LEGACY ART CENTER, MUAR Project Management Report | MGT60403
YEE MAE YUEN 0328561 TUTOR: AR. ALIA AHAMAD
contents
1.0 project information
1. Project Information 1.1 Project Introduction 1.2 Project Brief 1.3 Site Introduction
1.1 PROJECT INFORMATION
2. Stakeholders 2.1 Key stakeholder 2.2 External Stakeholders 2.3 Internal Stakeholders
The Muar Kun Seng Keng Lion Dance Association has over 80 national titles and 70 international titles. Despite their extraordinary achievement, the locals of Muar do not relate personally to the Lion Dance scene. The Lion Dance: Art and Cultural center will serve as Muar City’s cultural landmark and public activity center. The cultural center aims to provide a sense of appreciation to the town’s culture through innovation, where the locals experience the culture of the lion dance through thematic spaces.
1.2 PROJECT BRIEF
4. Design Analysis 4.1 Design Suitability 4.2 Design Visualisation 4.3 Project Viability
• • • • • • •
5. Project Procurement & Resource Planning
1.3 SITE INTRODUCTION
6. Risk Analysis & Maintenance Strategy 6.1 Maintenance Strategy: Program Maintenance 6.2 Maintenance Strategy: Building & Site Maintenance 6.3 Risk analysis (with Mitigation Plan)
The site is located in Bandar Maharani, the royal town of Muar. The town is strategically located along the Muar River, which contributes to the rich history of the site. Located along Jalan Maharani, the site faces the main road which is busy throughout the day. The significance of its surrounding context consists of a bus terminal, chinese shophouses with traditional trades such as dried seafood, traditional Chinese medicine etc, Astaka shopping center, a primary chinese school and Sungai Bentayan.
3. Site Analysis 3.1 SWOT Analysis 3.2 PESTLE Analysis
7. Project Success Criteria 8. Work Breakdown Structure (WBS) 9. Gantt Chart
Gross floor area of 2000 sqm (21527.82 sqft) excluding basement with minimum 40% of spaces dedicated for the lion dance programmes A total of 4 levels including walkable roof top garden The scheme includes a proper drop off zone, performing spaces, costume making workshop and training space at empty lots. The Adami shophouses shell is to be maintained. Renovation to be made at the roof to support the platforms housing the Garden of Spices Lanscaping with planter boxes (minimum height 600mm excluding plant) to be placed along the edges of the platforms At least 20 car parking lots with 2 handicap car parking and 2 service car parking must be included. Minimum 75% of the required parking slots must be underground (basement) Must be compliant to Muar’s local city planning or local guidelines and requirements
1
3
Sungai Bentay
an
3
2
3
3
4
Figure 1: Site plan, 1:750
Legend 1. Muar bus terminal 2. Chinese shophouses 3. Chinese temple 4. SJK (C) Chung Hwa
2.0 stakeholders 2.1 KEY STAKEHOLDER
EXTERNAL STAKEHOLDER (PUBLIC) The users of the site are considered external stakeholders with low impact to the project. However, the project should be relevant and designed accordingly to them as they are the end user of the building. The external stakeholders (public) are identified are bus transit passengers, aged locals and orimary school students.
2.3 INTERNAL STAKEHOLDERS
Figure 2: Muar Kun Seng Keng Lion Dance troupe logo Muar Kun Seng Keng Lion Dance is a registered cultural organisation with branches in different states across Malaysia such as Kedah, Kuala Lumpur, Perak, Sarawak and Negeri Sembilan. Objectives: • To develop the spirit of the art of the Dragon and Lion Dance • To encourage fellowship within the Dragon and Lion Dance community • To promote the culture of Dragon and Lion Dance to a global stage • To promote the principle of the International Alliance of Muar Kun Seng Keng
2.2 EXTERNAL STAKEHOLDER (LOCAL AUTHORITIES)
Figure 3: Majlis Perbandaran Muar (MPM) logo Majlis Perbandaran Muar (MPM) was established in 1952 as Bandar Maharani Town Council (within Local Authorities Ordinance 1973). Once known as the Muar Selatan District Council (within the Local Government Act, temporary provisions 1973), which encompasses 17 sub-districts which until now is occupied by approximately 230, 000 residents of all ethnicity. MPM aims to achieve progress, peace and prosperity for Muar town through public programmes and law enforcement.
The internal stakeholders of this project are the team members of the project team themselves which consists of both consultants and contractors. Internal stakeholders in this project are groups or parties within the project who will be directly affected by the project. They hold a high liability in the case any discrepancies occur.
3.0 site analysis 3.1 SWOT ANALYSIS STRENGTHS
WEAKNESSES
• High vehicular circulation around the site • High pedestrian density at the bus terminal • Pedestrian bridge links directly to the site
• Pedestrian bridge visually disrupts the view of the building • Users from site context engage minimally with site • Heavy vehicular flow along Jalan Maharani produces a barrier between the bus terminal and the site
OPPORTUNITIES
THREATS
• Pedestrian bridge acts as magnet to pull bus • Commercialisation of the site context transit passengers to the site threatens the unique characteristic of the site • Primary school students as one of target user (engaging with the youth of Muar) • Heavy vehicular circulation on Jalan Maharani and Jalan Abdullah provides double frontages for the site
3.2 PESTLE ANALYSIS POLITICS
ECONOMY
SOCIAL
TECHNOLOGY
LEGAL
ENVIRONMENT
The Sultan of Johor constantly works with the local authorities to organise festivals and events which encourages public engagement. These events do occur within the site context.
The old Chinese shophouses consists of traditional trades which are threatened due to commercialisation and tourism.
The site consists of user groups from different generations. The age gap and lack of intersecting nodes reduces chances of engagement with each other.
Building Information Modelling (BIM) is used to reduce construction time. With reference to the Green Building Index (GBI), passive design strategies are implemented during Schematic Design stage.
The site should adhere to the local building requirements. At site, the setback is about 8 meters from the site boundary and existing shophouses. The building height is limited to a maximum of 5 levels.
Sungai Bentayan is currently canalised to control flooding around the site. However, the canalisation of the river reduces its significance as a natural water source and habitat to certain living beings.
4.0 design analysis
1. Massing produced according to site setbacks. Existing side 2. Void placed adjacent to Sg. Bentayan to emphasise a public 3. The massing is elevated to a generous height of 6 metres to alley and back alley is maintained. For emphasis on sungai ben- realm adjacent to the river. Greenery and a pocket garden is create a celebrated public space along ground floor while intayan while maintaining walkability of site located here creasing permeability through the building
4. Spaces are created according to hierarchy (size) and function. 5. Platforms are placed to create connections through each space. 6. Bridge redesigned and extended to the school. Create enThe width of spaces follow the existing grid lines of the site The platforms act as a circulation route and outdoor space trance at first floor for pedestrians.
Design Strategies
Public to private
Visual attraction
Freeing up ground floor
Connecting the youth
Humanistic facade
Axis of emphasis
Celebrating public realm
Positive outdoor space
Corner facades
Multiple entry points
Five foot walkway
Modular grids of site
Adaptive reuse
Cascading frontage
Moving like the lion
4.0 design analysis Spatial Planning
Ground floor plan NTS
First floor plan NTS
Second floor plan NTS
Third floor plan NTS
4.2 DESIGN VISUALISATION
Figure 4: Visual renders of the cultural center
4.3 PROJECT VIABILITY
Third floor Second floor
PROJECT OBJECTIVES Full completion of the project within the acquired budget while ensuring optimum satisfaction from the client. A satisfactory response from the end users regarding its functional performance is also targeted. Throughout the project, risks and complications met are to be resolved in the best way possible with minimum effect to the quality of the project. PROJECT GOALS Short term goals Forming and maintaining an efficient and fully operational project team to execute the tasks of the project. The team should communicate well among each other and the project should be executed within allocated budget of approximately RM 24 million. Long term goals To keep the essence of the lion dance culture in Muar by reflecting it in its spaces and built form. The cultural center should serve to educate the future generation and the tourists of the lion dance culture in Muar. Basement
First floor Space
GFA (sqft)
Carpark
13409.10
Ground floor
Space
GFA (sqft)
Communal kitchen
1417.09
Tumpang cafe
2186.89
Staff quarters
797.89
Communal bathroom
356.62
4768.85
Public bathroom
358.38
199.13
Management office
646.49
Pop-up stores
1060.25
961.29
Children’s art studio
846.94
Lion Dance costume making space Projection room
95.88
Clay making space
199.13
Open public plaza
6170.64
Outdoor cinema
922.43
TOTAL
13,244.94
Outdoor seating area
495.81
M & E room
148.70
Circulation spaces
4,885.98
Platforms TOTAL
Space
GFA (sqft)
Shophouses Security office
Space
GFA (sqft)
Leisure space
279.86
TOTAL
279.86
Space
GFA (sqft)
Lion Dance costume making work studio
406.06
Storage room
102.48
Lion Dance training space
1249.23
Space
GFA (sqft)
Platforms
7,927.83
Roof Garden
1,615.04
TOTAL
9,685.60
TOTAL
1,615.04
Gross building cost Basement 13,409.10 sqft x RM 250 Ground Floor 13,244.94 x RM 200 First Floor 15,571.45 x RM 200 Second Floor 9,685.60 x RM 200 Third Floor 279.86 x RM 200 Fourth Floor 1,615.04 x RM 200 Total building cost Other construction cost Landscaping Flat roof system Rainwater harvesting system Total construction cost Direct expenses cost Construction supervision fee Consultant Fees (15% Building Cost) Labour cost (150 workers, RM2500/mth, 24 mths) Total direct expenses cost
Fourth Floor
= RM 3,352,275 = RM 2,648,988 = RM 3,114,290 = RM 1,937,120 = RM 55,972 = RM 323,008 = RM 11,431,653 = RM 100,000 = RM 50,000 = RM 10,000 = RM 160,000 = RM 80,000 = RM 1,714,747.95 = RM 9,000,000 = RM 10,794,747.95
2298.00
Other expenses cost Travel expenses Stationary and printing fees Insurance Field measurement Transportation of materials Total other expenses cost
= RM 10,000 = RM 5,000 = RM 50,000 = RM 20,000 = RM 50,000 = RM 1,350,000
15,571.45
GRAND ESTIMATED COST
= RM 23,736,400.95
5.0 project procurement and resource planning As the project is relatively small with a simple and direct project brief, a conventional project procurement is implemented. The PAM Standard Form of Contract 2006 will be used in this project because it is most commonly used in Malaysia. Hence, the team members will be familiar with the contract and their responsibilities.
Client Muar KSK Lion Dance troup
CHARACTERISTICS OF TRADITIONAL PROCUREMENT • The design process and construction process is separated, where consultants are incharge of design and cost control while the contractors are responsible for construction works. • The architect is appointed to prepare the design brief, schematic design, working drawings, inviting tenders, overlooking the project, site inspection and preparing certificates of payment • The architect is the contract administrator between the client and contractor ADVANTAGES OF CONVENTIONAL PROCUREMENT
Architect YMY Architects Sdn Bhd
Main Contractor Gold Li Development Sdn Bhd
Civil & Structural Engineer CSM Consultant Sdn Bhd
Sub contractors
Mechanical & Electrical Engineer REVIDEO PRECISION Engineering Sdn Bhd
Specialist
Quantity Surveyor Moh Seng Consultants Sdn Bhd
Supplier
Interior Architect Full House Interior Designer Sdn Bhd
Landscape Architect TKC Natural Living Sdn Bhd
Figure 4: Organizational structure of the project
1. Worth for value in selection of contractor The open tender allows various contractors to bid according to their lowest cost without risking the quality of product to be delivered 2. More control on design and outcome of project In contrast with Design & Build procurement, the client will have more power regarding the design and final outlook of the project before tendering documents are prepared 3. Fixed cost of project The overall price is already established upfront, hence the cost of the project will not vary as much once it is completed. Preparation of tender documents before tendering also limits future claims by contractors which reduces cost fluctuation
PROGRAMME MAINTENANCE
BUILDING & SITE MAINTENANCE
To maintain the quality of the spaces, programme maintenance is needed as a guideline for the Passive design strategies have been implemented in the cultural center to maximise ventilation management to upkeep the cultural center. The cultural center consists of mostly public spaces which and reduce heat gain into the building. Besides maintaining its built form, the softscapes placed encourages interaction and multiple activities, so a regular upkeep of the spaces is necessary. adjacent to the river and along the platforms of the cultural center require regular maintenance.
Component
Frequency
Method
1
Training space
Daily
Ensure minimum level of cleanliness after usage
2
Outdoor cinema
Daily
Ensure cleanliness of space while maintaining video-screening equipment
3
Projection room
Daily
Ensure workability and functionality of the equipment in the room
4
Performing space
Weekly
Ensure proper usage and cleanliness
5
Event space
Weekly
6
Pop-up stores
Method
Pedestrian walkway
Annually
Ensuring tiles and stone pavements are in good condition for usage
2
Landscape along river
Quarterly
Landscapes to be well maintained and overhanging branches from trees to be trimmed quarterly
3
Vegetation on platforms
Daily
Plants to be watered daily and trimmed monthly
Ensure proper usage and cleanliness
4
Services area
Monthly
Ensure clear circulation to spaces and proper functioning equipment
Daily
Ensure minimum level of cleanliness after usage
5
Electrical appliances
Annually
Ensure proper usage and well maintenance
Weekly
Ensure basement parking is clear of any obstructions in vehicular circulation
6
Rainwater & Drainage system
Quarterly
Ensure constant water supply to the vegetation in the building. Drainage system to be clear of blockages
7
Air conditioning
Monthly
Technician to carry out regular maintenance to increase energy efficiency and thermal comfort
8
Piping utilities
Annually
Leakages and damages to be inspected and repaired when necessary
9
Lifts
Annually
Specialist to carry out maintenance for uninterrupted function and usage
10
Basement
Quarterly
Regular inspection to ensure service rooms are functioning
11
Pedestrian bridge
Annually
Painting works to be done with the cultural center to upkeep the image of the site
12
Fire fighting appliances
Annually
Ensure all fire fighting appliances are fully functioning
Basement parking
8
Lion Dance costume making workshop
Daily
Ensure minimum level of cleanliness after usage
9
Children’s art studio
Daily
Ensure minimum level of cleanliness after usage
Playscape
Frequency
1
7
10
Component
Weekly
Ensure cleanliness and maintenance of playscape for the safety of children
11
Rooftop garden
Daily
Plants to be watered everyday, with other maintenance on a regular basis
12
Garden of spices
Daily
Plants to be watered everyday while ensuring cleanliness of space
6.0 risk analysis and maintenance strategy DESIGN PHASE RISK
POSSIBILITY
SEVERITY
EFFECT
MITIGATION STRATEGY
CONTIGENCY
Misinterpretation of project goals and objectives among design team
3/5
2/5
Deliverables by each member is A meeting including all members of the project not up to expectations and does (both design team and construction team) to be not meet client’s requirement. This held to brief and realign the project goals and causes a further delay in the project. objectives
Regular meetings should be conducted (weekly/ fortnightly) to realign the team regarding their expected outcomes while checking on everyone’s progress
Building Plans (BP) not approved by local authorities
3/5
3/5
The project will be delayed until Resend the amended BP for approval from local BP should be checked thoroughly through a few the amended BP drawings are authorities stages before submitting for approval approved by local authorities
Miscommunication between specialist and consultant in finalising detailed drawings
5/5
4/5
During regular meetings, discussions between In the event of a misunderstanding or Project’s progress will be delayed specialist and consultant should be mediated miscommunication, a mediator (eg: project as detailed drawings are needed by the project architect to conclude to a mutual manager, architect) should take over to for tender agreement reevaluate and solve the problem
Over budget after calculating cost according to updated working drawings from all consultants
3/5
4/5
The client might not be able to Discuss and justify the updated costs with the The material and structural concept of the financially support the project client design should be taken into account for cost
RISK
POSSIBILITY
SEVERITY
Construction site flanked by two main roads with high traffic flow and high pedestrian flow. This might delay the construction of the project.
3/5
3/5
Disruption of construction process Materials needed to be transported to site should Traffic conditions of the site should be taken will delay other tasks as planned be ordered in advance to take into account of into account before preparing the Gantt Chart. according to the Gantt Chart. traffic delays.
3/5
Might exhaust resources and A temporary storage should be built to protect overwork labours. Heavy rainfall Temporary works should be carefully planned the materials from weather. The project manager and varying moisture levels will to prepare for unforeseen circumstances. should manage his labourers wisely. affect curing of concrete which is the main material of the building.
CONSTRUCTION PHASE
Work delayed due to inclement weather
5/5
EFFECT
MITIGATION STRATEGY
CONTIGENCY
RISK Construction site is located right beside existing shophouses. The noise from construction works might disrupt the neighbours. Improper and inefficient waste management might pollute the clean streets of Jalan Maharani
POSSIBILITY
SEVERITY
3/5
5/5
EFFECT
MITIGATION STRATEGY
CONTIGENCY
2/5
Neighbours will complain about the The neighbours will usually go home after work. A working permit at night should be obtained noise to the local authorities and Hence, construction works should be done at in advance. construction works might be put on night instead. hold until the noise issue is resolved.
3/5
Might exhaust resources and A temporary storage should be built to protect overwork labours. Heavy rainfall Temporary works should be carefully planned the materials from weather. The project manager and varying moisture levels will to prepare for unforeseen circumstances. should manage his labourers wisely. affect curing of concrete which is the main material of the building.
BUILDING OPERATION & MAINTENANCE PHASE RISK Ineffective and inefficient management in maintaining built and natural assets High consumption of water to maintain landscaping and other building services
POSSIBILITY
5/5
5/5
SEVERITY
EFFECT
MITIGATION STRATEGY
CONTIGENCY
3/5
The quality of spaces will deteriorate Develop a maintenance guideline for the Appoint a facilities manager to maintain the and end users might not be able management to follow to ensure the quality of built and natural assets to benefit entirely from the cultural these assets center
3/5
High costs will incur as water is A rainwater harvesting system should be essential for Garden of Spices and A rainwater harvesting system should be installed considered during the design phase to avoid other landscaping surrounding the additional cost in current phase cultural center
7.0 success criteria In this project, there are three cores that become key factors in determining the success of the project; time, scope and cost. These three elements interrelate with each other and form The Triple Constraint, which means a change in one element will affect the other. Hence, all three constraints should be satisfied to classify this project as a success.
Success Criteria
Time
Project Components
Measurable goals
Estimated construction duration: 24 months
• Tasks are completed on time with refernce to Gantt Chart • Consistent progress and smooth workflow • Transportation of labour and materials with no time delay
Tasks assigned to each team member is executed according to client’s expectations
• Completed building to be similar to initial design approved by client • Minimal construction defects during and after construction is completed • Supervision work to be done periodically by each supervisor with any discrepancies reported to the project architect
Estimated project budget: RM 24 million
• Careful selection of materials based on availability and economical value, which could reduce maintenance costs in the long term • Minimise production of waste on site • Budget is kept on track through out the project
Time
Scope
Cost
Scope Cost Figure 5: Diagram of the Triple Constraint
8.0 work breakdown structure Legacy Art Center, Muar
PRELIMINARIES
CONSTRUCTION PHASE
FINAL COMPLETION
1.1 PROJECT BRIEF 1.1.1 Analyse brief 1.1.2 Preliminary cost estimation
2.1 Preliminary 2.6 ARCHITECTURAL FINISHES 2.1.1 Mobilisation and Site establishment 2.6.1 Tiling works 2.1.2 Dilapidation Survey (Adjoining existing 2.6.2 Wall finishes trees & property) 2.6.3 Ceiling works 2.1.3 Setting out 2.6.4 Floor finishing 2.1.4 Site cleaning & levelling 2.6.5 Staircase finishing and hand railing 2.1.5 Underground mapping 2.1.6 Set up hoarding and signboard 2.7 M&E SERVICES 2.7.1 Earthing system 2.2 SUBSTRUCTURE 2.7.2 Building control system 2.2.1 Soil excavation 2.7.3 Electrical fittings 2.2.2 Piling works for foundation 2.7.4 Lift system 2.2.3 Inserting RC footing 2.7.5 Fire safety, detection & protection 2.2.4 Basement slab 2.7.6 Heating, ventilation and air conditioning 2.2.5 Basement wall system 2.7.7 Information and communication technology 2.3 SUPERSTRUCTURE 2.7.8 Plumbing & Sanitary 2.3.1 RC Transfer Slab (Ground floor) 2.7.9 Security & Alarm system 2.3.2 RC Round column (basement to fourth 2.7.10 CCTV installation floor) 2.3.3 Internal concrete walls and partition 2.8 EXTERNAL/LANDSCAPE walls 2.8.1 Surface water drainage 2.3.4 RC Slab for platforms 2.8.2 External M&E work 2.3.5 Lifts & fire staircase 2.8.3 Installation of softscape and hardscape 2.3.6 Ramp 2.8.4 Installation of signage
3.1 HANDING OVER 3.1.1 Final cleaning & inspection 3.1.2 Issuance of Certificate of Completion & Compliance (CCC) 3.1.3 Preparation of Final Accounts for contract
1.2 SITE ANALYSIS 1.2.1 Site investigation 1.2.2 Soil investigation 1.2.3 Site Accessibility 1.2.4 SWOT & PESTLE analysis 1.3 DESIGN DEVELOPMENT 1.3.1 Detail Design Drawings 1.3.2 Building Plan (BP) submission 1.4 CONTRACT DOCUMENTATION 1.4.1 Tender documentation 1.4.2 Project Planning & Schedule 1.4.3 Stakeholder notification
2.4 ROOFING 2.4.1 RC flat roof system 2.4.2 Scupper drainage and gutter drainage system 2.5 DOOR & WINDOW 2.5.1 Door frame & panel 2.5.2 Window frame & panel 2.5.3 Window/ Glass works
9.0 gantt chart
Task Description
Duration (Days)
Examine Site Information Schematic Design
4
1
2
3 4
1 2
Apr
3 4 1 2 3
May 4 1
Jun
2 3 4
1 2 3
July 4 1
2
Aug
3 4
1 2 3
Sept 4
Oct
1 2 3 4 1 2
5
Contract Documentation
25
Tender Coordination & Integration Construction
55 Milestone
PRELIMINARY (4 weeks) 15
Dilapidation Survey
5
Setting out
5
Site cleaning & leveling
5
Underground mapping
10 3 Milestone
FOUNDATION (6 weeks) Soil investigation
5
Excavation of soil
15
Piling of foundation
15 Milestone
STRUCTURE (8 weeks) RC Slab, Ramp and landing (Basement to Roof)
15
RC beam, column and flooring (ground floor to roof)
15
RC lift core
15 Milestone
ROOF (2 weeks) Gutter and drainage system
10
WALL & OPENINGS (9 weeks)
10
Ground floor wall
15
First floor wall
10
Second floor wall
7
Third floor wall
7
Milestone
Milestone
PLATFORMS Casting conrete platforms surrounding building
2 3
Mac
5
15
Setting up Hoarding & signboard
1
Feb
120
Design Development
Mobilisation and Site establishment
Jan Milestone
PRE-CONSTRUCTION (24 weeks) Design Brief
2019
10
FITTING & FINISHES (9 weeks) Plastering & painting
20
Floor finishes
20
Doors & windows
25
Staircase & handrail
10
No
2020
ov
Dec
Jan 4
Milestone
1
2
3
Feb 4 1 2
3
Mac 4
1
2
3
Apr 2
3 4
May 1
2 3
Jun 4
2
July 4
1
2
3
Aug 4 1 2 3
Sept 4 1
2
3 4
Oct 1 2
3
Nov 4 1
2
3
Dec 4
1
2
3
4
Task Description
Duration (Days)
M&E SERVICES (22 weeks) Lift car installation
10
Electrical and light fittings
15
Plumbing & sanitary
10
Mechanical ventilation
15
Fire protection system
10
Telephone & data system
5
Rainwater harvesting system
15
Recycle waste system installation
15
EXTERNAL WORK (17 weeks) Road & pavement
15
Surface water drainage
20
Sewerage & pipe
15
Landscaping
10
Signage
5
Miscellaneous
7
PHASE OUT (1 WEEK) Comissioning
3
Site cleaning
2
Inspection & handover
2
2019 Jan 1
2 3
Feb 4
1
2
3 4
Mac 1 2
Apr
3 4 1 2 3
May 4 1
2 3 4
Jun 1 2 3
July 4 1
2
3 4
Aug 1 2 3
Sept 4
Oct
1 2 3 4 1 2
No
ov
2020 Dec
Jan 4
1
2
3
Feb 4 1 2
3
Mac 4
1
2
3 4
Apr 2
3 4
May 1
2 3
Jun 4
2
July 4
1
2
Aug
3
4 1 2 3
Sept 4 1
2
3 4
Oct 1 2
3
Nov 4 1
2
3
Dec 4
1
2
3
Milestone
Milestone
Milestone
4