Pro man 2

PROJECT MANAGEMENT (MGT60403) Project 2 : Documentation of a Medium-sized Project Name ID Tutor

: : :

Khoo Zer Kai 0320500 Ar. Alia

Table of Content 1.0 Introduction 1.1 The Project 1.2 Clients 1.3 Project Goals 1.4 Project Objectives 1.5 Stakeholders 2.0 Site Analysis 2.1 Jalan Tun Razak & Jalan Ampang 2.2 PESTEL Analysis 2.3 SWOT Analysis 2.4 Additional Research 3.0 Project Viability 3.1 Addressing the Issues 3.2 Programme Objectives 4.0 Design Suitability 4.1 Design Process 4.2 Liberating Rigid Recreation 4.3 Improving Park Use 5.0 Project Planning 5.1 Project Cost 5.2 Work Breakdown System (WBS) 5.3 Gantt Chart 5.4 Success Criteria 5.5 Project Procurement 5.6 Resource Planning 5.7 Risk Analysis 5.8 Maintenance Strategy

1.0 Introduction

1.2 Clients Kuala Lumpur City Hall - Kuala Lumpur Tourism Bureau The Tourism Bureau has a grand vision to establish Kuala Lumpur as a global tourism destination, but how can this be integrated into the project?

We believe Jalan Tun Razak ought to gain approval of its nearby locals/ community before getting noticed by outside tourists. The wise method would be to start small and slowly create larger impacts from there.

1.3 Project Goals

1.1 The Project We have been approached by our clients to design a Shadow Puppetry as known as Wayang Kulit Cultural Centre. The site is the present carpark sitting right beside Gtower Hotel. Due to the improve of technology, Wayang Kulit had slowly disappear. Hence, the client decided to bring back the heritage of Malaysia

Short Term: To solve the current site issues by including and balancing ways of using the car park.

Mid Term: Generate a diverse and culture rich environment within the park which could attract many potential stakeholders.

Long term: Creates a unique identity which successfully represent Malaysian lifestyle that allows major tourism opportunities.

1.4 Project Objectives To make sure projects are realized, the intentions are to be made clear: -

To manage the project in an organized and professional manner.

To meet the expectations through fulfilling the brief set by the client.

To deliver the scope of project within the constraints of cost and time.

To benefit not only the owner of he property but also its inhabitants/ users.

Office workers are the largest user group present here. The car park act as a transition area for them to reach their working place.

Local business take opportunity by selling food and beverage.

1.5 Stakeholders Many parties could affect or be affected by the project and we hope to bring benefit to them as well: -

Community Office Workers Tourist Skateboard Players

Skateboard players likes to play skateboard in front of the site, which is a designated skateboard area.

2.0 Site Analysis 2.2 PESTEL ANALYSIS Political The site is a carpark, whenever there is a site without develop in Kuala Lumpur, it will become a temporary car park.

Economical Vendors and food trucks are seen opened at the busiest locations on the most actives times.

Sociological Interactions are limited to skateboard player, as this space is a transition are for other users. Community interactions are low.

Technological The amenities of the car park provided are below average, the road are not even and it might cause stagnant of water. The car park line are not being drawn at the site too. Eateries are at the roadside scale where food trucks and vendors are observed.

2.1 Jalan Tun Razak & Jalan Ampang It is located next to the cross junction beside Jalan Ampang and Jalan Tun Razak. It is an open air car park beside G Tower, opposite Ampang Park and adjacent to Ampang Park LRT Station. There are another mall, which is Intermark opposite our site too.

Environmental The site is a non-eco friendly site due to it is a car park. Vegetation at the site is very less in numbers, hence, the site it is quite hot during afternoon, but it is shaded by other tall office tower during evening.

Legal According to the setback guidelines determined by Uniform Building By-Laws (UBBL), a total of 6m setback should be provided for sides facing other lots and another 2m for facing the road.

2.3 Swot Analysis Strengths: Easy to access Low crime rate High visibility due to crossroad junction and link bridge Evening shade OKU accessible Pedestrian friendly Weakness: Noise and smoke from traffic Highly exposed to traffic jam Less noticeable from macro due to surround by highrise Warm during day time Opportunities: Potential site for commercial Potential user groups inspiring new programme and spaces Reintroduce Ampang Park Shopping Centre genius loci Threats: Potholes land Not wheelchair user friendly Poor surface drainage Motorbike on pedestrian path

3.0 Project Viability 3.1 Addressing the Issues Based on the site analysis shown on item 2.0, the main question this programme for the site is:

4.0 Design Suitability 4.1 Design Process -

How will Wayang Kulit Cultural Centre be necessary for The site?

-

The nearby tower, Ilham Gallery inspired to go for a art centre.

-

A show must go on to make people stop by at the transition area, to change the transition area into a contact point.

3.2 Programme Objectives -

-

Allowing office workers to have a place to spend their time while waiting to skip the jam after work.

Generate passive-recreation which are more leisure and development-based.

-

Using a shortcut to create a better circulation.

Split the building into two to expose more faces of building.

Big to small entrance to create sense of inviting.

A3 Floor plans

5.1 Project Cost Space

Area 2

Name

Groun d

Food Court Kitchen Cafeteria Lift Lobby Gallery Theater Backstage Shop 1 Shop 2 Toilet 1 Toilet 2 Prayer room Disposal Room Loading Bay Garden Reception

72.00 24.00 24.00 31.50 48.00 72.00 24.00 12.00 12.00 38.00 38.00 38.00 38.00 50.00 188.00 48.00

1 1 1 1 1 1 1 1 1 1 1 1 1 0.5 0.5 1

72.00 24.00 24.00 31.50 48.00 72.00 24.00 12.00 12.00 38.00 38.00 38.00 38.00 25.00 94.00 48.00

614.5

Library Seating Area Classroom Music Studio Workshop Toilet 3 Lift Lobby Bridge Open Court

24.00 28.00 28.00 40.00 38.00 38.00 31.50 14.20 46.00

1 1 1 1 1 1 1 1 0.5

24.00 28.00 28.00 40.00 38.00 38.00 31.50 14.20 23.00

264.7

Staff Accommodation Office Security Control Lift Lobby Bridge Open Court

48.00 72.00 24.00 31.50 14.20 46.00

1 1 1 1 1 0.5

48.00 72.00 24.00 31.50 14.20 23.00

212.70

Secon d

Full/Half

m

Total GFA 1091.9 m2 Total Sqf = 11753.11

2

Floor

First

m

2

Total (m )

Rm200 per Sqf = 11753.11 x 200 = RM 2,350,622 Total Project Cost = Building Construction Cost + Construction Cost = RM 2,350,622 + 15% (RM 352,593.30) = RM 2,703,215.30 Based on Architects (Scaled of Minimum Fees) Rules 2010, Clause 23 fees for Basic Services are to be divided via phases.

27.Payment of fees for Basic Services (1)

The fees payable to the architectural consultancy practice for Basic Services shall be made as follow :-

Upon completion of each phase

1091.9

Percentage of total fee payable

Schematic Design Phase

15%

Design Development Phase

30%

Contract Documentation Phase

25%

Contract Implementation and management Phase

25%

Final Completion Phase

5%

5.2 Work Breakdown Structure (WBS) Wayang Kulit Cultural Centre

Pre-Tender

1.0 Schematic Design

2.0 Design Development

1.1 Site Analysis 1.1.1 Site Visit & Survey 1.1.2 Site Documentation & Analysis 1.2 Conceptual Design 1.2.1 Design Requirement Briefing 1.2.2 Preliminary Design Proposal 1.2.3 Project Budget & Cost

2.1 Design Development 2.1.1 Detailed Drawings 2.1.2 Building Plans 2.1.3 Structural Drawings 2.1.4 Landscape Layout Drawings 2.1.5 Interior Layout Drawings 2.1.6 Material Selection 2.2 Authority 2.2.1 Building Plan Submission 2.2.2 Bomba Plan Submission 2.2.3 Submission Approval

Post Tender

3.0 Contract Implementation

3.1 Tender 3.1.1 Tender Documentation 3.1.2 Tender Notice 3.1.3 Tender Period 3.1.4 Results Evaluation 3.1.5 Award of Contract 3.2 Financial 3.2.1 Preliminary Estimation of Construction Cost 3.2.2 Resources & Labour Planning 3.2.3 Project Planning & Implementation Schedule

4.0 Construction

4.1 Pre-Construction 4.1.1 Site Planning & Clearing 4.1.2 Site Setting out & Levelling 4.1.3 Sign Hoarding Board & Site Office Set Up 4.2 Foundation 4.2.1 Land Excavation 4.2.2 Piling & Footing Construction 4.3 Superstructural Work 4.3.1 Columns & Beams 4.3.2 RC Slabs 4.3.3 Internal & External Wall Partitions 4.4 Roofing 4.4.1 Roof Construction 4.4.2 Gutter & Drainage System Installation 4.5 Fenestration 4.5.1 Door Panels 4.5.2 Window Panels 4.6 Installation of M&E Services 4.6.1 Building Services Installation 4.6.2 Light Fittings 4.6.3 Fire Protection System 4.7 Architectural Interior & Finishes 4.7.1 Floor, Ceiling & Wall Finishes 4.7.2 Other Finishes 4.7.3 Furniture Installation 4.8 External Landscaping Work 4.8.1 Surface Water Drainage 4.8.2 External Water and Sewerage Reticulation 4.8.3 Turfing & Finishes 4.8.4 Softscapes & Hardscapes

5.0 Project Completion

5.1 Phase Out 5.1.1 Site Cleaning 5.1.2 Testing, Commissioning & Inspection 5.1.3 Handing Over 5.1.4 Issuance of CCC 5.1.5 Closing Out

A3 Gantt Chart

5.4 Success Criteria

5.5 Project Procurement

By acquiring the scope, cost and time, a project triple constraint can be created. The relationship between one another is crucial and one may affect the other two. A delicate balance has to be achieved between them in order to reach project success.

The conventional project procurement method is adopted. In the traditional procurement method, the client will enter into the contracts separately with architect and contractor. The architect will responsible for design work, while contractor will responsible for construction work. By using the traditional method, the project design phase should finish before the constructions phase of the project begin. Since the pre-contract phase of this method is longer, the project’s client and project team have more time to review and correct the project design before construction is start.

Cost

Quality Scope

Time

Scope: The scope of the project will not be compromised if the cost and time do not have major deviations, thus the project must be well-planned and executed.

Cost: The cost can be reduce via effective cost control, cost budgeting and resource planning.

Time: The deadline of October 2019 can be achieved through excellent communications between the client, consultants and contractors and proper execution of the Gantt Chart.

Advantages of conventional/ traditional project procurement method includes: The clients are able to have full influence towards the overall process of the project, increasing the quality and functionality.

Ease to develop the project and arrange, manage and evaluate the effect of change and reduce the number of contract conflict.

Adopting a balanced allocation of risk between project’s client and contractor compare to design and build method.

Known as tried procurement method because it have been tested in the long term period and is a very familiar procurement method.

Within the traditional project procurement method, selective tendering process is adopted to shorten the amount of time needed to award the contract. This is due to the specifics of the design requiring specialists’ works, where only limited firms would be suitable to execute the project. Design to require specialist works include the Urban farming tower, organic RC form of overall building and the integration of rainwater harvesting system. Only contractors and suppliers that are known to be appropriate for the proposed contract are invited to prepare tenders. It can also give clients greater confidence that their requirements will be satisfied.

A3 Resources Planning

5.7 Risk Analysis Risk analysis can ensure project success by avoiding project delays caused by major issues, it will help us anticipate and overcome these challenges in an immediate manner. Listed below are the most common risks involved in a building project: Risk

Likelihood

Severely

Impacts

Mitigation

Contingency

Design not approved by client

Low

High

Client change architect or project team

Provide few preliminary design options for the client to decide

Small adjustment are fine, however, maintain the initial concept to reduce the delay of project

Drawings are not approved by authority

Medium

High

Constructions and planning cannot proceed further

Adhere to requirements and submit drawings without compromising much on initial concepts

A revised set of drawings to be submitted to authority for approval

Confusion

Low

High

Lost in focus miscommunication

Identify the job scope and roles of everyone from the team

Constant updating the team through weekly meeting

Design changes & scope creep mid construction

Low

High

Construction timeline might be affected, project delay occurs

Include a process for changing scope by allowing a limited number of people to request changes

Engage in active and open communication to ensure stakeholders and project team members have the same vision for the project

Schedule changes due to unpredictable circumstance

Medium

Medium

Delay the date of completion

Reschedule work breakdown structure based on the planned Gantt Chart. Hire more labour to cover the loss time.

Additional cost should be made by the client

On-site accident

Low

Medium

Delay in schedule

Provide sufficient saffety tools and equipments

Train the workers with safety precautions and well instructed before construction begin

Design Phase

Construction Phase

Building Operations & Maintenance Phase Safety & Security Issue

Medium

High

Unwanted visitors might interrupt building causing high risk of safety issues

Highly trained security guard with self defensive skills as a minimum requirement is needed to increase safer environment for the users

Working together with neighbourhood to strengthen security forces

Fine Outbreak

Low

High

Business and operation affected

Ensure the building is equipped with up to date active fire protection in placed

Ensure building with fire insurance as an investment in case of fire occurrence

Programme failed to adapt

Medium

High

Closing down due to reduction of income to sustain the building maintenance

Advertisement can increase the publicity to bring more people to engage the programme

Promote new program and keep updating it by following the trend

5.8 Maintenance Strategy The maintenance strategy can be employed once the Wayang Kulit Cultural Centre reaches operation stage. As the proposed project is a cultural centre, it is only considered a building of average complexity. High level maintenance strategies such as Reliability Centered Maintenance (RCM) Strategy or Predictive Maintenance Strategy are not necessary, as it would deem costly for the building operators. It would be more practical to employ Breakdown and Preventive Maintenance Strategies.

Here are some of the common examples relevant to the project Breakdown Maintenance Strategy Element

Maintenance activity/factor

Operator

General Lighting

Lighting elements should be allowed to run until failure, item to be replaced when breakdown is identified

Janitorial

Furniture

There is no complex furniture installed, no inspections are required. Item to be fixed or replaced when breakdown is identified

Janitorial

Plumbing fixtures

Plumbing fixtures to be fixed or replaced when breakdown is identified

Contractor/ Plumber

Preventive Maintenance Strategy Element

Frequency

Maintenance activity/ facto

Operator

Landscape

Daily

All vegetation to be watered and trimmed daily to maintain a pleasant appearance at all times

Gardener

Cafeteria

Daily

The cleanliness of the cafeteria is to be held highly because it will be used throughout the day, at least two cleaners present to maintain cleanliness

Janitorial

Facilities

Weekly

The rooms and its sound equipment are to be inspected and maintained even if not used. Their cleanliness to be maintained as well

Building technician, janitorial

Curtain wall

weekly

The glass exterior is to be cleaned to maintain a good appearance for daily visitors

Janitorial

Washrooms

Daily

Washroom cleaniness is to be maintain throughout the whole day

Janitorial

Building Safety Inspection

Yearly

Ensure building satisfies fire safety and operational safety requirements

Building safety staff