Project Management: Project 2

School of Architecture, Building & Design Project Management (MGT 60403 / MGT 60704) Project 2: Final Project Management Report

Khoo Yung Keat 0324688 Ar. Sateerah

Content 1. Introduction of Project 1.1 Introduction 1.2 Objectives 1.3 Project Goals 1.4 Proposed Programme 1.4 Clients 1.5 Stakeholders Internal Stakeholders External Stakeholders End User Team Member 2. Site Information 2.1 Site Introduction 2.2 P.E.S.T.L.E Analysis 2.3 S.W.O.T Analysis 3. Project Suitability and Viability 3.1 Contextual Response 3.2 Programme Response 3.3 Economic Feasibility 3.4 Schematic Design 4. Procurement Method 4.1 Traditional Procurement Method 4.2 Organization Structure 5. Resource Planning 6. Risk Analysis 7. Maintenance Strategy 8. Project Deliverability 8.1 Success Criteria 8.2 Work Breakdown Structure 8.3.Gantt Chart

1.0 Introduction of Project

1.4 Proposed Programmes

1.1 Project Introduction Muar is rich in art and craft culture. Lion dance is one of the famous art culture and it was renowned by the Muarians. So, what makes them so well renowned? With the hardships and spirit of the lion dance troupe (Kun Seng Keng Lion Dance Troupe), they able to maintain the world champion title since the association was formed in 1988. A world champion statue for the lion dance troupe were craved and placed at Jalan Bentayan as a symbol of Muar is the city of lion king. But, did anyone ever notice about the landmark? Hence, the Cultural and Innovation Centre intent to promote lion dance culture.

Lion Dance Performance A showcase of one of the cultural performances in Muar provides a sense of curiosity to the visitor and Muar’s community to learn the dance.

1.2 Objective The Cultural and Innovation Centre will serve as the Muar City’s cultural landmark and public activity centre. The project calls for a design that adhere to main criteria, appreciation of city/town’s culture and innovativeness; exhibit the ingenuity and craftsmanship of the people and teach visitors and the younger about what they need to know about the city.

1.3 Project Goal

Crafts Workshops A variety of Lion dance equipments workshop are proposed as an opportunity for people to participate in lesson to get hands on experience on making lion head, costumes etc.

The project shall also look into the terms of its goals to identify the intended achievements.

Short Term: To provide new public and activity centre to keep people stay instead of going other nearby cities for nightlife.

Long Term: To establish a new node showcasing the culture, tradition and creative work of the people of Muar.

Future Term: Possibly create an iconic image - a Cultural and Innovation Centre that as a new landmark and ‘image’ of the city.

Training classes A variety of Lion dance training class are proposed as an opportunity for people to participate for them to understand more about the meaning of each action perform from the lion dance.

1.5 Project Client The project client being the main stakeholder as the one who pays the architect and project manager would be:

Project Team Architect: YK Architects Landscape Architect: Seksan Design Sdn Bhd C&S Engineer: Datum Ac Engineering Consultant, TYL Perunding Sdn Bhd M&E Engineer: Syterra Consult Sdn Bhd Quantity Surveyor: MQS Consult

International Kun Seng Keng Lion & Dragon Dance Alliance

GBI Consultant: Green Building Innovation and Services Contractor: CNH Construction (M) Sdn Bhd

International Kun Seng Keng Lion & Dragon Dance Alliance is a association to promote the dragon and lion dance sport and to unite everyone of the same objective. They are the client for the respective project.

1.6 Stakeholders Internal Stakeholders

International Kun Seng Keng Lion & Dragon Dance Alliance Key stakeholder for the respective project.

End Users (Internal): -

Administrative Workers

-

Lion Dance Troupe

-

Facilities Managers

-

Workshop Workers

-

Retail / Business Traders

-

Janitors

1.6 Stakeholders Department of Water Supply (JBA)

External Stakeholders

Responsible for supplying water to the building.

Jabatan Kawalan Bangunan (MPM) In charge of Building Plan approval.

Majlis Perbandaran Muar (MPM)

Ministry of Tourism, Arts and Culture (MOTAC)

The land is owned by the Majlis Perbandaran Muar (MPM). Ministry of Tourism, Arts and Culture (MOTAC) collaborate with the authority to ensure the project run smoothly. Therefore, they are the main important regulatory stakeholder within the project.

Malaysian (JKR)

Public

Works

Indah Water Konsortium (IKW) Responsible for sewerage and drainage system.

Energy Commission

Department

Responsible for any construction maintenance of public infrastructure.

Responsible for supplying electricity to the building.

and

End Users (External): Fire and Rescue Department Malaysia (Bomba) Responsible for building’s compliance to fire safety.

-

Locals

-

Students

-

Tourists

-

Neighbouring Communities (Shop Owners)

2.0 The Site

2.2 P.E.S.T.L.E Analysis Political

2.1 Site Introduction

The site would be under the supervision and governed by the the local authority, Majlis Perbandaran Muar (MPM) and Ministry of Tourism, Arts and Culture as the location itself is rich cultural heritage site. Whereas collaborations with the ministers may provide advantages to alleviate certain regulation and policies for a positive project outcome.

Economical Muar’s main attraction as a location for business is its low economy.

Over the past time, economic growth has been constantly decelerate.

This rate of growth has lead to a decreasing in consumer’s income, causing migration of business. Whereas, a new node establishes sustainability to the place as possible income boost to the city of Muar.

Social The mixture of religions in Muar gives rise to a large number of religious celebrations. The cultural differences mean that businesses entering Muar will have to adapt their products and business practices to suit the needs of the population. However, the lack of prominent public and activity centre, which will keep people to stay instead of driving to nearby cities for nightlife.

Technology

The site sits between Jalan Maharani & Jalan Abdullah, and opposite to bus terminal in Muar. The site consists of 4 shophouses, 3 office blocks and a new bazaar building with a pedestrian bridge connected from the bus terminal to the site. The total site area is 3019 sqm .

Muar is still need to develop its technology to enable it to compete in international markets. However, the progression is currently slow whereby the project is vital in proposing an innovative scheme to create a progressive awareness.

2.2 P.E.S.T.L.E Analysis

2.3 S.W.O.T Analysis

Legal

Strength

The site would be compliant to local authority (MPM) which is required to have a setback of 6.096 meters with additional of 2 meters for the frontage of the building and 6.096 meters for side and back from site boundary line. Uniform Building By-Law (UBBL) to be compliant for fire regulations and Malaysia Standard (MS:1184) to be compliant for OKU users.

Environmental Traditional shophouses typology around the site, which is designed to adopt passive strategies design. Energy efficiency and environmental strategies will be looking into it to archive the standard of GBI. Consideration to be taken, such as flooding will be occured during low tide season. Congested traffic between the double frontage generates both air pollution and unpleasant smell.

-

Robustness of activities Good walkability Public transport accessibility by the pedestrian bridge

Weakness Non-disabled friendly Noise pollution due to congested traffic Lack of variety of user group Hygiene issues Opportunity Diverse user group Corner lot as strategic location at Jalan Maharani Business and entrepreneur Threat Heavy traffic flow Disappearance of local communities whereby replacing the context of communities with migrant workers in the area as new locals

3.0 Project Suitability & Viability Site Analysis were conducted and evaluated to understand the context of the site.

3.1 Contextual Response The design of the built form takes into consideration of the hierarchy of neighbouring context of shophouses of the busy street for both Jalan Maharani and Jalan Abdullah. As it is situated at the corner lot, the building faรงade is more focusing on the three faces that facing to the pedestrian bridge of Jalan Maharani, then to street of Jalan Abdullah and to the circulation path for both the side alley and pedestrianised walkway.

By programmatically responded to the shophouse, the ground floor will be a public sector for lion dance performance, first floor will be workshops for understanding of lion dance, whereas, third floor will be a training space for lion dance training.

3.2 Programme Response The programme of the project would be focus on the rich culture of Muar. Lion dance is one of the famous art culture and it was renowned by the Muarians. The famous dance troupe, KSK Lion Dance Troupe has been a world champion since the association was formed in 1988.

Targeted students, locals and tourists, in order to let them understand more about the lion dance culture Muar, the Cultural and Innovation Centre takes this opportunity to promote lion dance by providing programmes related to lion dance.

3.3 Schedule of Spaces Basement Lift Lobby Car Bay Fire Staircases Tank Room Fan Room Electric Room MDF Room

394m2 18m2 200m2 36m2 43m2 62m2 22m2 13m2

Ground FLoor Chinese Calligraphy space Performing Stage Changing Room Cafe Collaborative Market Refuse Chamber Storage Management Office Mural Art Walkway Drum Training Space Fire Staircases Washroom M&E

880.05m2 52m2 193m2 52m2 139m2 168m2 4m2 17.5m2 26m2 84m2 44m2 36m2 62m2 2.55m2

First Floor Accommodation Lion Head Making Workshop Gallery M&E Washroom Drum Making Workshop Drum Storage Fire Staircase

643.55m2 80m2 168m2 99m2 2.55m2 62m2 159m2 37m2 36m2

Second Floor Storage Drum Training Space Lion Dance Training space Martial Art Training Space Changing Room Outdoor Training Space Washroom M&E Total Area: 2682.75

765.15m2 46m2 86m2 339m2 72m2 30m2 173m2 17.5m2 1.65m2

3.4 Cost Estimation Total construction cost = Total floor area x Estimated pricing Assuming RM200 = 1 sqft, 1sqm = 10.764 sqft Building Cost (Exclude Car Park) 2288.75 sqm x 10.764 = 24636.11 sqft 24636.11 sqft x RM200 = RM4,927,222.00 Basement Parking Cost 394 sqm x 10.764 = 4241.02 sqft 4241.02 x RM 250 = Rm1,060,255.00 Other Construction Cost Landscape = RM 50,000.00 Green Vegetation = RM 100,000.00 Public Spaces = RM 88,000.00 Facade = RM 350,000.00 Total = RM 588,000.00 Direct Expenses Cost Construction Supervision Fee = RM 100,000.00 Consultant Fee (15% Building Cost) = RM 739,083.30 Labour Cost (Estimated 200 Workers, RM 2500/month, 24 months): RM 12,000,000.00 Traveling Expenses = RM 80,000.00 Insurance = RM 40,000.00 Field Measurement = RM 35,000.00 Transportation = RM 20,000.00 Total: RM 13,014,083.30 Grand Total Estimated Cost: RM 19,589,560.30

4.0 Procurement Method 4.1 Procurement Method The project will adapt the traditional approach of procurement whereby consultants are appointed for design and cost control, and contractors that are responsible for carrying out the works. The traditional method would appoint the contractor by competitive tendering, whereby increasing the contractors’ accountability, as well as competitive equity as all tendering contractor bid on the same basis.

The tender process would be carried out by selective tender as the respective design requires a good workmanship, and price certainty as the building is much complicated with various construction element to be built upon the site. However, the consultants would be required to communicate well with the constructor regarding the project as they are not appointed during the design stage.

Lump Sum Contract 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 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.

4.2 Organization Structure Client / Developer (International Kun Seng Keng Lion & Dragon Dance Alliance)

Land Owner (MPM)

Design Team

Construction Team

Project Architect (YK Architects)

Main Contractor (CNH Construction (M) Sdn Bhd)

M&E Engineer (Syterra Consult Sdn Bhd)

Sub-contractor

Quantity Surveyor (MQS Consult)

Facade Specialist

Civil Engineer (Datum AC Engineering Consultant)

Site Agent

Landscape Architect (Seksan Design Sdn Bhd)

Material Supplier

Structural Engineer (TYL Perunding Sdn Bhd)

Equipment Supplier

GBI Consultant (GBI Green Building Innovation and Services)

Contractual Link Information Exchange

5.0 Resource Planning Phase

Resource Competencies

Task

Project Architect

Sketch Proposals, Project Planning

Submission of Concept Sketch Design Proposal, Preliminary estimation of cost, Project Life Cycle and timeline planning.

Landscape Architect

Urban Planning

Design Proposal for Landscaping in Urban Settings.

GBI Consultant

GBI Design Planning

Propose Passive and Sustainable Strategies.

Project Architect

BIM, Gantt Chart, WBS, Detailed Project Planning

Develop a detail design to work along with other consultants.

Facade Specialist

Shading Device, Cladding Expertise

Develop detailed facade design, working along with GBI Consultant on green building strategies.

Mechanical and Electrical Engineer

Tender Drawings

Prepare tender drawings for mechanical and electrical works.

Civil and Structural Engineer

Tender Drawings

Prepare tender structural works.

Contract Documentation

Quantity Surveyor

Bills of Quantities, Cost Control Documents, Contract Administration

Determining Project Budget by lump sum contract, measuring project quantities, administrating and prepare Contract Documentation and Certification of Award.

Construction Phase

Site Agent

Construction Management

Liaise with Main Contractor to overview the whole construction progress, Site Supervision.

Project Supervisor (Architectural, M&E, C&S)

Multi Layered Management

Schematic Design

Design Development

Key Personnel

Environment

Design

Thematic

drawings

for

infrastructure

and

To supervise the construction activities, ensuring the work done is compliant according to the given specification and architects instruction

6.0 Risk Analysis & Mitigation Strategy Phase Design Phase

Construction Phase

Building Operation & Maintenance

Type of Risk

Impact

Mitigation Strategy

Contingency Plan

Design Proposal does not meet with client’s requirements

Multiple amendments in design affects other factors and consideration

Conduct frequent meeting with client to ensure its requirement and negotiation

Provide multiple proposal as options to satisfy client’s need

Building Plan Approval Delay

Failure to proceed to construction stage

Identify the issues, rectifying the drawings for resubmission

Revise drawings to ensure submitting drawings are according to UBBL and MPM regulations

Miscommunication among Project Team and Consultants

Misinterpreted information and unidentified scope of work will affect the work efficiency

Weekly meetings with Project Teams and Consultants to ensure smooth project flows

Actively involved in meetings, making sure each Project Team and Consultant are well informed through

Stolen Building Materials

Stolen building materials which affects the estimated budget

Increase site securities and check around the perimeter for signs of security breach

Building materials to be well packed and locked away and make sure site is well secured and supervised

Labourer’s inappropriate handling of materials

Increase estimated cost, quality may be affected

Site meetings to clarify installation method and handling

Simpler way to install built materials for fast construction and consistent work qualities

Absenteeism

Delay in construction

Giving warning and notice

Measure every worker’s work by task using Key Performance Index

Target User Group not utilizing the building

Operation of building might cease due to lack of interest

To carry out different activities and event to attract crowds to the building

Proper planning and marketing strategy regarding the buildings programme must be done prior

Poor Maintenance

Objective of programme would fail, creates negative impressions on the building

Carry out regular maintenance systems and create schedule to maintain qualitative spaces

Monitor and ensure schedules are created to enforced

work

on its proper

7.0 Maintenance Strategy 7.1 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

Cafe & Kitchen

Daily

-

Ensure the cleanliness of the eating area for hygiene purpose Ensure the preparation of food is up to standard

Toilets & General Cleanliness

Daily

-

All spaces should be cleaned daily to ensure the cleanliness of the space and comfort the users

Furniture (Workshops, Seating Area)

Quarterly

-

Ensure the furniture are well maintained and cleaned from time to time and replace the broken furniture

Information Centre & Gallery

Monthly

-

Exhibits panels 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

7.2 Building & Site Maintenance Elements

Frequency

Strategy

Service & Maintenance Lifts

Annually

-

Inspection to be carry out by specialist to ensure smooth and safe operating condition

Sanitary & Piping System (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

-

Ensure electrical wirings are in good condition, inspections to be carried out by technicians yearly

Electrical Appliances

Annually

7.2 Building & Site Maintenance Elements

Frequency

Strategy

Lighting Fixtures

Quarterly

-

To ensure all the light fixtures are working well and replace bulbs when necessary

Rainwater & Drainage System

Annually

-

Ensure there’s no blockage in the drainage and downpipes so that the excess water from the rain can be fully discharged

Architectural & Building Maintenance Glass Windows & Storefront Glazing

Weekly

-

Cleaning job carry out regularly to ensure cleanliness and good indoor environment

Steel Structural System

Annually

-

Checks on structural system should be done to prevent surface deterioration from rust and corrosion. Structural integrity may be at risk if not checked properly by a specialist

Wooden Doors & Fixtures

Annually

-

Termite infestation to prevent damage to consumer’s important collaterals and further damage that may spread to entire building

8.0 Project Deliverability

Cost -

The total estimated cost of the project would be RM 19,589,560.30, where the project required to be covered within the estimated budget.

1.

Selected materials to be considered in terms of sustainability, durability and quality.

Monitoring and tracking during the construction phase is important to avoid additional cost.

Cost should be controlled with a proper fee structure in the early stage of planning.

8.1 Success Criteria The success criteria would be measured based on the triple constraints, which are time, cost and scope of the project which contributes to the overall quality that has been produced.

2.

3.

Scope -

The project requires the coordination of project team and contractor through meetings and communicating. This would ensure proper expectation and clarification of each roles and responsibilities for all members. Work Breakdown Structure and Gantt Chart would be used to list out every task and activities to gain an overview of the project.

1.

2.

WBS to define and control the project scope.

The duration of the work would be visualized using Gantt Chart.

Meetings would be conducted periodically for updates.

Time -

1.

2.

3.

4.

The time frame for the project will be 24 months where the project will be starting on August 2019 and expected to complete by August 2021. The amount of time will be dependent upon the work and amount of deliverable that is required for the project to be completed.

Proper work schedule must be well established.

Progress of work must be well monitored and tracked.

Project Architect’s communication is important to main well efficient work flow.

Risk and Resource Planning must be well-sought out to save time.

3.

For this project, the most important outcome is the time and scope of the project as this is a public building needed to fulfill the objectives of the project.

8.2 Work Breakdown Structure Muar Culture and Innovation Centre

Pre Tender Phase

1. Schematic Design Phase 1.1 Design requirement briefing 1.2 Preliminary conceptual design 1.3 Preliminary budgeting 1.4 Submission for planning approval 1.5 Obtain client’s approval

Post Tender Phase

2. Design Development Phase

3. Contract Documentation Phase

4. Contract Implementation Phase

5. Final Completion Phase

2.1 Detailed building plan design 2.2 Detailed project budget and cost 2.3 Project planning and implementation schedule 2.4 Local authority submission for building approval 2.5Obtain client’s approval

3.1 Finalized detailed drawings 3.2 Preparation of bill of quantities 3.3 Tender documentation 3.4 Call for tender 3.5 Tender evaluation 3.6 Award selected contractor 3.7 Formalizing contract by signing and stamp the contract

4.1 Managing building contract 4.2 Resources and labour planning 4.3 Work inspections

5.1 Final cleaning and inspection 5.2 Issuance of CCC 5.3 Certified as-built drawings 5.4 Preparation of final accounts for the contract 5.5 Handing over

4.4 Construction Phase 4.4.1 Pre-construction 4.4.1.1 Site planning clearing 4.4.4.2 Hoarding

and

4.4.2 Substructure 4.4.2.1 Planning for foundation 4.4.2.2 Basement 4.4.3 Superstructure 4.4.3.1 RC column, slab and beam 4.4.3.2 Walls 4.4.3.3 Staircase 4.4.4 Roofing 4.4.4.1 Formwork 4.4.4.2 Concrete spraying 4.4.5 M&E Services 4.4.6 Fitting and Finishing 4.4.7 Landscape Planning