. (Appendix 11) `

Figure 5.2.11: Refuse chamber drawings for BP approval. (Appendix 12) `

Bomba drawings are produced by the architect, it is vital on ensuring the building follows the Fire Safety requirements based on Uniform Building By Laws.

Figure 5.2.12: Bomba submission plan. (Appendix 13) ` Project Information

37

5.3 Implementation Tools Computer applications are essential tools to complete certain work scope allow collaboration and execution. The digital softwares were not specified throughout the project but were decided upon the consultant’s and architect’s preference to perform and complete each task given.

1.

Planning and Scheduling

Microsoft Excel The software is used to create Work Programme that helps to plan and schedule the project.

With the related items allocated with suitable time period in spreadsheet, the project timeline is created and can be monitored easily.

2.

Drafting & Design

Sketchup Sketchup is used by BEP Akitek Sdn. Bhd. to generate a 3D model of the project, visualising the building in the initial stage.

Photoshop Photoshop is used by BEP Akitek Sdn. Bhd. to enhance quality of renderings.

Autocad AutoCAD Autodesk AutoCAD is a 2D aided drafting software used by architects and engineers to assist in generating drawings from conceptual design stage to construction stage. Besides, it is used to generate drawings for authority submissions.

38

5.2 Implementation Phases 5.2.3 Contract Documentation After finalising the design and obtaining necessary approval, the next phase is contract documentation. This phase involves development of the specifications documents and preparation of drawings and specifications that set forth the detailed requirements for the construction of a building project as well as the tender process.

Tender Documentation The preparation and finalization of the detailed drawings are ready for the Bills of Quantities to be prepared by the quantity surveyor from Northcroft Lim Perunding Sdn Bhd. In this project, BEP Akitek Sdn. Bhd. undertake coordination involve consultants such as M&E engineers and C&S engineers to prepare detailed and finalised tender drawings and specifications broken down into packages to be issued by the main contractor to potential sub-contractor during CCM meeting.

The preparation of all contract documents including the form of tender was formalized by quantity surveyor for obtaining competitive tenders which was in the form of closed tenders as done by BEP Akitek Sdn. Bhd. on behalf of the client. Invitations in the form of contract documents which include tender documents, condition of contract, bills of quantities and schedules of rates was sent out by BEP Akitek Sdn. Bhd. Interested contractors will then offer their quotation and company profile to BEP Akitek Sdn. Bhd. and the client. In this project, there were a total of four tenderers involved in bidding, however Al-Ambia Sdn. Bhd. was awarded tender as main contractor eventually. Al-Ambia Sdn. Bhd. was required to pay a tender deposit when collecting the tender documents. This tender deposit from successful tenderer is utilized to sometimes, cover the cost for preparing contract documents. With the contractor selected, quantity surveyor from the client’s side will analyze the contractor’s quotation based on the initial cost plan and draw a conclusion on the final costing for the client’s reference. An arrangement was later made for the contractor to complete a sign off with the client, Gamuda Land Sdn. Bhd. to allow construction phase to be executed.

Stakeholders involved: - Contract Director - Architect - C&S Engineer - M&E Engineer - Landscape Architect - Quantity Surveyor

Project Information

39

5.2 Implementation Phases

Figure 5.2.8 Bill of Quantities is issued for superstructure. (Appendix 14)

Project Information

40

5.2 Implementation Phases 5.2.3 Contract Documentation Tender Notice This invitation to tender was issued to selected contractors after the preparation of tender documents since this project practices a selective tender. Al-Ambia Sdn. Bhd. is shortlisted as contractor based on a joint evaluation by the development managers of Gamuda Land Sdn. Bhd. by Madge Mansion.

Figure 5.2.9 Contractor site staff evaluation by Al- Ambia Sdn. Bhd. (Appendix 15)

Project Information

41

5.2 Implementation Phases 5.2.3 Contract Documentation Tender Evaluation After the tenderers submit their tenders, they are invited for a interview for further clarification and evaluation of matters to prevent any inaccuracies of the tender. Also, a tender quentionnaire is also issued to tenders from BEP Akitek Sdn. Bhd. to obtain specific information on the company’s products specifications required for Madge Mansion.

Figure 5.2.10 Specific information on the company’s products specifications. (Appendix 16)

Hence, the respective consultants will produce a technical report to evaluate the submissions.

The quantity surveyor is then produces a tender report and analysis which compiles a summary of the tender process and the evaluation of all tenders. The report shows a comparative analysis for pricing errors and compliances with the initial cost plan and draw a conclusion on the final costing for the client’s reference.

Project Information

42

5.2 Implementation Phases Stakeholders involved: - Contract Director - Development Manager - C&S Engineer - M&E Engineer - Quantity Surveyor - Tenderers

Figure 5.2.11 Tender tracking list provided by the nominated sub-contractor. (Appendix 17)

Project Information

43

5.2 Implementation Phases 5.2.3 Contract Documentation Award of Contract / Acceptance Once the development managers from Gamuda Land Sdn. Bhd has shortlisted the best suited tenders, both developer and consultants has the last chance to perform tender negotiations. Any revised tenders are then submitted while the quantity surveyor submits a revised tender reports.

The letter of award is issued to the selected tender to be signed after revisions and negotiations.

Then, the tender deposit submitted by each tender is refunded to the unsuccessful tenderer by the Quantity Surveyor.

Figure 5.2.12 Letter of acceptance for nominated sub-contractor for superstructural. (Appendix 18)

Project Information

44

5.2 Implementation Phases With the contractor selected, quantity surveyor from the client’s side will analyze the contractor’s quotation based on the initial cost plan and draw a conclusion on the final costing for the client’s reference. An arrangement was later made for the contractor to complete a sign off with the client, Gamuda Land Sdn. Bhd. to allow construction phase to be executed.

Figure 5.2.13 Letter of confirmation to nominated sub-contractor. (Appendix 19)

Introduction

45

5.2 Implementation Phases 5.2.3 Contract Documentation Contract Agreement The tender documents and letter of award / acceptance became the baseline for the contract agreement. The contract agreement which stated the contract details and conditions will be prepared by the contract team which is then signed by the selected contractor and the client.

Stakeholder involved: - Contract Director - Client - Contractor

Figure 5.2.14 Contract Agreement between client and contractor, Al-Ambia Sdn. Bhd. (Appendix 20)

Introduction

46

5.2 Implementation Phases 5.2.4 Contract Implementation Contract implementation refers to the construction stage of a project. It takes place after a contractor is awarded in the contract documentation phase. In this phase, the main tasks involved are to oversee the tasks stated in the contract and monitor the construction process to optimise efficiency, effectiveness and quality of the construction. Apart from actively coordinating between client and service providers in maintaining the cohesiveness and collaborativeness of the project team, the ability to respond timely to arising issues and anticipate future problems is also essential in balancing cost against risks, so that the project objective can be maintained.

Contract Implementation

Pre-commencement of Work

Commencement of Work

Initial Project Meeting

Project Administration

Project Quality Plan

Mobilisation of Plant and Machinery

Site Meeting, Client-Consultant Meeting & Technical Consultant Meeting Request of Information (RFI) Architect’s Instruction Variation Order (VO) Extension of Time

Progress Claim & Payment Payment to Contractor Progress Billing

Approval from Service Provider

Figure 5.2.15 Contract Implementation Chart. (Appendix 21)

Introduction

47

5.2 Implementation Phases 5.2.4.1 Pre-commencement of Work

I. Initial Project Meeting A kick-start project meeting chaired by the client to officially introduce the awarded contractor to the consultants, clarify roles and position of each consultants, as well as to pass the handover production documents with discussions on the contract figure, commencement date and handover dates.

The awarded contractor is also informed of the documents that has to be compiled and prepared before the possession of the site, such as: a. b. c. d. e. f. g. h. i. j. k. l. m. n.

Signed letter of acceptance Insurance Cover letters, i.e. Contractors’ All Risks (CAR) Policy, Workmen’s Compensation Policy Performance Bond Construction work programme Cash Flow schedule Method statements of construction Organisation charts SOSCO and CIDB registration nos.

CIDB levy payment for foreign workers A ‘rechecked’ survey plan Procedure of overtime claims and clerk-of-works Construction drawings from all consultant Request for Information (RFI) if necessary List of sub-contractors for consultant approval

Introduction

48

5.2 Implementation Phases Work Programme In this project, work programme, which functions similarly to Gantt Chart, is the main monitoring tool. It is used to ensure the progress of the project is on track according to its given required time for completion. The work programme also acts as a method of communication among the client and the whole team about the current progress and the following actions of the project.

Besides, the work programme acts as reference in reviewing the submission timeline of the project, the role and responsibilities of consultants on their individual tasks, durations and its sequencing in each implementation phase.

Figure 5.2.16: Overall work programme with tasks, duration and deadlines. (Appendix 21)

Figure 5.2.17: Work programme according to location with more specifications on the tasks. (Appendix 22)

Introduction

49

5.2 Implementation Phases Method Statement Method statement helps manage the work and ensures that the necessary precautions have been communicated to those involved. thus avoiding health and safety risk. It should be issued by a competent person who is familiar with the process and may need to be agreed between the client, principal contractor and contractor.

Figure 5.2.18: Method statement approved by BEP Akitek Sdn Bhd. (Appendix 23,24,25)

Figure 5.2.19: Method statement submitted by Ronnie Wong from Al-Ambia Sdn. Bhd., describing steps to install high impact tiles Introduction

50

5.2 Implementation Phases 5.2.4.1 Pre-commencement of Work

II. Project Quality Plan Upon commencement of work for each step of construction, the contractor prepares a project quality plan that describes the involved parties, standards, processes and actions necessary to achieve quality in the project.

III. Mobilisation of Plants and Machineries Upon commencement of work for each step of construction, the contractor prepares a project quality plan that describes the involved parties, standards, processes and actions necessary to achieve quality in the project.

Introduction

51

5.2 Implementation Phases 5.2.4.2 Commencement of Work Phases

I. Project Administration A. Client-Consultant Meetings, Site Meeting, Technical Consultant Meetings & Variation Order Meetings Client-Consultant Meetings (CCM) Client-consultant meetings (CCMs) are chaired by project architect every fortnight. During the meeting, contractors will share a fortnight progress report with all representatives from each consultant party that are present, to review progresses or actions to be taken to address the issues encountered in during site inspections.

Site Meetings Following CCMs are usually site meetings (or vice versa), where project architect perform systematic check on the quality while main contractors proceed to explain construction progress with the project team on site, and discuss solutions for the problems arosen. It is conducted between all parties - client, consultant teams and contractors to review progress in the construction works. Regular site meetings between different stakeholders on a project helps to facilitate better communication and a shared sense of purpose making it more likely that the project is completed successfully.

Technical Consultant Meetings If the issues are complex and involve various disciplines regarding technical issues, technical meeting will be carried out and it may only involve the technical team, excluding the client.In this case, attendees involved include Asia Pacific Engineering Consortium (C&S engineer) and PME Consulting Engineers (M&E engineer). The duration of the meetings are short and simple and is aimed to resolve as much problem as possible. During construction stage, technical meetings will be carried out between architect and technical teams.

Variation Order Meetings (VOM) Variation orders are documents submitted when alteration to the scope of works listed in the contract document are required. The variations include changes to design, quantities, qualities, working conditions and the sequence of work. The variation order will be reflected in the final account statement after the construction work is completed.

Introduction

52

5.2 Implementation Phases Monitoring Tools Meeting Minutes Meeting minutes is a written documentation, recorded on every meeting that is conducted regarding the project. The information provided in the meeting minutes is accurate, reliable and is agreed to by all parties. Disagreements that happen in the meeting and will be tackled in the next meeting. Meeting minutes in this project, are recorded during the meetings mentioned earlier.

Meeting Minutes

Client-Consultant Meetings (CCM)

Site Meetings

Technical Consultant Meetings

Figure 5.2.20: Example of site meeting minutes recording matters discussed and action o be taken by different parties. (Appendix 26,27)

Introduction

53

5.2 Implementation Phases

Figure 5.2.21: Example of technical consultant meeting minutes recording matters discussed and action to be taken by different parties. (Appendix 28,29)

Site Memo Official document to inform, highlight and notify issues and matters to Al-Ambia Sdn. Bhd. Usually attached on site for relevant parties to refer.

Figure 5.2.22: Example of site memo for reference on site. (Appendix 30,31) Introduction

54

5.2 Implementation Phases Confirmation of verbal instruction For verbal conversation, a confirmation of verbal instruction will then be issued, attached together with instructions of amendments to make sure that there is no miscommunication between both parties.

Figure 5.2.23: Confirmation of verbal instruction between project manager and BEP Akitek Sdn. Bhd. (Appendix 32,33)

55

5.2 Implementation Phases

B. Site Inspection Regular inspection is a crucial part of ensuring that the works progress as intended, both in terms of quality and compliance. Inspections were carried out for a number of different purposes throughout the duration of a project. Inspection of the construction works were carried out as they proceed to verify compliance with the requirements of the contract documents. In this case, several monitoring tools including defect list, non-conformance report and warning letter, were generated and utilized after site inspection due to the work failed to meet quality standards and there was a delay in construction.

Monitoring Tools Defect List Defect list is generated after site inspection, and issued to Al-Ambia Sdn. Bhd. to make sure that the defects are fixed, also as a reference for checking the status of work on site. Al-Ambia Sdn. Bhd. will then fix the defects according to the list and the Certificate of Making Good Defects will be issued upon making good the defects.

Figure 5.2.24: Defect list issued to contractor.

(Appendix 34)

Figure 5.2.25 Certificate of Making Good Defects is issued upon completion of fixing defects. (Appendix 35) 56

5.2 Implementation Phases

Non-Conformance Report (NCR) A non-conformance report, or non-conformity report or NCR, is a construction-related document that addresses specification deviation or work that fails to meet quality standards. NCR issued

by BEP Akitek Sdn. Bhd. to Al-Ambia Sdn. Bhd. after site inspection and realised the work was not built and installed as indicated, or did not comply with approved method statement. NCR acts as a monitoring tool, and is critical for quality control because it determines a resolution and documents any corrective changes made.

Figure 5.2.26: NCR issuing timber door installation method non-comply with approved method statement. (Appendix 36)

57

5.2 Implementation Phases

Warning Letter In this case, the progress of site construction was monitored and delay in construction work was observed. Hence, to ensure the progress is on track, warning letters were given to Al-Ambia Sdn. Bhd., highlighting their responsibilities and tasks and warning about the consequences of failing to complete by the completion time - Certificate of Non-Completion will be issued and the client has the right to impose Liquidated Damages on Al-Ambia Sdn. Bhd.

Figure 5.2.27: Warning letter issued by BEP Akitek Sdn. Bhd. to the contractor. (Appendix 37)

58

5.2 Implementation Phases C. Request for Information (RFI) Important tool to attain information or clarify ambiguities during the bidding process or early in the construction process to eliminate the need for costly corrective measures. RFIs are submitted by contractor at least one month before the execution of constructing the requested items to obtain enough time to review.

Figure 5.2.28: Requesting for advice on car park demarcation line and dimension (Appendix 38)

Figure 5.2.29: Reply from architect on requested information in diagram format. (Appendix 39)

Figure 5.2.30: Indication of requested information on plan. (Appendix 40)

Introduction

59

5.2 Implementation Phases D. Architect’s Instruction (AI) According to the construction contract, consulting architects are given the power to issue instructions. These instructions can be called Architect’s Instruction (AI) or Engineer’s Instruction (EI), depending on the corresponding work nature.

BEP Akitek Sdn. Bhd. issued an Architect’s Instruction to Al-Ambia Sdn. Bhd. as a formal order to clean up the construction site from unorganised scaffolding and debris placement.

Figure 5.2.31: Sample of Architect’s Instruction to tidy up the construction site with attached pictures of site condition. (Appendix 41,42)

Introduction

60

5.2 Implementation Phases E. Variation Order Variation orders are documents submitted when alteration to the scope of works listed in the contract document are required. The variations may include changes to design, quantities, qualities, working conditions and the sequence of work. The variation order will be reflected in the final account statement after the construction work is completed.

Figure 5.2.32: Sample of Variation Order on alteration to internal ceiling finishes. (Appendix 43)

Introduction

61

5.2 Implementation Phases F. Extension of Time (EOT) Construction contracts generally allow the construction period to be extended to a certain period of time where delay of works occur but not to contractor’s fault.

Most of the extension requests were due to disapproval from regulatories body during their site inspections.

Figure 5.2.33: Sample of Extension of Time submitted by Al-Ambia Sdn. Bhd. regarding to additional days taken to replace solenoid as per requested by Gas Malaysia. (Appendix 44) Introduction

62

5.2 Implementation Phases 5.2.4.2 Commencement of Work Phases I. Progress Billing and Payment A. Payment to Contractor

PAYMENT TO CONTRACTOR

AL-AMBIA Submit claim to Northcroft Lim Perunding Sdn. Bhd

NORTHCROFT LIM PERUNDING Evaluate and issue valuation claim

BEP AKITEK SDN BHD Receive Valuation certificate and issue payment certificate

MADGE MANSION SDN BHD Receive payment certificate

MADGE MANSION SDN BHD Make payment to Al-Ambia within stipulated period

AL-AMBIA Receive payment from developer

Figure 5.2.34: Flowchart showing the procedure of payment to contractor

Introduction

63

5.2 Implementation Phases 5.2.4.2 Commencement of Work Phases I. Progress Billing and Payment B. Progress Billing Payment to contractor is often claimed at intervals, also known as interim claim.

Al-Ambia Sdn. Bhd. claimed their payment every month from Madge Mansion Sdn Bhd through valuation by consulting quantity surveyor Northcroft Lim and issuance of payment certificate by BEP Akitek Sdn. Bhd. before obtaining approval from Madge Mansion.

Figure 5.2.35: Sample interim certificate issued by BEP Akitek Sdn Bhd to Madge Mansion for payment to Al-Ambia.

(Appendix 45)

Introduction

64

5.2 Implementation Phases

Figure 5.2.36: Sample interim valuation works issued by Northcroft Lim prior to evaluation by BEP Akitek Sdn Bhd. (Appendix 46,47) Introduction

65

5.2 Implementation Phases 5.2.5 Final Completion I.

Issuance of Certificate of Completion and Compliance (CCC) CCC was submitted to DBKL-OSC by the Principal Submitting Person (PSP) for approval and validation of the Borang G1 - G21, when all technical components imposed by the local authorities were complied, and when the building is safe for occupancy. The validation certifies that the consultants have monitored all site works and ensure that they are complied to the Uniform Building By-Law (UBBL).

The process of issuing the CCC starts during design development stage when Form A is submitted during Building Plans submission. Then, Form B is submitted 4 days before the commencement of construction. After the PSP submitted the notice of completion when the construction works are complete, the PSP will then submit Form G and Form F to issue the CCC. Below are the conditions to be met in order to issue CCC: 1.

All technical conditions are complied.

2.

Form G1 - G21 is signed by respective certified consultants 3.

All essential services are provided: ● Electrical Supply (TNB) ● Water Supply (SAJ) ● Connection to sewerage treatment plant of mains (IWK) ● Lifts and machinery department (JKKP) ● Active fire fighting systems (Bomba) ● Roads & drainage (JKR)

Figure 5.2.37: CCC Checklist (Appendix 48,49) Introduction

66

5.2 Implementation Phases 5.2.5 Final Completion Borang G (G1 - G21) contains 21 Stage Certification Forms, which are 21 building components to be signed by the contractor, sub-contractor, supervisor and the PSP. The PSP will be responsible to ensure that all forms are certified by respective registered professionals at various stages of work. After Borang G1 - G21 are certified, the PSP will notify the local authority through OSC. Below are the building components of each Borang G: G1 - Earthwork G2 - Setting Out G3 - Foundation G4 - Structural G5 - Internal Cold Water Plumbing G6 - Internal Sanitary Plumbing G7 - Internal Electrical G8 - Fire Fighting Passive G9 - Fire Fighting Active G10 - Mechanical Ventilation

Figure 5.2.38: Borang G1 (Appendix 50)

G11 - Lift/Escalator G12 - Building G13 - External Water Supply G14 - Sewerage Reticulation G15 - Sewerage Treatment Plant G16 - External Electrical G17 - Road and Drain G18 - Street Lighting G19 - External Main Drain G20 - Telecommunication G21 - Landscape

Figure 5.2.39: Borang G2 (Appendix 51)

Figure 5.2.40: Borang G3 (Appendix 52)

Introduction

67

5.2 Implementation Phases 5.2.5 Final Completion

Form F is one of the key forms which is certified by the PSP that the building is constructed and completed in compliance with the UBBL. It is submitted along with Form G (G1 - G21) to the local authority and BAM/BEM (Board of Engineers) within 14 days of the issuance of Form F. When the CCC is issued, the client will receive the original copy of the certificate. This is then when the building is deemed fit for occupation.

Figure 5.2.41: Borang F (Appendix 53)

Figure 5.2.42: OSC Letters on Submission of Borang G and F (Appendix 54)

Introduction

68

5.2 Implementation Phases 5.2.5 Final Completion II.

Certificate of Non-completion (CNC) BEP Akitek Sdn. Bhd. is responsible for issuing a Certificate of Non-completion (CNC) to the main contractor, Al-Ambia Sdn. Bhd., as the construction works remained incomplete on the latest revisioned date. As the contractor is responsible for the delay of Main Building Works, the client is entitled to claim liquidated and ascertained damages.

Figure 5.2.43: Certificate of Non-completion (CNC) (Appendix 55)

III.

Retention and Liquidated Damages The aim of retention is to ensure that Al-Ambia Sdn. Bhd. completes the works required described in the contract. With the contractor failing to achieve practical completion where all works should have been completed on the revised time, the amount of retention and liquidated damages are to be issued by the QS, Northcroft Lim Perunding Sdn Bhd in the interim valuation. However, the liquidated damages limit the contractor’s liability to a known amount in the event of delay.

Figure 5.2.44: Interim Valuation on liquidated damages and retention. (Appendix 56) Introduction

69

5.2 Implementation Phases 5.2.5 Final Completion IV.

Certificate of Practical Completion (CPC) Certificate of Practical Completion (CPC) is issued by BEP Akitek Sdn. Bhd. when all works described in the contract are completed. This ended Al-Ambia Sdn. Bhd.’s liability for liquidated damages for failing to complete the construction works before the completion date. The issuance of CPC signifies the beginning of the Defects Liability Period (DLP).

Figure 5.2.45: Certificate of Practical Completion (CPC). (Appendix 57)

Introduction

70

5.2 Implementation Phases 5.2.5 Final Completion V.

Defect Liability Period (DLP) Once the construction is completed, the building will undergo a Defect Liability Period (DLP). DLP refers to a 12-month period where Al-Ambia Sdn. Bhd. is responsible for any occurrence of defects, which are usually due to defective workmanship or materials. The defect schedule was submitted with the CPC by BEP Akitek Sdn. Bhd., in this project being the architectural and M&E defects. The contractor must rectify any defects prior to the architect’s comments within an agreed date according to the defect schedule. The architect will issue a Certificate of Making Good Defects (CGMD) to the contractor to signify that all works are completed.

Figure 5.2.46: M&E Defect Schedule.

(Appendix 58)

Figure 5.2.47: Architectural Defect Schedule. (Appendix 59)

Introduction

71

5.2 Implementation Phases 5.2.5 Final Completion VI.

Certificate of Making Good Defects (CMGD) This certificate marks the end of the DLP. Once all the defects which appeared during the DLP were rectified, the Certificate of Making Good Defects (CMGD) is issued by BEP Akitek Sdn. Bhd. to Al-Ambia Sdn. Bhd. The possession of the site reverts back to the client. The CMGD also allows the releasing of the remainder of any retention sum.

Figure 5.2.48: Certificate of Making Good Defects (CMGD). (Appendix 60)

Introduction

72

5.2 Implementation Phases 5.2.5 Final Completion VII. Certificate of Stage Completion The Certificate of Stage Completion is issued by BEP Akitekk Sdn. Bhd. to inform the client regarding the completion of the project, where the water and electrical supply are ready for connection, and that purchasers takes vacant possession of the selected units.

Figure xxx: Interim Certificate

Figure 5.2.49: Certificate of Stage Completion. (Appendix 61)

Implementation Phases

73

5.3 Risk Management

Risk management is a process that is done identify, analyze and solve risks surfaced during project. A list of risks and mitigation strategies on the Madge Mansions project is made as shown below.

Risk

Likelihood

Impact

Effect

Mitigation Strategy

Contingency

High

Delays in the project due to multiple revisions and reduced quality of work

Negotiate with the relevant parties to meet client requirements and set specific time line to finalise design

Project manager ensuring client is aware of deadlines & schedules as well as amend the design

Misinterpretatio High n of the objective and requirements

High

Design does not achieve objectives and client requirements

Conduct regular meetings with the team to be clear with the objectives set

Project managers must be communicative with all parties and ensure the team meets its design objective

Drawings and plans not approved by authorities

High

Delays the construction phase and affects the deadline of the project

Carry out amendments and thoroughly check all drawings to ensures all the requirements are fulfilled

Consult authorities and specialists regarding the requirements and the technical issues that may arise

Medium

The project workflow will be affected and case delays with the project

Find out the cause of the disruption or replace incompetent consultants

Ensure the consultants hired are up to their mark based the experience and capabilities

Design / Preliminary Stage Client & Contractor expresses dissatisfaction over design proposal

Medium

Medium

Consultants are Low unable to meet deadlines

Risk Management

74

5.3 Risk Management

Risk

Likelihood

Impact

Effect

Mitigation Strategy

Contingency

Security of the building and users may be threatened

More security guards are deployed and security systems are implemented

Building management may employ auxiliary police to make regular rounds

Building Operations & Maintenance Openness of the building may attract unwanted visitors

Medium

High

Improper usage of facilities

Medium

Medium Additional costs and losses to repair and replace

All facilities and equipment are checked and repaired/ replaced if damaged

Building management may use more durable equipment and monitor users using facilities

Un-kept landscape and green courtyard

Low

High

Landscape and green are kept weekly and excess are trimmed

Building management may hire landscape specialist to maintain

Overgrowth of fauna may cause mold or structural damage

Risk Management

75

5.3 Risk Management Risk

Likelihood

Impact

Effect

Mitigation Strategy Contingency

Construction Phase Delays in construction due to weather

High

High

Construction time frame will be delayed and increased costs

Apply for an extension of work or additional workers are hired

Project manager have to revise schedule and update client

Complaints lodged due to noise and traffic problems

Medium

Low

Construction may be halted if authorities are involved

Parts of the construction may be rescheduled at daytime and transportation at night time

Negotiation is carried out with the authorities to figure out the suitable time & provide overtime fee for workers

Injuries and accidents arising during construction

Medium

High

Lawsuits and investigation may occur that can stall the project

Proper compensation and healthy and safety guidelines have to be practiced and trained to the workers

Safety officers must be hired to ensure the safety of the workers and the safety guidelines are followed

Lack of site supervision and inspection

Low

High

Work done may be different from the plans and accidents may happen on site

Site would be more regularly inspected to provide guidance to the work and ensuring work is done properly

Weekly site inspection with the consultants should be scheduled to monitor and detect any mistakes that may arise

Oversupply of materials and workers at site

Medium

Medium

Increased cost Materials are and wastage resold or returned back to the suppliers if possible

ensure the quantity surveyor keeps tracks on the materials needed and bought in time

Risk Management

76

5.4 Procurement Traditional Procurement Method This method is traditionally utilized when procuring a building, whereby both design work and construction development work must be done independently.The method is implemented in a scenario of which the client contracts a consultant team to deal with the design work and cost of the entire venture. The contractor from the consultant team then nominates a group of subcontractors and suppliers to acquire an authoritative association to undertake specialized works. The client forms a legal binding association with the consultants to ensure the quality of work.

The consultant team is chosen before the tendering stage, every drawing for the project will be completed by the architects and engineers before the beginning of the construction. The quantity surveyor in the consultant team will come out with the bills of quantity based on the drawings that have been provided. This eases budgetary control for the client. A few corrections is to be done to the outline to adjust the financial plan if the budget is exceeded. The client appoints the contractor team to be in charge of the construction works only. Therefore, the contractor team need not be responsible for the design works.

Advantages of Traditional Method High quality of workmanship is often ensured with the implementation of the traditional procurement method as the client oversees the works. The consultant team provides a design that meets the requirements of the client. The client too is able to compare and consider designs that are suitable for the project with the advices and construction expertise provided by the consultant team.

In a traditional method, a tender based on the same information is produced. The client has the opportunity to obtain the best or lowest price through competitive tendering. Construction costs will be more accurate based on complete designs and specifications.

Traditional procurement method is easily adopted and has been commonly used for a long time.

Both the contractor and consultant team are familiar to solve and face risks during the procurement state of a construction progress.

Procurement

77

5.4 Procurement Disadvantages of Traditional Method It is often hard for the client to manage the project due to the need for communication with several parties during the process. The consultant and the contractor do not have a contractual relationship.

Communication

with

one

another

needed

to

be

through

the

client.

Miscommunication often occurs and is very inconvenient to communicate with various parties.

Traditional methods require longer period for completion of project. Tender drawings can only be provided once the design is fully completed with specifications. Responsibility is often shirked to one another between the contractor and consultant if any problem occurs. Arguments and disagreements require time to be resolved.

Madge Mansions BEP Akitek Sdn Bhd is appointed by the clients, Madge Mansions Sdn Bhd as the design consultant of the project to prepare a tender documentation. Architects work along with the appointed engineers, landscape architect and town planner to produce required drawings for the quantity surveyor to provide estimated bills of quantity based on drawings. Appointed contractors then proceed to the bidding process. The chosen contractor, Al-Ambia Sdn. Bhd. is responsible for all of the construction work only.

Procurement

78

5.5 Success Criteria Success Criteria within a project is referred as the performance efficiency of the project’s completion. Success criteria is typically synonymous with a group of a factors which is known as the “ Iron Triangle”.

Figure 5.5.1: Iron Triangle

Time The activities of a project may have different completion time, whether it completes in shorter or longer duration. The tasks completion relies upon various factors such as the quantity of workers working on the project, experiences, abilities, and so forth. However, time is a critical factor of success criteria. Inability to comply with the due dates in a project may lead to unfavorable circumstances. Regularly, the fundamental purpose behind associations to fail due to time is due to absence of assets or resources. This project had cost additional time than the said deadlines.

The prerequisites are to be followed with a specific end goal to guarantee the timetable is on track.

Success Criteria

79

5.5 Success Criteria

Figure 5.5.2: Letter addressing work delay issue in meeting

Cost When undertaking a project, it is basic for both the project manager and the organization to estimate an expected cost. Spending plans will dictate how the project is created or executed beneath a specific expense. Project manager is required to distribute extra assets to meet the due dates with a penalty of extra task costs while keeping the end goal in mind. Cost of charges, materials and workers to be controlled and overseen during the project progression and to be examined with client occasionally. In this project, the work completion was delayed for a year. However, because of the delayed time of work completion, development

cost

is

also

affected. The

estimated

costs

the

estimated

gross

are from RM97,354,556.98

increase to RM123,849,296.56, causing extra RM26,494,739.58 due to the delayed completion time.

Success Criteria

80

5.5 Success Criteria

Figure 5.5.3: Estimated cost of the project and the final cost of the project

Scope Scope comprises of a list of expectations, which should be tended to by the project team. An effective project manager is avid in overseeing both the scope of the undertaking project and any adjustment in the scope which affects time and cost. The project progression and scope need to entirely take after gantt graph schedule and work breakdown structure. The delayed completion time of the project affects the quality of the project work due to certain reasons during the construction time such as, weather, lack of time or labour issues resulting in poor quality of the project.

Figure 5.5.4: Defect list issued to contractor Success Criteria

81

6.0 Conclusion To put it laconically, the documentation of this Madge Mansions project allows us to interpret and comprehend the stages involved within the process of project management. A structured process is vital to starting, developing, executing and finishing a project.

This project act a platform for us to truly understand the specific stages and phases of a project that includes schematic design, design development, contract documentation, project documentation, contract implementation and until the final completion phase. Efficient communication is a crucial tool in cooperation and synergy with several parties at the same time in the execution of a successful project. A project’s objectives are to be understood by all parties to determine how a project would proceed. Project management impart skills on the ability to handle different issues in different difficult situations.

The success criteria is studied thoroughly via the factors known as the “The Iron Triangle� to evaluate the quality of the built project. Certain factors may hinder the overall process of development, resulting in failures in certain stages of the project, causing extra cost and problems to the whole project. It is important to understand the success and failure factors of a project, we learnt how to refrain from negative practices and inefficient planning for the improvement of the next project.

Conclusion

82

7.0 Reference Autodesk, (2013). Autodesk BIM for Architecture, Engineering, and Construction Management Curriculum, Autodesk. http://bimcurriculum.autodesk.com/unit/unit-1-%E2%80%93-bim-modeling-basics. Viewed from 25th of September 2018.

ConstructionChat. (2018). Construction Project Manager Roles & Responsibilities. http://www.constructionchat.co.uk/articles/project-manager-roles-responsibilities/ Viewed from 27th of September 2018.

Designing Buildings Wiki Share your construction industry knowledge www.designingbuildings.co.uk. (n.d.). Retrieved October 1, 2019, from https://www.designingbuildings.co.uk/wiki/Interim_certificates_in_construction_contracts.

Diavega, /. (2015, January 15). DEVELOPMENT ORDER. Retrieved October 2, 2019, from https://malaysianingenieur.wordpress.com/2015/01/15/development-order/.

Gantt.com (2018), Gantt Chart. https://www.gantt.com/ Viewed from 25th of September 2018.

Idris, F. B. (2003). CONSTRUCTION SAFETY DIVISION AND CONSTRUCTION WORK SECTION. http://www.dosh.gov.my/index.php/en/construction-safety/introduction Viewed from 27th of September 2018.

Jenius. (n.d.). THE PAM 2006 FORM OF BUILDING CONTRACT: AN OVERVIEW. Retrieved October 1, 2019, from http://sundrarajoo.com/2009/10/07/the-pam-2006-form-of-building-contract-an-overview/.

Mukhlis, H. (2014, May 13). National land code 1965. Retrieved October 2, 2019, from https://www.slideshare.net/HabibJoelAlMukhlis/national-land-code-1965.

NCEjobs. (2018). Structural Engineers: Roles and Responsibilities | NCEjobs. https://www.newcivilengineercareers.com/article/structural-engineers-roles-and-responsibilities/ Viewed from 2nd October. 2018].

OCAIOnline(n.d), Organizational Culture Types. https://www.ocai-online.com/about-the-Organizational-Culture-Assessment-Instrument-OCAI/Organizational-Culture-Types Viewed from 25th of September 2018.

Othman, K., Alias, A., Ali, N., & Muhamad, I. (2014). Re-Examining the Control Mechanism for Sustainable Property Development on Highland Areas: A Case of Malaysia. European Journal of Sustainable Development, 3(4), 219–230. doi: 10.14207/ejsd.2014.v3n4p219 Prospects.ac.uk. (2018). Quantity surveyor job profile | Prospects.ac.uk. https://www.prospects.ac.uk/job-profiles/quantity-surveyor Viewed on 2nd Oct. 201.

SafeStart, C. W. (Ed.). (2017). 5 Challenges of Construction Safety. https://safestart.com/news/5-challenges-construction-safety/ Viewed from 27th of September 2018.

Slideshare.net. (2018). Project management and Success Criteria. https://www.slideshare.net/ujjwalMania/project-management-and-success-criteria Viewed from 26th of September 2018.

TARGETjobs. (2018). Landscape architect: job description. https://targetjobs.co.uk/careers-advice/job-descriptions/280535-landscape-architect-job-description Viewed on 2nd October. 2018.

The Constructor.(2018). Roles and Responsibilities of Architect in Construction. https://theconstructor.org/construction/architects-roles-responsibilities-construction/18511/ Viewed from 26th of September 2018.

References

83

8.0 Appendix Schematic Design

Appendix 1 : Site Analysis 84

8.0 Appendix Design Development

Appendix 2 : Conceptual Design Stage 85

8.0 Appendix Design Development

Appendix 3 : Density increase letter / development order to Planning Department Kuala Lumpur 86

8.0 Appendix Design Development

Appendix 4 : Page 1 of 4 of Development Order submission checklist 87

8.0 Appendix Design Development

Appendix 5 : Cover letter of development order to Planning Department Kuala Lumpur 88

8.0 Appendix Design Development

Appendix 6 : A snip of LCP report submission.

89

8.0 Appendix Design Development

Appendix 7 : Approval of Development Order.

90

8.0 Appendix Design Development

Appendix 8 : Building Planning Submission Checklist.

91

8.0 Appendix Design Development

Appendix 9 : Letter of request for BP approval.

92

8.0 Appendix Design Development

Appendix 10 : Details of amendment on Building Planning submission drawings.

93

8.0 Appendix Design Development

Appendix 11 : Ground floor plan submission for BP approval.

94

8.0 Appendix Design Development

Appendix 12 : Refuse chamber drawings for BP approval.

95

8.0 Appendix Design Development

Appendix 13 : Bomba submission plan.

96

8.0 Appendix Contract Documentation

c: Bill of Quantities is issued for superstructure.

97

8.0 Appendix Contract Documentation

Appendix 15: Contractor site staff evaluation by Al- Ambia Sdn. Bhd. 98

8.0 Appendix Contract Documentation

Appendix 16: Specific information on the company’s products specifications.

99

8.0 Appendix Contract Documentation

Appendix 17: Tender tracking list provided by the nominated sub-contractor.

100

8.0 Appendix Contract Documentation

Appendix 18: Letter of acceptance for nominated sub-contractor for superstructural.

101

8.0 Appendix Contract Documentation

Appendix 19: Letter of confirmation to nominated sub-contractor.

102

8.0 Appendix Contract Documentation

Appendix 20: Contract Agreement between client and contractor, Al-Ambia Sdn. Bhd. 103

8.0 Appendix Contract Implementation

Appendix 21 : Overall work programme with tasks, duration and deadlines.

104

8.0 Appendix

Appendix 22 : Work programme according to location with more specifications on the tasks.

105

8.0 Appendix

Appendix 23 : Method statement approved by BEP Akitek Sdn Bhd..

106

8.0 Appendix

Appendix 24 : Method statement submitted by Ronnie Wong from Al-Ambia Sdn. Bhd., describing steps to install high impact tiles 107

8.0 Appendix

Appendix 25: Method statement submitted by Ronnie Wong from Al-Ambia Sdn. Bhd., describing steps to install high impact tiles 108

8.0 Appendix

Appendix 26: Example of site meeting minutes recording matters discussed and action o be taken by different parties.

109

8.0 Appendix

Appendix 27: Example of site meeting minutes recording matters discussed and action to be taken by different parties.

110

8.0 Appendix

Appendix 28: Example of technical consultant meeting minutes recording matters discussed and action to be taken by different parties.

111

8.0 Appendix

Appendix 29: Example of technical consultant meeting minutes recording matters discussed and action to be taken by different parties.

112

8.0 Appendix

Appendix 30: Example of site memo for reference on site.

113

8.0 Appendix

Appendix 31: Example of site memo for reference on site.

114

8.0 Appendix

Appendix 32: Confirmation of verbal instruction between project manager and BEP Akitek Sdn. Bhd. 115

8.0 Appendix

Appendix 33: Confirmation of verbal instruction between project manager and BEP Akitek Sdn. Bhd. 116

8.0 Appendix

Appendix 34: Defect list issued to contractor.

117

8.0 Appendix

Appendix 35: Certificate of Making Good Defects is issued upon completion of fixing defects.

118

8.0 Appendix

Appendix 36: NCR issuing timber door installation method non-comply with approved method statement.

119

8.0 Appendix

Appendix 37: Warning letter issued by BEP Akitek Sdn. Bhd. to the contractor.

120

8.0 Appendix

Appendix 38: Requesting for advice on car park demarcation line and dimension 121

8.0 Appendix

Appendix 39: Reply from architect on requested information in diagram format 122

8.0 Appendix

Appendix 40: Indication of requested information on plan 123

8.0 Appendix

Appendix 41: Sample of Architect’s Instruction to tidy up the construction site with attached pictures of site condition.

124

8.0 Appendix

Appendix 42: Sample of Architect’s Instruction to tidy up the construction site with attached pictures of site condition.

125

8.0 Appendix

Appendix 43: Sample of Variation Order on alteration to internal ceiling finishes.

126

8.0 Appendix

Appendix 44: Sample of Extension of Time submitted by Al-Ambia Sdn. Bhd. regarding to additional days taken to replace solenoid as per requested by Gas Malaysia.

127

8.0 Appendix

Appendix 45: Sample interim certificate issued by BEP Akitek Sdn Bhd to Madge Mansion for payment to Al-Ambia.

128

8.0 Appendix

Appendix 46: Sample interim valuation works issued by Northcroft Lim prior to evaluation by BEP Akitek Sdn Bhd 129

8.0 Appendix

Appendix 47: Sample interim valuation works issued by Northcroft Lim prior to evaluation by BEP Akitek Sdn Bhd 130

8.0 Appendix Final Completion

Appendix 48 : Cover Letter to LAM for CCC Documents Submission 131

8.0 Appendix Final Completion

Appendix 49 : Cover Letter to DBKL-OSC for CCC Documents Submission 132

8.0 Appendix Final Completion

Appendix 50 : CCC Submission Checklist 133

8.0 Appendix Final Completion

Appendix 51 : CCC Submission Checklist

134

8.0 Appendix Final Completion

Appendix 52 : Submission of Borang F with CCC 135

8.0 Appendix Final Completion

Appendix 53 : Submission of Location Plan for CCC Submission 136

8.0 Appendix Final Completion

Appendix 54 : Submission of Site Plan for CCC Submission 137

8.0 Appendix Final Completion

Appendix 55 : Approval of Building Name 138

8.0 Appendix Final Completion

Appendix 56 : Submission of Gross Floor Area for CCC Submission 139

8.0 Appendix Final Completion

Appendix 57 : Submission of Borang G1 for CCC Submission

140

8.0 Appendix Final Completion

Appendix 58 : Interim Valuation on liquidated damages and retention 141

8.0 Appendix Final Completion

Appendix 59 : Certificate of Practical Completion (CPC) 142

8.0 Appendix Final Completion

Appendix 60 : Architectural Defect Schedule 143

8.0 Appendix Final Completion

Appendix 61 : Certificate of Making Good Defects (CMGD) 144

8.0 Appendix Final Completion

Appendix 62 : Certificate of Stage Completion (List of Works Completed) 145

Client-consultant meetings (CCMs) are chaired by project architect every fortnight. During the meeting, contractors will share a fortnight progress report with all representatives from each consultant party that are present, to review progresses or actions to be taken to address the issues encountered in during site inspections.

Following CCMs are usually site meetings (or vice versa), where project architect perform systematic check on the quality while main contractors proceed to explain construction progress with the project team on site, and discuss solutions for the problems arosen.

If the issues are complex and involve various disciplines regarding technical consultant meetings will be carried out to discuss among the consultants to arrive to a sound solution.

146

5.4 Monitoring Tools and Strategies Meeting Minutes Meeting minutes is a written documentation, recorded on every meeting that is conducted regarding the project. The information provided in the meeting minutes is accurate, reliable and is agreed to by all parties. Disagreements that happen in the meeting and will be tackled in the next meeting.

Meeting Minutes

Client-Consultant Meetings (CCM)

Technical Meetings

Site Meetings

Variation Order Meetings (VOM)

Client-Consultant Meetings (CCM) Xx (ryan you typed the general info dy:) Technical Meetings Technical meeting happens frequently and may only involve the technical team, excluding the client. In this case, attendees involved include Asia Pacific Engineering Consortium (C&S engineer) and PME Consulting Engineers (M&E engineer). The duration of the meetings are short and simple and is aimed to resolve as much problem as possible. During construction stage, technical meetings will be carried out between architect and technical teams every time after site inspection.

Site Meetings Construction site meeting is different from technical meeting as it is conducted between all parties - client, consultant teams and contractors to review progress in the construction works.

Regular site meetings between different stakeholders on a project helps to facilitate better communication and a shared sense of purpose making it more likely that the project is completed successfully.

Variation Order Meetings (VOM) Xx (ryan you typed the general info dy:) Variation orders are documents submitted when alteration to the scope of works listed in the contract document are required. The variations may include changes to design,quantities, qualities, working conditions and the sequence of work. The variation order will be reflected in the final account statement after the construction work is completed.

147

5.4 Monitoring Tools and Strategies

Example of site meeting minutes recording matters discussed and action to be taken by different parties.

148

5.4 Monitoring Tools and Strategies Site Memos x

149