Project Management Report

PROJECT MANAGEMENT REPORT (ARC3614) PROJECT: PROPOSED CULTURAL ART COMPLEX AND COMMUNITY CENTRE, KUALA LUMPUR

NAME: MELISSA ANNE MEI HONG LI ID: 0320729 TUTOR: MS. ALIA AHAMAD SUBMISSION DATE: 5TH JULY 2017

Marks for 3 component: 1. ______/10

2. ______/10

TOTAL: ______/30

3. ______/10

CONTENTS

INTRODUCTION TO THE PROJECT

03

PROJECT ANALYSIS

05

PROGRAMME VIABILITY

08

DESIGN SUITABILITY

11

MAINTENANCE STRATEGY

12

RISK ANALYSIS AND MITIGATION STRATEGY

13

WORK BREAKDOWN STRUCTURE

15

GANTT CHARTS

17

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INTRODUCTION TO PROJECT PROJECT OVERVIEW: KL ART COMPLEX AND COMMUNITY CENTRE

CLIENT: NATIONAL DEPARTMENT FOR CULTURE AND ARTS, MALAYSIA

Located at Jalan Hang Ksturi, within the Heritage District of the city of Kuala Lumpur, the allocated site offers a variety of pedestrian oriented urban experiences; especially considering its proximity to numerous historic, cultural buildings and locations such as Dayabumi, Central Market, Kasturi Walk, Petaling Street and the soon to be completed River of Life project.

The National Department For Culture And Arts (Jabatan Kebudayaan dan Kesenian NegaraJKKN) is one of the agencies under the Ministry of Tourism and Culture (MOTAC) Malaysia that is responsible for implementing all cultural and arts activities in Malaysia. Established in 2005, JKKN has since worked towards providing a conducive infrastructure for arts and culture and advisory services to the Malaysian community thereby enabling their enhancement to be aligned with the 1Malaysia concept.

However, at present, the site has begun to lose its grip on the strong cultural identity it possesses as commercialization has taken over with emphasis being made on the tourist industry and not on the livelihood of the local community. The local arts and craft trade is limited to professional practitioners and the old folks of the city.

Hence, anchored by the Arts and communal participation, the proposed project aims to structure the identity of the site through the fostering of its local history and cultural heritage which is also in conjunction with the theme of Sustaining Humanities. This in turn allows for the prioritization of the local citizens as the project’s main stakeholder whilst aiding the River of Life Project in strengthening the quality of the city’s public realm.

CLIENT OBJECTIVES I.

To provide the appropriate infrastructure to facilitate advisory services, training, education and recognition for local arts and crafts and performing arts activists.

II.

To promote local arts and cultural activities to all ethnic groups and levels of society with emphasis being made on the local youth of the city of KL and on a larger scale in Malaysia. This is to ensure the fostering of Malaysia’s rich history and cultural heritage.

III.

To provide reference materials on local arts, culture and history to the general public.

IV.

To provide programmes that promote Malysian arts and culture locally and internationally.

SPECIFIC REQUIREMENTS PROJECT BRIEF I. II. III. IV. V. VI. VII. VIII. IX. X. XI.

OF

THE

Total floor area must be ≥ 1800 sq.m. or ≤ 2000 sq.m.

Min. 3 levels and Max. 5 levels.

30% - 40% programme specific space.

20% - 30% public space.

20% - 30% circulatory spaces 5% - 10% accommodation 10% - 15% services and admin offices.

Sufficient parking spaces. (according to UBBL guidelines) To achieve an open plan concept and encourage flexible spaces.

Make effective use of natural lighting and ventilation.

To ensure that the design of the complex compliments Central Market, Kasturi walk and the River of Life project.

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SITE INTRODUCTION: KUALA LAMPUR Kuala Lumpur is one the world’s most vibrant cosmopolitan cities rich in a variety of urban cultural resources which are depicted through the city’s landmarks, architecture and urban landscape. Complementing this, is the presence of a multi-ethnic and multi-cultural society which gives the city its distinctive identity.

PROPOSED SITE IN CONTEXT WITH THE RIVER OF LIFE PROJECT The proposed site is located within Precinct 7 out of a total of 11 allocated Precincts that are part of the ongoing River of Life Project. They are located all along the Klang and Gombak rivers amounting to a total distance of 10.7 Km and are currently undergoing river beautification works to integrate activities along the river corridor and to coordinate public amenities provided in these areas. Precinct 7 is the historical, geographical and social heart of downtown KL and is surrounded by famous civic and historical buildings and iconic destinations. Precinct 7 is also referred to as the Heritage Quarter and focuses on conservation efforts while activating public spaces.

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PROJECT ANALYSIS SWOT ANALYSIS STRENGTHS: The site is in front of Central Market which is located along the cultural trail and attracts many tourists and locals interested in Malaysian culture.

Since it is also part of the Heritage district, important landmarks and historical buildings are conserved adding to the site’s rich history.

The presence of many contact points in the form of prominent nodes strengthen the legibility of the site and aid in easy navigation.

The site is easily accessible to pedestrians as it is located within close proximity to various transportation hubs such as the Pasar Seni LRT station, bus station as well as numerous taxi stands.

WEAKNESSES: The existing LRT line at the West end of the site causes regular intervals of noise from the passing trains and blocks views overlooking the river.

Insufficient greenery available to provide natural shade results in the site’s elevated temperatures during the afternoon period.

Major junction in front of Jalan Hang Kasturi causes congestion as vehicular and pedestrian routes are intersected.

PESTEL ANALYSIS OPPORTUNITIES:

POLITICAL:

To compliment the programmes within Central Market and activities along Kasturi Walk to enhance the unique character of the site.

With current efforts to establish the KL city plan for 2020, numerous are agencies involved such as DBKL, Think City, River of Life Project, Ministry of Federal Territories etc. resulting in the overlapping of responsibilities which can prolong the development plans around the site. Therefore, the agencies involved with the proposed project need to corporate with them to ensure that respective goals are achieved.

The ongoing River of Life project aids in increasing the quality of the public realm at the site. This newly injected programme enriches the location by raising value of experience for both locals and tourists alike.

Potential to become a major node and focal point of the KL cultural trail.

THREATS: At present, the cultural identity of the site is commercialized as income is heavily dependent of the tourist industry. The local community is overshadowed.

The local youth no longer take interest in traditional arts and crafts. The industry has is confined to practitioners and traditionalists.

The proposed site is currently the parking lot for Central Market. Inability to replace all parking spots can cause major congestion at the site during major events etc.

The proposed project is initiated by the National Department for Culture and Arts that will work together with the Ministry of Tourism and Culture in strengthening the arts, culture and heritage towards enhancing national unity.

ECONOMICAL: As part of the KL city plan, the River of Life Project aims to transform the Klang and Gombak Rivers into a waterfront of high economic value.

This will add value to the developments along the river and increase land values in those areas. The activated river front will attract the public and create demand for business owners and investors to support, spur growth and demonstrate confidence in the area. Hence, the proposed Cultural Art complex and Community Centre which is located within Precinct 7 of the River of Life Project, can contribute immensely to both KL’s heritage and economy

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SOCIAL:

LEGAL:

PROGRAMME STRATEGY

A large percentage of the site’s demographic is made up of the local working-class community as they run the local businesses, retail shops and the arts and crafts stalls of central market etc.

However, what is concerning is the significant drop in the number of local youth showing interest in local arts and crafts which poses a potential threat to sustaining the cultural heritage of the site. The project aims to cater to a set of specific target users; specifically, the youth community to reinvigorate and the arts and craft industry.

The project adheres to regulations set by DBKL for the necessary building setbacks: Any permanent structure built along the riverside, must be set back 10m from the river bank. This includes a 7m public walkway and a 3m vehicular pathway. DBKL also allows for a max. 3 floors to be built underground.

The complex is divided into 3 main blocks each with its own unique set of programmes. These blocks are elevated above a public plaza and are connected via open circulatory spaces.

TECHNOLOGY: Whilst encouraging local traditional arts craft techniques that have been passed down from generations, the Cultural Art Complex and Community Centre also promotes innovation and contemporary art/performance styles and the use of digital technology. Public exhibition spaces encourage young art enthusiasts to showcase their talent. Combining traditional techniques with those of the modern era can be a solution to bridging the gap between the elderly and youth.

Since the site is near the elevated LRT line, Pasar Reni regulations call for a building setback of a min. 3m from the tracks. Temporary structures and greenery for pedestrian activity can be designed under the LRT line with a min. 1.5m clear space maintained overhead.

Apart from these specific guidelines, the standard 6m setback must be maintained from the main road.

ENVIRONMENTAL: The project aims to reduce high energy consumption by minimizing dependency on A/C systems. All circulatory spaces are to be naturally ventilated and bring in sunlight during the day. A rain water harvesting system is also set up to provide water for the artists/craftsman for their artwork.

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USER GROUPS AND ACTIVITIES

TARGET USER GROUPS

TARGET ACTIVITIES

A thorough analysis is conducted and a set of target user groups and corresponding activities are identified, all of which are site specific. Based on the information collected, the intention is to create core programmes that engage the local youth, while also calling upon the local workers, professional artists and elderly communities to pass on their valuable knowledge and experience to ensure longevity of Malaysian history and cultural heritage. This ensures that the livelihood of the local community is prioritized.

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PROJECT VIABILITY PROJECT OBJECTIVES:

SUCCESS CRITERIA

To design accordingly, adhering to set regulations to achieve the client’s objectives and given requests within the duration of the project.

The ‘top down’ construction technique is decided for the construction of the basement meaning that after the foundation, the ground floor is set first, allowing for work on the superstructure to begin simultaneously as excavation takes place for the basement

To manage the project effectively and professionally within the set parameters of the allocated timeline and budget and to achieve a high-quality end product.

To identify potential project risks and to implement appropriate plans to deal with them if they arise during the course of the project.

COST:

PROJECT GOALS:

TIME:

SHORT TERM: To assist the client in establishing an effective project team and to always maintain effective means of communication between the relevant agencies, client and consultants so that the project runs smoothly.

A total of 24 months is allocated for the project.

(1st November 2017 – 31st October 2019) as a good quality end product is required. However, certain key phases can be expedited due to the preparation of a detailed timeline and adherence to the deadlines. The key phases of the project are divided as follows:

MEDIUM TERM: The project must gain a consistent revenue from the rental spaces located at the public plaza and programmes held within the art and craft workshops as well as theatre performances that encourage public participation.

LONG TERM: The project must make an impact on the arts, crafts and performance industry and help to strengthen Malaysia’s national identity based on arts, culture and heritage.

Weekly client-consultation meetings to resolve project risks will help in avoiding unwanted delays in the timeline.

1. Schematic and finalized design and approval - 7 months.

2. Contract documentation/tendering – 2 months.

3. Construction phase – 11 months.

4. Post construction and handing over phase – 2 months.

The goal here is to ensure that the design phase be carried out fast to allow sufficient time for the approval from the client, local authorities and the tendering process.

The overall budget for the project is estimated to be RM 7 million and is funded by the client and other investors.

A combination of Structural and Light steel framed construction is used as the structure can be installed quickly, reducing construction costs.

Green techniques such as naturally ventilated circulation the use of a double skin façade to reduce heat gain in turn reduce dependency on air conditioning and cuts down operation costs.

QUALITY: The proposed building aims to be site responsive and due to its distinct function, it is vital to achieve good performances in visual, acoustics, air and thermal qualities for the pleasant experience of its occupants. Appropriate selection of materials and construction techniques along with an experienced project team, ensures longevity of the project which can contribute to the People, Planet and Profit.

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STAKEHOLDERS

4. THINK CITY:

6. LOCAL ARTISTS AND CRAFTSMAN:

1. MINISTRY OF TOURISM AND CULTURE, MALAYSIA:

Think City is a community-focused urban regeneration organization that aims to create more liveable, resilient and people-centric cities.

Professionals of the industry are encouraged to conduct art and craft workshops for the public, pass on local traditions and help to foster the Malaysian cultural heritage. They can rent the available galleries within the complex to display their work and promote local arts and crafts.

The proposed project aims to work in conjunction with the MOTAC towards promoting Malaysia’s uniqueness in arts, culture and heritage as the main catalyst for the growth of the tourism and culture industries and enhancing the city’s economy.

2. KL CITY HALL (DBKL): The Kuala Lumpur City Hall established in 1972, aims to achieve progress, peace and prosperity for the city of KL through programs such as physical and socioeconomic development, controlled planning, urban services that are planned based on good governance.

The proposed project adheres to the guidelines set

by DBKL in terms of building regulations and includes that the project strives to retain design elements from Central Market as it is considered the heritage building.

3. RIVER OF LIFE PROJECT: The location of the project along the river front and its connection to the arts and crafts within Central Market and its surroundings further strengthen the cultural identity of the river as the heritage heart of KL. The complex’s public plaza is designed to maintain connectivity from the pedestrian streets to the river, increasing the quality of urban, public experience.

It is a wholly-owned subsidiary of Khazanah Nasional Berhad. Established in 2009, its rejuvenation of the historic city of George Town, Penang has led to its expansion into 3 other cities including KL. It has recently signed a memorandum with the KL City Council (DBKL) that kick-started its three-year rejuvenation programme for the district. The programmes of the proposed Art Complex and Community Centre are to complement the work carried out by Think City. Eg. The proposed public plaza of the project hosts a variety of public activities and can accommodate events where guests can share their experiences of the iconic city of KL. 5. CENTRAL MARKET AND KASTURI WALK Since the site is in front of the entrance to Central Market and adjacent to Kasturi Walk, there is a chance of the design overshadowing them. Hence steps are taken to complement them during the design phase. The proposed programme is also designed to add to the cultural vibrancy they give to the site. Eg. Central Market is famous for its local art and craft sales. The proposed project provides the necessary spaces like studios/galleries for this culture to be cultivated and passed on to the local youth.

7. TRAVELLING PERFORMANCE GROUPS/ ARTISTS/CRAFTSMAN: Currently, professional cultural performance groups perform on the outdoor stage located at the site. These events range from weekly to seasonal performances and attract the public. However, there is insufficient seating space for a large audience. The project will replace this outdoor stage with an indoor performance theatre and allow comfortable seating for an audience of 200 pax. Furthermore, the complex also provides an Artist residency visiting groups.

8. LOCAL YOUTH: The project caters specially to the youth of the local community. They are given the opportunity to learn from professionals as well as display their work in public galleries. The educational block of the complex provides further information on the various techniques and traditions. School tour programmes are also carried out as students learn more about the cultural heritage of the city of KL and Malaysia.

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9. LOCAL WORKING-CLASS COMMUNITY: The project aims to emphasize the livelihood of the local community of the site and help increase employment rates for locals by providing job opportunities.

10. OLD FOLKS COMMUNITY: The proposed programme invites the old folks of the community to share their knowledge on past traditions and local culture. Eg. Food kiosks are located at the public plaza through which the old folks can share local family recipes and sell traditional food. They can also sign up as employees or volunteer at the library and various cultural sales/events during the day, thereby lending their expertise.

11. HOMELESS COMMUNITY: There are many homeless people present in areas surrounding the site. The project extends out to this community through the collaboration with local NGO’s and voluntary services of the local youth to provide training programmes for the homeless so that they can gain employment in basic jobs. A soup kitchen is also available in the evening where volunteers give out food to the homeless.

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DESIGN SUITABILITY MASSING STRATEGIES The massing strategy is to ensure that the building responds to its surrounding context.

The main idea is to have the complex be lifted off the ground to not block Central Market and Kasturi walk. The complex is separated into 3 blocks of specific function. The ground floor is converted into a double volume open Public plaza that is divided into intermediate levels that hold public activities and connects pedestrians to the River of Life Project.

KEY FEATURES OUTDOOR PUBLIC PLAZA

INDOOR PERFORMANCE THEATRE

OPEN CIRCULATORY SPACES

Contains a variety of activities for the public like local food kiosks, sales of art supplies for the workshops, sunken space for street performances, along with upper ground level decks for vintage book sales and craft displays. The addition of levels gives the plaza a dynamic outlook and encourages spontaneous public interaction.

This is part of the Performance Block and holds weekly/seasonal events by local dance performance groups. The seating capacity is 200.

The 3 blocks are connected via open bridges and provide visual connectivity to all the spaces within the complex. They also provide views overlooking the river and bring in natural ventilation.

WORKSHOP STUDIOS

LIBRARY AND CULTURAL GALLERY This is the core programme of the Educational Block and provides collections of books/records on Malaysian history and culture. There are also local cultural artefacts on display.

Part of the Arts and crafts Block, these studios house daily workshops where the public/youth learn traditional techniques from professional artists/craftsmen. Painting, paper cutting, origami, wau craft, embroidery take place in the common/flexi studios while, Batik painting and wood carving have designated studio spaces.

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MAINTENANCE STRATEGIES PROGRAMME MAINTENANCE ELEMENTS

FREQUENCY

Food Kiosks/food storage and prep areas Artist residency

Daily

Arts and craft common studios

Daily

Daily

Underground parking

Daily

Batik/Wood carving studios

Weekly

Exhibited arts and crafts

Once in 2 weeks

Arts and crafts supplies for sale Furniture

Monthly

Indoor theatre audio and lighting

Furniture for artist residency Library books, resource material

Quarterly

Quarterly

Annually Annually

BUILDING/ SITE MAINTENANCE STRATEGY Responsibility of the tenants to ensure that the food served in a clean and healthy environment to gain good customer satisfaction.

To ensure that guests are comfortable in a clean and hygienic environment.

As these studios can opened up and used as one main hall for various paper craft/painting workshops, they need to be swept and cleaned daily. Participants must be made aware not to leave the premises untidy and to clean up after their sessions.

The Central Market parking lot; which the complex will occupy, will be relocated to the underground basement and will be open for visitors and tenants to use.

These spaces are specific to the programme and must be maintained accordingly. Eg: batik drying space must be cleaned out after the drying process is complete.

The displays are to rotate once, every two weeks to showcase different local talent. The owners can take them back or have them sold to interested art enthusiasts. This ensures the fostering of Malaysian arts and crafts.

Tenants to carry out inventories on all items to refill stocks and maintain customer satisfaction.

To ensure there is sufficient number of studio worktables and seats for the studio workshops and furniture for the library and work spaces.

Replacement of old/faulty furniture.

To have regular sound and lighting checkups before events and to carry out a quarterly inventory of all equipment and replace any if required.

To ensure dormitory beds and common area furniture are in good condition.

To ensure books, display artifacts and resources are in good condition for users. Restore any damages.

ELEMENTS

FREQUENCY

Faรงade Cladding

Once in 2 years

External walls

Once in 2 years

Lifts

Twice a year

Piping, sanitary and utilities

Annually

Air conditioning

Annually

Steel straight staircases and connecting bridges

Annually

Lighting/electrical equipment

Once in 6 months

Indoor planter boxes and potted plants

Twice a week

Overall cleanliness of spaces in the complex

Daily

STRATEGY The building is designed with a double skin faรงade with wooden louvres as the outer cladding. Therefore, it needs to have a maintenance check once in every 2 years to see if any damaged panels need replacing to maintain aesthetic quality.

Repainting/ cleaning the walls to maintain good, overall quality of the building.

Inspections are carried out by specialists to ensure proper functioning of the lift core and to avoid breakdown.

Checking the plumbing facilities to ensure that no malfunctions occur. Replacing damaged pipes etc.

The building relies on natural and mechanical ventilation (fans) mainly. But certain spaces like the theatre, library and offices, use split air conditioning which requires regular cleaning and maintenance.

Repainting/reapplying anti-corrosive paint on staircases and checking for faulty steps that could cause accidents.

Checking the railings of the staircases and bridges for any faults.

To ensure all lighting and electrical equipment are fully functional for the comfort of workers and visitors.

Regular watering and trimming of plants when necessary. Also checking for any damage to the boxes as they are located for people to site around. This ensures that no injuries to the public occur.

The employed maintenance company to ensure that all the spaces/facilities within the complex are clean and well maintained.

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RISK MANAGEMENT RISK SCHEMATIC DESIGN 1. Unclear specifications by client regarding design brief.

LIKELIHOOD

SEVERETY

1/5

4/5

Confusion with how to proceed with design.

Conduct a thorough meeting with the client and list down a clear set of project goals/requirements and restrictions

2. Failure to meet with specialists regarding the River of Life Project 3. Design proposal does not meet the client’s satisfaction.

2/5

3/5

Design does not respond to the River of Life Proposal

2/5

4/5

4. Not getting proper feedback from the local tenants about the proposed project at site.

2/5

4/5

Results in delays and the company’s reputation is affected The project will disrupt the businesses of nearby shops/stalls

5. Not replacing all spaces of the existing carpark

5/5

4/5

Consult with specialists and obtain a set of guidelines to complement the River of Life Project Negotiate with the client about the feasibility of the design and aim to amend the design scheme to suit the project objectives.

To ensure that the proposed programme compliments the activities nearby increases the inflow of public to that the tenants too benefit.

To try and give back as much of the space taken away during the design of the basement parking.

6. Client’s requirement does not comply with planning authority.

2/5

5/5

DESIGN DEVELOPMENT 7. Not getting the finalized design approved from the client.

2/5

5/5

1/5

4/5

2/5

5/5

8. Client specifying the wrong type of material/construction to save cost/ time.

EFFECT

Traffic congestion and inconvenience to visitors/ tenants is caused if the new carpark has a limited capacity.

Causes delay in the project as design must be changed and resent for approval.

MITIGATION STRATEGY

CONTINGENCY Inability to proceed in the right direction with the project as there aren’t a clear set of guidelines, resulting in failure to deliver the project.

Designing a building that becomes a barrier between the river and street Restart the design process to meet the specified requests.

Could potentially cause tenants to leave due to their businesses being affected.

To negotiate a separate location altogether for the carpark to provide more space and convenience to the public.

Be very clear about adherence to regulations and inform the client about such restrictions as they may not be aware of them, yet request certain design strategies be carried out.

The project is not approved by the DO, and the team must redesign in a short time to make up for the delay, resulting in poor quality design.

Delay in submitting to the authority for Building Plan approval means the whole project is delayed Flaws in the design which leads to many revisions and could also occur the during construction phase resulting in poor quality design

Conduct weekly client/consultant meetings to help resolve issues in the design and to make sure the client’s objectives are met.

Project unable to be delivered on the due date.

To always design with ‘quality’ as one of the main success criteria of the project. Provide client with a clear list of alternative suggestions and negotiate the best option so all parties agree.

The company earns a bad reputation.

The contract is awarded but, construction cannot begin on time and the project is delayed.

To ensure that the Form B application is submitted to the authority before tendering begins which allows time for it to be reviewed and approved by the authority.

Further extension of the start of construction can prompt the newly appointed contractor to terminate the contract.

CONTRACT DOCUMENTATION 9. Failure to obtain Form B (building construction permit) approval.

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10. Preliminary costing for construction not approved by client.

1/5

4/5

Delay in preparation of the final BOQ

Suggestion of alternative construction methods to help save time and reduce cost.

Delay in calling for tender.

11. Too many tenderers.

3/5

3/5

Client is unable to award the contract on time causing delay.

Project team to aid in reviewing/ evaluating and providing recommendation to the client.

Advertising for tender within a short time frame.

Project delays.

1/5

5/5

Ensure that a temporary parking lot has been confirmed and inform the public via street signage of the newly allocated space.

13. Noise complaints by neighbouring buildings.

4/5

4/5

No parking space available for visitors/ employees/tenants of Central Market/Kasturi walk.

Construction process can be stopped by authorities if problem is serious.

14. Difficulty for workers in the confined spaces during soil excavation for basement (top-down method) 15. Accidents/injuries during construction.

3/5

4/5

Lack of proper ventilation for workers.

Traffic congestion and inconvenience to the public.

Resolve to finding alternative means of parking elsewhere.

Project Manager may need to obtain approval of an extension of working hours permit from the relevant authority so that work can continue at night.

If not paid attention to, can cause workers harm.

3/5

4/5

Lawsuits brought up against client that can cause delay in the project.

16. Delay of construction work due to weather

4/5

4/5

17. Lack of sufficient storage space for materials onsite

2/5

3/5

Disruption of construction leads to delay in completion and handing over of site.

Damage of materials/supplies results in cost increase

2/5

4/5

2/5

2.5

CONSTRUCTION 12. Failure to relocate the existing car park to a temporary lot before construction begins.

BUILDING OPERATION AND MAINTENANCE Damage to public furniture/ display items/ artwork Visiting performing groups not willing to staying at the artist residency.

Vandalism of items can increase costs to maintain/get them repaired.

The dorms are rarely used and cost is incurred to maintain them goes in waste

Ensure proper scheduling of construction work that people aren’t disturbed during the day. Loud processes can be scheduled to take place at night.

Always ensure that sufficient access areas are allocated in the floor slabs to allow proper ventilation.

Project Manager to carry out site safety inspections regularly during construction period. Create awareness of safety precautions among the construction workers.

Provide the necessary treatment in the case of an accident.

Apply for extension of working hours permit for work to be continued at night.

Contractor to be aware of storage capabilities for the material to be used on site before placing the order for onsite delivery. This also reduces transportation cost and prevents unwanted damage of the materials.

Hiring a security company to ensure such instances do not occur frequently.

Open up the dorms for other guests such as foreign students, tourists and other visiting locals on a seasonal basis.

If the right procedures are not followed, there is a risk of workers facing serious harm.

The possibility of increasing man power to complete the work fast though this will depend on costing.

Ensure sufficient space is available first, before ordering more materials to be stored.

Create awareness in the form of posters within the complex that inform the public to use the spaces with more care.

Advertise in the media to gain the public’s attention.

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WORK BREAKDOWN STRUCTURE PRE CONSTRUCTION 1.0 Schematic Design 1.1.1 Design brief and project requirements 1.1.2 Project goal and scope 1.1.3 Building management (Liaising with neighboring building tenants Eg. Central Market/ Kasturi walk regarding site access.

1.1.4 Soil survey (Geotechnical consultant appointed by PM) 1.1.5 Site visit 1.1.6 Consulting with stakeholders/specialists involved with the River of Life Project.

1.1.7 Site analysis 1.1.8 Precedent studies and analysis 1.1.9 Design concept 1.2.0 Massing study/form development 1.2.1 Programme and area schedule 1.2.2 Schematic design drawings 1.2.3 Proposal of structure and schematics 1.2.4 Proposal of M & E layout and schematics 1.2.5 Proposal of landscape layout and sketches 1.2.6 Preliminary cost estimation 1.2.7 Client meeting to show design proposal 1.2.8 Amendments to design scheme based on client feedback 1.2.9 Client approval 1.3.0 Preparation and submission of documents for Planning Approval

2.0 Planning Approval (Development Order) 3.0 Design Development 3.1.1 Interior design schematics 3.1.2 Discussion on materials and construction alternatives.

3.1.3 Update of preliminary costing based on amendments to design, material selection and type of construction 3.1.4 Production of detail architectural working drawings and renderings 3.1.5 Client/Consultant meeting for approval of design 3.1.6 Client approval 3.1.7 Earthwork details 3.1.8 Detailed structural drawings, M & E layouts and specifications 3.1.9 Detailed landscape layout and renderings along with specifications 3.2.0 Sending updated preliminary costs of the construction phase for client approval 3.2.1 Preparation of all necessary documentation and submission for planning approval

4.0 Building Approval 5.0 Contract Documentation 5.1.1 Submission of Form B ( Building Construction Permit) to authority 5.1.2 Client approval of updated preliminary costing for construction 5.1.3 Preparation and finalization of detailed drawings for tender documentation 5.1.4 Preparation of the final Bill of Quantities 5.1.5 Advertisement and call for tender 5.1.6 Bidding process 5.1.7 Evaluation and submission of recommendation to client 5.1.8 Form B approved – Permit to start construction 5.1.9 Awarding of contract

POST CONSTRUCTION

CONSTRUCTION 6.0 Contract Implementation 6.1 Preliminary works 6.1.1 Relocation of existing car park to approved temporary location 6.1.2 Mobilization and establishment of site 6.1.3 Site Clearance, levelling and installation of temporary buildings 6.1.4 Hoarding 6.1.5 Setting out

6.2 Basement and Ground Floor (Top down construction) 6.2.1 Construction of permanent retaining walls (steel sheet pile driving) 6.2.2 Cast-in-place pile foundation 6.2.3 Ground floor RC slab 6.2.4 Soil excavation 6.2.5 Basement floor RC slab 6.2.6 Basement ramps

6.3 Super structure 6.3.1 Light steel frame construction – columns and trusses (GF-FF) 6.3.2 Bondek composite flooring (FF) 6.3.3 Light steel frame construction – columns and trusses (FF-SF) 6.3.4 Bondek composite flooring (SF) 6.3.5 Light steel frame construction – columns and trusses (FF-TF) 6.3.6 Bondek composite flooring (SF) 6.3.7 Prefab RC external walls (GF and TF) 6.3.8 Prefab steel staircase (GF-TF) 6.3.9 Prefab RC lift core (B – TF) 6.3.10 Light steel framed roofing structure 6.3.11 Internal RC walls 6.3.12 Door frames and panels 6.3.13 Window frames and panels 6.3.14 Glass curtain walls 6.3.15 Fire staircases 6.3.15 External wooden façade system

6.4 M&E Services 6.4.1 Lift installation 6.4.2 Fan and A/C (split unit) system 6.5.3 Earthing system 6.4.4 Conduit and submain wiring 6.4.5 Fusebox installation 6.4.6 Light fittings installation 6.4.7 Telephone and data connection 6.4.8 CCTV installation 6.4.9 Fire protection system

6.5 Architectural finishes 6.5.1 Door installation 6.5.2 Window installation 6.5.3 Floor finishes 6.5.4 Staircase finishes and hand railings 6.5.5 Sanitary fittings 6.5.6 Wall finishes 6.5.7 Ceiling finishes 6.5.8 Furniture movable + built in

6.6 External/Landscaping 6.6.1 Surface water drainage 6.6.2 External M&E works 6.6.3 Landscaping 6.6.4 Paving of drop off point and outdoor pedestrian walkways 6.6.5 Outdoor built in furniture 6.6.6 Signage 6.6.7 Miscellaneous

7.0 Handing over 7.1.1 Defect Liability Period 7.1.2 Final cleaning 7.1.3 As-built drawings 7.1.4 Final account/Handing over 7.1.5 Issuance of Certificate of Completion and Compliance

GANTT CHART - PRE CONSTRUCTION PHASE

GANTT CHART - CONSTRUCTION AND HANDING OVER