Project Management Project 2

Clement Seong
Clement SeongDirector à Team【MVP】
PROJECT MANAGEMENT REPORT (MGT 60403/ ARC 3612/ ARC 3614)
PROJECT: PROPOSED MEDIA INTERACTIVE CENTER AT JALAN TEMBILING, TAMAN TASIK
TITIWANGSA, KUALA LUMPUR FOR MEDIA PRIMA BERHAD
Name: Clement Chen Kit Seong
Student ID: 0319574
Tutor: Ar Sateerah
Marks for 2 criteria :1.____/20 2.____/10
TOTAL :_____/30
0 | P a g e
1.0 Project Introduction……………………………………………………………………………………………………………. 1-3
1.1 Client & Stakeholder
1.2 Objectives & Goals
2.0 Project Design Analysis…………………………………………………………………………………………………………… 4-7
2.1 S.W.O. T Analysis
2.2 PESTLE Analysis
2.3 Project Viability
3.0 Site Analysis………………………………………………………………………………………………………………………. 8-11
3.1 Design Suitability
3.2 Estimation of Budget
3.3 Profit Return
3.4 Project Procurement
3.5 Resource Planning
4.0 Risk Analysis & Mitigation Strategy……………………………………………………………………………………………. 12-13
5.0 Success Criteria……………………………………………………………………………………………………………………14-16
6.0 Maintenance Strategy……………………………………………………………………………………………………………. 17-18
7.0 Work Breakdown Structure……………………………………………………………………………………………………….19-20
8.0 Gantt Chart………………………………………………………………………………………………………………………… 21
1 | P a g e
The design brief calls for a proposal of a Media
Interactive Center, located along Jalan Tembeling,
Taman Tasik Titiwangsa, Kuala Lumpur. The site is
located right next to Istana Budaya and the park,
hence the aim of the design is to build a games &
recreation center to integrate the vastness of the
park into the building in contrast to the congested
city centre. The project also aims to develop
appreciation and knowledge of multimedia and
communication. The main program of the building
consists of a space of relief consisting of Live
studios, a flexible theatre, café and multipurpose
halls which can be used for galleries and events.
The project aims to attract existing park goers and
the immediate communities such as families,
couples, joggers, students, workers and residents.
2 | P a g e
Media Prima Berhad (“Media Prima” or “The Group”) is the
leading fully-integrated media company in Malaysia. With a
complete repertoire of media-related businesses including in
Television, Print, Radio, Out-of-Home, as well as Content
and Digital Media, Media Prima, which is listed on the Main
Board of Bursa Malaysia, is also one of Malaysia’s Top 100
largest listed companies by revenue.
In addition to having equity interests in Malaysia’s leading
free-to-air television stations namely TV3, 8TV, ntv7 and
TV9, the Group also owns more than 98 percent of The New
Straits Times Press (Malaysia) Berhad (NSTP), Malaysia’s
largest publisher with three national newspapers; New
Straits Times, BH and Harian Metro.
Through its digital media subsidiary, Media Prima Digital
embraces technical innovation, digital solutions and creative
strategies. It offers a holistic digital consultancy which
encompasses creative solutions, diversified platform
services and e-commerce expertise. Media Prima Labs
meanwhile, is a unit under Media Prima Digital to further
extend the Group’s unique intellectual properties into the
expanse of tech innovation and games.
3 | P a g e
Objective
- To strengthen the usage of Titiwangsa park as a
recreation & gathering space
- To expand the role of the park by introducing new
programs which is both interactive and interesting
to attract people to the area.
- To provide a public space for local artists,
youtubers, directors and alike to express their
ideas
Goals
- Able to help new local talents, directors, actors
and musicians build their creativity and
connections in this Media Interactive Center
- A platform open for all to use and share
- Inspire communities around Titiwangsa & KL to be
creative and proactive.
4 | P a g e
Location Plan Site Plan (NTS)
JALAN TUN RAZAK
JALAN PAHANG
SITE
The site is located along Jalan Tembeling, in Taman
Tasik Titiwangsa which is just adjacent to the renowned
Istana Budaya complex located by major roads such as
Jalan Tun Razak & Jalan Pahang with a future proposal
of an MRT station located in just a 10 mins walk away.
This site provides a vast setting as a space of relief from
the hustle of bustle of the city. Making spaces which
require vast amounts of space possible such as Shooting
studios, performance spaces, games room, gallery and
exhibitions.
The site has a total lot area of 4174 sqm and is currently a
sport complex which also houses a restaurant, tennis
courts and has visitors mostly consisting of families, park
goers, residents and athletes.
It also has a North-South facing orientation which
eliminates direct sunlight towards the longitudinal side of
the building, producing less heat gain and the need for
more passive cooling.
5 | P a g e
Strengths
- Potential to insert different types of activities
- North-South Orientation
- Vast views of Titiwangsa Park
Weakness
- Only one entry point
- Traffic Congestion
- Quiet after working hours
Opportunity
- Attract existing circulation
- Performance spaces
Threat
- Hot and humid during noon
- Heavy traffic leads to danger of pedestrian
SITE LOCATION
6 | P a g e
POLITICAL
Malaysia's 14th General Election is expected to fall within
the first quarter of the year 2018 and the probability of a
change in government must be considered as it will affect
the Ministry of Federal Territories that governs the Kuala
Lumpur City Hall (DBKL). When dealing with authorities
during the specified time frame, allow more time needed for
approvals of documents.
ECONOMICAL
The main source of income at Lake Titiwangsa depends on
the bike rental services and mamak stalls located around
the lake. SITE D currently houses a mamak ‘Satay Station’
and a sports complex which will attract existing park goers
and communities
SOCIAL / CULTURAL
The site which is situated within the Titiwangsa Lake
Gardens is a communal place of the local community with
diverse race and ethnics. This strengthens the surrounding
buildings which are national buildings that serve to promote
the social and culture of our nation. The proposed building
hence has to be in respect with the social and cultural
setting of the area.
TECHNOLOGY
This project’s technological approach aims to introduce the
current and most efficient uses of sustainable technology to
develop a building that is self-sufficient and flexible. Spaces
that can expand to different uses and open up to allow view
for the public is the key building technology in this project.
LEGAL
The local administration is managed by Kuala Lumpur City
Hall(DBKL). Thus, the project must abide by the regulations
set by DBKL. The site required to have a 2.1m of green belt
set back and 6m of Bomba setback from the site boundary.
Due to the height restriction on the ‘kawasan warisan’, the
local council is insistent on ensuring the height of the
buildings are not more than 5 storeys adhere to the
consistency established at that area.
ENVIRONMENTAL
Sustainable strategies and technologies must be
implemented to ensure the surrounding environment is not
only sustained but is flourished. Thus, the design will be
designed and assessed according to GBI Green Building
Index to achieve the highest rating possible.
7 | P a g e
The surrounding of the site includes Istana Budaya, a
Cocurricular Center, Titiwangsa Stadium, National art
gallery, Schools and residential housing. Therefore, the
Main User Groups of the site would be local artists,
workers, students, residents, city goers and youths as
they are the majority demographics that spends the most
time in a week in Titiwangsa area.
Based from the foreground to background analysis, the
target audience is identified with relation to the site.
Hence, this project aims to introduce new programmes
that are more interactive and provides a space of relief for
the existing communities around the park, providing a
space of relief using the vastness of the park.
The site is also oriented towards the park and lake
view and one of the main entrances into the park ;
Jalan Tembiling, a one way traffic street able to attract
new visitors.
8 | P a g e
Based on the site analysis, the site is placed in a very
strategic location. Utilizing the existing traffic flow, pedestrian
flow and human movements as well as climatic responses.
The building footprints are separated into 3 blocks which
aims to encourage pedestrian influx to the site.
After deciding on the building footprints based on the 3
blocks, the center front of the building is used as a flexible
stage which can be opened to allow for flexible performances
that integrate the opposite park as part of the stage or
audience. This concept is applied throughout the whole
building.
Total floor area x Estimated Pricing/SQF + 5% Contingency
= Total Construction Cost
Total Floor Area
2140 SQM = 23034 SQF
Estimated Pricing per SQF = RM 250 (Concrete,Glass &
Finishes)
Estimated Total Project Cost (23034x RM 250) + 5%
Contingency = RM 6,046,425
Total Project Cost + 13% Consultant Fees=
Gross Development Cost (GDC) = RM6,832,460
9 | P a g e
Total Construction Cost + Land Value Cost =
RM 6,832,460 + RM 40,000,000 = RM 46,832,460
Rentable Floor Area
Auditorium (Full/ Closed) – RM 10,000/day x (2 day/month,
weekends) = RM 20,000
Auditorium (Semi/Opened) – RM 1,000/ day x 8 (2 days/week,
weekends) = RM 8,000
Live Studio – RM 300/hour x 24 hours/ month = RM 7,200
Multipurpose Hall – RM 2000/ event x 2 events/ month = RM
4000
Rehearsal Studio – RM 500/day x 8 (2 days/week) = RM 4000
Shooting Studio (Full day photo/video) – RM3,000 x
4days/month = RM 12,000
Total Each Month = RM 55,200
Profitable Activities
Café – RM 15,000/ month
Market place, performances & bazaar – RM 1,000 x 10 days =
RM10,000
Total Each Month = RM 25,000
To be Sustainable Economically
(RM 55,200 + RM 25,000) x 12 months = RM 962,400 per year
To get back what is invested:
RM 46,832,460/ RM 962,400
= 48.66
= 49 Years
10 | P a g e
Difference Between JKR / PWD and PAM Contract
PAM 2006 contains provision that give the contractor to suspend the
progress of work if the contractor is faced with problem of delayed or
non-payment by the employer. It is clearly stated in clause 30.7. But it
requires the contractor to give a written notice to the employer with
reason to suspend the works until the employer has paid the amount
to the contractor.
Architect’s role as a contract administrator during the contract
implementation phase of a building project. The architect’s duties and
responsibilities during this phase is defined both by the client/architect
agreement and by the provisions in the building contract between the
employer and the contractor. Under the terms and conditions of PAM
Standard Form (2006) of building contract, the architect as
superintending officer carries out his professional duties, both as the
employer’s agent and contract administrator. The latter role imposes on
the architect an obligation, not only to exercise competent profession
judgement, but also a duty to act fairly between the contracting parties.
JKR / PWD
- Statement form of contract for government and public-sector
project.
- JKR / PWD covered all building and engineering work.
- Standard form of JKR / PWD are:
203 (Rev 10/83) - without quantities
203A (Rev 10/83) - with quantities
203N (Rev 10/83) - for NSC
203P (Rev 10/83) - for nominated suppliers
PWP Form DB/T (2000 Edn) For Design and Build Turnkey
Contracts
- Miscellaneous:
CIDB Form for building contracts 2000 Edn
Modified JKR / PWD Forms, eg LPK, MHA etc
PAM
- Standard form of contract for private sector and traditional
general contract.
- PAM covers building work only.
- PAM Contract does not cover:
Engineering construction contract (other than building)
Package deal / Turnkey
Management Type
Domestic Subcontract
Serial Contract
Periodic / Term Contract
Continuation Control
Other Miscellaneous Contract
- Standard form of PAM:
PAM 98 - with quantities
PAM 98 - without quantities
PAM NSC 98
11 | P a g e
Organization Structure
Controller Quantity Tasks
Project
Manager
1 To take control of the project flow, successful initiation,
planning, monitoring & closure of project
Architect 1 To design and translate design concepts into drawings
which meet project objectives and client’s expectations. In
charge of design documentation, authority approval and
material selection
M&E
Engineer
1 To look after design and specification of mechanical and
electrical aspects of the buildings. Ensure specifications
are compiled
C&S
Engineer
1 To integrate structural system with architect’s design and
ensure structural specifications are compiled
Controller Quantity Tasks
Quantity
Surveyor
1 To calculate estimated construction cost &
deal with contractual issues of the project
Landscape
Architect
1 To design softscape, hardscape and specify
type of plants
Contractor 1 To supply materials, labors and equipment
Construction
Workers
30 To construct the buildings according to the
drawings provided by the architect and
translate to the physical built
Specialty
Consultant
2 To profile specific independent expertise in
certain detailing/ areas of the building.
- Acoustic Insulation to spec
- Doors & Windows to spec
- Stainless Steel Railing to spec
- Tiles & Toilet to spec
- Reinforcing steel bar to spec
Material Resource
Construction Materials
- Concrete
- Wood Formwork
- Brick flooring to spec
- Glass Panel to spec
Equipment Resource
Office Equipment Construction Equipment
- Computer - Piling Machine
- Plotter - Backhoe
- Photocopiers - Excavator
- Measuring Tools - Concrete Mixer
- Calculator - Crane Lorry
Human Resource
12 | P a g e
RISK NAME LIKELIHOOD SEVERITY EFFECT MITIGATION CONTIGENCY
PROJECT DESIGN PHASE
Design proposal
not approved by
client
Medium Medium Constant amendments with the
proposal will cause clients to lose
interest and affect reputation
Really take into consideration
of the client’s requirements
and negotiate when necessary
Provide multiple proposals
to allow client to have
options
Client is indecisive
and keep
changing design
scheme
Medium Medium Constant amendments with the
proposal will delay the project, due to
the inability to finalize design scheme
Set a specific timeframe on
when to stop making
amendments to the design
scheme
Project manager to ensure
that the client is aware and
is on track of the project
schedule and the current
progress of the project
Preliminary
drawings not
approved by
authority
Medium High Delay in project schedule due to the
inability to proceed to construction
phase
Ensure that all drawings sent
for approval are thoroughly
checked and fulfil all
requirements by the authority
Revise preliminary drawings
and make amendments
when necessary to comply
with DBKL requirements
Low response of
contractors and
tenderers
Medium High Client has less options to qualify and
appoint workers and contractor
To provide more exposure and
detailing of project to attract
more interests from tenderers
To compromise with tenders
gathered and project
manager to advice client on
the most suitable person in
taking up the project
CONSTRUCTION PHASE
Delay in
construction
works due to
weather
conditions
High High Delay in construction works will
prolong the time of the completion of
the project which will affect the cost
Apply for permit to prolong
working hours to compensate
for the rain and increase man
power when necessary
Project manager to keep
track of the project schedule
and inform the client if there
is a need for an extension of
time
Shortage of
material due ot
wastage/improper
planning
Medium Medium Addition of cost to cover up for
insufficient material
Ensure that there are
sufficient materials ready on
site, with formal agreement
with supplier to ensure the
consistency of material prices
Project manager to regularly
check the inventory to
ensure materials are not
being wasted
13 | P a g e
BUILDING OPERATION & MAINTENANCE
Openness of the
building may
invite unwanted
visitors
High High Security and privacy of users
inhabiting the space will be
threatened
Enforced a 10am -10pm
operation hour and increase
security system during closing
hours
Building management to
work together with the
auxiliary police in the area to
make regular rounds
Program fails to
attract targeted
visitors
Medium High Building won’t be able to generate
enough income to sustain
Actively reach out to the
public and frequently
introduce new programs to
bring in people
Building management to
analyse target user groups
and carefully plan out
proposed weekly programs
14 | P a g e
Scope Time
The success criteria of the project is to produce a design which exceeds client's expectations and satisfaction, constructed within
six months and within the budget not exceeding the preliminary cost as agreed with the client.
PROJECT MANAGEMENT CONSTRAINTS
The project manager is tasked with meeting the expectations of the project stakeholders
The challenge is to identify their interests and define clear objectives and boundaries. based on the three core dimensions of
scope, costs, and time.
Cost
15 | P a g e
QUALITY
The following are conditions laid out as a benchmark to ensure quality and success of the project is attained:
1. Proper structure used for the design based on calculations and recommendations
2. Proper design for carpark in accordance to By-Laws and DBKL requirements with integration of landscaping and views of
the lake providing a good overall experience for users
3. Minimal injuries and casualties during the construction process to prevent delays and
maintaining a good reputation of the company.
4. Carefully planned building with abundant aesthetic for a pleasant experience for users
5. The completed project is well equipped with sustainable features in term of the selected materials in assurance of proper
hygiene and refinement works
6. The complete project has no unwanted construction defects which has been carefully planned by the professionals in
field at all time.
7. The completed project achieves or exceeds client's satisfaction and expectations
TIME
The project is to be completed within 2 years estimated to be handover in May 2019. To avoid higher exposure
and risk in ensuring a successful project delivery, the following conditions
are to be met during the construction phase:
1. Transportation of materials and site monitoring is strictly adhered.
2. Construction workers are supervised company assigned contractors, architects, and engineers to ensure a consistent
workflow as well as ensuring wellbeing.
3. Construction and installations of building components are to be completed as scheduled in Gantt Chart.
4. Weekly Client-Consultant Meetings is held to ensure project is on schedule and on time.
5. Regular consultants meeting held internally between all consultants to discuss and quickly solve problems that may arise
6. Strict adherence to Gantt Chart throughout the course of the project
16 | P a g e
COST
The success criteria of the project must be attained at the client's budget
that benefit both the stakeholder and the client.
1. Clear articulations of plan by consultants for optimized spending on resources by introducing long term usable materials and
by reducing reusing and salvaging materials for building structure and furniture’s.
2. The completed project should be attained locally and sustainable as per client's requirement.
3. The cost must be achieved with client’s satisfaction that beneficial in long term.
4. Detailed calculations of cost and budget by Quantity Surveyor according to estimated current market price of materials and
the quality of materials
SCOPE
The project is to adhere to the status of the schedule control influences
that cause schedule changes and manage changes efficiently.
1. Consultants constantly review and rework when needed.
2. Produce proper and accurate estimation of the project in timescale and budget
3. Risk Analysis is carried out and kept at high priority. Constant high levels of awareness of site safety and health precautions are
carried out on site.
4. Schedule of project is constantly updated and rectified based on changes in the project.
17 | P a g e
PROGRAM MAINTENANCE
ELEMENTS FREQUENCY STRATEGY
Auditorium
- Cleanliness
- Stage
- Weekly
- Weekly
- To ensure the cleanliness of the auditorium for the comfort of the
user
- To ensure safety and cleanliness of stage
Café
- Kitchen equipment
- Tools and machinery
- Pest Control
- Quarterly
- Quarterly
- Annually
- To ensure equipment such as computers and printers are well
maintained
- To ensure tools and machinery in the kitchen are safe to be used
- To threat pest and ensure cleanliness
Live Studio
- Windows & Floor
- Weekly
- To ensure cleanliness and order of live studio
Multipurpose Hall
- Windows & Floor
- Weekly
- To ensure cleanliness and order of Multipurpose Hall
Walkway
- Floor
- Weekly - To ensure the cleanliness of the walkway for the safety and comfort
of user
Toilets - Daily - To ensure cleanliness of toilet for the comfort of the users
Office & Editing Room - Quarterly
- Annually
- Weekly
- To ensure equipment such as computers and printers are well
maintained
- To ensure furniture are in good condition and comfortable to be
used
- To ensure cleanliness and comfort of staff
Game Room - Weekly - To ensure functioning equipment and cleanliness of space
Rehearsal & Shooting Studio - Monthly - To ensure proper functioning & order of tools, cables and overall
space.
Staff & Visitors Accommodation - Daily - To provide clean linen, essentials & clean bathroom amenities
18 | P a g e
BUILDING MAINTENANCE
ELEMENTS FREQUENCY STRATEGY
SERVICES
- Water pump system
- Piping utilities
- Lifts
- Light fixtures
- PA System
- Monthly
- Annually
- Bi-annually
- Quarterly
- To ensure the quality of the water by frequently monitoring the water pump
- To ensure no defects or leakages are present
- To ensure smooth and safe operation of the lifts
- To ensure all light fixtures are in good condition and to be replaced immediately
if there is any damage as well as bulbs provide sufficient lighting to the space.
- To ensure proper functioning and order of PA system
BUILDING
- Partition Walls
- Flooring
- Building fenestration
- Weekly
- Daily
- Annually
- To ensure the mechanism of partition walls in order
- To ensure the cleanliness of the floors for the comfort of the people
- To ensure the fenestration is well maintained and to be replaced when
necessary
19 | P a g e
A work breakdown structure (WBS) in project management and systems engineering is a deliverable-oriented breakdown of a
project into smaller components. A work breakdown structure is a key project deliverable that organizes the team's work into
manageable sections to ensure proper progress of planning & construction of the Media Interactive Center.
7.1.1 PRE-DESIGN
Initiation
Mission & Vision
Project briefing
Budgetary Constraints
Schedule Constraints
7.1.2 Estimation
Site Survey
Site Analysis (SWOT)
Soil Survey
Outline Proposals
Design Requirements
Construction Study
Precedents Studies
Lighting & Ventilation Potential
Artificial Lighting
Mec. Ventilation Selection
7.2.1 DESIGN
7.2.2 Architecture & Design
Design Outline
Programming
Conceptual Design
Alternative Evaluations
Schematic Design
Design Development
Detailed Specification & Design
7.2.3 Civil & Structural
Construction Schematic
Construction Method & Planning
Structural Integration
Structural Drawings
7.2.4 Mechanical & Electrical
Schematic M&E Layout
M&E Integration
Drawings
7.2.5 Landscape
Schematic Landscape proposal
Landscape Integration
Landscape Drawings
7.2.6 Quantity Survey
Cost Update
Material Cost Breakdown
Cost & Budget Integration
20 | P a g e
7.3.1 POST-DESIGN
Authorities Submission
Architectural Drawings
Civil & Structural Drawings
Mechanical & Electrical Drawings
Bill of Quantities
7.3.2 Tender
Tender Preparation
Tender Advertisement & Call
Tender Period
Return of Tender Documents
Tender Evaluation & Analysis
Tender Interviews
Tender Reviews
Tender Awarding
7.4.1 CONSTRUCTION
7.4.2 Construction Planning & Preparation
Site setting out
Site preparation & Temporary works
Earthworks
Excavation for foundation
Piling
7.4.3 Underground Services (M&E)
Water piping
Toilet discharge pipes
Electrical pipes
7.4.4 Structures
Structural Works
Flooring
Walls
Window & Door installations
R.C Flat Roof
Waterproofing
7.4.5 Services
Wiring
Lighting & PA System
7.4.6 Finishes
Floor Finishes
Detail Finishes
Painting Works
7.5.1 POST-CONSTRUCTION
7.5.2 Landscaping
Planting of Selected Species
Parking spaces
7.5.2 External Works
Sewerage connection
Electrical connection
Water connection
Site Clearing
7.5.4 Authorities Inspection
Request for final Utilities inspection
Receive Road & Drainage inspection
Receive Sewage final inspection
Receive Fire Safety Inspection
Obtain Road & Drainage Clearance
Obtain Sewerage connection
Obtain Water Connection
Obtain Fire Safety & clearance letter
Final Approval from authorities
7.5.5 Issuance of CCC
7.5.6 Handover to Client
21 | P a g e
Project Management Project 2
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Project Management Project 2

  • 1. PROJECT MANAGEMENT REPORT (MGT 60403/ ARC 3612/ ARC 3614) PROJECT: PROPOSED MEDIA INTERACTIVE CENTER AT JALAN TEMBILING, TAMAN TASIK TITIWANGSA, KUALA LUMPUR FOR MEDIA PRIMA BERHAD Name: Clement Chen Kit Seong Student ID: 0319574 Tutor: Ar Sateerah Marks for 2 criteria :1.____/20 2.____/10 TOTAL :_____/30
  • 2. 0 | P a g e 1.0 Project Introduction……………………………………………………………………………………………………………. 1-3 1.1 Client & Stakeholder 1.2 Objectives & Goals 2.0 Project Design Analysis…………………………………………………………………………………………………………… 4-7 2.1 S.W.O. T Analysis 2.2 PESTLE Analysis 2.3 Project Viability 3.0 Site Analysis………………………………………………………………………………………………………………………. 8-11 3.1 Design Suitability 3.2 Estimation of Budget 3.3 Profit Return 3.4 Project Procurement 3.5 Resource Planning 4.0 Risk Analysis & Mitigation Strategy……………………………………………………………………………………………. 12-13 5.0 Success Criteria……………………………………………………………………………………………………………………14-16 6.0 Maintenance Strategy……………………………………………………………………………………………………………. 17-18 7.0 Work Breakdown Structure……………………………………………………………………………………………………….19-20 8.0 Gantt Chart………………………………………………………………………………………………………………………… 21
  • 3. 1 | P a g e The design brief calls for a proposal of a Media Interactive Center, located along Jalan Tembeling, Taman Tasik Titiwangsa, Kuala Lumpur. The site is located right next to Istana Budaya and the park, hence the aim of the design is to build a games & recreation center to integrate the vastness of the park into the building in contrast to the congested city centre. The project also aims to develop appreciation and knowledge of multimedia and communication. The main program of the building consists of a space of relief consisting of Live studios, a flexible theatre, café and multipurpose halls which can be used for galleries and events. The project aims to attract existing park goers and the immediate communities such as families, couples, joggers, students, workers and residents.
  • 4. 2 | P a g e Media Prima Berhad (“Media Prima” or “The Group”) is the leading fully-integrated media company in Malaysia. With a complete repertoire of media-related businesses including in Television, Print, Radio, Out-of-Home, as well as Content and Digital Media, Media Prima, which is listed on the Main Board of Bursa Malaysia, is also one of Malaysia’s Top 100 largest listed companies by revenue. In addition to having equity interests in Malaysia’s leading free-to-air television stations namely TV3, 8TV, ntv7 and TV9, the Group also owns more than 98 percent of The New Straits Times Press (Malaysia) Berhad (NSTP), Malaysia’s largest publisher with three national newspapers; New Straits Times, BH and Harian Metro. Through its digital media subsidiary, Media Prima Digital embraces technical innovation, digital solutions and creative strategies. It offers a holistic digital consultancy which encompasses creative solutions, diversified platform services and e-commerce expertise. Media Prima Labs meanwhile, is a unit under Media Prima Digital to further extend the Group’s unique intellectual properties into the expanse of tech innovation and games.
  • 5. 3 | P a g e Objective - To strengthen the usage of Titiwangsa park as a recreation & gathering space - To expand the role of the park by introducing new programs which is both interactive and interesting to attract people to the area. - To provide a public space for local artists, youtubers, directors and alike to express their ideas Goals - Able to help new local talents, directors, actors and musicians build their creativity and connections in this Media Interactive Center - A platform open for all to use and share - Inspire communities around Titiwangsa & KL to be creative and proactive.
  • 6. 4 | P a g e Location Plan Site Plan (NTS) JALAN TUN RAZAK JALAN PAHANG SITE The site is located along Jalan Tembeling, in Taman Tasik Titiwangsa which is just adjacent to the renowned Istana Budaya complex located by major roads such as Jalan Tun Razak & Jalan Pahang with a future proposal of an MRT station located in just a 10 mins walk away. This site provides a vast setting as a space of relief from the hustle of bustle of the city. Making spaces which require vast amounts of space possible such as Shooting studios, performance spaces, games room, gallery and exhibitions. The site has a total lot area of 4174 sqm and is currently a sport complex which also houses a restaurant, tennis courts and has visitors mostly consisting of families, park goers, residents and athletes. It also has a North-South facing orientation which eliminates direct sunlight towards the longitudinal side of the building, producing less heat gain and the need for more passive cooling.
  • 7. 5 | P a g e Strengths - Potential to insert different types of activities - North-South Orientation - Vast views of Titiwangsa Park Weakness - Only one entry point - Traffic Congestion - Quiet after working hours Opportunity - Attract existing circulation - Performance spaces Threat - Hot and humid during noon - Heavy traffic leads to danger of pedestrian SITE LOCATION
  • 8. 6 | P a g e POLITICAL Malaysia's 14th General Election is expected to fall within the first quarter of the year 2018 and the probability of a change in government must be considered as it will affect the Ministry of Federal Territories that governs the Kuala Lumpur City Hall (DBKL). When dealing with authorities during the specified time frame, allow more time needed for approvals of documents. ECONOMICAL The main source of income at Lake Titiwangsa depends on the bike rental services and mamak stalls located around the lake. SITE D currently houses a mamak ‘Satay Station’ and a sports complex which will attract existing park goers and communities SOCIAL / CULTURAL The site which is situated within the Titiwangsa Lake Gardens is a communal place of the local community with diverse race and ethnics. This strengthens the surrounding buildings which are national buildings that serve to promote the social and culture of our nation. The proposed building hence has to be in respect with the social and cultural setting of the area. TECHNOLOGY This project’s technological approach aims to introduce the current and most efficient uses of sustainable technology to develop a building that is self-sufficient and flexible. Spaces that can expand to different uses and open up to allow view for the public is the key building technology in this project. LEGAL The local administration is managed by Kuala Lumpur City Hall(DBKL). Thus, the project must abide by the regulations set by DBKL. The site required to have a 2.1m of green belt set back and 6m of Bomba setback from the site boundary. Due to the height restriction on the ‘kawasan warisan’, the local council is insistent on ensuring the height of the buildings are not more than 5 storeys adhere to the consistency established at that area. ENVIRONMENTAL Sustainable strategies and technologies must be implemented to ensure the surrounding environment is not only sustained but is flourished. Thus, the design will be designed and assessed according to GBI Green Building Index to achieve the highest rating possible.
  • 9. 7 | P a g e The surrounding of the site includes Istana Budaya, a Cocurricular Center, Titiwangsa Stadium, National art gallery, Schools and residential housing. Therefore, the Main User Groups of the site would be local artists, workers, students, residents, city goers and youths as they are the majority demographics that spends the most time in a week in Titiwangsa area. Based from the foreground to background analysis, the target audience is identified with relation to the site. Hence, this project aims to introduce new programmes that are more interactive and provides a space of relief for the existing communities around the park, providing a space of relief using the vastness of the park. The site is also oriented towards the park and lake view and one of the main entrances into the park ; Jalan Tembiling, a one way traffic street able to attract new visitors.
  • 10. 8 | P a g e Based on the site analysis, the site is placed in a very strategic location. Utilizing the existing traffic flow, pedestrian flow and human movements as well as climatic responses. The building footprints are separated into 3 blocks which aims to encourage pedestrian influx to the site. After deciding on the building footprints based on the 3 blocks, the center front of the building is used as a flexible stage which can be opened to allow for flexible performances that integrate the opposite park as part of the stage or audience. This concept is applied throughout the whole building. Total floor area x Estimated Pricing/SQF + 5% Contingency = Total Construction Cost Total Floor Area 2140 SQM = 23034 SQF Estimated Pricing per SQF = RM 250 (Concrete,Glass & Finishes) Estimated Total Project Cost (23034x RM 250) + 5% Contingency = RM 6,046,425 Total Project Cost + 13% Consultant Fees= Gross Development Cost (GDC) = RM6,832,460
  • 11. 9 | P a g e Total Construction Cost + Land Value Cost = RM 6,832,460 + RM 40,000,000 = RM 46,832,460 Rentable Floor Area Auditorium (Full/ Closed) – RM 10,000/day x (2 day/month, weekends) = RM 20,000 Auditorium (Semi/Opened) – RM 1,000/ day x 8 (2 days/week, weekends) = RM 8,000 Live Studio – RM 300/hour x 24 hours/ month = RM 7,200 Multipurpose Hall – RM 2000/ event x 2 events/ month = RM 4000 Rehearsal Studio – RM 500/day x 8 (2 days/week) = RM 4000 Shooting Studio (Full day photo/video) – RM3,000 x 4days/month = RM 12,000 Total Each Month = RM 55,200 Profitable Activities Café – RM 15,000/ month Market place, performances & bazaar – RM 1,000 x 10 days = RM10,000 Total Each Month = RM 25,000 To be Sustainable Economically (RM 55,200 + RM 25,000) x 12 months = RM 962,400 per year To get back what is invested: RM 46,832,460/ RM 962,400 = 48.66 = 49 Years
  • 12. 10 | P a g e Difference Between JKR / PWD and PAM Contract PAM 2006 contains provision that give the contractor to suspend the progress of work if the contractor is faced with problem of delayed or non-payment by the employer. It is clearly stated in clause 30.7. But it requires the contractor to give a written notice to the employer with reason to suspend the works until the employer has paid the amount to the contractor. Architect’s role as a contract administrator during the contract implementation phase of a building project. The architect’s duties and responsibilities during this phase is defined both by the client/architect agreement and by the provisions in the building contract between the employer and the contractor. Under the terms and conditions of PAM Standard Form (2006) of building contract, the architect as superintending officer carries out his professional duties, both as the employer’s agent and contract administrator. The latter role imposes on the architect an obligation, not only to exercise competent profession judgement, but also a duty to act fairly between the contracting parties. JKR / PWD - Statement form of contract for government and public-sector project. - JKR / PWD covered all building and engineering work. - Standard form of JKR / PWD are: 203 (Rev 10/83) - without quantities 203A (Rev 10/83) - with quantities 203N (Rev 10/83) - for NSC 203P (Rev 10/83) - for nominated suppliers PWP Form DB/T (2000 Edn) For Design and Build Turnkey Contracts - Miscellaneous: CIDB Form for building contracts 2000 Edn Modified JKR / PWD Forms, eg LPK, MHA etc PAM - Standard form of contract for private sector and traditional general contract. - PAM covers building work only. - PAM Contract does not cover: Engineering construction contract (other than building) Package deal / Turnkey Management Type Domestic Subcontract Serial Contract Periodic / Term Contract Continuation Control Other Miscellaneous Contract - Standard form of PAM: PAM 98 - with quantities PAM 98 - without quantities PAM NSC 98
  • 13. 11 | P a g e Organization Structure Controller Quantity Tasks Project Manager 1 To take control of the project flow, successful initiation, planning, monitoring & closure of project Architect 1 To design and translate design concepts into drawings which meet project objectives and client’s expectations. In charge of design documentation, authority approval and material selection M&E Engineer 1 To look after design and specification of mechanical and electrical aspects of the buildings. Ensure specifications are compiled C&S Engineer 1 To integrate structural system with architect’s design and ensure structural specifications are compiled Controller Quantity Tasks Quantity Surveyor 1 To calculate estimated construction cost & deal with contractual issues of the project Landscape Architect 1 To design softscape, hardscape and specify type of plants Contractor 1 To supply materials, labors and equipment Construction Workers 30 To construct the buildings according to the drawings provided by the architect and translate to the physical built Specialty Consultant 2 To profile specific independent expertise in certain detailing/ areas of the building. - Acoustic Insulation to spec - Doors & Windows to spec - Stainless Steel Railing to spec - Tiles & Toilet to spec - Reinforcing steel bar to spec Material Resource Construction Materials - Concrete - Wood Formwork - Brick flooring to spec - Glass Panel to spec Equipment Resource Office Equipment Construction Equipment - Computer - Piling Machine - Plotter - Backhoe - Photocopiers - Excavator - Measuring Tools - Concrete Mixer - Calculator - Crane Lorry Human Resource
  • 14. 12 | P a g e RISK NAME LIKELIHOOD SEVERITY EFFECT MITIGATION CONTIGENCY PROJECT DESIGN PHASE Design proposal not approved by client Medium Medium Constant amendments with the proposal will cause clients to lose interest and affect reputation Really take into consideration of the client’s requirements and negotiate when necessary Provide multiple proposals to allow client to have options Client is indecisive and keep changing design scheme Medium Medium Constant amendments with the proposal will delay the project, due to the inability to finalize design scheme Set a specific timeframe on when to stop making amendments to the design scheme Project manager to ensure that the client is aware and is on track of the project schedule and the current progress of the project Preliminary drawings not approved by authority Medium High Delay in project schedule due to the inability to proceed to construction phase Ensure that all drawings sent for approval are thoroughly checked and fulfil all requirements by the authority Revise preliminary drawings and make amendments when necessary to comply with DBKL requirements Low response of contractors and tenderers Medium High Client has less options to qualify and appoint workers and contractor To provide more exposure and detailing of project to attract more interests from tenderers To compromise with tenders gathered and project manager to advice client on the most suitable person in taking up the project CONSTRUCTION PHASE Delay in construction works due to weather conditions High High Delay in construction works will prolong the time of the completion of the project which will affect the cost Apply for permit to prolong working hours to compensate for the rain and increase man power when necessary Project manager to keep track of the project schedule and inform the client if there is a need for an extension of time Shortage of material due ot wastage/improper planning Medium Medium Addition of cost to cover up for insufficient material Ensure that there are sufficient materials ready on site, with formal agreement with supplier to ensure the consistency of material prices Project manager to regularly check the inventory to ensure materials are not being wasted
  • 15. 13 | P a g e BUILDING OPERATION & MAINTENANCE Openness of the building may invite unwanted visitors High High Security and privacy of users inhabiting the space will be threatened Enforced a 10am -10pm operation hour and increase security system during closing hours Building management to work together with the auxiliary police in the area to make regular rounds Program fails to attract targeted visitors Medium High Building won’t be able to generate enough income to sustain Actively reach out to the public and frequently introduce new programs to bring in people Building management to analyse target user groups and carefully plan out proposed weekly programs
  • 16. 14 | P a g e Scope Time The success criteria of the project is to produce a design which exceeds client's expectations and satisfaction, constructed within six months and within the budget not exceeding the preliminary cost as agreed with the client. PROJECT MANAGEMENT CONSTRAINTS The project manager is tasked with meeting the expectations of the project stakeholders The challenge is to identify their interests and define clear objectives and boundaries. based on the three core dimensions of scope, costs, and time. Cost
  • 17. 15 | P a g e QUALITY The following are conditions laid out as a benchmark to ensure quality and success of the project is attained: 1. Proper structure used for the design based on calculations and recommendations 2. Proper design for carpark in accordance to By-Laws and DBKL requirements with integration of landscaping and views of the lake providing a good overall experience for users 3. Minimal injuries and casualties during the construction process to prevent delays and maintaining a good reputation of the company. 4. Carefully planned building with abundant aesthetic for a pleasant experience for users 5. The completed project is well equipped with sustainable features in term of the selected materials in assurance of proper hygiene and refinement works 6. The complete project has no unwanted construction defects which has been carefully planned by the professionals in field at all time. 7. The completed project achieves or exceeds client's satisfaction and expectations TIME The project is to be completed within 2 years estimated to be handover in May 2019. To avoid higher exposure and risk in ensuring a successful project delivery, the following conditions are to be met during the construction phase: 1. Transportation of materials and site monitoring is strictly adhered. 2. Construction workers are supervised company assigned contractors, architects, and engineers to ensure a consistent workflow as well as ensuring wellbeing. 3. Construction and installations of building components are to be completed as scheduled in Gantt Chart. 4. Weekly Client-Consultant Meetings is held to ensure project is on schedule and on time. 5. Regular consultants meeting held internally between all consultants to discuss and quickly solve problems that may arise 6. Strict adherence to Gantt Chart throughout the course of the project
  • 18. 16 | P a g e COST The success criteria of the project must be attained at the client's budget that benefit both the stakeholder and the client. 1. Clear articulations of plan by consultants for optimized spending on resources by introducing long term usable materials and by reducing reusing and salvaging materials for building structure and furniture’s. 2. The completed project should be attained locally and sustainable as per client's requirement. 3. The cost must be achieved with client’s satisfaction that beneficial in long term. 4. Detailed calculations of cost and budget by Quantity Surveyor according to estimated current market price of materials and the quality of materials SCOPE The project is to adhere to the status of the schedule control influences that cause schedule changes and manage changes efficiently. 1. Consultants constantly review and rework when needed. 2. Produce proper and accurate estimation of the project in timescale and budget 3. Risk Analysis is carried out and kept at high priority. Constant high levels of awareness of site safety and health precautions are carried out on site. 4. Schedule of project is constantly updated and rectified based on changes in the project.
  • 19. 17 | P a g e PROGRAM MAINTENANCE ELEMENTS FREQUENCY STRATEGY Auditorium - Cleanliness - Stage - Weekly - Weekly - To ensure the cleanliness of the auditorium for the comfort of the user - To ensure safety and cleanliness of stage Café - Kitchen equipment - Tools and machinery - Pest Control - Quarterly - Quarterly - Annually - To ensure equipment such as computers and printers are well maintained - To ensure tools and machinery in the kitchen are safe to be used - To threat pest and ensure cleanliness Live Studio - Windows & Floor - Weekly - To ensure cleanliness and order of live studio Multipurpose Hall - Windows & Floor - Weekly - To ensure cleanliness and order of Multipurpose Hall Walkway - Floor - Weekly - To ensure the cleanliness of the walkway for the safety and comfort of user Toilets - Daily - To ensure cleanliness of toilet for the comfort of the users Office & Editing Room - Quarterly - Annually - Weekly - To ensure equipment such as computers and printers are well maintained - To ensure furniture are in good condition and comfortable to be used - To ensure cleanliness and comfort of staff Game Room - Weekly - To ensure functioning equipment and cleanliness of space Rehearsal & Shooting Studio - Monthly - To ensure proper functioning & order of tools, cables and overall space. Staff & Visitors Accommodation - Daily - To provide clean linen, essentials & clean bathroom amenities
  • 20. 18 | P a g e BUILDING MAINTENANCE ELEMENTS FREQUENCY STRATEGY SERVICES - Water pump system - Piping utilities - Lifts - Light fixtures - PA System - Monthly - Annually - Bi-annually - Quarterly - To ensure the quality of the water by frequently monitoring the water pump - To ensure no defects or leakages are present - To ensure smooth and safe operation of the lifts - To ensure all light fixtures are in good condition and to be replaced immediately if there is any damage as well as bulbs provide sufficient lighting to the space. - To ensure proper functioning and order of PA system BUILDING - Partition Walls - Flooring - Building fenestration - Weekly - Daily - Annually - To ensure the mechanism of partition walls in order - To ensure the cleanliness of the floors for the comfort of the people - To ensure the fenestration is well maintained and to be replaced when necessary
  • 21. 19 | P a g e A work breakdown structure (WBS) in project management and systems engineering is a deliverable-oriented breakdown of a project into smaller components. A work breakdown structure is a key project deliverable that organizes the team's work into manageable sections to ensure proper progress of planning & construction of the Media Interactive Center. 7.1.1 PRE-DESIGN Initiation Mission & Vision Project briefing Budgetary Constraints Schedule Constraints 7.1.2 Estimation Site Survey Site Analysis (SWOT) Soil Survey Outline Proposals Design Requirements Construction Study Precedents Studies Lighting & Ventilation Potential Artificial Lighting Mec. Ventilation Selection 7.2.1 DESIGN 7.2.2 Architecture & Design Design Outline Programming Conceptual Design Alternative Evaluations Schematic Design Design Development Detailed Specification & Design 7.2.3 Civil & Structural Construction Schematic Construction Method & Planning Structural Integration Structural Drawings 7.2.4 Mechanical & Electrical Schematic M&E Layout M&E Integration Drawings 7.2.5 Landscape Schematic Landscape proposal Landscape Integration Landscape Drawings 7.2.6 Quantity Survey Cost Update Material Cost Breakdown Cost & Budget Integration
  • 22. 20 | P a g e 7.3.1 POST-DESIGN Authorities Submission Architectural Drawings Civil & Structural Drawings Mechanical & Electrical Drawings Bill of Quantities 7.3.2 Tender Tender Preparation Tender Advertisement & Call Tender Period Return of Tender Documents Tender Evaluation & Analysis Tender Interviews Tender Reviews Tender Awarding 7.4.1 CONSTRUCTION 7.4.2 Construction Planning & Preparation Site setting out Site preparation & Temporary works Earthworks Excavation for foundation Piling 7.4.3 Underground Services (M&E) Water piping Toilet discharge pipes Electrical pipes 7.4.4 Structures Structural Works Flooring Walls Window & Door installations R.C Flat Roof Waterproofing 7.4.5 Services Wiring Lighting & PA System 7.4.6 Finishes Floor Finishes Detail Finishes Painting Works 7.5.1 POST-CONSTRUCTION 7.5.2 Landscaping Planting of Selected Species Parking spaces 7.5.2 External Works Sewerage connection Electrical connection Water connection Site Clearing 7.5.4 Authorities Inspection Request for final Utilities inspection Receive Road & Drainage inspection Receive Sewage final inspection Receive Fire Safety Inspection Obtain Road & Drainage Clearance Obtain Sewerage connection Obtain Water Connection Obtain Fire Safety & clearance letter Final Approval from authorities 7.5.5 Issuance of CCC 7.5.6 Handover to Client
  • 23. 21 | P a g e