PROJECT MANAGEMENT (MGT60403)
Assignment 2 FINAL PROJECT MANAGEMENT REPORT Name : Lim Siew Ni Student ID : 0326733 Tutor : Mr Edwin
CONTENT 1.0 Project Introduction 1.1 Introduction 1.2 Project Client 1.3 Organization Structure 1.4 Stakeholders 1.5 Objective and Goals
2.0 Site Analysis 2.1 Site Introduction 2.2 SWOT Analysis 2.3 PESTLE Analysis
3.0 Design Sustainability & Viability 3.1 Proposed Programme 3.2 Key Features 3.3 Floor Plans 3.4 Schedule of Spaces
4.0 Project Procurement 4.1 Traditional Procurement Method 4.2 Cost Estimation 4.3 Resource Planning
5.0 Risk Analysis & Mitigation Strategy 6.0 Maintenance Strategy 6.1 Programme Maintenance 6.2 Building & Site Maintenance
7.0 Project Deliverables 7.1 Project Success Criteria 7.2 Work Breakdown Structure (WBS) 7.3 Gantt Chart
1.0 Project Introduction 1.1 Introduction This project is based on the theme of“sustaining humanity”for architecture for people, place and time. Design for sustainability has been a fundamental issue for architects in our time within global and regional contexts. In line with the current discourse on sustainability. It upholds the belief that architecture can affect the society and humanity, and that it can have a role in making a place civilized by making a community more livable. Hence, the proposed design project is required to develop the main programme: ‘A Collaborative Working Community in the Heart of KL’.
1.2 Project Client 1.2.1 Social Finance Inc (SoFi) SoFi is a new kind of finance company taking a radical approach to lending and wealth management. From unprecendented products and tools to faster service and open conversations, they are all about helping their members get ahead and find success. The SoFi community works to empower
their members to accomplish the goals they set and achieve financial greatness as a result.
Client Vision: SoFi could provide more affordable options for those taking on debt to fund their education and start up an employee benefit program to reduce student debt and build financial wellness. 1.2.2 Dewan Bandaraya Kuala Lumpur (DBKL)
The Kuala Lumpur City Hall is the city board that regulates the city of Kuala Lumpur. It guarantees the advancement of the city which covers viewpoints identifying with open transportation, city beautification and so on. They are also responsible to ensure the design, planning and execution of the building are in compliance with the UBBL-by laws set by the government.
1.3 Organization Structure Project Team
1.4 Stakeholders Project Team
Regulatory Bodies
End User
-S&G Architect Sdn Bhd (Architect) -TCF Project Consultancy (Project Manager) -ECC Engineering Consultants Sdn Bhd (C&S Engineer) -SignTech Engineering Sdn Bhd (M&E Engineer) -Perunding Kos C&G Sdn Bhd (Quantity Surveyor) -Ecolandscape Sdn Bhd (Landscape Architect) -Green Building Innovation & Services (GBI Consultant) -Ecosound Consult (Acoustic Engineer) -Construction WFT Consult (Site Manager) -FurniTech (Facility Engineer) -Brightcon Consult (Lighting Engineer) -Fenestra Sdn Bhd (Facade Engineer) -KGT Consult (Project Engineer) -Lim WK Sdn Bhd ( Main Contractor)
Authority: -Majlis Perbandaran Kajang -Bomba -Majlis Public Works Department (JKR) -Indah Water Konsortium -Department of Occupational Safety and Health Malaysia (JKKP) (Lift)
-Visitors of Petaling Street -Tourists -Locals -Students -Tenant -White Collar workers -Shop owners -Properties Managers -Local Artist
Service Provider: -TNB (Electricity) -SYABAS (Water) -IWK (Sewerage) -Telekom Malaysia (Telephone) -Pos Malaysia (Postal)
1.5 Objectives and Goals Goals: -To act as a catalyst to revitalise neighbourhood and community. It also become a place where people from different social-cultural background to meet and gather
Objectives: -To bring the artistic heritage value into a cultural co-working space and public realm for diverse characters with the concept of Live, Work and Share to bridge the community together
2.0 Site Analysis 2.1 Site Introduction The city center of KL consists of an assemblage of different districts who are interdependent on each other to sustain needs of its user group.The site chosen is located within the Chinese dominated part of the city which is around the Petaling Street area. It is surrounded by finance, institutional district who adhere on the site for food and tourism demand. The site is situated along the Jalan Sultan, approximately 3057 sqm in front of the significant tourist attraction in Malaysia. Unfortunately, it is underutilized as an open carpark. There are three main destination for the user group around the site, MRT station, Petaling Street and nearby confucian private secondary school. Situated at the intersection of the streetscape and with the direct view from the main road, the form of the building can be designed to become a strong visual cue. This can pull more people towards the site and creating a new destination for visit.
2.2 SWOT Analysis Strength
Weakness
● High public exposure due to the strategic location of the site which can draw in a variety of public users
● Poor environmental security at night due to the presence of drug addicts around the site
● Heavy shading on the North of the site creating a natural green wall
● Merely one existing entry point which will discourage the users to visit the site frequently.
● High accessibility for pedestrian and vehicular traffic ● Public transportation (LRT) is within 10 min walking radius
● Limited traffic circulation which will cause difficulties of vehicle flows into the site
Opportunity ● The front of the site is suitable to create stand out facade as there are no obstacle blocking the main road ● Potentially act as a gathering spot to allow more public interaction and engagement due to high demand to supply ratio of breathing space and informal meeting area ● Create a node to enhance the surrounding landmarks and maintaining the culture of the site
Threat ● Security can be an issue to our proposed building and surrounding back alley is taken over by social neglects at night. ● Poor drainage around the site and pool of water constantly collects around the site.
2.3 PESTLE Analysis Politics
The site is located adjacent to the Jalan Sultan and Lorong Petaling, with nearby a cultural district within which is the Petaling Street. As it is located in the capital of Malaysia, Kuala Lumpur, it is surrounded by government bodies such as Kuala Lumpur City Hall,DBKL.Within the Chinatown area, the site are in a place which is vibrant and rich in cultural heritage.
Economical
The site is surrounded by arts, cultural and heritage building. Therefore, the site economy is basically generated by the local business and target tourists as the main economy driver
Sociological
Majority of users in the surrounding context are from the transient group (tourist, students) In the evening, the local user groups (white collars and blue collars) are coming back to suburb area, resulting the site unable to retain the liveliness. Because of the possible lack of availability of amenities and unsafe environmental quality, the site seems to be dead and lifeless. The nightlife tends to concentrate around the Chinatown area because most tourist will tend to visit more to Petaling Street
Technology
DBKL developed an urban design strategy that street defined architecture where the building proposed must adjacent to the surrounding neighbourhood. Green technology such as rainwater harvesting system is deployed for irrigation of landscape to reduce water consumption and energy costs as part of the Green Building Index to support sustainability
Legal
Building that constructed in Malaysia must abide by certain by-laws. The most significant of the regulation is the Uniform Building By- Law 1984 (UBBL 1984). The design, safety, construction method and other criteria of the building must set out to obey all the requirements as stated. The legal requirement also set by other relevant authorities ( Kuala Lumpur City Hall, Federal Government of Malaysia)
Environmental
Green Building Index (GBI) are in vogue at present. This is aimed to reduce the amount of artificial lighting and cooling, replacing it with natural origins. Besides, vibrant connection to the site promotes friendly walking experience and reduce transportation carbon footprint
3.0 Design Sustainability 3.1 Proposed Programme Due to the rapid development, the shophouses around the site are likely to be forgotten and demolished as the various need for various type of spaces diminished and some of the shophouse function is no longer required. It is replaced by commercial building thus the site gradually lost its cultural values. The co-working space can act as a catalyst to revitalise neighbourhoods and community. It is also a place where people from different social-cultural background meet. Therefore, this co-working space not only functioned as providing collective space for target user but also to preserve the architecture by inserting a portion of new into old & vise versa. This is to bring the artistic heritage value into a cultural co-working space and public realm for diverse characters. Thus, the site is aimed to be physically, culturally, socially and economically connected to the adjacent neighbourhood and bridge the community together. The proposed programmes will be mainly focusing on meet, share and work where arts become the main feature to build up the interaction of the community.
â—? MEET & MINGLE : Plaza and art gallery â—? SHARE & DISCUSS : Co-labs and art workshop â—? LIVE & PLAY : Napping pods and relax zone area
3.2 Key Features Layout â—? The building layout can be categorised into three parts: The plaza, main building workspace and the services. The majority of the public social space are located on the ground floor and the plaza and the upper floors are for the ideas generated space which is the workshop and studio area. The highest floor is reserved for resting spaces to increase privacy and reduce noise. The hierarchy of spaces are arranged according to the noise level. Landscape The design exploits the existing contour of the site where the lush terraced landscaping are done around the building to provide sense of calmness and healing, away from the concrete jungle. Water feature are added into the landscape to allow the wind blow the water into the building which will create cooling effect during dry season and humidify the interior without the use of air conditioning system.
Design Layout (above) Design Approach (right)
3.3 Floor Plans
Ground Floor Plan
First Floor Plan
Second Floor Plan
The programs are separated towards the function of each floor and view of the site towards the different target user groups. The ground floor is an extension of plaza intended to serve public with more social activities and open hangout space for people to meet and mingle with each other. The first floor is the education zone where workshop and studio are located targeting for students or startup company and conduct for community who wish to join and share their thoughts to generate new ideas. The second floor is more towards to have their own privacy and rest in a more quiet area. The floors are created with different level to create social interaction and visual connectivity. They are able to overlook the activities happening below, above or opposite which increases visual connectivity.
3.4 Schedule of Spaces Floor Ground Floor
Spaces Administrative & Services: Reception Administrative office Storage Kitchen M&E Public Space: Cafe & bar Art gallery Lounge Retail store
Gross Floor Area (M2 )
Total GFA (M2 )
51 40 50 35 53 75 240 47 127 717
First Floor
Education Spaces: Art studio Co-worker space Information center Co-labs & art workshop Informal meeting space
219 175 74 173 94 735
Second Floor
Living Spaces: Napping Pods Mini Theatre Relax Zone Toilets & changing rooms
120 130 156 70 476 Total GFA : 1928m2
4.0 Project Procurement 4.1 Traditional Procurement Method
4.2 Cost Estimation
The client (SoFi) will appoint architect to finish the design and specification of the building and other consultant will take control on the design and cost estimation. The main contractor will carry the works and prepare the tender documents. PAM Contract 2006 clearly states the project manager handles the most responsibility with the contractor following orders from the architect, there is a separation between the construction team and the design team and the majority of the responsibility is transferred to the contractor.
Total construction cost = Total floor area x Estimated Pricing
Usually, the bill of payments are in a lump sum and the contractor can submit an adjustment of the contract sum if there is fluctuations or other circumstances. A Lump Sum Contract is a contract with a single lump sum price for all of the works, and the contractor is responsible for completing the project within the agreed fixed cost set forth in the contract. The advantage of the contract is the payments are made in regular, predictable instalments, providing the contractor with a reliable and stable cash flow and making financing simpler for the client.
Assuming RM200 = 1 sqft, 1 sqm = 10.764 sqft
Building Cost (Exclude carpark) 1928 sqm x 10.764 = 20,752.992 sqft 20,752.992 sqft x RM200 = RM4,150,598.40
Basement Parking Cost 1330 sqm x 10.764 = 14,316.12 sqft 14,316.12 sqft x RM200 = RM2,863,224.00
Other Construction Cost Landscape = RM 75,600.00 Public Spaces = RM 88,000.00 Green Vegetation = RM 150,000.00 Facade = RM 375,000.00 TOTAL = RM 1,369,000.00
Direct Expenses Cost Construction Supervision Fee = RM 100,000.00 Consultant Fees ( 15% Building Cost) = RM 850,000.00 Labour Cost ( Estimated 250 workers, RM2500/month, 24 months): RM12,500,000.00 TOTAL: RM 13,450,000.00
Direct Expenses Cost Traveling Expenses = RM 80,000.00 Insurance = RM 400,000.00 Field Measurement = RM 35,000.00 Transportation = RM 20,000.00 TOTAL: RM 535,000.00 GRAND TOTAL ESTIMATED COST: RM 22,367,822.4
4.3 Resource Planning Labour Phases Schematic Design Phase
Position
Amount
Resource Competencies
Task
Architect
1
Preliminary conceptual sketch proposal
Submission of conceptual sketch proposal
Landscape architect
1
GBI design planning
Combine artistic skills with knowledge of human activity and the natural environment
Design Architect Developme nt Phase Facility Engineer
1
IBS system
Develop detailed design to enable application for building approval
1
Job responsibility worksheet Refine operations to maximize efficiency
Facade Engineer
1
Solar shading screening
Prepare facade design and executing tasks to ensure feasible construction of façade works
Lighting Engineer
1
Daylight lighting fixtures
Set up of various pieces of lighting equipment for depth of field or visual effects.
Contract Quantity Surveyor Documenta tion Phase Contract Manager
1
Bills of quantities & cost control documents
Preparing, negotiating and analysing costs for tenders and contracts
1
Contract lifecycle model
Responsible for contract close - out, extension and renewal and communicate contractual changes to all stakeholders
Main Contractor > Site Agent, M&E, C&S Supervisors
4
Multi layered thematic management
Carry out site inspections and supervise the progress of construction activities and their execution
5.0 Risk Analysis & Mitigation Strategy Type of Risk
Likeliho Severity od
Impact
Mitigation Strategy
Contigency Plan
Schematic Design Design proposal doesn’t meet client’s satisfaction
Low
Medium
Project termination & bad reputation and causes project to be hold until amendments are done
Conduct frequent meeting with client requirement and negotiation
Modify and prepare a new scheme to meet expectation and satisfy client’s needs
Preliminary design doesn’t approve by authority
Medium
High
Project procurement phase Check thoroughly and to put on hold due to the modify the inadequate rejection of authority design to fulfill authority’s requirement
Propose a new design that abides the DBKL requirements and authority rules
Indecisive client who keep changing design scheme
Medium
Medium
Slow down the project workflow
Set a specific time frame to finalise the design
Project manager needs to make sure client is aware and on track of project schedule
Medium
Medium
Misunderstanding will lead to possible mistake on end product of work phases
Hold meetings weekly and gather all the consultants to ensure smooth project process
Consultant in relation to the mistakes should take responsibility and carry the loss of the project
Medium
High
Delay installation of ground Submit drawings earlier Proceed with any approve and temporary works in case of the delay process of simultaneous tasks drawings approval according to Gantt Chart
Design Development Miscommunication between client and consultants
Contract Documentation Delay of drawing approval from authority or stakeholders
Type of Risk
Likeliho Severity od
Impact
Mitigation Strategy
Contigency Plan
Contract Management & Implementation Delay of construction due to unforeseen weather and site condition
Medium
High
Delay overall completion schedule and additional cost to overcome the delay
Find an alternative way to execute the task and work
Keep track on the project schedule and update the client
Oversupply of materials and workers on site
Medium
Medium
Increase cost and wastage
Materials are resold or returned back to the suppliers if possible
Ensure the quantity surveyor keeps track on the materials needed and bought in time
Injuries and accident arising during construction
Medium
High
Lawsuit and investigation may occur that may stall the project
Proper compensation and health and safety guidelines has to be trained to the workers
Safety officers must be hired to ensure the safety of the workers and make sure the safety guidelines are followed
High
Building will not serve its purpose
Increase publicity on media to ensure the community knows about the building
Building management to ensure the good publicity around the area and also actively update in social media
Openness of the building might Medium attract unwanted visitors
High
Security of the building and More security guards users may be threatened are deployed and security systems are implemented
Unkempt landscape and green courtyard
High
Affects the user experience Management to provide Hire gardeners or specialist to of the building, failed to briefing on ways to take care for the vegetations delivery the intention of care of the plantings regulary. client to the target user
Building Operation & Maintenance Project fails to attract the targeted stakeholders
High
Low
Building management may employ auxiliary police to make regular rounds
6.0 Maintenance Strategy 6.1 Program Maintenance Elements
Frequency
Strategy
Open Public Spaces
Daily
- Ensure the plants are growing well and in a good condition - Trimming the plants to prevent overgrowth and keep the cleanliness of the water features for user comfort
Cafe & Kitchen
Daily
- Ensure the cleanliness of the eating area for hygiene purpose - Ensure the preparation of food is up to standard
Napping Pods
Daily
- The living area will be cleaned after the user check out to maintain the hygiene quality
Toilets and General Cleanliness
Daily
- All spaces should be cleaned daily to ensure the cleanliness of the space and comfort the users
Furniture (Workshop, Meeting Area)
Quarterly
- Ensure the furniture are well maintained and cleaned from time to time and replace the broken furniture
Information Center & Art Gallery
Monthly
- Arts exhibits will be changed from time to time to ensure new and updated information is provided to the public
Storage Space
Monthly
- Additional equipment should be cleaned and the quantities should be checked from time to time
6.2 Building & Site Maintenance Elements
Frequency Strategy
Service & Mechanical Lifts
Annually
- Inspection to be carry out by specialist to ensure smooth and safe operating condition
Sanitary & Piping (Water supply)
Annually
- Ensure the waste oil from the kitchen are disposed properly and the drainage system is not clogged - Ensure that the water supply has no leaks to avoid wastage
Electrical Appliances
Annually
- Ensure electrical wirings are in good condition, inspections to be carried out by technicians yearly
Lighting Fixture
Quarterly
- To ensure all the light fixtures are working well and replace bulbs when necessary
Rainwater & Drainage System
Annually
- To ensure there’s no blockage in the drainage and downpipes so that the excess water from the rain can be dully discharged
Architectural & Building Maintenance Interior Partition Wall
Annually
- Gypsum partition wall which exposed to weather conditions should be inspected to prevent damage from moisture
Glass Windows
Weekly
- Cleaning job carry out regularly to ensure cleanliness and good indoor environment
Louvres Facade
Monthly
- Movable louvres should be serviced and lubricated
Floors & Ceiling Tiles
Monthly
- Regular inspection to ensure safe and good condition. To be repaired when necessary
7.0 Project Deliverables 7.1 Project Success Criteria Success criteria is defined as a goal or aim that is measurable and achievable. This project aims to achieve quality deliverables within the shortest amount of time and minimum budget while encompassing all the brief requirements and client’s expectations. Therefore, the basic criteria to determine the degree of success are cost, time and scope. Cost
Time
Scope
The cost of the project consist of pre-construction phase and construction phase and impose cost of building operation when completed.The budget is estimated to be RM22 million, funded by SoFi, DBKL and community
The project is scheduled in a timely manner with extra attention given to the critical path to meet deadlines with minimum delay as cost is directly proportional to time
The scope of the design and objectives are based on the client specified cost and time to ensure the highest quality of work while adhering the goals of the project.
The estimated time of the project based on the client goals and demands is 30 months starting from 1st January 2018 to 30th June 2020
Job scopes are broken down into a Work Breakdown Structure (WBS) to track and ensure contribution from the project team.
In consideration of long term management and maintenance cost, passive design feature are implemented to ensure cost effectiveness in the long run Prefabricated concrete is used for faster construction and improve cost efficiency
Gantt Charts and critical path are to be planned accordingly
Required constant review and updates of the latest work progress
7.2 Work Breakdown Structure (WBS) Work breakdown structure is a decomposition of a project into smaller components that can be effectively estimated and supervised.
7.3 Gantt Chart
Insert Spread Here