Integrated Project Project 2: Project Management Report

Project Management Report Integrated Project (ARC60904)

Name: Chong Hou Yin Student ID: 0336812 Tutor: Ar Carrol Lee

1 CONTENT Project Introduction 1.1 Project Brief 1.2 Proposed Programmes 1.4 Client 1.5 Stakeholders 1.6 Roles and Responsibilites of Project Teams 1.7 CV

Project Analysis, Design Suitability and Project Viability 2.1, 2.2 Project Objective, Goals 2.3 Site Analysis 2.4 SWOT 2.5 PASTEL

Project Phase Overview 3.1 Schematic Design Phase 3.2 Design Development Phase 3.3 Contract Documentation Phase 3.4 Contract Documentation & Management Phase 3.5 Final Completion Phase

Resources Planning, Cost Control, Risk Analysis, and Management, Conflict and Change Management 4.1 Resources Planning 4.2 Cost Control 4.3 Risk Analysis & Management 4.4 Conflict & Change Management

Project Planning and Scheduling 5.1 Success Criteria 5.2 Work Breakdown Chart (WBC) 5.3 Gantt Chart References

2-7 2 2 3 3-5 5-6 7 8-14 8 8-9 9 9 10-20 10 10 11-12 13-14 15-18 19-20 21-26 21 22-23 24-25 26 27-29 27 28 29 30

PROJECT INTRODUCTION

PROJECT INTRODUCTION

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1.1 Project Brief

1.2 Proposed Programme

The project introduced an urban place near Jalan Alor, Bukit Bintang City Center. The urban room will be based on sensing the place and creating An Urban Room based on the needs. Sensing means looking at how the city, public spaces, and buldings connect us to our individual and collective identity. Likewise, creeat a platform to support social cohesion, facilitate human interaction and create a safe and healthy environment even in this time of the pandemic.

URBAN ROOM, BUKIT BINTANG CITY CENTER The urban room functioned as a social meeting place, which the public space of the city belongs to, the people mainly. The proposed project is situated in two closely linked sites in Kuala Lumpur. Besides its rich historical background, having good connections or access to public transportation and are main corridor to navigate the city, all sites is ‘in need of a well designed and people centred Urban/City Room.

LEARNING HUB ACTIVE PASSIVE Co-working space Public realm Retail Library Food court Gallery/Exhibition Food stalls (Permanent/Temporary) Multipurpose hall Workshops Lounge Theater Interactive Learning Space

SITE

1.3 Programme Objectives 1.

Revival of social memories thru nostalgia based activities.

2.

Provide extensive opportunities for present condition and future development.

Provide wonderful space and environment to serve users on site, to linger and ultilized the facilities.

3.

PROJECT INTRODUCTION 1.4 Client

3 1.5 Stakeholders

The client play an active role in approving project plans, requesting changes, raising issues and risks, approving milestones, releasing payments, and accepting (or declining) the final deliverables of the project.

Gamuda Land is the property development arm of Gamuda Berhad, an engineering, property and infrastructure company in Malaysia. Established in 1995, Gamuda Land has and is currently developing seven townships in Malaysia and also in Vietnam. The company’s main projects are integrated township developments.They build houses and towns that people can call home. All driven by a love for community and a dedication to sustainable living.

The Kuala Lumpur City Hall is the city council which administers the city of Kuala Lumpur in Malaysia. The land ownership by them and they are the main stakeholder in my project.

The consideration on behalf of client and local authorities permission and rules/regulations stated below: 1. Improving local’s living quality by elevate the current scenario of site in terms of socio-economic.

2. Expansion of greenery space and provide a more sustainable lifestlye for users on site.

3. Promote local tourism and giving new interactive space for local and tourist within the city center zone.

PROJECT INTRODUCTION

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INTERNAL STAKEHOLDER People whose interest in a company comes through a direct relationship, such as employment, ownership, or investment.

EXTERNAL STAKEHOLDER People who do not directly work with a company but are affected somehow by the actions and outcomes of the business.

1. Regulatory Bodies

Gamuda Land

DBKL - Dewan Bandaraya Kuala Lumpur (Local City Council)

Client

GDP Architect Sdn. Bhd. Architect

M&T Construction Sdn. Bhd. Contractor

Bahagian Pesuruhanjaya Bangunan (COB) (Urban Planning Department) Jabatan Keselamatan & Kesihatan Pekerjaan (DOSH) (Human Resources Department) Jabatan Alam Sekitar Wilayah Persekutuan Kuala Lumpur (Environmental Department)

Majurutera Engineering & Management Sdn. Bhd. C&S Engineers

Jabatan Bomba dan Penyelamatan Malaysia (JBPM) (Fire Fighting Department) Suruhanjaya Perkhidmatan Air Negara (SPAN) (Water Supply Department)

Gamuda M&E Sdn. Bhd. M&E Engineers

Perunding Kos T & K Sdn. Bhd. (PKT)

Tenaga Nasional Berhad (TNB) (Electricity Company) Walrus Design Sdn. Bhd.

Indah Water Konsortium Sdn Bhd (IWK) (Sewerage Company)

Landscape Architect

Quantity Surveyor 1. Public

LOCAL

TOURIST

MIGRANT

PROJECT INTRODUCTION

5 1.6 Roles & Responsibilities of Project Teams

3. Operators (NGO)

1. SCHEMATIC DESIGN YWCA KL

Help them to recognise that they are of equal value with the potential to contribute to society.

Motivate and enable them to achieve their full potential physically, mentally, emotionally and spiritually.

Enable them to achieve self-determination and self-reliance in all areas of life.

Develop their leadership and moral courage to take responsible action towards improving their status.

Rotary Club of Kuala Lumpur DiRaja

KECHARA Soup Kitchen

Rotary Club of Kuala Lumpur DiRaja, through its dedicated members, has been serving the community since 1928, guided by the Rotary motto “Service Above Self”. In doing so, the Club adheres to the very essence of the Rotary spirit and Rotary’s Seven Areas of Focus by Promoting Peace; Fighting Disease with our Health Programmes; Providing Clean Water, Sanitation and Hygiene; Saving Mothers and Children; Supporting Education; Growing Local Economies and Supporting Environmentally Sustainable Projects; and Supporting Rotary Mission to raise living standards of the communities without regard to race, religion or politics.

KECHARA donate dry food provisions are stored at their Food Bank premises and distributed before their expiry dates. They also teach single mothers and at-risk mothers skill-sets, enabling them to earn money and provide for their families. Kechara Soup Kitchen strives to reduce homelessness, food wastage and poverty thus leading to a nation of cleaner environment and a better quality of life for the less privileged community.

Architect

Lead and develop projects from early concept through design development.

Contractor

Look after the material and specification needed in project. Discuss about the buildability of the project scheme.

C&S Engineer

Look after the design, specification and integrity of the building structure.

M&E Engineer

Quantity Surveyor

Landscape Architect

Town Planner

Preparation of preliminary cost estimates and cost plans of the development project.

Master Planning, Structure Plan and Local Plan Planning.

Consultancy on planning related matter.

PROJECT INTRODUCTION

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5. FINAL COMPLETION

2. DESIGN DEVELOPMENT

3. CONTRACT DOCUMENTATION

4. CONTRACT IMPLEMENTATION AND MANAGEMENT

Coordinate preliminary architectural studies for major new structures and alterations to existing structures and site development.

Consult with clients to determine their requirements.

Design and document commercial and industrial building projects.

Prepare drawings, specifications, and construction documents.

Resolve complex design issues with Monitor & ensure the architectural innovative and practical solutions. specifications are complied and met.

Work with teams across business lines, in remote locations, and coordinate with subcontractors.

Conduct soil investigation to establish the condition of the land where the proposed building is to be constructed (e.g. if piles will be required for the building structure).

Liaise with the authorities on the civil and structural approval requirement of the building project (Infrastructure Dept, Engineering Dept, and others).

Monitor the structural progress of works on site.

Monitor & ensure the structural specifications are complied and met.

Look after the design and specification of the mechanical & electrical aspects of the building (Sanitary & Plumbing, Sewage System, Electrical System, Air Conditioning System, Fire Fighting System, Lifts and others).

Liaise with the authorities on the Mechanical and Electrical approval requirement of the building project (TNB, Syabas, Alam Flora, Machineries Dept, and other authorities).

Monitor the mechanical & electrical progress of works on site.

Monitor & ensure the Mechanical & Electrical specifications are complied and met.

Advise on cost estimates in relation to design development of a project.

Preparation of the Bill of Quantities or Specification document for tendering purposes.

Advise on procurement, tendering and contractual procedures and arrangement.

Monitor & ensure the material specifications are complied and met.

Organize and manage permit documents.

Organise the calling of tenders.

Evaluation of tenders received in the form of tender reports.

Sustainable Landscape Planning & Design.

Responsible for the design and specification of landscape works.

Submit to the authorities and obtain approval for landscape works.

Consultancy for planning and its related approval.

Calls tender and recommends the landscape contractor. (if separate from Main Contract)

Monitors and ensures the landscape design and specifications are complied with.

CHONG HOU YIN

0336812 Bachelor of Science (Hons) in Architecture ACADEMIC QUALIFICATION Tertiary

Secondary

Aspire to continuously sharpen interpersonal skills and techniques on the journey of Architecture. Always passionate and fascinated on delivering a sustainable living environment.

PERSONAL INFO Phone number: +6017-3522688 Email: houyin99@hotmail.com Nationality: Malaysian Date of Birth: 11/10/1999

INTEREST

Sketching

Photography

Design

LANGUAGES AND COMMUNICATIONS English Malay Mandarin

4/5 4/5 5/5

WORKING EXPERIENCES Merries - Kao Malaysia Sdn. Bhd. - Promoter 2016 IPSOS - Survey Company QC Department (Freelancer) 6/2018-8/2018 3/2019-4/2019 Electrician Contractor (Helper) 12/2019-3/2020

2012 - 2016 Catholic High School SPM 3 A+ 2 B+ 2A 1B 1 A1 C+

2017 - 2018 Taylor’s College A-Levels A2 AS 2A 2A 1B 1B

2018 - 2019 Taylor’s University Semester 1 - Dean’s list CGPA 3.70/4.00 Semester 5 - Dean’s list CGPA 3.74/4.00

ACHIEVEMENT & CO-CURICULAR School state Purple Sport House - Active Member 2011 - 2016 Sports Day House Deco Event - Deco department leader 2016 Class Xperience Charity H.I.I.T Run - Volunteer 2017 Tea Table Talk: Student Symposium 1.0: Reconnect To The Root Participant 2020

National state Wushu Junior Grade Certification - GRADE 1 2012 30-Hour Famine - Participation 2015 International state Chinese Culture Contest for Overseas Chinese Teenagers - GRADE A 2013 Root-Seeking Overseas Chinese Youth Winter Camp in Qingdao - Participant 2016

SKILLS AND ABILITIES Adobe Photoshop Adobe Illustrator Adobe Lightroom Revit AutoCAD

Sketchup Lumion Microsoft Excel Microsoft Word Microsoft Powerpoint

3DSmax

REFERENCES SMJK Katholik +603-79565484 http://www.chspj.edu.my/ beb8653@moe.edu.my

Taylor’s University Sdn. Bhd. +603-5629 5000 https://university.taylors.edu.my/en.html

PROJECT ANALYSIS, DESIGN SUITABILITY & PROJECT VIABILITY

PROJECT ANALYSIS, DESIGN SUITABILITY & PROJECT VIABILITY

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2.1 Project Objectives

2.3 Site Analysis

1.

Deliver a project with good construction quality with given financial cost and time frame.

2.

Ultilized the resources efficiently hence reduce wastage of materials in construction aspects.

3.

Ensure worker and contracter able to work under a safety environment thoughout the project timeline.

My site located at intersection of edge between Jalan Pudu, Jalan Pavilion and Bukit Bintang Street. The existing site is a car parking zone that adjacent to the Famous landmark hawker food street, Jalan Alor and the Golden Triangle tourist spot in Malaysia, The Bukit Bintang Walk nearby. User around the site are mainly local, tourist and migrant which often linger and work nearby there. The vehicular density on site is regularly high during morning and night time and low during noon time.

4.

To increase the productivity and efficiency of the project development by having well and strategic project planning in the given period.

5.

Identify and solve the problem/issue faced throughout the project timeline.

6.

Analysed, identify and reduce the potential risk in the earlier stage of the project.

2.2 Project Goals Short Term Goal Ultilized the resources efficiently hence reduce wastage of materials in construction aspects.

Current Goal To increase the productivity and efficiency of the project development by having well and strategic project planning in the given period.

Long Term Goal Analysed, identify and reduce the potential risk in the earlier stage of the project.

PROJECT ANALYSIS, DESIGN SUITABILITY & PROJECT VIABILITY 2.4 SWOT Analysis STRENGTHS 1. Good pedestrian connection by having well designated pedestrian bridge across Jalan Pudu and zebra crossing on Jalan Pavilion, and Jalan Tung Shin.

2. Having advantages of high pedestrian and vehicular density with walkable distance to Heart of Bukit Bintang City Center, Pavilion and Lot 10. The site is also located nearby to the famous hawker food street, Jalan Alor with well reputation among tourist.

3. Large dendicious trees to provide shades for users.

WEAKNESSES 1. Lack of properly designated public toilet surrounded the tourist spot.

2. Noise pollution because of adjacent to Jalan Pudu with great vehicular density in all time. Having heat island effect due to the placement on site surrounded by dense of jungle concrete modern building majority built by concrete and glass material causing high reflectance of heat trapped on site.

3. Lack of public space.

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2.5 PESTEL Analysis Political The building site is under territories of DBKL, Wilayah Persekutuan Kuala Lumpur. Land legistations that affect the site include Akta Jalan, Parit Bangunan 1974, Akta Ibu Kota Persekutuan 1960, Akta Kerajaan Tempatan 1976, Akta Perancangan Wilayah Persekutuan 1976. One of the set back regulation is having a 6m wide road strip for bomba access clearance and 2m setback of greenery.

Economy The site surrounded the with famous street food landmark, Jalan Alor. The site economic commonly derived by food and tourism. Site can reach heart of Bukit Bintang City, Pavilion and Lot 10 within few minutes walk. The tourism activity surrounded the site decrease drastically due to the COVID-19 pandemic. The building trying to transform the economy nature on site being inter-dependent by tourism activity.

Social The site mostly dominated by elderly age group who had live there for almost a decade, white collar that mainly working nearby at Kuala Lumpur. During this few years the population of migrants increase due to uncontrolled vacancy of cheap labour for the eatery stall surrounding the site. Project aim to revitalised the site by invite locals for interest/hobbies exploration and skill development for migrants.

Technology OPPORTUNITIES 1. Social memories among locals due to demolished famous entertainment hub, Cathay Cinema and BB Park nearby the site.

2. Vibrant nightlife set up potentially during night time, tackling daytime programme to create more interesting space.

THREATS 1. Displacement of community due to the locals especially young moving out from site, and migrant slowly dominate the community group on site.

2. Existence of homelesses create social threats for the community, having opportunity that causing social crime to be happened.

3. Drug addict linger nearby cause danger and feel on insecurities among the local communities and its affect users for the learning hub to stay for long time.

Taking advantages on Builiding Information Technology (BIM) and application of Autodesk software in aid for design, the project able to design by analyse the design feature using analysis tools by software,. Implementation of greem technology able to provide green feature for the building, increase building energy efficiency in terms of reduce pollution and wastage of energy.

Environmental The learning hub able to incoorporate large area of greenery and landscaping ideas since the building plot ratio only take place by 1/3 on site. Large area excluded from building boundary to be designated such as water feature, plantation and other softscape components. Passive green strategies such as cross/stack ventilation, natural daylighting, and optimum thermal comfort will be applied on the building.

Legal Development of the project accordance to the Uniform Building By-Law 1984 (UBBL 1984), setback regulations, plot ratio, and other requirements set by DBKL.

PROJECT PHASES

PROJECT PHASE Overview The schematic stage remark the starting of the design phase. At this point, the project manager, which is the architect (GDP Architect) has already consulted with the client (Gamuda Land) to analysed the project brief, and regulatory planning requirements.

Site visit and analysis, site and soil investigation, and feasibility study of this project had conducted by the architect and owner of the project in the initial stage.

During the starting of schematic design, the architect and the owner together to frame the idea of this project. The owner will provide architect with some information such as the purpose and scale of the project, the vision after the project completed etc.

Schematic design phase usually provide draft idea about spatial planning, material requirements, attached with some modelling illustration rendering. After series of drafting idea is done, the devlopment order (DO) drawings and othe necessary documents will submit officially to local authority (DBKL) for further approval.

3.1.1 Roles of Architects

10 3.1.2 Workflow in Schematic Design Phase Commencement of Schematic Design Phase

-

During the initial phase, architect must have great understanding about the client demands and site limitation by know in depth needs of clients, proposed programme, target user/capacity etc. by ultilised the procedure of preparing design checklist outlined in Design Development Plan and Monitoring Chart , Project Architect shall be able to complete and update all checklist progressively as a step for design exercise as proof and checking for regular approval.

Preparation of Drawings

4 weeks

In next phase, we as an architect will prepare and monitor the development of conceptual to schematic design/sketches from time to time as necessary. We shall coordinate with Quantity Surveyor Consultants to draft for preparation and tabulation of preliminary costing, construction plan and material specifications prior to present to client, for review and allocated based on budget and development feasibility study. In another hand, we also have to deal with other consultants (e.g. C&S engineer) to work out for preliminary plan.

Client Expectation on Architects Preliminary Cost Estimation Prepare client brief based on the input.

Prepare relevant authorities submission checklist and design development data.

Prepare preliminary sketches, design drawings and cost estimation.

Prepare submission drawing for approval from local authorities.

1 week

The preliminary cost estimation giving idea of the introductory cost for architect to the project.

An approximation of the cost is calculated by Quantity Surveyor. These procedure is crucial to help determine the cost, budget control and increase awareness of the project team to estimate the future profit gain and cost for the initial financial commitment. Besides, Architect and Enginerr had to pay responsibilities to the project cost and financial commitment required.

Preparation of Submission Documents for Approval

10 weeks

After detail conceptual sketches is developed, douclemts had to submitted to llocal authorities in order to receive planning approval before construction on site begin. These required documents are Development Order (DO), Kebenaran Merancang (KM) and Development Proposal Report (DPR).

DESIGN DEVELOPMENT PHASE Design Development Stage The Design Development Stage mainly is the continuation on developing the schematic drawings to proper plans once the Development Order (DO) is approved by local authority (DBKL). Coordination with civil and structural engineering (Majurutera Engineering & Management Sdn. Bhd), mechanical and electrical engineering, (Gamuda M&E Sdn. Bhd.), and landscape architect (Walrus Design Sdn. Bhd.) during the design process of building plans. Then, the appointed quantity surveyor (Perunding Kos T&K Sdn. Bhd.) will provide cost estimation for detailed construction and submit to client for approval.

In the design development stage, we need to follow the procedure to apply permission of plannig from DBKL (Dewan Bandaraya Kuala Lumpur) hence to ensure that the project scheme is complied to under condition that is authorise by DBKL. Bomba Plans Submission (BP) focuses on bomba, structural design and purpose of submission is to acquire approval regarding health,service and safety. In a meanwhile when building plans is submitted for approval, architect need to keep on track that meet client regularly for progressing update. Once building plan (BP) is approved, the next step is to submit Borang B to allow site works take place.

AR integrated with

a. Earthwork b. Sewerage Reticulation c. Sewerage Treatment Plant d. Road and Drainage Works e. External Main Drain f. External Water Supply System g. Foundations h. Structural

3.2.1 Required Documents for Building Approval by Local Authorities Building Plan Approval Drawings to be send to relevant Technical Agency: 1. Tenaga Nasional Berhad TNB (2 sets of M&E Plans) 2. Sewerage Services Departments IWK (4 sets of M&E Plans) 3. Kuala Lumpur Water Supply Company SPAN (4 sets of M&E Plans) 4. Malaysia Fire & Rescue Department JBPM (4 sets of M&E/A Plans) 5. Telekom Malaysia Berhad TM (2 sets of M&E Plans) 6. Department of Occupational Safety & Health (2 sets of M&E Plans) 7. Bahagian Pesuruhjaya Bangunan (COB) Kuala Lumpur - DBKL (2 sets of M&E Plans) 8. Jabatan Alam Sekitar Wilayah Persekutuan Kuala Lumpur (Attached drawings showing the construction details of exhaust, land use plan and location olan within radius of 500 metre from the exhaust, building layout and elevation plan showing location of the generator and air pollution control system, related catalogues and documents)

Team Integration Jobscope

C&S

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M&E a. Internal water plumbing b. Internal Sanitary c. Internal Electrical d. Lift/Escalator Installation e. Fire Fighting (Active) f. Mechanical Ventilation g.External Electrical Supply System h. Street Lighting i.Telecommunication

Drawings to the Internal Techinical Agency for comments: 1. Development an Planning Department (2 Sets of Plan A) (Attach 1 layout plan/pre-calculation plan +1 copy of titles deed) 2. Engineering Department (1 Set of C&S Plans) (Attachment - Earth Works/ Road and Drainage Approval Letter, 1 copy)

**Remarks: AR - Architecture, C&S - Civil & Structural, M&E - Mechanical Electrical

DESIGN DEVELOPMENT PHASE

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3.2.2 Duration And Cost Of Approval by Various Authorites Before Site Works Take Place AUTHORITIES 1 2 3 4 5 6 7 8 9 10 11

Obtain Fire Safety (M&E) (Arch) Comment Agency: Fire Department JBPM

Obtain Approval from TNB (Electricity) Agency: Tenaga Nasional Berhad

Obtain Approval from TM (Telco) Agency: Telecom Malaysia

Obtain Sewerage Approval Agency: Sewerage Service Department IWK

Obtain Water Supply Approval Agency: Water Supply Company SPAN

Obtain Safety & Health Approval Agency: Department of Occupational Safety and Health DOSH

Obtain Approval from JAS (Alam Sekitar)

Agency: Jabatan Alam Sekitar Wilayah Persekutuan Kuala Lumpur

Obtain Approval from COB

Agency: Bahagian Pesuruhjaya Bangunan (COB) Kuala Lumpur

Obtain Building Plan Approval

Agency: Municipality of Kuala Lumpur DBKL

Obtain Permission to start work from Building Development (KMB) Agency: Municipality of Kuala Lumpur DBKL

Notification to start Earthwork from Engineering Department (B FORM)

Agency: Municipality of Kuala Lumpur DBKL

DURATION

COST

7 days

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7 days

0

7 days

0

7 days

0

7 days

0

7 days

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7 days

0

7 days

0

12 weeks

1301

1 day

0

1 day

0

CONTRACT DOCUMENTATION PHASE

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Once submitted the building plans and approved by local authorities, contracts are prepared and developed in coorperate with relevant detail drawings and specification of the project for upcoming tendering process. This phase will take times around 2 weeks before tender procurement starts.

3.3.1 Steps during Contract Documentation Phase TENDER DOCUMENTATION

TENDER INVITATION/BIDDING PROCESS

Tender documents comprises of detail drawings, details for specification and bill of quantities (BQ) which are necessary to prepare for seek tenders for contractors and subcontractors. Tender detailed drawing were prepared, with coordination with consultant teams which involved in the project. GDP Architects consultants teams have responsibility to ensure that the tender drawings are fully tallied and coordinated with the latest updates, and to proceed with finalising tender drawings and specifications for Client-Contractor meeting (CCM).

During this stage, GDP Architect on behalf of clients, will calling for an open tendering process for contractors to be participate. This process ensure healthy and fair marketplace by having greatest service with reasonable budget allocation.

Bil of quantities (BQ) and condition of tendering are prepared by Quantity Surveyor (Perunding Kos T & K Sdn. Bhd. (PKT)) as invitation documents for tendering of contractors who are interested to join the bidding of project. BQ provides the scope of works, project items with specific quantities through the identification from tender drawing and specifications.

For contractors who interested will be registeered with client, by providing their company profile and best quotation for reviewing purpose.

After tender invitation, shortlisted contractor will be informed and calling for process of tendering, based on client preferences on the material’s specification, price and qualities of each contractor.

CONTRACT DOCUMENTATION PHASE

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TENDER EVALUATION After submission of tenders from selected contractors by clients and consultant teams, Interview will be held for further clarify and evaluate the information and specification, and second interview will be held afterwards. QS (Perunding Kos T & K Sdn. Bhd. (PKT)) will issue a notice to the specific tenderers, attached with a list of questionnaires.

The list of tender questionnaires aim to: 1. Gather and reinforce their work informations and specifications 2. To highilight the key issue for the project requirement and keep aware from it.

TENDER AWARD

TENDER EVALUATION & REPORT

Once the final selection of the best tenders was completed by client and development manager after the revision of submitted tender report, letter of acceptance and contract was issued to selected tender/contractor for agreement signature. Besides, deposit will be refund for unsuccessful tenderers, by Quantity Surveyor (Perunding Kos T & K Sdn. Bhd. (PKT)).

Once the second interview is completed, consultant teams consist of M&E engineering (Gamuda M&E Sdn. Bhd.), C&S engineering (Majutera Engineeering and Management Sdn. Bhd.), need to produce a technical evaluation report consist of summary of tender process and evaluation of all tenders during the tender submission by producing the quotation figures and tabulation of capability criteria to all contractors and send to clients, and the final ranking of all contractors after a depth analysis is done.

The contract of agreement is to be done by contract teams which draft out the baseline of contract agreement, details, terms and condition of contract respectively. Lastly, the agreement will be signed by seleected contractor (M&T Construction Sdn. Bhd.) and client as sign of acceptance for the project.

Afterthat, Quantity Surveyor will proceed to analysed the technical report in comparison with all tenderers. Report will be prepared by Quantity Surveyor for recommendation for client’s references. In this project, the main contractor is M&T Construction Sdn. Bhd.

CONTRACT IMPLEMENTATION & MANAGEMENT PHASE After process of tender award been done, the construction phase of the project will be carried out and commenced. The contract implementation and management is crucial to apply to oversea and comply with the tasks stated in the contract, to monitor and ensure the construction to be done efficiently and quality assured.

Hence, strong coorperation between contractors, clients and consultant teams are needed to guarantee the works strictly performed under compliances.

Architect’s Roles

Review manufacturers’ and suppliers’ warranties and other project closeout documentation and forward them to the owner.

Make a judicious interpretation of the contract between the owner and the contractor when needed.

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Prepare change orders, if required.

Observe construction.

Review correspondence between the owner and the contractor and take action if required.

Inform the owner of the progress of work.

Guard the owner against defects and deficiencies.

Prepare certificates of payment.

Make the substantial & final completion inspection.

Review and approve shop drawings, mockups, and other submittals.

3.4.1 Summary of Contract Implementation & Management Phase INITIATION PHASE

1. Starting off project on site after tender award

PLANNING PHASE

1. Project Quality Compliances Plan (PQP)

CLOSURE PHASE

EXECUTION PHASE

1. Executing, monitoring & controlling

2. Submission of Borang B to DBKL Periodic Inspections

Site Meeting

Architect’s Instruction

Site Memo

Request for Information (RFI)

Variation Order

Extension of Time (EOT)

Samples of Materials & Catalogue Submission

1.

All deliverables met its criteria

2.

Transfer of deliverables to client & support functions

2.

PIR report records recommendation and lesson learnt for future projects

CONTRACT IMPLEMENTATION & MANAGEMENT PHASE

16

INITIATION PHASE

EXECUTION PHASE

First meeting will be held on site after tender award.The architect have to submit the Borang B document to DBKL 4 days before the work commence on site. Architect as a project manager, will provide contractors with list of completed construction drawing and schedules.

Execution phase which is the implementation of the plan begin. This phase is seperated in two major process, the executing, monitoring and controlling.

Borang B Document Borang B will be submitted by the architect to DBKL during the preparation of construction drawings by other consultants, This is to notify the authority on the commencement of the construction work begin. Once the construction drawing are completed, contractor will receive a notification letter which include the commence and revised completion date of construction attached together with the drawing.

PLANNING PHASE Planning phase is to setting and giving out all the work that to be done, which is an ongoing process throughout the end of whole project, known as scope management.

Project Quantity Compliances Plan Upon the commencement of construction, the project quality compliance plan is prepared by contractor to achieve the quality in the project. Weekly work progress and inspection checklists are given to assure the progress and quality of the construction according to the criteria stated on the list. A form with listing such as RFI and other checklist are attached with PQP for daily records and samples to site members and project team.

Content of PQP comprises of: 1. Objective and scope 2. Contract and ISO 9001:2008 References 3. Definitions and abbreviations of project 4. Line of communications 5. Quality management system 6. Work programme 7. Work progress 8. Quality audit program 9. Control of record

10. Control of record 11. Handling, storage, delivery and protection on site.

12. Project organisation chart and responsibilities.

13. Inspection and testing 14. Project analysis & control 15. Rectification work during Defect Liability Period.

Periodic Inspections Periodic Inspections are carried out to ensure compliances with statutory requirements and ensure works are carried out under strict compliances of the building contract.

Architect’s Instruction (AI) Architect’s Instruction provides the contract administrator the power to give instruction to the contractors.

Instruction is given under these circumstances: - To postpone the works - To remedy workmanships, goods or material which are not in accordance to the contract - To open work for inspection - To sanction a variation made by the contractor.

-To exclude person from the site.

- In relation to the expenditure of provisional sums - To carry out test - To vary the works

Contractor has the right to explain and rationalised the issue specific to the instruction(s), and instruction(s) can only given as empowered by the contract policies.

Request for Information (RFI) When the drawing, policies on agreement and specification are not adequately address to every single matter the contractor will send a letter of Request For Information (RFI). This will be a media to resolved the gaps, conflicts and ambiguities during the bidding process during construction phase th eliminate need for costly correction in future.

RFI is commonly used to clarify: - Design drawings - Specifications

- Standards - Contract

CONTRACT IMPLEMENTATION & MANAGEMENT PHASE Extension of Time (EOT) Construction contractes generally allow the construction period to be extended where the delay of the project not a faulty by contractor. This is described as Extension of Time (EOT), when it become reasonably apparent that the delay could, or can me meri for Extension of Time (EOT). The contractor gives written notice to th e contract administstor to identify the relavent issue that causing a delay to be happened. If the reason is acceptable for an delay, they may grant an extension of time and the completion date will be adjusted.

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Samples of Materials & Catalogue Submission The contractor will submit the catalogue samples of materials, attached with detailed specification to the architect when the project is executed The responses of the architect have to efficient as the period between date of submission and approval is short. This act is to prevent any delay in timing and further cost input for the project, thus to hinder any conflict on management.

3.4.1 Construction Phase

Site Memo Site memo is used by consultants and clarks of works to inform, notify and highlighr issues to the contractor. The correspondents will assume for the appointed contractor either to refer, request for approval or feedbacks, or take immediate action base on what is mention in the memo.

Site Meeting Site meeting which are chaired by project’s architect, representatives from each consultant party will undergoes discussion upon on progress report and issues which might affect further decision and implementation of stakeholder and overall construction, and all the agenda outcome will be recorded down as meeting minutes.

Variation Order Due to improvement of advanced technology, statutory change or enforcement, change in conditions, non availabilty of specific materials, geological anomalies, or because of continuous development of the design after the contract have been awarded, the construction projects will depart from the original tender design, drawings and specification from the design team Variation order is an alternative way in construction contract in form of ddition, substitution and replacement from original scope of works. The variatino order usually claim by architect and contractor.

Preliminary Foundation Superstructure Walls Doors and Windows Roofing Plastering Finishing Works M&E Services External & Internal Landscape

CONTRACT IMPLEMENTATION & MANAGEMENT PHASE

18

3.4.2 Schedule for Construction Phase CONSTRUCTION PHASE

DURATION (WEEKS)

PRELIMINARY STAGE 1. Mobilisation 2. Hazarding and signboard 3. Site clearance & levelling

1 1 2 1 2 4 4

SUPERSTRUCTURE 1. Ground floor slab 2. Ground floor columns 3. 1st floor beams 4. 1st floor slab 5. 1st floor columns 6. 2nd floor beams 7. 2nd floor slab 8. 2nd floor columns 9. 3rd floor beams 10. 3rd floor slab 11. 3rd floor columns 12. Roofing beams 13. Staircase/fire staircase

4 4 4 4 4 4 4 4 4 4 4 4 1

WALLS 1. Basement brick wall 2. Ground floor brick wall 3. 1st floor brick wall 4. 2nd floor brick wall

4 4 4 4

DOOR INSTALLATION 1. Door frame 2. Door leaf 3. Ironmongery

DURATION (WEEKS)

DOOR INSTALLATION

FOUNDATION 1. Setting out 2. Piling/foundation 3. Ground beams 4. Basement construction

CONSTRUCTION PHASE

1 1 1

1. Window frame 2. Window casement

1 1

ROOFING 1. Steel truss framework 2. Standing seam steel butterfly roof system 3. Gutter and drainage system

2 2 1

INTERNAL/EXTERNAL PLASTERING 1. Internal plastering 2. External plastering

2 2

FINISHING WORKS 1. Tiling 2. Granite 3. Internal wall painting 4. External wall painting 5. Ceiling painting 6. Timber flooring 7. Staircase 8. Steel handrail finishing

2 2 3 3 1 2 1 1

M&E SERVICES 1. Lift system 2. Electrical wiring 3. Mechanical ventilation system 4. Telecommunication system 5. Light fitting 6. Sanitary system 7. Fire protection system 8. Water plumbing & filtering system 9. ICT & security system

1 2 2 2 2 2 1 1 1

INTERNAL/EXTERNAL LANDSCAPE 1. Installation of softscape & hardscape 2. Surface water drainage 3. Outdoor water feature installation

2 3 2

FINAL COMPLETION PHASE

19

During this phase, it is where the project handover to the client takes place. Certainroles and responsibilies of the project manager and contractor in this stage is possed to the client: such as the contractor is not now liable for the security of the site, maintenance and the fancilities of the site: in which the project manager is no now responsible for the actions of the client on the building. Nevertheless, the contractor and the project manager is still responsible for the safety of the building and the defect liability period.

Handover the project to client Architect’s Roles

Submit CPC, CCC, as-built drawings Inspect the site and ensure all defects made good

Provide a throughout progress report of work being carried out on site Prepared final account Issuance of CMGD

3.4.3 Summary of Final Completion Phase HANDLING OVER TO CLIENT

Submission of AsBuilt Drawings

Final commisioning & testing

Certificate of Practical Completion

Inspection Issuance

Issuance of Certificate of Making Good Defects Certified Completion & Compliances

Application Inspection Issuance DEFECT LIABILITY PERIOD

Final Certificate of Account

FINAL COMPLETION PHASE

20

HANDLING OVER

CERTIFIED COMPLETION AND COMPLIANCES

At this stage, the architect will confirm that all the work specified in the contract had implemented as the contract terms, completed and tested, before hand over the project to the client.

CCC is compulsory to certify that building compiled with the necessary laws and approval , ensuring its safe for occupancy before pass to client. CCC is submitted to DBKL and complete in 2 weeks duration.

The documents sent to client as follow: 1. A-built drawings from consultants and specialist suppliers and contractors 2. Equipment and safety test certificates for lifts and escalators 3. The building log book and a user guide 4. Health and safety files 5.All certificates and warranties in respect of the works 6. Operation and Maintenance Manual (O&M)

CERTIFICATE OF PRATICAL COMPLETION Once the construction completed by the contractor, all parties including client and consultants teams would pay a visit on the building site to experience, and looking for any damage or defeats done to ensure everything was followed as specified on the tender documentation.

The architect satisfy all physical works being completed in the building and they issue Certificate of Practical Completion (CPC) to the main contractor. This process will take 2 weeks time. CPC allow releasing of full payment for the contractor excluding the retention sum pending until the end of Defect Liability Period (DLP), and will be released once no defects is detected. The CPC legally declared the end of contractor responsibiltiy on defects.

SUBMISSION OF AS-BUILT DRAWINGS As-built drawing meaning is a revised set of drawings submitted by a contractor upon completion on a construction project. As-built drawing included dimensions, geometry and location of all components in the project. These 2D floor plans commonly include details of walls, doors, windows and plumbing fixtures. Main purpose of as-built drawings is to enable to document any changes made during construction part of the project that stay away from original design. As-built drawing is submitted to DBKL and spent around 2 weeks time to get certified.

The submission of CCC was made together by PSP with following document (Refer to appendix): - Borang B - Borang F - Borang G1-G21 - Borang Pengemukaan Permohonan Pemajuan to OSC DBKL - Cover letter PSP to Kembaga Arkitek Malaysia (LAM) - Cover letter PSP to Jabatan Kawalan Bangunan - Cover letter PSP to Urussetia Pusat Setempat (OSC) - Name and address of the building

Borang G Borang G consist of 21 Stage Certification Forms (Form G1-G21) which represents 21 building components to be signed by the respective contractor, sub-contractor, supervisors and submitting persons. The PSP has to ensure the form is certified by 34 professional registered under their respective boards in various stage of work.

PSP will notify the local authorities throught OSC after G1-G3 is certified.

FINAL CERTIFICATE OF ACCOUNT Once the issues is identified by the architects and consultants team, contractor are responsible to resolve all defects, Once all the defects been resolved and inspected by the respective consultants, a Certificate of Making Good Defects (CMGD) are issued by the architect to contractor based on advice by the consultants.

DEFECT LIABILITY PERIOD The issuance of CPC marks the begins of defect liabitity period (DLP) of 24 months.

Any damages and defects occured in the building will covered by the contractor in-charge, archtiect will make an inspection with consultants in the building within the 24 months.

21

RESOURCES PLANNING, COST CONTROL, RISK ANALYSIS, AND MANAGEMENT, CONFLICT & CHANGE MANAGEMENT

RESOURCES PLANNING

21

A summary of resources shows task distibution, workforce position involved and skills/equipment required in details for project completion.

Tasks 1. Schematic Design Site visit and survey Site documentation & analysis Conceptual sketches

Resources Type

Quantity

Skills Required

Client consultant team Client consultant team Architect

1

Ability to ultilised the tools, equipment required

M&E and landscape planning M&E Engineer, Landscape architects Cost estimation Quantity surveyor Visualisation Architect, Draftsman 2. Design Development Detailed design drawings Architect, Draftsman Detailed project budget Quantity surveyor Local authorities submission Architect 3. Contract Documentation Preparation of bill of quantities Quantity surveyor Architect, Project manager Tender period (open tender) Client consultant team, Contractor Tender evaluation Architect, Contractor Award of contract 4. Contract Implementation & Management Setting out Architect, Contractor Site cleaning & levelling Land excavation Architect, C&E Engineer, Pile & footing construction Columns and beams Contractor, Workers RC slabs Internal & external partitions Architect, Contractor, Workers C&E Engineer, Contractor, Roof construction Workers, Speciality consultants Door & window installation Architect, Contractor, Workers Architect, C&E Engineer, Contractor, M&E services installation Workers, Speciality consultants 5. Project Completion Client, Architect, C&S/M&E engineer, Quantity surveyor, Landscape architect, Testing, inspection & Speciality consultants, Contractor commisioning Client, Architect Issuance of CCC Architect, Quantity surveyor Preparation of final account

Equipments Safety equipment, manual tools Stationery

1,1 1,1 1

ARCGIS,Autodesk CFD, AutoCAD, Revit Microsoft Excel AutoCAD, Revit

1,2 1 1

AutoCAD, Revit Microsoft Excel AutoCAD, Revit

Computer, plotter

1 1,1

Microsoft Excel, WinQS Microsoft Word

Computer, plotter

1,3 1,1 1,1,1,3,35 1,1,3,35 1,1,1,3,2 ,35 1,1,3,35 1,1,1,3,2 ,35

Ability to ultilised the tools and equipment required Ability to comprehend the information of construction drawings provided Compentency and well understanding of installation/ construction of components

Computer, plotter

Eencing, excavation equipment Refused lorries Excavation equipment Machineries, safety equipment Construction& safety equipment, concrete mixer, concrete pump, crane Machineries, safety equipment Safety equipment, hard tools Safety equipment, installation equipment

2 ,1,1,1,1,1,1,2 ,3

Ability to ultilised the tools and equipment required

Camera, testing equipment

2 ,1 1 ,1

Microsoft Word Microsoft Excel

Computer, printer Computer, printer

COST CONTROL

22 4.2.1 COMPLIANCES FEE

Spaces Lower Ground (Basement) Lift lobby Car bay Storage room Fire staircase Total Floor Area Ground Floor Reception lobby Co-working space Kiosk Children reading corner Multipurpose sports arena Lounge Washroom Restaurant Culinary studio Open exhibition area Semi open theater Lift core Fire escape M&E room Total Floor Area 1st Floor Gardening studio Parental lounge Play room Film photography studio Film photography retail Indoor exhibition space Corridor Washroom Lift core Fire escape M&E room Total Floor Area

Area (m2) 25 300 15 48 388 50 50 15 20 78 35 40 50 40 80 60 12 48 10 538 40 30 40 35 60 45 200 40 12 48 10 560

2nd Floor Rattan weaving workshop Rattan weaving retail Recharge station Corridor Washroom Lift core Fire escape M&E room Total Floor Area 3rd Floor Rattan weaving workshop Rattan weaving retail Recharge station Corridor Washroom Lift core Fire escape M&E room Total Floor Area 4th Floor Dormity Office Corridor Washroom Lift core Fire escape M&E room Total Floor Area

80 50 20 140 40 12 48 10 500 80 50 20 135 40 12 48 10 395 100 20 80 20 12 48 10 290

Total Floor Area : 2071 m2

Items Development order/Planning fees Building Plan & Infrastructure fees Survey fees Land conversion premium ISF contribution-road ISF contribution-drainage Regulatory fees Development charges Contribution to IWK Contribution to TNB

COST CONTROL

23

4.2.2 CONSULTANT FEES MANAGEMENT Terms

Description

Planning and Functional brief

Fees for the development and functional brief usaually a fixed lump sum related to service provided in this stage.

Master Plan

Fees at this phase are assumed to be on a fixed amount related to service provided.

Design Stage

Contract Documentation Disbursements

Novation

Schematic Design Based on the approval cost estimate for construction. This will be the net project cost.

Design Development Based on cost estimation for the whole construction.This will be the net project cost inlcuding fees, land acquisition and prolongation and limit of cost estimation.

This will be the net project cost excluding contingencies fees, and escalation factors.

Generally printing, travel, phtocopying, provision of contact, communication and photographic records costs to be included.

- Fees paid to statutory authorities - Advertiements and published notices - Provisions of more than agreed number of copies of documents and drawings - Cost associated with clerk of works Consultants can be novated from departments to agencies. The act transfers the responsibility to act as the principle on the contract, form agencies for the consultants who are novated.

Terminating Agreement

Standard departmental consultant agreements detail the procedures and reasons leading to termination of services.

Deferred Project

As a result to change priorities or funding availabiltiy projects may mneed to be deferred or suspended at any stage. the department of consultancy is to be extended on a progressive basis and few proposals are based on stages outlined in the documents.

4.2.3 TOTAL DEVELOPMENT COST RM 200/sqft Lower ground (Basement): 388 m2= 4176.40 sqft Construction cost of basement: 4176.40 x RM 200 = RM 835,280.00 Total flooring (excl. basement): 2283 m2= 24574.01 sqft Construction cost of all floors excl. basement: 24574.01 x RM 200 = RM 4,914,802.00 Total gross construction cost: RM 835,280.00 + RM 4,914,802.00 = RM 5,750,082.00 Landscaping cost: RM 90,000.00 Facade cost: RM 33,000.00 Land cost: RM 0 Consultant fees: Total gross construction cost x 7% = RM 5750,082.00 x 7% = RM 402,505.74 Compliances fees: Total gross construction cost x 3% = RM 5750,082.00 x 3% = RM 172,502.46 TOTAL DEVELOPMENT COST: Total gross construction cost+Landscaping cost+ Facade cost+Land cost+consultant fees+compliances fee = RM 6,448,090.20

RISK ANALYSIS AND MANAGMENT ID

Risk Description

Likehood of the risk occuring

Impact of the risk occurs

24

Severity

Owner

Person who manage the risk.

Actions to mitigate the risk e.g. reduce the likehood.

Rating based on likehood & impact.

Mitigation Action

Contingent Action

Actions to be taken if the risk happens.

Progress in Action

1

Project purpose and need is not well-defined.

Medium

High

High

Client

Complete a business case does not already provided and ensure purpose is well defined on Project Charter and PID.

Escalate to the Project Board with an assesment of the risk pf rnaway costs/never-ending project.

Business case re-written with clear deliverables and submitted to the project board for approval.

2

Project design and deliverable definition is incomplete.

Low

High

High

Client

Define the scope in detail via design workshops with input from subject matter experts

Documents assumptions made and associated risks. Request high risk items that are ill-defined are removed from scope.

Design workshops scheduled.

3

Project schedule is not clearly defined or understood.

Low

Medium

Medium

Architect

Hold scheduling workshops with the project team so they understand the plan and likehood of missed tasks is reduced.

Share the plan and go through upcoming tasks at each weekly project progress meeting.

Workshops scheduled.

4

No control over staff priorities.

Medium

Medium

Medium

Architect

The client will brief team mangers on the importance of the project. Identify back up for each human resources on the project.

Escalate to the client and bring in back up resources.

Client has agreed to hold briefing.

Now making arrangements for a meeting room.

5

Consultants or contractors delay.

Medium

High

High

Architect

Include late penalties in contracts. Build in and protect lead time in the schedules.

Communicate schedule early.

Escalate to clients and contract manager. Implement late clauses.

Lead time form each contractor built into the project schedule.

Late penalties agreed to and contract signed.

6

Estimating and/or scheduling errors.

Medium

High

High

Architect

Break the risk into two: “cost estimating” and ‘scheduling errors”.

Use two methods of cost estimation, and carefully track cost and forecast cost at completion making.

Escalate to clients and contract manager. Raise change request for change to budget or time, cost and quality.

Contingency agreed by Project Board.

7

Unplanned work that must be accomodated.

Low

High

Medium

Team Manager

Escalate to the architect with plan of action, including impact on time, cost and quality.

Team managers attending scheduling workshops.

8

Lack of communication, causing lack of clarity and confusion.

Medium

Medium

Medium

Architect

Attend project scheduling workshops. Check previous projects, for actual work and costs.

Check all plans and quatity surveys.

Document all assumptions made in planning and communicate to the project manager before project kick off.

Write a communication plan which include frequency, goal, and audience of each communication. Identify stakeholders early and make sure they are ocnsidered the communication plan. Use most appropriate channel of communication for audience.

Correct misunderstandings immediately. Clarify areas that are not clear swiftly using asistance from client if needed.

Communication plan in progress.

9

Pressure to arbitrarily reduce task durations and or run tasks in parallel which would increase risk of errors.

Low

High

Medium

Architect

Share the schedule with key stakeholders to reduce the risk of this happening.

Escalate to Project Board with assesment of risk and impact of the change. hold emergency risk management call with decision makers & source of pressure and lay out risk & impact.

Awating completion of the schedule.

10

Scope creep.

Medium

High

High

Architect

Document the project scope in a Project Initiation document or project charter and get it authorised by the project board.

Document each and every example of Scope clearly defined in PID. scope creep no matter how small in a change order and get authorisation from the project board before starting work. Tihs includes zero cost changes.

RISK ANALYSIS AND MANAGEMENT Risk Description

Likehood of the risk occuring

Impact of the risk occurs

Severity

Rating based on likehood & impact.

25 Owner

Mitigation Action

Contingent Action

Progress in Action

Person who manage the risk.

Actions to mitigate the risk e.g. reduce the likehood.

Hold regular project team meetings and look out for conflicts. Review the project plan and stakeholder engagement plan for potential areas of conflict.

No ability to reduce likehood, but make sure early warning is given by reviewing business case on regular basis with the project board.

Escalate to the Project Board with an assesment of the risk pf rnaway costs/never-ending project.

Business case re-written with clear deliverables and submitted to the project board for approval.

Initiate escalation and project close down procedure.

Project close down procedure confirmed with project board.

Actions to be taken if the risk happens.

11

Unresolved project conflicts not escalated in a timely manner.

Low

Medium

Medium

Architect

12

Business case becomes obsolute or is undermained by external or internal changes.

Low

High

High

Client

13

Delay in earlier project phases jeopardizes ability to meet fixed date. For example delivery or just in time materials, for conference or launch date.

Medium

High

High

Architect

No ability to reduce likehood, but make sure early wirning is given by reviewing business case on regular basis with the project board.

Initiate escalation and project close down procedure.

Project close down procedure confirmed with project board.

14

Added workload or time requirements Low because of new direction, policy, or status.

Medium

Medium

Client

No ability to reduce likehood.

Consider insurance to cover costs and alternative supplier as a back up.

Awaiting completion for the schedule.

15

Legal action delays or pauses project. Low

Medium

Medium

Client

Escalate to project board who will notify the legal department.

Follow instructions from legal.

Contracts issued.

16

Clients refuses to approve deliverables/milestones or delays approval, putting pressure on project manager to ‘work at risk’.

Medium

Medium

Medium

Architect

Escalate to project board and recommend action e.g. to stop the project.

Client project manager is confirming their psonsor/senior supplier.

17

Theft of materials, interllectual property or equipment.

Low

High

High

Architect

18

Unpredictable disasters e.g. extreme weather, leads to loss of resources, materials, premises etc.

Low

High

High

Architect

Ensure all contracts signed before starting the project. Follow all regulatory requirements and complete stakeholder management plan.

Ensure customer decision maker with budgetary authority is identified before project start and is part of the project board. Communicate dates for sign-off points upfront.

Follow security procedures, ensure Non-Disclosure Agreements (NDAs), & compliances certificates are in place. Verify alll physical security measures in place. Secure insurance.

Ensure insurance take place.

Familiarise project team with emergency procedures. Where cost effective put back up systems in place e.g. generators.

Notify appropriate authorities.

Follow health and safety procedures. Notify stakeholders and Project Board.

Public Liability Insurance confirmed along with additional preises insurance at site B.

19

Stakeholder action delays project.

Low

High

High

Architect

Identify stakeholders, analyse power and influence and create a stakholder engagement plan. Project Board to authorise the plan. Revisit the plan at regular intervals to check all stakeholders are managed. Consider getting insurance.

Notify appropirate authorities.

Follow internal procedures e.g. for activitist demonstrations.

Stakeholders analysis in progress.

20

Contraction of COVID-19

Medium

High

High

Team Manager

Health risk and delay in overalll completion and subsequent operations

Ensure SOP are followed strictly such as socail distancing, wearing a mask and sanitisation.

Project and construciton team to get tested if any symptom occur.

Notify appropriate authorities e.g. NDA issued. Security certificstes police, project board and initiate confirmed for contractors. internal investigations.

CONFLICT AND CHANGE MANAGEMENT 4.4.1 CONFLICT RESOLUTION TECHNIQUES

4.4.2 CONFLICT MANAGEMENT PHASES

ASSERTIVE

high

Schematic Design

COMPETING

COLLABORATING

COMPROMISING AVOIDING

Design Development

ACCOMODATING

low low

COOPERATIVE

high

26

Contract Documentation

TYPES OF CONFLICT

CAUSES

Disagreement on project cost.

Lowest price bargain mentality by contractors.

False direction on project objectives.

Clashing in individual opinions.

Disagreement on planning

Differences on personal preferences.

Positioning conflicts.

Ambiguities on roles and responsibilities on management.

Disapproval from local authorities.

Incompleteness of drawing specification requirements.

Contract terms conflicts.

Ineffectiveness in communication.

Conflicts disagreements.

Project team’s disagreements on project terms listed.

Discrepancies in contract documentations. Misunderstood and miscommunication between contractors and client.

Contract Implementation & Management

Completion phase

Defective workmanship quality.

Careless of contractor during construction work ongoing.

Spontaneous change of decisions.

Inadequate contractor management, supervision and coordination.

Delay/suspension of works.

Out of track and lack of checklisting based on schedule.

Delay in handling over.

Poor coordination of contractor to ensure work schedule in progress.

Disappointed of workmanship evaluation.

Does not meet expectation.

4.4.2 CHANGE MANAGEMENT PREPARE

MANAGE

Define change management strategy

Develop change management plan

Prepare change teams

Take actions and implement plan

Develop sponsorship models

REINFORCE Collct and analysed feedback Diagnose gaps and manage resistance Implement corrective actions Celebrate success

PROJECT PLANNING & SCHEDULING

SUCCESS CRITERIA

27

The success criteria are measured based on these three constraints, which are time, costs and scope of the project which contributes to the overall quality of the project.

Time

Quality Cost

TIME

PROS

CONS

Scope

COST

SCOPE

The time frame for the overall of this project is expected to be completed within 35 months, starting from June 2021 to April 2024. The planning, scheduling, monitoring and controling for the whole project activities become the basic approaches to achieve well timing management. A Gantt Chart is ultilised to scheduled the details of the task listed in each phase and avoid the delay of the schedule.

The budget of completion for the project would be RM 6,448,090.20 and the estimate cost of the project scheme is RM7,000,000.00. In order to avoid overrun of budget, cost management is crucial to avoid the deadline from been run out from the time of completion and exceed the overall budget due to lengthen of duration for manpower.

The project aim to achive at least GBI GOLD rating. A sustainable building is able to benefit the site by reduce wastage of energy yet to preserve the surrounding greenery is maximum, and also cost saving in the operational scheme. The highly performance building is assumed to provide great energy efficiency to reduce environmental pollution, and achieve optimum spatial comfort for users.

Managing workforce during the period of pandemic; causing alot of of inconvenience during the whole undergoing process of the projects. Strict SOP measures; social distancing, self sanitise, operation time restriction making difficulties and unecassary delay of schedule to proceed into next stage , lengthen the completion time for the whole project.

Avoidance of exceeding budget: Having good communication between team menbers to avoid misinterpretation of objectives and jobscopes and reduce chance of second changes.

In order to achieve the scheme, GBI criteria will applied since schematic design phase to empower the green design strategies. Inspection from time to time by architect, consultants team to ensure it hit the optimum target by having good selection of material, mechanism and craftmanship to reduce pollutinon and extra budget consumption for the whole project scheme.

EOT can be applied by the contrator parties to cover partially loss if MCo is happened in future time, the adjustment of contract value should be seeked out.

Cost saving strategies: Systematic workflow-Gantt chart, WBS and risk analysis to identify and reduce risk and unexpected cost.

WORK BREAKDOWN STRUCTURE (WBS)

28

GDP Architecture Firm

Youth & Art Experimential Learning Centre

1. Schematic Design Preliminary

1. Client Brief 2. Regulatory planning requirements 3. Site visit & analysis 4. Site and soil investigation 5. Feasibility studies

2. Design Development

Schematic 1. Conceptual sketches 2. Schematic design drawings 3. Material proposals 4. Preliminary cost estimation 5. Development order (DO) drawings and submissions 6. Development order (DO) approvals

3. Contract Documentation

1. Detailed design drawings 2. Coordination with C&S engineer 3. Coordination with M&E engineer 4. Coordination with landscape architect 5. Detailed cost estimate 6. Building plan (BP) production and submission 7. Other authorities submissions: - IWK - JBPM -TNB - DOSH - TM - JAS -SPAN - COB 8. Building plan (BP0 approvals 9. Other authorities approvals

4. Contract Implementation

1. Finalising detailed drawings & specifications 2. Tender process/procurement 3. Tender documentation preparation/ Bills of Quantities (BQ) 4. Calling tender 5. Tender negotiation 6. Tender report/ recommendation 7. Tender award 8. Contract binding/signing

4. Final Design

Handling Over 1. Final commisioning & testing 2. Architect inspection 3. Certificate of Practical Completion (CPC) 4. Certificates of Completion and Compliances (CCC) 5. Feasibility studies Defect Liability Period 1. Certificate of Making good Defects (CMGD) 2. Final Accounts/Final Certificate of Account

Preliminary stage 1. Mobilisation 2. Hoarding & Signboard 3. Site clearance & levelling

Door & window Installation

Internal & External Landscape 1. Surface water drainage 2. Installation of softscape and hardscapes 3. Outdoor water feature installation

Foundation 1. Setting out 2. Piling/Foundation 3. Ground beams 4. Basement

Roofing 1. Steel truss framework 2. Standing seam metal butterfly roof system 3. Gutter and water drainage system

Superstructure 1. Floor slab 2. Columns 3. Beams 4. Staircase/ fire staircase 5. External walls 6. Internal walls

Plastering & Finishing 1. Internal/external plastering 2. Tiling 3. Graniite 4. Internal/external wall painting 5. Ceiling painting 6. Flooring finishes 7. Staircase finishes

M&E Services 1. Electrical wiring 2. Lift system 3. Mechanical ventilation system 4. Telecommunication system 5. Light fitting 6. Sanitary system 7. Water plumbing & filtering system

GANTT CHART

29

GANTT CHART

LEARNING HUB

Jun

1

Jul

Week

DURATION (W)

TASK

2022

2021

6/25/2020

1

2

3

Aug

Week 4

1

2

3

Sep

Week 4

1

2

3

Oct

Week 4

1

2

3

Nov

Week 4

1

2

3

Dec

Week 4

1

2

3

Jan

Week 4

1

2

3

Feb

Week 4

1

2

3

Mar

Week 4

1

2

3

Apr

Week 4

1

2

3

4

1

2

2023

May

Week 3

Jun

Week 4

1

2

3

Jul

Week 4

1

2

3

Aug

Week 4

1

2

3

Sep

Week 4

1

2

3

Oct

Week 4

1

2

3

Nov

Week 4

1

2

3

Dec

Week 4

1

2

3

Jan

Week 4

1

2

3

Feb

Week 4

1

2

3

Mar

Week 4

1

2

3

Apr

Week 4

1

2

3

2024

Week 4

1

2

3

PRELIMINARY PHASE Client Brief

1

Regulatory Planning Requirement

1

Site Visit & Analysis

2

Site & Soil Investigation

2

Feasibility Study

2

Planning Submission

12

SCHEMATIC DESIGN PHASE Conceptual Sketches (Space Planning, 3D modelling, 3 Rendering) Schematic Design Drawing

3

Material Proposal

1

Preliminary Cost Estimation

1

Development Order (DO) Drawings & Submissions 2 Development Order (DO) Approval

8

DESIGN DEVELOPMENT PHASE Detailed Design Drawings

4

Coordination with C&S Engineer

2

Coordination with M&E Engineer

2

Coordination with Landscape Architect

1

Detailed Cost Estimation

1

Building Plan Production & Submission

2

Other Authorities Submissions

2

Building Plan (BP) Approvals

12

Other Authorities Approvals

10

CONTRACT DOCUMENTATION PHASE Tender Drawings Tender Process/Procurement

6 6

Tender Document/BOQ Preperation

1

Calling Tender

4

Tender Evaluation & Negotiation

1

Tender Report/Recommendation

1

Tender Award

1

Contract Binding/Signing

1

IMPLEMENTATION PHASE Preliminary Stage

2

Foundation

4

Superstructure

4

Brickwalls

4

Door Installation

1

Window Installation

1

Roofing

2

Plastering

2

Finishing Work

3

M&E Services

2

Internal & External Landscaping

3

FINAL COMPLETION PHASE Handling Over

24

Defect Liability Period

24

A Gantt Chart is used for project plannig to ensure the progress is on timing and task scheduled is proceed on track. The task distribution basically catergorised into 5 phases, and each phase taken different duriation week to accomplish. The overall construction of the project will take 35 months, including the preliminary design phase by discussion and meetings, going into the final phase which the building is complete and passing the defect liability period.

REFERENCES

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1. Silva, G., Warnakulasooriya, B., & Arachchige, B. (2020). Criteria for Construction Project Success: A Literature Review. Retrieved 11 October 2020, from https://www.semanticscholar.org/paper/Criteria-for-Construction-Project-Success%3A-A-Review-Silva-Warnakulasooriya/faddcc418c9f358e3e863bcf9759fe07ca54a911 2. What services does an architect provide? (2016, April 28). Adamick Architecture. https://adamickarchitecture.com/2016/04/28/services-architect-provide/ 3. Project team for building design and construction. (n.d.). Designing Buildings Wiki. Retrieved June 24, 2021, from https://www.designingbuildings.co.uk/wiki/Project_team_for_building_design_and_construction 4. Cost control in building design and construction. (2020). Retrieved 11 October 2020, from https://www.designingbuildings.co.uk/wiki/Cost_control_in_building_design_and_construction 5. Project Stakeholders – Who Are They & Why Are They Important?. (2020). Retrieved 11 October 2020, from https://www.teamwork.com/project-management-guide/project-stakeholders/ 6. B, Nipuna. (2015). Tendering Documentation. Retrieved from https://www.slideshare.net/nipuna_bopage/tendering-documentation-48093586 7. Madurai, V. (2018, March 25). Quality, Time and Money. Medium. https://medium.com/@vivekmadurai/quality-time-and-money-39278f990092.

8. Collina, L. (2018, February 14). Change Management Techniques in Project Management. Project Management Basics. https://pmbasics101.com/change-management-techniques/.

9. Duties and Responsibilities | Town Planning | Arunachal Pradesh. (2020). Retrieved 11 October 2020, from http://arunachaltp.nic.in/duties.html 10. Warner, M. (2020, November 24). Scope and the Triple Constraints of Quality-Time-Cost. The Project Management Blueprint.com. https://www.theprojectmanagementblueprint.com/blog/project-overview/scope-and-the-triple-contraints-of-quality-time-cost.