PROJECT MANAGEMENT REPORT (MGT 60403/ ARC 3612/ ARC 3614) Project: Proposed Unity Complex at Jalan Hang Kasturi, Kuala Lumpur for Ministry of Tourism
5 July 2017 Name of Student Student ID Tutor
: : :
NG YUHENG
0315476 MS. ALIA
Marks for 3 component : 1. ______/10 2.______/10 TOTAL : ______/30
3.______/10
C LIENT
SITE
National Department for Culture & Art (JKNN) The department falls under the administration of the Ministry of Tourism & Culture (MOTAC) Malaysia and it is responsible in implementing all cultural and arts activities in Malaysia. •
Aims to strengthen and widen the cultural and artistic value of the Malaysian society
•
To expand cultural activities to different layers of Malaysian society
•
To provide information regarding Malaysian cultural value to the public and tourist
OBJECTIVE 1. To acts as complex that attracts creative white collars, local vendors, tourists and homeless into a single space and form a symbiotic relationship amongst others. 2. To provide innovative facilities to redesign existing market stalls to ease local vendors operation and to provide spaces for markets stalls to operation while experimenting designed stalls from the white collars. 3. To diminish the social barrier between the white collars, locals and tourist into a interdependent loop. 4. To serve as an extension of tourist hot spot that highlights the uniqueness of Malaysian market and food culture.
DESIGN BRIEF The given site is located along Jalan Tun Sambanthan, where it is directly in front of the historical building, Central Market whilst placing it beside the Klang River, which is currently undergoing a beautification and cleansing project named “The River of Life” development. Neighbouring landmarks and attraction are present, namely the daya bumi and kasturi walk. Being within close proximity to the shophouses and tourist attraction like Chinatown, Petaling Street, with the addition of modern development featuring unsympathetic high-rise building causing the given site to have a concentrated influx of white collars, tourist and existing locals. The given site is sandwiched from all four sides therefore requiring a set of 3m from North, East, West and 6m setback from South, amounting to a total approximate area of 4500 sqm.
Client’s design brief explains their aim to create a complex that consists of spaces for the 4 main user groups on site whilst encouraging interaction between user groups of vast differences. The complex mainly focuses on eating spaces as the catalyst for unification and interaction, the F&B spaces occupies major parts of the building followed by collaborative spaces between user group then followed by individual functional spaces for each user group. The project aims to achieve a very internally permeable surrounding whilst inheriting essential characteristics of the site. •
Well connected interior and public spaces
•
Emphasis on contextual design
•
A central eating space
•
Highly assessable public spaces
•
Consists of spaces for eat, sleep, work and play designed according to user groups familiar context
S.W.O.T ANALYSIS Strength • Tourist hot spot with dense user circulation • Has plausible environmental features. E.g. High rise building as shading, views, wind direction. Weakness • Occupies per-existing parking spaces, have to provide parking spaces as replacement. • Dense vehicular circulation links to the entrance of the site to have weaker vehicular accessibility. • Homeless occupancy might disrupt security and density of user influx. • Located right in front of heritage building, poses distraction. Opportunity • Direct linkage to Central Market and Kasturi Walk, additional tourist attraction • Catalyst for interaction, cultural exchange due to various user group and cultural varieties. Threat • Pedestrian crossing from opposite without proper pedestrian crossing • On-going construction project of the LRT railway right beside the site.
PESTLE ANALYSIS
Political Recent publication of Kuala Lumpur city plan revealed several development areas that includes density control of developments. This covers the intensity of use of land reckoned or expressed in terms of the number of person, dwelling units, or habitable rooms, or any combination of those factors, per unit area of land. Economy Main economical factor is tourism where local vendors and tourist attraction sprouts rapidly around the site that gains revenue from food, culture and craft. Adaptive reuse is also introduced to raise economical profit from old shophouses. Sociological Existence of various user group affect by tourism developments and economical factors. Though rich cultural value, but lacks in social interaction between user groups.
PROJECT OBJECTIVES •
To deliver a complete project that fulfills all of client’s aforementioned requirements from the brief within the discussed duration of the whole project
•
To manage all discussion and processes professionally within the timeline given with the appointed budget and responsibility.
•
To reduce the risk of the project from all aspects throughout the project duration.
•
To deliver a project that complies with the legal regulations and expected
PROJECT GOALS •
Short term To complete and deliver the project without hassle and achieve aforementioned requirements from the design brief.
•
Medium term To encourage creative white collars, locals and tourist to interact whilst diminishing the social barrier in between and amplify the cultural value of the site.
•
Long term To increase the density of tourist and economy of the site through tourism.
Technology Usage of BIM technology in construction management shortens construction time due to its ability to simulate and detect obstruction during construction process. Legal Strong building setback requirement laws have been implemented to the site. 3M from North, East, West and 6M from South. The maximum basement levels of 3 floors only. Environment Being surrounded by high rise building and located right beside the Klang River, it receives ample sun shading from the western sun and considerable amount of winds from northwest > southwest.
PROPOSED PROGRAMME Due to the diverse culture and daily activities (eat, sleep, work, play) environment, it has created a social barrier between the user groups (white collars, tourist, local vendors, homeless) . Though making it a site with rich cultural values but it lacks interaction. Therefore the proposed complex is aimed to encourage various forms of interaction between users and to create an interdependent relationship. Through conducted site analysis that focuses on the daily activities of the each user group, we’ve concluded that the “eat & play” activities units and gathers user group in a single space, example of these spaces are back-alley vendors where different user groups can be seen together. Thus, prioritizing the ground floor with F&B and common eating area that encourages the influx of said user groups. The programmes that exists on the first floor includes collaborative studios and workshops that focuses on innovative craftsmanship of modern market stalls that occupies the ground floor. The upper floors then consists of spaces that caters for individual user groups.
MASSING STRATEGY
Solid block on site.
Central void for common eating space and core.
Jagged geometry for more spaces.
Rotated form due to environmental factors and spatial quality
Rooftop ramp to first floor, continuous journey from GF.
Pitched roofing as contextual design
SUCCESS CRITERIA
STAKEHOLDERS
The Tourist Development Corporation of Malaysia (TDC) was established on 10 August 1972 as an agency under the former Ministry of Trade and Industry by an Act of Parliament.
The primary objective of this project is to achieve high quality outcomes within minimum time and budget while fulfilling the required set of scopes. Even so, the complex would only be considered successful if it is delivered satisfactorily to the client and stakeholders. Quality The success criteria of this project is to achieve its intended functions while producing good architectural work. Design consideration should be given to the users as it is a public building, while ensuring good workmanship of the building during construction phase. Cost Clear planning of cost should be done before and after completion of building, which includes the building maintenance to ensure it can sustain its operation. Close monitoring and proper estimation of cost should be done throughout the construction to prevent extra spending. Time The duration of the time is dependent on the tasks required to complete the project. The project should be carried out according to the planned time-frame to ensure minimal delay. Gantt chart and risk analysis are used in early planning phase as guidelines for better flow of project and clearer work structure. The estimated project time 20 months, starting April 2017, Certificate of Completion and Compliance (CCC) will be issued and received no later than November 2018.
With the inception of the Ministry of Culture, Arts and Tourism on 20 May 1987, TDC was moved to this new ministry; and became the Malaysia Tourism Promotion Board (MTPB) through the Malaysia Tourism Promotion Board Act 1992. Popularly known as Tourism Malaysia, its full focus is on promoting Malaysia domestically and internationally. Thus,
marketing Malaysia as a destination of excellence and to make the tourism industry a major contributor to the socio-economic development of the nation.
National Department for Culture & Art (JKNN) The department falls under the administration of the Ministry of Tourism & Culture (MOTAC) Malaysia and it is responsible in implementing all cultural and arts activities in Malaysia. • • •
Aims to strengthen and widen the cultural and artistic value of the Malaysian society To expand cultural activities to different layers of Malaysian society To provide information regarding Malaysian cultural value to the public and tourist
Public user group (white collars, tourist, local vendors, homeless) around building also presents themselves as the important stakeholders of this project as they are the main users of the building. Some potentially spend most of their active working and leisure hours in it.
PROGRAMME MAINTENANCE ITEMS
FREQUENCY
STRATEGY
Monthly
To ensure the each market stalls has achieved the minimum satisfactory level of cleanliness and organization. To be repaired or replace if necessary
1
Market stalls
2
Marketplace cleanliness
Daily
To ensure that the marketplace has achieved the minimum satisfactory level of cleanliness after daily operation of vendors.
3
Crafting workshop space
Daily
To ensure equipments, tools and materials are organized with assurance to its function and pose no obstruction to users.
4
Crafting tools & equipments
Weekly
To ensure the tools and equipment provided are in good condition and safe to be used by the visitors in workshop for crafting work. Users and management to check and replace broken tools if identified.
5
Culinary workshop equipments
Monthly
To ensure the exhibited pieces can be well kept and long lasting, and stored safely. Monthly cleaning and repairing work to be done for every exhibited pieces.
6
Soup and retail kitchen cleanliness
Weekly
To ensure kitchen is kept clean and organized to achieve its optimal production of food and beverage whilst improving the working experience of social workers and users.
7
Basement parking
Weekly
To ensure basement parking is free of obstruction that will affect the vehicular accessibility.
8
Goods storage space
Daily
To ensure there is sufficient space for the vendors to store their goods without disrupting the visiting experiences of the coming users. Vendors and workers to clear off items once not in use.
9
Central common space
Daily
To ensure it has achieve the minimum satisfactory level of cleanliness and ensure furniture are well aligned and organized for daily usage.
BUILDING & SITE MAINTENANCE ITEMS
FREQUENCY
STRATEGY
1
Pedestrian walkway and pavement
Quarterly
To ensure the tiles and stone pavements are in good condition and safe to be used by the public, no broken tiles or sunken pathway. Specialist to replace the broken tiles and pavement immediately when identified.
2
Landscape and plantation
Fortnightly
To ensure the trees and plantations are watered daily and trimmed and free from garbage. Gardeners to water and take care of condition of the plantations.
3
Building facade
Yearly
4
Basement parking
Monthly
To ensure the building façade is free from damage, vandalism and broken items. Management to control the activities and events held in the building by the users and public, specialist to check on condition of façade and make replacement immediately for the broken ones. To ensure the mechanical ventilation system, autopay machines, entrance and exit points are all in good condition. Technicians to be carry out repair work if found faulty.
5
Transporting appliances
6
Skylight
Monthly
To maintain its cleanliness thus providing clear view whilst checking on any potential leakage.
7
Public marketplace
Monthly
8
Shared refuse area
Daily
To ensure the marketplace is always clean and safe to be used by the public. Vendors and janitors to be carrying out cleaning daily and managed the place properly. Management to carry out spot checking every month and repair immediately if it is in bad condition. To ensure disposals are well kept and hidden from user’s sight and to prevent foul smell from affecting the user’s experience throughout the building
9
Electrical appliances
Yearly
To ensure electrical wirings are in good condition and functioning well, appliances like plug points are available of usage all the time. Technicians to be checking the condition of these appliances yearly.
Quarterly
To ensure all the light fixtures are still functioning, no broken fixture or bulbs so as to provide sufficient mechanical lighting into the interior spaces. Light fixtures condition to be checked and replaced immediately if found broken or not functioning. To ensure the piping systems are in good condition with no leakage or been clogged. Technician to check on condition of piping and to replace immediately if found to be faulty and leaking.
10 Light fixtures
Twice a year
11 Water supply appliances
Yearly
12 Rainwater & Drainage system
Yearly
13 Fire Fighting appliances
Quarterly
To ensure a safe and smooth ride by the users/passengers, condition of machineries are well maintained. Technician to check on lift and lift motor room and to repair immediately if found faulty.
To ensure there is no blockage in the drainage and downpipes so that the excess water from rain can be discharged fully. Specialist to check and replace faulty or leaked pipes immediately if identified. To ensure all fire-fighting appliances are perfectly working and not expired.
RISK IDENTIFICATION PHASE Schematic Design Unclear requirements on market lots dimension given by client.
LIKELIHOOD
SEVERITY
EFFECT
MITIGATION STRATEGY
CONTIGENCY
2/5
3/5
Design requirement by client on opened marketplace does not fulfill authority and by law.
2/5
3/5
Clarification and discussion to be made with client and information to be exchanged to finalize the lots dimension which is sufficient for usage. Architect to negotiate with client on changes to make on design scheme, to provide alternative solutions to the client with the same idea and intention.
Architect/designer to propose the right dimension on their own to client with competent design and planning scheme.
2
3
Unclear instruction given on crafting workshop space activities and equipment size.
3/5
4/5
Proper planning of spaces could not be done by architect as soonest, distribution of program spaces are not competent to move on in producing detailed drawings. Architect needs to spend longer time in refining the drawings and design to fulfill both client’s expectation and also authority requirements, it might causes delay in project. Underutilized and abuse of machinery and tools with addition of unproductive workspace.
Architect to clarify and research on the spatial usage and equipment needed in that particular space with client.
4
Client doesn’t not consider the user’s needs and experience.
2/5
2/5
5
Unclear budget and project duration of each phase given by client.
3/5
4/5
Architect might have further conflicts and miscommunication with client in terms of making final decision on design scheme. Project team and consultants are not aware of the cost baseline, might causes confusion in planning of budget which might lead to over budget in project.
Architect to conduct research and survey regarding interactive strategy to encourage interaction between defined user group Project team and consultants to always clarify and update client on the spending in each phase of project.
Architect/designers to suggest on alternative furniture and equipment needed that perform the same function, to reduce additional costs as soon as possible. Owner/building management to propose more interactive cultural events that brings user groups together. Project manager to monitor and manage the project progression and cost along the way until completion of project to avoid more additional costs due to mistakes made.
3/5
4/5
Project might be off track due to the lack of effort put in by consultants causes the work to not be done up to expectation and doesn’t meet with deadline.
Project manager to monitor, control and manage the work progress and update from all consultants, to hold meeting weekly to keep track of their performances.
3/5
4/5
Possible mistakes made on end product of work phases due to faulty exchange in information, initial instruction given gets misunderstood.
Project manager to hold meeting weekly and gather all consultants to make sure everyone is aware of own and also other’s tasks in each phase of the project.
1
1
2
Design Development Insufficient effort and cooperation given by consultants and specialist in finalizing design and structures. Lack of communication between client and consultants on marketplace design structure and other details proposal.
Architect needs to refine changes on design and drawing which compete both client’s requirement and authorities.
Project manager to recruit new batch of consultants or suggest on alternative ways to work things out faster and easier in a more comfortable environment for all consultants. Mistake related to specific consultants should be responsible of the loss and amend said defect of the building structure, etc.
3
Requirement to make last minute additional seating spaces for central common seating area Contract Documentation Delay of drawing approval from authorities and stakeholders.
3/5
5/5
Possibility that the building might be To allocate more seating spaces for To repurpose the urban living hall as overcrowded with users, causing public usage via passive urban the seating area for multipurpose seating spaces to be insufficient. furniture and integrated curb design. usage to accommodate more users.
3/5
4/5
Low response of contracts and tenders.
2/5
4/5
Delayed installation of preliminary Submit drawings earlier in To proceed with any approved ground and temporary works preparation for delayed approval processes or simultaneous tasks according to gantt chart. Limited option and potentially To post request on any media to Proceed with the most desirable exceeding budget. request addition tender options tender option while revising budget allocation.
3/5
4/5
Lack of proper management in resources, manpower and materials usage. Conflicts and clashes in site works with on-going river of life construction site. Final Completion Improper usage of the common space and marketplace.
3/5
4/5
3/5
3/5
2/5
4/5
2
Lack of acknowledgement by local vendors to the new marketplace.
4/5
5/5
3
Damage and disruption of machinery and tools in the craft workshop
3/5
5/5
1 2
1 2 3
1
Contract Management & Implementation Delay of work due to unforeseen weather and site condition.
Delay overall completion time and To find alternative way of executing To proceed with any approved subsequent operations said task and work processes or simultaneous tasks according to gantt chart. Overworked labour and insufficient To prepare excess building materials Contractor to hire and stock up building materials. and manpower as contingency plan. insufficient building materials whilst reallocating budget. Delay execution of on-site tasks To tally timeline and schedule of To proceed with any approved thus delaying overall completion opposing construction process and processes or simultaneous tasks time. avoid potential clashes. according to gantt chart. It will affect the normal operation of the spaces if not properly used and maintained by the vendors, management and users. The building might be facing difficulty in operation due to the less usage by public and expected vendors. It will cause additional charges to repair and replace the damaged machinery and tools. It might also bring in negative image to the public.
Management to give proper instructions and briefing to all users and visitors so that they are aware of the function of each spaces. The management to promote the usage of the new marketplace to the local vendors nearby so as to attract them to start up business at the new market.
Strengthen surveillance during active period of building operation to prevent improper usage from happening. Building owner/management to propose more events and activities to be held at the marketplace to draw more crowd into the new building and encourage the usage of each spaces. All art work shall to be stored at an Management to take action by assigned room after exhibited and advancing the security and condition security in storage room to be of storage place, to add more CCTV along the exhibition gallery and also installed and monitor. to replace the damaged work immediately.
WORK BREAKDOWN STRUCTURE UNITY COMPLEX