PROJECT MANAGEMENT (MGT60403 / ARC3614) Project 2: DOCUMENTATION OF A MEDIUM-SIZED PROJECT

BACHELOR OF SCIENCE (HONS) IN ARCHITECTURE SCHOOL OF ARCHITECTURE, BUILDING AND DESIGN PROJECT MANAGEMENT (MGT60403 / ARC3614) PROJECT 2 (30% INDIVIDUAL)

DOCUMENTATION OF A MEDIUM-SIZED PROJECT PASAR SENI YOUTH ENGAGEMENT CENTRE FOR CULTURAL CREATIVITY, PASAR SENI, KUALA LUMPUR

NAME STUDENT I.D. TUTOR

MARK ENG SHANG 0324187 MR IZWAN

MARKS FOR 3 COMPONENTS : 1 : _____/10 2 : _____/10 3 : _____/10

Contents 1.0 Project Introduction 1.1 1.2 1.3 1.4

Site Introduction S.W.O.T. Analysis P.E.S.T.L.E Analysis Success Criteria

2.0 Design Suitability 2.1 2.2 2.3 2.4

Design Issues and Purpose Key Features & Contextual relevance Massing Strategies Programme Relationship

3.0 Project Viability 3.1 3.2 3.3 3.4 3.5

Proposed Programme Project Objectives Target User group & Programme relevance Clients & Stakeholders Financial Viability

4.0 Maintenance Strategy 5.0 Risk Assessment 6.0 Work Breakdown Structure 7.0 Gantt Chart

1.0 PROJECT INTRODUCTION 1.1 Site Introduction 1.1.1 Location and site description

The site is located at 49, Jalan Hang Kasturi, City Centre, 50050 Kuala Lumpur, Wilayah Persekutuan, Malaysia.

The project site is made of 1 parcel of land, lot 49 (sq.m). The land exists, currently, as a tar paved parking lot privately owned by the Central Market Sdn. Bhd.. The land is of flat terrain and existing vegetations are of potted and planned trees.

The major Sungai Klang runs parallell to the eastern boundary of the site, with the Putra LRT line overpass in running along the whole of the eastern boundary between the site and the river.

1.1.2 Surrounding Context Pasar Seni is located within the cultural heart of Kuala Lumpur city centre. It is situated along Sungai Klang, constituting part of Zone 7 of the 12 Zones of development proposed by the River of Life Development Project(R.O.L.).

Conceived along Sungai Klang, the city centre - with roots as a mining town - exists a major urban commercial district, catering mainly to the tourism and transient industry of Kuala Lumpur, and Malaysia as a whole.

Surrounding built environments are made of colonial rowhouses - housing residential and commercial activities- , historical buildings, temples, malls, modern shophouses, and high rise buildings. Most of which cater to the commercial industry of the city.

The site situates within a 500m proximity to major tourist, administrative and cultural sites, such as China Town, Petaling Street, Dataran Merdeka, Musuem Tekstil Negara, Pejabat Pos Besar Kuala Lumpur, Masjid Jamek, Sin Sze Si Ya temple, Sri Maha Mariamman temple Dhevasthanam and adjacent to Kasturi Walk and Central Market.

The site is also part of the Cultural Walk as part of several heritage trails planned by the R.O.L. within the city centre.

The site is well equipped with access in the form of the Pasar Seni LRT and Bus station within walking distance. Covered walkways are also provided directly from the LRT station into the adjacent Central Market Building. Bus and taxi stands are located at and opposite the southern boundary of the site. These ammenities provide for constant flow of pedestrian movement towards and around the site.

1.0 PROJECT INTRODUCTION 1.2 S.W.O.T. analysis

1.3 P.E.S.T.L.E. analysis

Strengths

Political

Techonological

• Level topography of site will provide for easier estimation and management of construction and design • The site currently exist as a vehicular corridor for the inflow of pedestrians • Existing bus stop and taxi stands provide for inflow point for pedestrians • The location of site directly adjacent to Kasturi Walk and Central • Market provides constant intensity of human activities for any proposed programme to the site.

• Existance of river along eastern boundary provides for pleasant west facing views from site towards the river.

• The status of the area including Pasar Seni is regarded as a historical and cultural zone.

• Emphasis of the development of the area is placed on national arts and culture.

• Current political and civic statement of Pasar Seni is of the cultivation of arts and culture.

• Central Market and Kasturi Walk is propagated by the government as a major tourist Node.

• The ongoing R.O.L. aims to improve the quality of life of the area.

• As the site presents the opportunity to act as a historical and cultural focal/ anchor attraction point, the proposed centre aims to address this and also improve the quality of the existing and future community.

Weaknesses

Economical

• Existance of the Putra Line partially obstructs the site from the river.

• The site is located at a major intersection of the city centre, causing congestion at accesses of the site.

• Central Market and Kasturi Walkis currently part of the commercial district of the city centre, generating revenue and funding, mainly from tourism sector.

• Situation of the site which is also within major historical and cultural zones, places emphasis on tourism industry.

• Central Market and Kasturi Walk constantly attract and regulate high number of tourists and transients through its cultural shops and stalls.

• The site as a open carpark, currently acts as a performing space used by Central Market, attracting the public through seasonal events, performances, and demonstrations.

• Site is surrounded by a number of offices and administrative buildings, producing a community of working adults within the area.

• Stall and shop owners are mainly of local status.

• Stall and shop workers consists of locals and foreign labour.

• Success of R.O.L anticipates to increase the generation of income and revenue to the industry.

• The proposed centre thus aims at cultivating the cultural creativity of the community in hopes of sustaining and improving the industry and economy of Pasar Seni.

• The ongoing R.O.L. proposes to sink the existing Putra Line underground at the eastern boundary of the site, freeing obstruction from the river at the north eastern boundary.

• The R.O.L. is currently undergoing the river cleaning phase and anticipated to undergo the next phases of beautification and revitalisation in hopes of improving the quality of life.

• Harsh tropical weather calls for proper shading and solar gain regulation, creating for a comfortable environment for the expression of the community.

• As proposed building is of event-fueled, spaces are to be of multi-use and allow for flexibility of configurations and programme.

• Transit of the Putra Line at 5 minute intervals calls for bufffer against the noise for any proposed programmes which require acoustics.

Opportunities • Close proximity to Pasar Seni LRT and Bus station will provide for ease of access to, from, and around the site, providing opportunity to attract and house high number of users and visitors.

• River of Life development project(R.O.L.) anticipates higher pedestrian activity and movement to, from, and around the site.

• R.O.L anticipates to increase quality of life around the area.

• Situation of site within major historical and cultural zones ensures site as an area protected by the culture industry.

• Close proximity of site to major historical, cultural and administrative buildings provides site with opportunity to address the culture and tourism industry.

• Location of site and surrounding movement of lrt, high-rises and elevated walkways provide for clear views towards the site.

Threats • Construction of the building may affect the environmental state of Sungai Klang.

• Congestion at major intersection may worsen depending on proposed activity of the building.

• Location of the site produces risk of disrupting and overshadowing physicality of Central Market and Kasturi Walk.

• Temporal & Night Dormancy of the area may encourage negative activities around the site.

• Lack of Public Realms around the site causes low frequency of congregation by locals.

Social • Tropical population prefers to linger and walk under shaded areas due to the harsh tropical weather.

• Public realms open to the sun may fail in attracting congregation.

• Poluted and unsightly state of Sungai Klang detracts people, thus the once virbrant river life of the past is non-existent.

• Current state of the arts and culture emphasises on its commercialisation for the tourism industry, rather than incorporation in everyday community life.

• Practice and pursuance of creative arts in culture is limited to professional and veteran pratictioners • Number of youths frequenting Pasar Seni is low as compared to the number of educational institutions within its proximity.

• Workers leave the area after office hours and residents within the area is at a low.

Legal • DBKL codes require a minimum of 6 meters setback from the boundary.

• DBKL codes require a minimum of 3 meters setback from an LRT line.

• Any structures proposed under an LRT line to have an offset of 1.5 meters vertically from the lowes point of the LRT line.

• Any substructure to be proposed is of the maximum of 2 and a half stories from ground level.

Environmental • Construction of the building may affect the environmental state of Sungai Klang, thus construction waste management should be done away from the river.

• Buildings currently face away from Sungai Klang, causing neglegence towards it.

• The current state of polution in the river can be attributed to its use as a service back to buildings along it.

• Industrial development has further depreciated any quality of river life along Sungai Klang • The site as part of Sungai Klang presents the opportunity to provide for heavy vegetation against the built enviroment of the surrounding urbanity.

2.0 DESIGN SUITABILITY 2.1 Design Issues & Purpose The design strategy of the following project is driven by narration through questions of relevance to the context of the design brief and theme of “Sustaining Humanities & Asian Cities of the Future” and the site of Pasar Seni.

It proposes to be a Youth Engagement Centre for Cultural Creativity.

2.1.1 Design Issues

2.1.2 Design Purpose

Intangible

• Personal and contextual Engagement – Framing Moments

• Commercialisation of cultural identity places emphasis on tourist industry and image, • rather than through daily life of the existing community.

• Personal ties & affiliations between locals and Pasar Seni lacking due to propagation of area as major tourist node.

• Practice of cultural creativity by locals limited to professional practitioners and veterans.

• Number and frequency of local congregation lacking when considering the abundant number of offices, shops and schools in proximity. Partly due to lack of Public Realms.

• Reality of the inability of the R.O.L. to strengthen quality of community life due to lack of communal based amenities.

Tangible • Site as an existing platform and gateway for pedestrian movement for Kuala Lumpur city centre • Exisiting risk of disrupting and overshadowing physicality of Central Market and Kasturi Walk due to location of site.

• River is cut-off from the community due to existing urban configuration.

• Existing buildings fronting streets and backing Sungai Klang due to decades of industrial development, further fueling the deterioration of the river.

• Existing Putra Line partially obstructs site from river.

• Provide Constant injection of Culture Richness and depth into the Tourist Industry.

• Culturalise Cultural Commercialism of Central Market and Kasturi Walk to encourage involvement of locals.

• Improve quality of life for the community through amenities and engagements in culture in daily practices • While working in tandem with the anticipated influx on pedestrian activity proposed by the River of Life Development.

• Engaging the Community in Cultural Creativity at its “Core • Foundation” – Youth and Emerging Adults Platform for culture in everyday life to unfold

2.0 DESIGN SUITABILITY 2.2 Key Features 2.2.1 Features of contextual relevance The design features of the project is to provide for a contextual relevant building in a srategically important site located within the historical and cultural heart of the city centre. It proposes to do so through the following strategies and features: • The design aims at creating a community node within the tourist node of Central Market.

• Allowing ground floor as a public realm to provide a platform for encouraging social congregation by community.

• Proposing temporal & event based programs to tackle night dormancy of the site.

• Providing dreativity based communal amenities as platform for communities to practice cultural creativity in daily life.

• Flexibility and temporal qualities as core of creative expression • Proposing flexible and multi-use spaces to allow variety of configuration and personalisation for cultural creativity to flourish, while providing for sense of ownership.

• Shifting the front towards the river to address proposal of improving the quality of river life and anticipating influx of urban flow from the R.O.L development • Service back against the street as to shift “dirty” services away from the river and addressing the existing community flow from the east.

• Service back against street also allows for heavy greenery against river front • Existing Fabric calls for views against river front and complementing activities against urbanscape of Kasturi Walk. The building proposes to have heavy/wet activities against the street front while light/dry activities gainst the river front.

• Introduction of service core in the middle would allow for fronts on all sides, taking advantage of significant urbanities surrounding the site

2.0 DESIGN SUITABILITY 2.2 Key Features 2.2.1 Design Features/ Programme relationship The massing strategy of the building aims to adress the context of the site by having 4 blocks, or pavilions, relating to the existing entry-exit points of the site. Each pavilion housing different programs and strategies working in tandem as a collaborative system in the cultivation of creative arts within the community. These four pavilions will be regulated by a radiating core.

Community Wakaf (Intermediate) The Community Pavillion is designed mainly to house local communities.

It regulates Urban Pedestrian Flow and Activity from the R.O.L development A multi purpose performing space is located on ground floor for local and communal artists and practitioners to showcase and interact with existing urban community.

Housing Intermediate Scale Events, its flexibility through grids to allow for various configuration of activities. Such as street Performances, Market/Stall activities, Cultural Performances.

A Flexible open studio, gallery, reading lounge, and a library are located on the higher floors, lifted 2 volume high with sunken ground to allow activities to enter A flexible terrace is located on the first floor for temporary seating terraces to be installed

Cultural Wakaf (Large) Is a Large Open Performing and Event Space surrendered to Central Market Sdn. Bhd. Housing Large Scale events propagating National and Local Cultural Identity, such as Cultural Performances, Demonstrations, and Events.

It Regulates existing Activity at Central Market and Kasturi Walk. The flexibility and location of the pavilion also allows for market stalls to creep in and out between Central Market and Kasturi Walk.

Service ring is located on top to allow for configuration of ceiling for flexibility in programs and events High volume of the space allows for large activities and also installation of temporary seating terraces.

Above: Section through Community & Cultural Pavilion

2.0 DESIGN SUITABILITY 2.2 Key Features 2.2.1 Design Features/ Programme relationship Laboratory Wakaf (Intimate) Is an Experimental pavilion designed to house emerging and existing community art groups.

It regulates Urban Pedestrian flow from Lrt-River Corridor and Addressing River through “negative spaces” the LRT underpass.

A Small scale flexible open space is on the ground floor, allowing for communal experimental performances and practices/workshops.

Small scales allows for intimate setting viable for experimental practices.

Black Box Theatre on the upper level houses Indoor performance, experimental theatres/dramas, practice space Ramps go around towards seating terraces while shading against south western sun. Terraces are movable to allow for configuration of activities Lower volume of this pavilion at ground pushes activities out and for intimate scale programs. While the sunken ground pulls people in, regulating in and

Urban Wakaf (Series of Small) Is a series of 10x10m Rooms housing target programs for both local and urban community, with a Lobby and Loading spaces on Ground floor, which is shared between the centre, Central Market, and Kasturi Walk.

Above: Semi functional spaces are placed along transition spaces in between target nodes as to dismantle the basic nodal order of Target-Transition-Target to Target-Transition-Support-Transiton-Target, allowing for higher frequency of interaction between disciplines and social, hierarchical, and cultural order. Semifunctional spaces are also placed between the linear target nodes as to allow for compartmentalisation and multi-usage of the space. The break in linearity also allows of cross ventilation of prevailing winds.

Performing studios, Flexible Event-Gallery-Class (EGC) spaces, Open Workshop and Creative Offices for both public and communal use are located above. While accommodation for visiting artists/guests/staff is located at the highest level.

In between rooms are semi-transitional spaces to allow for ventilation and extending of programs above level EGC spaces are of glass walls as to allow for transparency of activities held within – framing moments EGC spaces possess semi-transitional spaces in between with operable walls to allow for configuration of events to be held.

Radiating Core Introduction of core to regulate the 4 pavilions and 4 entry exit points Core radiates outwards between the pavilions and entry-exit, allowing for configurations of flexible and personal way-finding.

3.0 PROJECT VIABILITY 3.1 Proposed Programmes • The building proposes the cultivation of the community in the practicing and pursuance and culture of creative arts.

• It proposes to at engage the community in cultural creativity at its “Core Foundation” – the youth and emerging Adults • Proposed Primary Programmes are target house event based activites and programs in different scales ranging from intimate to large scale gatherings. These spaces - as public realms - will act as anchorage/ focal attraction points between activities within the building and around the site. Catering to both the transient urban and permanent community user groups.

• Secondary spaces of learning, sharing, and doing - catering mainly to community user groups - support the primary spaces. These spaces include performing studios, art studios, heavy & light workshops, a black box theatre, library, flexible event/gallery/class(EGC) spaces, creative offices for emerging adults and accomodation for staff and guest/visiting artists/performers.

• Shared loading on ground level and a two(2) level basement car

3.3 Target User group • The centre primarily targets pedestrian user groups. Those which come on foot.

Capitalising on the LRT-Bus Corridor, Vehicular corridor, river corridor and ease of access presented by the site.

• The proposal aims at engaging existing and emerging community art groups, where the the egagement of emerging groups are primarily through the cultivation of youths and emerging adults.

• Schooling students, children of residences and the working community, within the proximity of the site, make up the majority of target youths.

While emerging adults are those who are at the later stages of youth, phasing into adulthood and eventually contributing significantly to the community.

• By targetting these user groups, the centre hopes to reinvigorate and sustain the cultural industry and richness of the area of Pasar Seni and Kuala Lumpur as a whole.

3.2 Project Objectives & Goals 3.2.1 Project Objectives

• Provide a comfortable environment for the expression of the community • Cultivate and Sustain the cultural industry of the area.

• To retrieve, cure and transport the building materials to the site at the lowest cost • To cause the least amount of disruption to the adjacent Sungai Klang, Central Market, Kasturi Walk and Jalan during construction.

• To cause the least amount of disruption to the adjacent Sungai Klang, Central Market, Kasturi Walk and Jalan through design and usage of the building.

3.2.2 Project Goals

• To provide the highest satisfaction to the clients at the same time completing the project on time.

• To solve technical problems concerning from sub to super structure.

• Effectively foreseeing risks and countering them efficiently.

3.0 PROJECT VIABILITY 3.4 Clients & Stakeholders

The Pasar Seni Youth Engagement Centre for Cultural Creativity is to be a government supported administration, possessing private, government and community funding, investors and clients. This allows for transparent, unbiased, and impartial governance and operation of the building & programs with Kuala Pasar Seni as a whole, the main focus, for the sustanance of future community.

Local Youth Community

The primary user group for the centre, students from educational institutions are engaged mainly during non-school hours in the ranging from morning, afternoon, night, and public holidays. The building would act as a public realm for youths to linger and loiter, and hopefully detract them from negative activites. The centre will also allow for usage of its ammenities for cultural and art events conducted by the schools. This would encourage interaction between the youths of the city centre and the urban public.

Pasar Seni working community

Includes stall and shop operators within the vicinity of the site. The influx of pedestrians brought in by the building will increase businesses around the area as users and visitors flock out for purchasing and eating as the proposed building is non-commercial in nature. The cultural interest, education, and egagement proposed by the building will also ncourage the exploration and involvement of cultural activities and goods around the site, mainly Kasturi Walk and Central Market. Stalls along the area are anticipated to be affected as the building proposes to culturalise the and decrease the current general goods selling of Central Market and Kasturi Walk.

Pasar Seni art and culture community

Existing and emerging local community art groups are encouraged to participate, contribute and benifit from the building programmes. Thhe centre would also provide for cultural and creativity based ammenities, regardless of social and hierarchical status against the more privatised ammenities available around the area. The centre would provide for the opportunity for interactions between fields, and exposure towards the existing local community art groups where previoulsy detached and unknown.

Jabatan Kebudayaan & Kesenian Negara (JKKN)

JKKN is the government agency in charge of implementing cultural and artistic activities within Malaysia. Its mission is to develop culture and arts through efforts to nurture, guide, spread and encourage cultural arts. Assistance available from JKKN for the proposed programme could include offering apprenticeship programmes, cultural assistance schemes, arts workshops, and funding for equipment.

River of Life Development Project (R.O.L)

The River of Life, identified as a project under the National Transformation Programme, aims to transform 8 rivers that are located within the Greater KL/Klang Valley region. With RM3.1 billion allocated for the river cleaning component of the project, the aim is to revitalise them from their current states into clean rivers that can support recreational activities, with vibrant and liveable waterfronts, thereby increasing the economic value of its surroundings As the site sits within Phase 7 of the ongoing R.O.L development, the centre hopes to fall in line with the vision of R.O.L to improve the quality of life of the greater K.L.

Central Market Sdn. Bhd.

Central Market Kuala Lumpur is a centre for Malaysian culture, art and craft located in the heart of the city. As a building with significant historical value Central Market Kuala Lumpur has come a long way from its early beginning as a wet market built in 1888 to a delightful destination for tourists, shoppers and art lovers. Central Market Kuala Lumpur’s emphasis on art is also evident with the transformation of Central Market Annexe to house a variety of eclectic art galleries. Located behind the main building, Central Market Annexe features an Illusion 3D Art Museum, Art House Gallery, and the Central Market Art Lane, an art corner comprising of studios that feature exciting works of art by local artists. The centre aims to compliment the vision of central market to cultivate national art and culture by breaking the hierarchical order of the practitioning of art, integrating non-proffesionals and youth into the existing art industry in hopes of flourishing and improving its local & contextual richness.

Dewan Bandaraya Kuala Lumpur, DBKL,

The Kuala Lumpur City Hall is the governing body off the city of Kuala Lumpur, Malaysia. The council consists of the mayor plus fifteen members of the city advisory board appointeed to serve a three-year term by the minister of Federal Territories. Their objective is to ensure and speed up the implementation to achieve the status of the leading and excellent world class city of Kuala Lumpur.

Vission : To be the leading local authority in order to realise the aspiration for Kuala Lumpur to be a world class city by the year 2020 Mission : To achieve progress, peace, and prosperity for Kuala Lumpur City through programs such as physical and socioenconomic development, controlled planning, urban services that are planned and consistent based on good governance.

3.0 PROJECT VIABILITY 3.5 Financial Viability 3.5.1 Gross floor area calculation (GFA)

2

Space Space Ground Floor, F.F.L +0.00m Space Ground Lobby Floor, F.F.L +0.00m Ground Floor, F.F.L +0.00m Lobby Foyer Lobby Foyer Reception/Admin Office Foyer Reception/Admin Gallery/ShowcaseOffice Reception/Admin Office Gallery/Showcase Open Kitchen Gallery/Showcase Open Kitchen Loading Open Kitchen Loading M&E Loading M&E A.H.U. Allocation M&E A.H.U. Male & Allocation Female Water Closet(W.C.) A.H.U.& Allocation Male Female Water Closet(W.C.) Circulation Male & Female Water Closet(W.C.) Circulation Total Circulation Total Total

Gross Floor Area, GFA (m2) Gross Floor Area, GFA (m ) Gross Floor Area, GFA (m2) 120.94 120.94 48.41 120.94 48.41 41.26 48.41 41.26 87.90 41.26 87.90 49.39 87.90 49.39 149.40 49.39 149.40 13.00 149.40 13.00 15.00 13.00 15.00 40.00 15.00 40.00 159.90 40.00 159.90 725.20 159.90 725.20 725.20

Space Space First Floor, F.F.L +4.00m Space First Floor, F.F.L +4.00m Heavy Workshop First Floor, F.F.L +4.00m Heavy Workshop Performing Studio I Heavy Workshop Performing Studio III Performing Studio Performing Studio Studio I Performing Black Box TheatreII Performing Studio BlackStorage Box TheatreII BlackStorage Box Theatre M&E Storage A.H.U.M&E Allocation A.H.U.M&E Allocation Male & Female Water Closet(W.C.) A.H.U. Water Allocation Male & Female CirculationCloset(W.C.) Male & Female Water Closet(W.C.) Circulation Total Circulation Total Total

Gross Floor Area, GFA (m2) Gross Floor Area, GFA (m ) Gross Floor Area, GFA (m2) 166.22 166.22 70.05 166.22 70.05 64.19 70.05 64.19 326.15 64.19 326.15 52.01 326.15 52.01 13.00 52.01 13.00 15.00 13.00 15.00 40.00 15.00 40.00 347.95 40.00 347.95 1094.57 347.95 1094.57 1094.57

Space Space Second Floor, F.F.L +8.00m Space Second Floor, F.F.L +8.00m(E.G.C ) I Flexible Event/Gallery/Class Second Floor, F.F.L +8.00m Flexible Event/Gallery/Class Flexible Event/Gallery/Class (E.G.C (E.G.C )) III Flexible Event/Gallery/Class Flexible Event/Gallery/Class Event/Gallery/Class (E.G.C (E.G.C ))) IIII II Flexible (E.G.C Flexible Event/Gallery/Class (E.G.C )) IIIII Flexible Event/Gallery/Class Flexible Event/Gallery/Class (E.G.C (E.G.C ) IV Flexible Event/Gallery/Class (E.G.C Flexible Event/Gallery/Class (E.G.C )) III IV Black Box Theatre Flexible Event/Gallery/Class (E.G.C ) IV Black Box Theatre Flexible Open Studio Black Box Theatre Flexible M&E Open Studio Flexible Open Studio M&E A.H.U. Allocation M&E A.H.U. Allocation Male & Female Water Closet(W.C.) A.H.U. Male & Allocation Female Water Closet(W.C.) Circulation Male & Female Water Closet(W.C.) Circulation Total Circulation Total Total

Gross Floor Area, GFA (m22) Gross Floor Area, GFA (m ) Gross Floor Area, GFA (m2) 79.67 79.67 79.67 79.67 79.67 67.87 79.67 67.87 68.70 67.87 68.70 212.05 68.70 212.05 246.86 212.05 246.86 13.00 246.86 13.00 15.00 13.00 15.00 40.00 15.00 40.00 318.27 40.00 318.27 1141.09 318.27 1141.09 1141.09

Creative Office II Flexible Dark Gallery Lounge/Open Terrace Storage/Archive M&E A.H.U. Allocation Male & Female Water Closet(W.C.) Circulation Total Space Third Floor, F.F.L +12.00m Accomodation I&II Space Changing & Showers Fourth Floor/Lower Roof, F.F.L +16.00m Creative Office I Reading Library Creative Office II Library Management Library M&E Lounge/Open Terrace A.H.U. Allocation Storage/Archive Male & Female Water Closet(W.C.) M&E Circulation A.H.U. Allocation Total Male & Female Water Closet(W.C.) Circulation Total GFA Total

70.04 174.13 94.14 106.40 13.00 15.00 40.00 277.19 1063.48 Gross Floor Area, GFA (m2)

Space Basement Level 1, F.F.L -3.80m Car parking Storage M&E Maintenance Office Total Basement Level 2, F.F.L -6.80m Car parking Total Basement GFA Storage Total Total GFA - Including Basement

Gross Floor Area, GFA (m )

Total SpaceGFA Total Basement GFA Basement Level 1, F.F.L -3.80m Total GFA - Including Basement Car parking

4024.34 Gross Floor Area, GFA (m2) 4658.82 8683.16 2181.17 41.71 67.33 Superstructure Basement 73.79 4024.34 4658.82 2364.00 2950* 2450* 11,870,800 11,414,109 2253.11 41.7123,284,909

137.74 Gross Floor Area, GFA (m2) 65.80 70.04 212.60 70.04 31.84 174.13 13.00 94.14 15.00 106.40 40.00 13.00 108.33 15.00 420.77 40.00 277.19 4445.11 1063.48

2

2

2181.17 41.71 67.33 73.79 2364.00 2253.11 4658.82 41.71 2294.82 4024.34 8683.16

Storage M&E Construction Maintenance Office 2 Total GFA, (m ) Total 2 Construction CostLevel per m2, (RM) Basement F.F.L *-6.80m Total Constructon Cost (RM) Car parking Gross StorageDevelopment Cost (GDC), (RM) Total 2294.82 *Based on estimates obtained from "Malaysia Report, Construction Market Update" Published on June, 2016, by RLB Sdn. Bhd.

3.0 PROJECT VIABILITY 3.5 Financial Viability 3.5.3 Profit Return Estimate

Criteria

2

Floor area, (m )

E.G.C I E.G.C II E.G.C III E.G.C IV Flexible Open Studio Workshop Performing Studio I Performing Studio II Dark Gallery Community Pavilion Laboratory Pavilion Theatre Creative Office I Creative Office II Accomodation I & II Cultural Pavilion*** Total

79 79 67 68 246 166 70 64 174 379 236 248 70 70 137

Ticketing Commission Library Services Total

-

Estimated Income, (RM) 75% Income, (RM) 50% Income, (RM) Hourly* Daily** Monthly Hourly* Daily** Monthly Rentable Spaces 198 2,370 71,100 277 3,318 99,540 198 2,370 71,100 277 3,318 99,540 168 2,010 60,300 235 2,814 84,420 170 2,040 61,200 238 2,856 85,680 615 7,380 221,400 861 10,332 309,960 415 4,980 149,400 581 6,972 209,160 175 2,100 63,000 245 2,940 88,200 160 1,980 57,600 224 2,688 80,640 150 1,800 54,000 210 2,520 75,600 200 2,400 72,000 280 3,360 100,800 150 1,800 54,000 210 2,520 75,600 620 7,440 223,200 868 10,416 312,480 n/a n/a 2,100 n/a n/a 2,940 n/a n/a 2,100 n/a n/a 2,940 n/a 300 9,000 n/a n/a 12,600 n/a n/a 30,000 n/a n/a 30,000 1,201,500 1,670,100 Profitable Activities 416 5,000 150,000 583 7,000 210,000 83 1,000 30,000 117 1,400 42,000 180,000 252,000

Hourly*

100% Income, (RM) Daily** Monthly

395 395 335 340 1,230 830 350 320 300 400 300 1,240 n/a n/a n/a n/a

4,740 4,740 4,020 4,080 14,760 9,960 4,200 3,840 3,600 4,800 3,600 14,880 n/a n/a 600 n/a

142,200 142,200 120,600 122,400 442,800 298,800 126,000 115,200 108,000 144,000 108,000 446,400 4,200 4,200 18,000 30,000 2,373,000

833 167

10,000 2,000

300,000 60,000 360,000

Estimated Operating Cost per month, (RM)

Estimated Operating Cost per month, (RM) Electricity bill 1,381,500 1,922,100

Total Estimated Income

Electricity Water bill bill Water bill Staffcity Salary *estimated from the average of RM10.00 per hour per m 2 of rentable spaces within Kuala Lumpur centre Staff Salary Maintenance *Offered at 50% average rate of rentable spaces within Kuala Lumpur city centre Maintenance Total **Calculated based on an estimate operation time of 12 hours a day Total

***Surrendered on lease to Central Market Sdn. Bhd. for the foreseeable future

Estimated Operating Cost per month, (RM) Electricity bill Water bill Staff Salary Maintenance Total

Estimated Net Profit per month, (RM) 50% 75% 100%

20,000 20,000 100,000 150,000 290,000

1,381,500 - 290,000 = 1,091,500 1922100 - 290,000 = 1,632,100 2733000 - 290,000 = 2,443,000

20,000 20,000 20,000 20,000 100,000 100,000 150,000 150,000 290,000 290,000

2,733,000

Estimated Net Profit per month, (RM) Estimated Net Profit per month, (RM) 50% 50% 75% 75% 100% 100%

1,381,500 - 290,000 = 1,091,500 1,381,500 290,000= =1,632,100 1,091,500 1922100 --290,000 1922100 2733000 -- 290,000 290,000 = = 1,632,100 2,443,000 2733000 - 290,000 = 2,443,000

Time Taken for Profit Return, (month) Time 50% Taken for Profit Return, (month) 50% 75% 75% 100% 100%

23,284,909 ÷ 1,091,500 = 21 months 24,527,183 ÷ 22.5 = months 23,284,909 ÷ 1,632,100 14 months 24,527,183 ÷ 15 months 23,284,909 ÷ 2,443,000 = 9.5 months 24,527,183 ÷ 10 months

5.0 RISK ASSESMENT 5.1 Consultants Works Change of design

2

4

5

•Delayed progress of project.

Labour Injuries, deaths, shortages

2

5

5

Lawsuits, fines, compensation Delay

•Ensure approval and satisfaction of proposed project before proceeding to the construction stage.

•Ensure requested change is done properlywith least affect on the project.

•Ensure proper compensation to affected •Safety officer and supervisor to ensure •Hire new workers proper safety procedures during •Restructure site safety construction.

•Ensure healthy relationship and communication between construction team •Ensure amount of workers sufficient •Ensure labour agent is trusted

Operations and Maintenance Safety and Security

3

4

4

Lack of users/intended participants

2

4

5

Poor Maintenance

2

3

3

*1 being the least likely to happen, and 5 being the most likely. *1 being the least severe, and 5 being the most severe.

•Vandalism and negative activities onsite •Reputation and liabilit of building affected •Dormancy of building

•Provide sense of ownership to users and surrounding stakeholders to ensure building responsibility is shared by the public.

•Incorporate proper security team and measures.

•Cooperation with local authorities.

•Ensure clear line of communication available to local authorities.

•Security aspect to be thought out in design phase.

•To restructure security team and measures •Investigate on issues to ensure there is no repeat.

•Programmes cannot be carried out and cause building to be dormant andirrelevant •Loss of profit or failure to continue building operations •Closing down of business

•Ensure publicity, advertising and public relations at required level.

•Proper analysis on user needs, requirments and habits during design phase •Cooperation with relevant stakeholders to ensure needs are met

•Restructure marketing strategy •Hire marketing team •Request for assistance from relevant ministries and bodies.

•Restructure programmes and activities

•Reputation and liability affected •Decrease in number of users and visitors •Loss of trust from patrons •Unefficient operation of the building

•Restructure maintenance team or strategy •Proper maintenance strategy to be planned •Regular maintenance to be carried out •Ensure clear communication and healthy relationship between maintenance team, staff and operators

4.0 MAINTENANCE STRATEGY 4.1 Programme Maintenance PROGRAMME MAINTENANCE Elements Frequency All rentable spaces

Daily

Monthly Theatre

Kitchen Pavilion Spaces Accomodation

•To ensure administrative procedures in respect of rental of the space by external parties.

•Daily cleaning required in preparation of space handover to tenants for rental period.

•Cleanliness of spaces during rental period to be shared between building administration and tenant.

•In the event of space being used as gallery/display, displays are to be ensured clean and kept safe throughout renting period.

•Security and safety of spaces and valuables(e.g.art on display) after operation hours managed by building security.

•Any machineries from external parties to be checked and ensured safe. Accidents from said machineries to be held accountable by the external party.

•Relevant equipments(e.g carpentry, tables, chairs) to be in good conditions for safety and usage of tenants and public.

Monthly

Daily Daily Daily

I.T. applicances Monthly and equipments

Library

Maintenance Factor

Monthly Daily

•Equipments such as audio, lighting, and stage equipments to be in top condition, checked and serviced as per advised by specialists, and under equipment requirements.

•Retractable terrace seatings to be monitored and service as per requirements to ensure usability and safety.

•Kitchen and appliances to be ensured clean as per requirements of relevant health bodies.

•To maintain clean, spacious zones and in safe condition for usage as public realm.

•Bedsheets and pillowcases should be changed and washed daily under compliance of relevant health and hospitality bodies.

•Toilets and showering rooms should also be cleaned daily as they are shared among users of the buiding •Administrative computers to be checked for updates on softwares, inspection on any software virus infection and hardware condition.

•I.T. equipments for usage of staff and rentable spaces to be up to date and in good condition for the efficient running of programmes.

•To provide correct maintenance training sessions as well as repair procedures to all relevant staff and students in order to ensure correct, safe usage of all lighting, sound, and video equipment.

•Provisions and services such as testing, repairs, and storage should be carried out as per equipment requirements •Reading materials to be kept in top condition for public usage and materials updated to ensure relevance of the library •Library to be kept cleaned for daily usage by the public.

4.0 MAINTENANCE STRATEGY 4.2 Building Maintenance BUILDING MAINTENANCE Elements Frequency Flooring Daily

Screens Lift

Monthly Monthly

Anually Wall and Ceiling

Pavers

Anually

Windows Landscape, planters and vegetation

Weekly Daily Weekly

Maintenance Factor •All floors to be kept monitored and cleaned regularly. Regularly sweeping to be done daily and when needed for indoor and oudoor spaces. Mopping to be done for indoor spaces only.

• Floor integrity to be monitored to ensure safety for users.

•To be inspected to ensure safety and usability.

•Cleaning and servicing works to be done regularly when needed.

•Safety is of utter importance. Provisions and services such as testing, repairs, maintenance, should be carried out as per equipment requirements under supervision of specialist •Regular servicing to ensure efficient usage.

•To maintain good impression. Regular servicing and repainting works to be done when needed.

•Bare walls to be washed to ensure health of users.

•Celings to be inspected and fixed/replaced if integritiy is to be found breached •Typical maintenance of removing dirt and sweeping and occasional rinsing.

•Heavy oil or greans stains to be pressure washed with appropriate cleaning solution •Glass panels to be cleaned from dust and dirt from external environment.

•Cleanliness to be monitored daily.

•Plants and vegetation to be watered daily.

•Typical landscape maintenance(fertilisation,trimming, etc) to be done to prevent overgrowing or hazardous trees as advised/supervised by specialist.

5.0 RISK ASSESMENT Risk Design Stage

Likelihood*

Severity**

Cost

3

3

Design not approved by authorities

2

Final construction cost exceeds budget.

3

Impact

Mitigation Strategy

Contingency

Medium •Work schedule of project is delayed.

•Reputation and liability affected

•Detailed design brief from client and proper analysis on it is required before starting the project.

•Conduct meetingsand discussions with client morefrequently.

•Negotiation between architect and client for win-win scenario.

•Reschedule Gantt chart and date of completion.

3

High

•Submit two or more preliminary design options.

•The project team should have a strong understanding of the building regulations and UBBL to make sure the design is legalproof.

•Architect to perform final checking before submission to authority.

•The project team needs to be updated on the building laws and regulations.

•Adopt new design approach, but maintain basic design concept to minimise project delays.

4

High

Client not satisfied with design outcome

•Work schedule severely affected.

•Project cannot proceed further than design stage.

•Client changes architect or project team.

•Client will not be satisfied as final cost does not reflect the proposed cost.

•Construction cuts to reduce budget may affect intended design and use of the building.

•Client changes architect

•Regular communitcation between design •Work with Quantity surveyor to adjust team and Quantity Surveyor to design to budget ensure the project adheres to budget •Redesign to suit budget limitations.

Constuction Stage Foundation/structural failure

•Site manager to ensure all construction on site is based on drawings and schedules.

•Conduct soil survey analysis before selecting foundation type.

1

5

High

•Wastage of building materials, damages, as well as injuries or even death.

Bad Weather

3

3

3

•Apply for working permit to carry out •Construction works are affected, which construction work during nights to cover lost time. in turn delays the date of completion.

•Project Manager should provide for •Damage to on site materials provision time for bad weather

Material shortage/ damage

3

3

3

•Extra cost and time required for resupply

•Invest in pile foundations and deepen drilling distance into ground.

•Carry out construction work during nights to cover lost time.

•Reschedule Gantt Chart to suit delay.

Increase workforce.

•Ensure proper amount of material at site. •Contact alternative supplier for materials.

•Ensure trusted suppliers and secure site parameters.

•Prepare alternative supplier as back up to ensure least amount of delay should the need arise.

•Extra materials from damages to be counted in preliminary cost

6.0 WORK BREAKDOWN STRUCTURE, WBS 6.1 Pre-Design

6.2 Design

6.3 Post-Design

6.4 Construction

6.5 Post-Construction

6.1 Pre-design

6.2 Design

6.3 Post-Design

7.5 Post Construction

Letter of Intent to consultants Budget Constraints Mission & Vision

Conceptual Deisign Schematic Design Schematic Drawings

Civil & Structural Drawings Mechanical & Electrical Drawings Landscape Drawings Architecture Drawings Documentation & Compilation Submission & Approval

Request for final Utilities inspection Receive Road & Drainage inspection Obtain Road & Drainage Clearance Receive Sewage final inspection Obtain Sewerage Connection Receive Water final Inspection Obtain Water Connection Receive Fire Safety Inspection Obtain Fire Safety & Clearance letter Final Approval from authorities

6.1.1 Client

6.1.2 Project Management

Project objective and requirements Design Constraints Schedule Constraints

6.1.3 Architecture & Design Outline Proposals Design Requirements

6.1.4 Quantity Survey Land and survey Site survey

6.1.5 Civil & Structural Soil Survey Feasible Studies Construction studies

6.1.6 Mechanical & Electrical Lighting & Ventilation Potential Mechanical Systems Studies Exisiting Water and Drainage

6.1.7 Landscape

Existing Landscape survey Vegetation Studies

6.2.1 Architecture & Design

6.3.1 Authorities Submission

6.2.2 Civil & Structura

Schematic Structural Design Construction Planning Structural Systems Sewerage System Drawing Earthwork Proposal

6.3.2 Tender

Tender Preparation Tender Advertisment & Call Tender Period Tender Return Tender Evaluation & Analysis Tender Interviews Tender Reviews Tender Awards

6.2.3 Mechanical & Electrical Schematic M&E Design Lighting and Mechanical drawing Fire Protection system drawing Drainage Proposal Mechanical Roof drawing

6.2.4 Landscape

Schematic Landscape Design Vegetation Selection Landscape Drawing Landscape Planning

6.5.1 Authorities Inspection

6.5.2 Issuance of CCC*

PSP** supervises work accordingly Forms Gs duly filled and certified (TNB, JPP, JKKP, BOMBA, Roads & Drainange, Water) CCC issued

by PSP** *Certificate of Completion & Compliance **Principal Submitting Person ***CCC issued by PSP

6.5.3 Use and Aftercare

Review of Project Performance Analysis of Project Information for use Updating Project Information

6.4.1 Planning & Preparation Site Setting Out Site Preparation & Temporary Works Earth Works Excavation works Termite Treatment

6.4.2 Underground Services (M&E) Water Piping Toilet Discharge Pipes Electrical Pipes

6.4.3 Structure

Foundation Works Structural Works TNB Room Flooring Walls Staircases Retractible Roof Structure and Framing R.C. Planters Casting Roofing Faรงade Framing & Structure Window & Door Installation

6.4.4 M&E Services

6.2.5 Quantity Survey Preliminary Costing General Cost Breakdown

6.5.4 Handing-over to Client

6.2.6 Interior Design

Furniture Schedule Furniture layout Interior Furnishing Drawing

6.2.7 Project Management Review Detailed Design Documents Risk assessment Maintenance Strategy

6.4 Construction

Drawing

&

Collate warranties, Operation Manuals & as-built drawings Handover Health & Safety file Handover Building Logbook Handover Building user-guide Up-to-date Testing and Commisioning Data Certificates and warranties in respect of works As-built drawings from Consultants Copies of Statutory Approvals, Waivers, Consents, and Conditions

Piping works Wiring Raise Floor & Ceiling Services Mechanical Systems Installation Lighting Operable Screen system installation Retractible Roof System Installation

6.3.5 Finishes

Railings Floor Finishes & Pavers Painting Works Detail Finishes Faรงade Finishes

6.3.6 Landscaping

Interior and Building Planting Works Vegetational Soil Works Planting of Selected Species Paving of Walkways Turfing

1.0 PROJECT INTRODUCTION 1.4 SUCCESS CRITERIA The success criteria of the project is to produce a design which exceeds client’s expectations and satisfication, constructed within the given time fram, and within the budget not exceeding the preliminarry cost as agreed with the client.

QUALITY The following are conditions laid out as a tbenchmark to ensure quality and success of the project is attained :

TIME The project is to be completed within six months to avoid higher exposure and risk. In ensuring a successful project delivery, the following conditions are to be met during the construction phase : COST The success criteria of the project must be attained at the client’s budget that benefit both the stakeholder and the client.

SCOPE The project is to adhere to the status of the schedule, control influences that cause schedule changes and manage changes

1.4.1 Quality

1. Proper structure used for the design based on C&S calculations and recommendations.

2. Proper design for carpark in accordance to By-Laws with integration of landscaping and views of the lake, providing a good overall experience for users.

3. Minimal injuries and casualties during the construction process to prevent delays and maintaining a good reputation of the company.

4. Proper implementation of used shipping containers as building materials.

5. Carefully planned building with abundant aesthetic for a pleasant experience for users.

6. The completed project is well equipped with sustainable features in term of the selected materials, in assurance of proper hygiene and refinement works.

7. The complete project has no unwanted construction defects, which has been carefully planned by the professionals in field at all time.

8. The completed project achieves or exceeds client’s satisfaction and expectations.

1.4.2 Time

1. Transportation of materials and site monitoring is strictly adhered.

2. Construction workers are supervised company assigned contractors, architects and engineers to ensure a consistent workflow, as well as ensuring wellbeing.

3. Construction and installations of building components are to be completed as scheduled in Gantt Chart.

4. Weekly Client-Consultant Meetings is held to ensure project is on schedule and on time.

5. Regular consultants meeting held internally between all consultants to discuss and quickly solve problems that may arise.

6. Strict adherence to Gantt Chart throughout the course of the project.

1.4.1 Cost

1. Clear articulations of plan by consultants for optimised spending on resources by introducing long term usable materials and by reducing, reusing and salvaging 2. materials for building structure and furnitures.

3. The completed project should be attained locally and sustainable as per client’s requirement.

4. The cost must be achieved with client’s satisfaction that beneficial in long term.

5. Detailed calculations of cost and budget by Quantity Surveyor according to estimated current market price of materials and the quality of materials.

6. Reduce reliance on non-local materials, to reduce cost on material transportation supply

1.4.1 Scope

1. Consultants constantly review and rework when needed.

2. Produce proper and accurate estimation of the project in timescale and budget.

3. Risk Analysis is carried out and kept at high priority. Constant high levels of awareness of off site safety and health precautions are carried out on site.

4. Schedule of project is constantly updated and rectified based on changes in the project. =