Project Management Documentation: Medium-Sized Project

(MGT60403 / ARC3614)

DOCUMENTATION OF A MEDIUM-SIZED PROJECT:

ART EXPRESSION AND PERFORMANCE TRAINING CENTRE

TAMAN TASIK TITIWANGSA, KUALA LUMPUR

NAME: LIM JOE ONNID: 0318679

TUTOR: AR SATEERAH HASSAN

01 PROJECT INTRODUCTION

02 SITE INTRODUCTION

03 PROJECT VIABILITY

04 DESIGN STRATEGY

05 PROJECT PROCUREMENT

06 RESOURCE PLANNING

07 MAINTENANCE STRATEGY

08 RISK ANALYSIS

09 WORK BREAKDOWN STRUCTURE

10 GANTT CHART

00 CONTENTS

01 PROJECT INTRODUCTION

In conjunction with the 2020 Kuala Lumpur Masterplan, 2020 Kuala Lumpur Structure Plan, VisitMalaysia tourism campaign, Human Capital Development and River of Life projects initiated bythe Malaysian government and related authorities, Kuala Lumpur City Hall (DBKL) hascommissioned this project in collaboration with the Malaysian Ministry of Education (MOE) andthe Ministry of Tourism and Culture Malaysia (MOTAC) on a site next to Jalan Tembeling nearTitiwangsa Lake.

DESIGN OBJECTIVE:

The building will be a social program where students have the opportunity to tackle various fieldsof art in a fun way based on the aspiration of being trained to perform better in society. Thiscould be achieved by blurring the boundaries and bridging the gap between the neighbouringarts hub that consists of Palace of Culture and National Visual Arts Gallery as well as variousschools that are present in the area. It facilitates learning as something fun rather thansomething compulsory, advocating creative and critical thinking and develop kids as wellrounded individuals.

The approach to the design is conceived as a result of the need to fit the theme of ‘SustainingHumanities’, which aids in the nation’s effort to overcome Challenge 9 in achieving Vision 2020:Establishing a prosperous society with an economy that is fully competitive, dynamic, robust andresilient by training holistic individuals contributive to society.

STAKEHOLDERS:

INTERNAL

DBKL, MOTAC, MOE, Federal Government of Malaysia, Lim Joe Onn Architects, VSL Engineering, Patrick Blanc Landscapes, Hadid M&E Engineering, JV Interior Design, Unitech QS Consultancy

EXTERNAL

Titiwangsa Lake, students in adjacent primary and secondary schools, boarding school residents, residents near Titiwangsa Lake Gardens, park users, existing environment, significant floral elements, vehicle drivers on Jalan Tembeling

ESTIMATED CONSTRUCTION TIME: 2 years

School children

People knowledgeable in

the fields of various arts

Diagram showing the main design intention of the project:

Logo of the Vision 2020 project that aims to improve Malaysia’scitizens by implementing improvements to education so that theyare of high quality and relevant to current needs:

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Image of the site with Palace of Culture as its backdrop:

Plan drawing of the site:

Taman Tasik Titiwangsa is within the boundaries of Kuala Lumpur federal Territory surrounding alake that was a former tin mine. It was renovated in the 1980s to become a recreational park thatcaters the needs of the local community. The glorious skyline of Central Kuala Lumpur can beseen from the site.

SITE SITUATION:

As of November 2017, the site is currently a vacant governmental land property which isovergrown and yet to be cleared. The office of the Palace of Culture is to the site’s East;Titiwangsa Lake and Jalan Tembeling is situated to the site’s North; The Palace of Culture to itsSouth while a carpark is located at its West. Various schools and institutes such as SK JalanKuantan 1 and SMK Puteri Titiwangsa are situated within a 500 meter radius from the site’svicinity. The site is now completely sealed off from public to avoid any trespassers.

SWOT ANALYSIS:

STRENGTHS

The site is at a close proximity to art related buildings and educational facilities, justifying itsposition for a new performance training centre. Greenery is abundant, making it a catalyst forhigh frequency of human activity, thus providing great future development potential. It also hasgood access to public transportation network (new MRT Station under construction).

WEAKNESSES

Traffic circulation is severely limited due to Jalan Tembeling’s one-way traffic. The site is alsoprone to vandalism. Besides, the building to be built on site will have a strong effect towards theresultant city skyline.

OPPORTUNITIES

It has a potential as a new landmark and tourist destination as well as the potential to uncoverthe talents of young bloods in the field of arts by amplifying the healthy existing site programmes.

THREATS

Illegal parking by motor vehicles may effect access to the site. Future development ofneighbouring lands are unrestricted.


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PESTLE ANALYSIS:


POLITICAL

The site is situated within the Taman Tasik Titiwangsa neighbourhood, which is under the jurisdiction of the Kuala Lumpur City Hall. The arts hub, which consists of the

National Art Gallery, National Library and Palace of Culture is located near to the site. This fits with the Kuala Lumpur City Hall’s zoning of it being a place of human culture

and artistic development in response to the high concentration of educational institutions in the area. In the Kuala Lumpur Structure Plan for 2020, the authority designated

the site as a place for cultural and educational development. As such, the programme of this building adheres to urban planning directed by the Kuala Lumpur City Hall.

The building designed should be sensitive to all ethnic and religious groups present in the diverse community of Kuala Lumpur together in the larger context of Malaysia.

This could be achieved by not invoking any political, sexual or religious attributes in the proposal yet remaining its liberal and creative character to attract the intended

young crowd.

Titiwangsa Lake is also part of the Seventh Precint in the River of Life project commenced by the Malaysian federal government, which aims to clean and beautify the

waterfront, making them more visually appealing and welcoming to tourists.

ECONOMICAL

Tourism is the main economical factor. Titiwangsa Lake itself is already a tourist destination and the new MRT station scheduled to complete in 2018 is expected to unleash

its economical potential by drastically increasing the amount of tourists arriving in this area. This generates revenue from food, culture and craft. The close proximity to

other cultural centres also attracts a more artistic oriented crowd to the site. Thus, masterpieces created within the building has the potential to be readily marketed to the

public.

SOCIOLOGICAL

Despite that educational institutes and art related amenities within the arts hub are at close proximity, these two elements barely interact with one another. This is a shame

as expertise and skills from talented experienced individuals are not exposed and continued to the young. The building will initiate an impact sociologically to the

community by being the catalyst of this meaningful interaction. Students make up the major social group as they utilize the park for extra-curricular activities. The new

building will function as an extension of the park for the students as a place to conduct extra-curricular activities with the tutelage of people with skills in various art forms

from the arts hub or public transportation. The area is made up of a diverse multiracial community that utilizes the park for recreational purposes and thus, the vision of an

integrated society could be fulfilled with the new building as a centre point.

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TECHNOLOGICAL

Using Building Information Modelling and Industrialized Building Systems, the new building could be constructed rapidly with high efficiency. The utilization of these

technological advancements enables the management team to identify issues and obstructions throughout the construction phase.

LEGAL

Strong building setback laws are implemented onto the site as per required by DBKL. An 8 meter setback is designated from all sides of the site boundary for the Ground

Floor. The maximum amount of basement levels is 3 floors while the building should not exceed 5 levels in height. At least 20 parking slots for cars are to be provided.

ENVIRONMENT

The site is blessed with good shading by ample vegetation. Therefore, the project should preserve as much existing plants and trees as possible to mitigate any harm caused

by the built environment. The site is placed horizontally, which is optimum as heat received by the building from the Western sun during the afternoon is low. Views

towards the magnificent Palace of Culture to the South and the tranquil lake to the North may influence the key features of the building in terms of spatial arrangement.

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To ensure the good quality of the project delivered

To provide the clients the best service by handling all parties involved in the project smoothly and transparently

To fulfil the given brief and requirements of the clients and authorities

To ensure smooth management of the project

To reduce risks and threats of the project throughout its commencement

To ensure that the project is delivered on time within the given budget

To breakdown and distribute the work structure for all stakeholders to fulfil their respective duties and goals

PROJECT OBJECTIVES:

SUCCESS CRITERIA:

QUALITY

The final product should meet the demands of the clients, putting the satisfaction of stakeholders and customers at high priority yet completed within the set timeframe

and given budget. The Work Breakdown Structure will play a vital role in ensuring the smoothness of the project’s execution. Time should be allocated for process

improvement to ensure that characteristics of the building such as spatial arrangement and material selection to be of top notch quality. Good workmanship of the building

has to be guaranteed and the project should achieve its intended functions.

TIME

The duration of the whole project should not exceed 24 months starting from January 2018 to January 2020. The building is iconic as the nation embarks into a new phase

of becoming more developed in the year 2020, hence, must be completed before Malaysia’s National Day on that particular year. The project will be carried out according

to the Gantt Chart with minimal delay. Certificate of Completion and Compliance (CCC) should be received no later than December 2019.

COST

A budget of RM 5 million is given, fully funded by the federal government of Malaysia indirectly via DBKL, encompassing both pre-construction and construction costs. Close

monitoring and accurate estimations of costs are to be done to prevent money wastage.

All 3 success criterion are to be balanced and achieved by the project management team.

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Kuala Lumpur City Hall (DBKL)

CLIENT PROFILE AND ROLES:

DBKL is the main client of this project. Its administrative board initiated the idea of building a Art Expression and Performance

Training Centre in response to the government’s grand schemes of developing the country. The project is part of DBKL’s aim to speed

up the implementation of Kuala Lumpur as a leading world class city.

The role of DBKL is to provide the project team on-site information, legal rules and regulatory guidance of the proposed building. An

annual budget of RM 2.72 billion was advocated by DBKL in providing urban services and governance for the prosperity of the city.

RM 5 million will be allocated for this project.

Three major stakeholders are involved in this project. The project is the brainchild of the collaboration between various

authoritative bodies.

Ministry of Tourism and Culture

(MOTAC) The role of MOTAC is to provide suggestions on how the building can be designed in a way that strengthens, conserves and preserves

national arts. The committee will consult on the capabilities of the project to drive the tourism and arts sectors as the catalyst for a

sustainable socioeconomic growth. MOTAC will also provide guidelines on how the building can be designed to fit its criteria and

plans for the region of Titiwangsa Lake Gardens.

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Ministry of Education (MOE)

MOE upholds the mission of developing individuals to their full potential, eventually fulfilling the aspirations of the nation. Being the

pioneer of education in Malaysia, MOE functions as a key consultant of the building project by suggesting methods on how educative

programs can be carried out in the building’s design.

MAJOR PROJECT CONSULTANTS AND ROLES:

LJLim Joe Onn Architect

Being the lead project manager, Lim Joe Onn Architect firm understands the client’s demands and handles the planning, designing

and review of the building project. The firm oversees every aspect of the proposed work by coordinating all specialist consultants and

absorbing the stress met by clients. Basic services such as schematic design, design development, contract documentation and

management are to be done by the firm.

VSL Engineering

VSL Engineering looks after the design, specifications and integrity of the building structure based on Lim Joe Onn Architect’s

drawings. The company also monitors works related to structure on site. They liaise with DBKL on civil and structural approval of the

building.

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Patrick Blanc Landscape DesignThis company is in charge of landscape design, preparing landscape tender documents and contract documents to negotiate with

authorities such as the client, DBKL on landscape matters.

Hadid M&E Engineering

Hadid Engineering provides mechanical and electrical appliance services to the project. The company is in charge of monitoring

mechanical and electrical works on site, ensuring that the specifications are achieved.

JV Interior Design

JV Interior Design looks after the interior design works of the building, which includes internal finishes, carpentry works and furniture

selection.

Unitech QS Consultancy

.Unitech QS Consultancy prepares construction cost estimates and looks after contractual issues of the building project. Documents

such as Bill of Quantities and payment papers of the project are prepared by the consultancy.

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04 DESIGN STRATEGY

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The design of the building is derivedfrom bubble diagrams that arrangevolumes into spaces with specificfunctions, collaborative spaces andpublic spaces where exhibitscreated in the centre are displayedto pedestrians.

Private spaces are placed in higherelevations while public and noisierspaces are located at a lowerelevation near the main walkway.

The centre’s design intention is togather and nurture young minds wherenew ideas can be sparked and sharedwith peers.

A vibrant space bustling with activityon a site with high potential is able toattract a substantial crowd.

Visual and spatial interactivity are to beexplored by the designers lead by LimJoe Onn Architect firm and discussedupon in further meetings. The aim is tomake the centre more functional,visually appealing and user-friendly.The design will be brainstormed basedon the experience of the users and theanticipated crowd response.

In terms of environmental response,the centre is designed to decreasesunlight gain from the West. A centralcourtyard allows hot air to be removedfrom the site’s interior areas.

Valuable vantage points to the Palaceof Culture to the South are to beconsidered in its design.

05 PROJECT PROCUREMENT

Procurement is the process of purchasing goods or services in a project. There are several types of routes which can be implemented for procurement while in this project,

the ‘Traditional Contract’ method (also called the ‘Design Bid Build’ method) is used, typical of many government funded projects.

The client first appoints consultants to design the project in detail. Tender documentation which includes drawings and work schedules are to be prepared by consultants.

These consultants include:

• Architecture firm

• Civil and structural engineering company

• Mechanical and electrical engineering company

• Landscape design firm

• Interior design firm

• Quantity surveyor

The building’s design will be fully developed before contractors are appointed. The tender documentation process identifies product requirements and potential sources.

Next, contractors are invited to submit tenders for the construction on a competitive single-stage basis for consultants to evaluate. Contractors are judged based on their

range of services, submitted work programme and price offered. Interviews are conducted for the consultants to determine which contractors to award the contract to.

Result of tenders are submitted to the client in a report format for the client’s approval. Agreements are made when the contractors are chosen and the contracts are

formalized with Lim Joe Onn Architect appointed to administer the contract on behalf of the client.

In this case, the contracts are lump-sum contracts, being defined as a fixed price contract where contractors undertake to be responsible for executing the complete

contract work for a stated total sum of money. The payments to the contractors are made in regular instalments, providing contractors a steady cash flow.

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06 RESOURCE PLANNING

Firstly, the resources are determined. These resources include:

• Human resources

• Products and materials

• Construction plant, tools and equipment

• Space and facilities such as office space while project is ongoing

• Subcontractors

• Utilities and electricity

Resource management requires the following:

• Access to up-to-date project plan with clear definition of different phases of work and activity scheduling

• Understanding the types of resources required

• Understanding the availability and optimum utilization of resources

• The ability to redeploy resources if works needed has to be accelerated

Resource levelling is used as a technique in this construction project when planning resources. The demand for limited resources is accommodated by adjusting the project

programme. It is used to analyze large variations in resource usage that can occur over time.

Project scheduling may involve resource smoothing, which is an assessment technique where the priority is the constraint of time rather than resources. It can be utilized to

determine alternatives to complete the work by the required deadline whilst minimizing inefficiencies in resources. In this case, Critical Path Analysis, Fast-track

Construction and Project Crashing techniques can be used.

Both the Gantt Chart and Work Breakdown Structure play vital roles in resource planning as both time and cost are heavy constraints. Project management software is

applied to ease the job of the management team. Regular weekly meetings of consultants are conducted to evaluate the plans executed and the output of the resources.

Alternatives to resource allocation may be identified and discussed during the meeting to determine solutions to existing issues of the ongoing project.

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Elements Frequency Strategy

Artist Residency Daily To ensure the guests are comfortable in a clean and hygienic environment with housekeeping done after occupant check out or upon request. Furniture in rooms are to be determined if they are in good condition.

Arts and Craft Studios

Daily Various paper craft and painting activities are conducted in these spaces. Thus, sweeping should be done an a daily basis at 8pm. Users are advised to keep the studios clean and tidy as soon as they are done using the space.

Audio and Lighting Monthly Acoustic equipment in music rooms are to be checked regularly and be repaired if necessary.

Central Courtyard Weekly Fallen leaves are to be swept away weekly. Water features to be checked and cleaned to make sure that contaminants are removed. Water pumping mechanisms to be fixed if damaged.

Reception Office Daily Documents and pamphlets to be arranged daily to avoid mess.

Books and Displays on Shelves

Daily Books and displayed materials are to be arranged and maintained in good condition.

Camera and Video-Making Equipment

Daily Condition of cameras and apparatus in video studios are to be checked daily and repaired if necessary.

Musical Instruments

Daily Condition of musical instruments are to be checked daily and repaired if necessary.

Roof Garden Weekly Fallen leaves are to be swept away weekly.

Storage Rooms Weekly Stored equipment, material and furniture are to be cleaned and arranged regularly.

PROGRAMME MAINTENANCE:

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Elements Frequency Strategy

Green Façade Monthly The building is designed with a vertical green façade that uses grid railing and planter boxes. Trimming is to be done if overgrowth occurs. Organic fertilizer are to be added into the planter boxes. Irrigation systems are checked monthly and repaired if necessary.

Internal Walls Annually Walls are to be painted and cleaned yearly in white to maintain good aesthetics of the building interior.

Air Conditioning Annually Split-unit air conditioning systems are installed on certain enclosed rooms such as the reception office and dorms, requiring regular maintenance and cleaning.

Lifts Annually Specialists conduct inspections to ensure that the lift systems are properly functioning.

Piping, Sanitary and Utilities

Twice a Year

Plumbing facilities and piping are inspected to make sure malfunctions do not happen. Units are repaired if necessary.

Lighting andElectrical Equipment

Twice a Year

Inspections are to be done to ensure that all equipment are fully functional. Units are repaired if necessary.

Vegetation Twice a Week

Potted plants, trees and bushes require regular watering and trimming. Soil is inspected to ensure its healthiness.

Glass Windows Once a Month

Glass windows are cleaned every month.

Indoor Furniture Once a Week

Furniture are cleaned and inspected to ensure safe use of public. Units are repaired or replaced if damaged.

Overall Building Cleanliness

Daily Employees serve their duty by ensuring that all spaces in the building are well maintained and clean for public use. Garbage from bins in the building are disposed to the large garbage bin at the refuse area daily.


BUILDING MAINTENANCE:

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08 RISK ANALYSIS

Risk Likelihood Severity Effect Mitigation Strategy Contingency

Unclear specifications by client regarding design brief

1/5 3/5 Confusion in schematic design. Conduct a meeting with clients and consultants to brainstorm on a clear set of project goals.

Provide multiple design options for the client to choose from.

Design proposal not approved by client

2/5 3/5 Constant amendments on the project proposal.

Take the client’s requirements into utmost consideration and negotiate when necessary.

Provide multiple design options for the client to choose from.

Client is indecisive and keeps changing design scheme

2/5 3/5 Constant amendments on the project proposal and inability to proceed into construction phase.

Set a specific time frame on when to halt amendments to the design scheme.

Project manager has to make sure that the client is aware of the project schedule and progress.

Preliminary drawings not approved by authority

1/5 4/5 Constant amendments on the project proposal and inability to proceed into construction phase.

The client itself, DBKL is the authority giving the construction permission. Regular and frequent meetings can mitigate this risk as the client can comment on both schematic design and regulatory requirements.

Revise preliminary drawings thoroughly and make amendments when necessary to meet DBKL’s requirements.

SCHEMATIC DESIGN:


Failure to obtain Form B (building construction permit) approval

1/5 5/5 The contract is awarded but construction cannot begin on time, delaying the overall project.

Ensure that the Form B application is submitted to DBKL before tendering for specialists which allows time for it to be reviewed and approved.

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

Preliminary costing not approved by client

3/5 4/5 Delay in the final preparation of the Bill of Quantities.

Alternative construction materials and methods are to be suggested to save cost.

Delay in calling for tender.

Too many tenderers

3/5 2/5 Client is unable to award contract on time.

Project team to aid in evaluating tenderers and provide recommendations among potential sellers.

Delay in project.

CONTRACT DOCUMENTATION:

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08 RISK ANALYSIS


Delay in construction due to bad weather and climate

5/5 4/5 Delay in construction will extend the time needed to complete the project, severely effecting both time and cost factors in the project.

Gantt Chart is planned in a weekly format whilst certain tasks such as erection of superstructure can be done within months, giving a margin for delay that prevents affecting the designated schedule. Permit to prolong working hours are applied if necessary.

Project manager to keep track of the project schedule and inform the client if extension of time is needed.

Shortage of material due to wastage and improper planning

3/5 4/5 Addition of cost to cover up insufficient materials.

Ensure that sufficient materials are readily available on site, with formal agreement with supplier to ensure material price consistency.

Project team to check the inventory regularly in order to ensure material wastage is at a minimum.

Constructiondelays due to skilled work

2/5 3/5 Delays occur due to complex and time consuming on-site skilled works.

Most components of the building including its façade are designed in a modular and prefabricated format and can be assembled easily on site, promising a speedy construction.

Project manager to keep track of the project schedule and conduct regular site inspections.

Plants on vertical green façade did not grow as fast as expected

4/5 1/5 Users of the building are greeted with a barren façade upon arrival on the completed building.

A lengthy time of one year is given for the plants to grow naturally while other works such as floor finishes and door fixtures can be done simultaneously to prevent delay.

The façade is full of planter boxes and metal grill which will serve as shading louvers that will shade the interior even if the plants are absent.

Accidents and injuries during construction

3/5 5/5 Employees may suffer from fatalinjuries. Lawsuits brought up against client may cause project delay.

Ensure proper use of safety equipment at all times on site with keen supervision by site manager.

Conduct necessary insurance claims and damages pay-out. Investigation to be done to rectify the issue.

Increase in cost of materials

3/5 3/5 Rising costs will cause the project to exceed its budget.

Formal agreements on prices are signed with relevant stakeholders to ensure that unwarranted price rises do not occur.

Overall budget is increased to compensate for the rise in costs.

CONSTRUCTION PHASE:

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08 RISK ANALYSIS


Poor maintenance of plants, greenfaçade and landscaping features

3/5 4/5 Overall spatial and aesthetic quality of the building will reduce drastically.

Building to be regularly maintained by appointed staff. Weekly maintenance schedule is created to ensure the quality of the building spaces.

Building management board tomonitor the schedule created is strictly followed.

Building prone to theft and vandalism

5/5 4/5 Vandalism of items and theft of equipment increases cost to replace or repair them.

Hiring a security company to prevent such circumstances from occurring.

Regular patrols are to be done frequently.

Programs do not achieve their intended function and fail to attract visitors

2/5 4/5 Building’s original purpose will be defeated, thus does not benefit thelocal school children.

Actively reach out to the public by promoting it’s presence and introducing new activities to the existing building.

Building management board should analyze target user groups before planning programs in the building. Feedbacks by the public should be gathered to provide ideas on improvising the building.

BUILDING OPERATION AND MAINTENANCE:

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09 WORK BREAKDOWN STRUCTURE

DESIGN PHASE

Project Manager: Lim Joe Onn Architect

Site Works

CONSTRUCTION PHASE

Client: DBKL

Client Consultants:

MOE, MOTAC

POST-CONSTRUCTION PHASE

• Setting Out• Dilapidation

Survey• Site Clearing• Site Levelling• Hoarding and

Signboard

Substructure

• Soil Excavation• Foundation • Basement• Shear Wall• Waterproofing

Superstructure

• RC Columns• Beams• Roof Structure

• Green Roof• Gutter and

Drainage System

• Roof Tiling

Roofing M&E Services

• Lift System• Fans & Air

Conditioning• Earthing System• Fusebox

Installment• Telephone and

Data System• Lighting

Installation• Fire Protection

Systems• Electrical Systems• Mechanical

Ventilation

Building Finishes

• Door Installation• Window

Installation• Floor Finishes• Staircase Finishes• Sanitary System• Wall Finishes• Ceiling Finishes

Landscaping

• Surface Water Drainage

• Turfing• Vegetation

Specialists

• Lighting • Interior Design• Water Feature• Green Façade• CCTV Installation• Solar Panels

Phase Out

• Removal of Machineries

• Site Clearance• Waste and

Garbage Removal

• Site Inspection and Final Checking• Handing Over• Issuance of Certificate of

Completion and Compliance (CCC)

• Tender Documentation• Tender Calling• Tender Evaluation• Contract Administration

and Closeout

Consultants: VSL Engineering, Patrick Blanc

Landscapes, Hadid M&E Engineering, JV Interior Design, Unitech QS Consultancy

Project Procurement

Main, Domestic and Nominated Contractors

Suppliers and Manufacturers

Site Manpower and Workers

scouts via tender process

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10 GANTT CHART

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10 GANTT CHART

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10 GANTT CHART

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Date post:	22-Jan-2018
Category:	Design
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