1. SCHOOL OF ARCHITECTURE BUILDING AND DESIGN
BACHELOR OF SCIENCE (HONS) IN ARCHITECTURE
PROJECT MANAGEMENT (MGT60403)
PROJECT 2 : FINAL PROJECT MANAGEMENT REPORT
PROPOSED PROJECT : CREATIVE COLLABORATIVE WORKSPACE, JALAN SULTAN ISMAIL, KUALA LUMPUR
CHONG YI HUI
0324404
AR. SATEERAH HASSAN

2. TABLE OF CONTENTS
1.0 INTRODUCTION
1.1 PROJECT BRIEF
1.2 CLIENT
1.3 OBJECTIVES
1.4 STAKEHOLDERS
2.0 DESIGN ANALYSIS
2.1 SITE INTRODUCTION
2.2 SWOT ANALYSIS
2.3 PESTLE ANALYSIS
3.0 PROJECT VIABILITY
3.1 OBJECTIVES
3.2 GOALS
3.3 SUCCESS CRITERIA
4.0 DESIGN SUITABILITY
4.1 KEY FEATURES
4.2 SPATIAL PLANNING
4.3 SCHEDULE OF ACCOMMODATION
4.4 COST ESTIMATION
5.0 PROJECT PROCUREMENT
5.1 CONTRACT PROCUREMENT
5.2 ORGANISATION STRUCTURE
5.3 RESOURCE PLANNING
6.0 MAINTENANCE STRATEGY
6.1 BREAKDOWN MAINTENANCE
6.2 PREVENTATIVE MAINTENANCE
7.0 RISK ANALYSIS
8.0 CONSTRUCTION STRATEGY
8.1 WORK BREAKDOWN STRUCTURE (WBS)
8.2 GANTT CHART

3. 1.0 INTRODUCTION
1.1 PROJECT BRIEF
This project intends to develop a creative collaborative workspace within the heart of
Chow Kit as part of the client’s aim to introduce a creative workforce within a hectic
and typical city worklife. As the buildings on site has a formal and intimidating
typology, it lacks the sense of community and leisure aspect. This collaborative
workspace aims to create a balance work and live component by introducing
unconventional but functional spaces for users to work in.
To bring a sense of community and more leisure activities within the site, the
programs and function of the collaborative workspace would be more towards
creating a community within the building by having a mixture of users from
entrepreneurs to designers. Fun and multipurpose spaces will not only increase
communication between users but also makes them feel more welcomed. Spaces such
as galleries are not usual in a typical collaborative space, but this provides a space for
users to display and share ideas among each other. Thus, increasing the connectivity
among themselves.
Some considerations that the client has informed are listed below:
● To transform the site into an attraction area
● To transform the site into a green pocket within the area
● Public and private spaces clearly defined and separated
● Create a fresh environment for the professional world
1.2 CLIENT
MINISTRY OF TOURISM, ARTS & CULTURE (MOTAC)
The client for this collaborative workspace is the Ministry of Tourism, Arts & Culture
which was first set up under the Ministry of Trade of Malaysia in 1959. This ministry
is responsible for matters regarding tourism, culture, arts, and heritage. It has been a
catalyst for cooperation among the tourism and culture industry making Malaysia a
tourist destination. Therefore, the ministry is an important role in this project to
provide creative and promotes new approaches to the site.

4. 1.3 OBJECTIVES
● To promote a living lifestyle within the a workspace
● To create a green pocket in the site, fresh working environment
● To improve on the engagement of the community
● To create a hub where the creative workers and the community around could enjoy
together
● To deliver within the time and budget using the best design selected
1.4 STAKEHOLDERS
MINISTRY OF TOURISM, ARTS & CULTURE
DEWAN BANDARAYA KUALA LUMPUR (DBKL)
PROJECT & CONSTRUCTION TEAM
The project and construction team are stakeholders that are heavily involved in the
project from the commencement of project until the finalisation. To ensure that the
quality of the project is met, the project team members have to meetings and monitor
the progress of the project. The construction team needs to be skillful and committed
to build accordingly to the approved design.
As the client of the project, MOTAC is the main stakeholder that
will have direct effect from any changes that have been made to
the project. MOTAC is the main body that funds the project and
makes decisions for the design consideration.
DBKL is the local council and governing body of Kuala Lumpur. All
UBBL and building/site requirement must comply and be approved
by DBKL.

5. 2.0 DESIGN ANALYSIS
2.1 SITE INTRODUCTION
The site is located at Jalan sultan Ismail in Chow Kit. It is surrounded by office
buildings, hotels and shophouses most of which are vacant. The high rise buildings
around the site are modern and in large scale which shows the evolution of Kuala
Lumpur into a modern city in general. The site is accessible by vehicles, bicycle,
pedestrian and also public transportation. Currently, the site is a parking lot.
A creative collaborative workspace is proposed to create a sense of community
between the community and workers on site. Besides, the site is also lacking green
spaces and leisure places. By having leisure activities and green spaces can improve
the work life balance on site.
2.2 SWOT ANALYSIS
STRENGTHS
● Pedestrian and vehicular access is found in an abundance
● Public transport is easily accessible
● Vegetation is heavy at the north-west side located next to the parking lot
(site)
WEAKNESSES
● Traffic on the main road in front of the site
● Repetitive building patterns found throughout the site
● Unoccupied tall buildings that serve to create a hollow feeling on site
OPPORTUNITIES
● The pedestrian bridge at close proximity to the site allows those who use it to
immediately see the building
● Cultural activities arounds the site can be brought in to enhance the user
experience on the ground floor level
● Multiple entrances and exits in design is possible due to the way the site is
currently utilised
THREATS
● Threats from the clogged drainage that will potentially cause flooding
● Blocked vision at from the main road due to the placement of the pedestrian
bridge
SITE

6. 2.3 PESTLE ANALYSIS
POLITICS
● This creative collaborative workshop will have programs that leans towards a
more diversified site that matches up to the Ministry of Tourism’s objective of
making Malaysia a country of world class tourism value when 2020 comes
around. This aim will be facilitated by the fact that this creative hub is
located at the capital of Malaysia.
ECONOMICAL
● The building will be partially funded by the government due to recent budget
cuts by the government to prevent the increase of the current debt.
Therefore, the remaining funds would be provided by the other stakeholders
as well as the revenues earned from the commercial spaces of the workspace.
SOCIOLOGICAL
● The site mostly consists of those of the white collared community as well as
those who focus on gaining revenue. There is a lack of a community that goes
to the site for leisure purposes due to the site’s on lack of leisure-focused
spaces. With that being said, the workspace intends to counter that by
creating a ground floor that is leisure-focused for the public, which extends
to the context where there is a high density of pedestrians.
TECHNOLOGY
● Implementation of green technology such as solar panels and passive designs
into the workspace to increase the Green Building Index (GBI) score in
sustainability.
LEGAL
● The local administration is carried out by Dewan Bandaraya Kuala Lumpur
(DBKL). As a result, the project and its development will have to abide by the
regulations that is set by the administrative body. The construction of the
building will also be monitored to minimise blockage of the road and
pedestrian path.
ENVIRONMENTAL
● The site is for the most part clean and maintained well. However, there is a
slight issue in terms of noise pollution as the site is located directly in front
of the main road where there is heavy traffic at the peak hours. Together with
a lack of greenery around the context of the site, the building would be
designed in such a way that it is able to counter both these issues.

7. 3.0 PROJECT VIABILITY
3.1 OBJECTIVES
● To complete the project within the time frame as well as within the budget,
both set by the client
● Be able to deliver a high quality end product that is able to meet the
expectations of the client
● To identify and have countermeasures for the risks that may occur during the
entire duration of the project at any point
● To be able to maintain the project efficiently even after the project’s
completion
3.2 GOALS
Short Term
● To provide consultation on design and the technical aspects of the project
● Establishing a project team that is competent enough to achieve the objectives of
the project as well as dedicatedly work towards it
Medium Term
● To provide a platform for the creative group that is currently not given enough
attention. This platform will be a centre of creative expression in a site where
monotony is a concern
Long Term
● To eventually elevate the status of the creative working group to be as prominent as
the existing white collar workers.
● This coexistence between two different groups will result in a diversified community
that facilitates the tourism value of the site

8. 3.3 SUCCESS CRITERIA
SCOPE
The scope of the design and its objectives are influenced from
the client’s set cost and time frame to ensure smooth workflow
and maximum quality. The job scopes are broken down in detail
using the Work Breakdown Structure (WBS) to properly track and
monitor the contribution of all parties involved.
TIME
The time set is around 2 years from ? to ?. The project would be
carried out according to the planned schedule, which would
constantly be monitored through the Gantt Chart to avoid project
delays.
COST
The total cost of this project is estimated to be at about
RM(nigger) million. The total cost would also include the design
and the construction cost of the project. As mentioned earlier,
most of the funds would be provided by the government body.
The success criteria is a tool to measure a project’s success
factors. For this project, having a high level of quality such as by
having a high level of Qlassic score is the top priority. In order to
achieve this target, it depends on the success factors known as
‘The Triple Constraints’.

9. 4.0 DESIGN SUITABILITY
4.1 KEY FEATURES
LAYOUT
● The building is arranged in a clustered manner and placed on each floor
depending on the intended groups of users for each space
LANDSCAPE
● The project is designed with the landscape as well as integrating nature into
the design as part of the response of the site where the presence of
vegetation is lacking in the face of the concrete jungle that the site mostly is.
CIRCULATION
● The circulation of the collaborative workspace is fairly straightforward to
ease movement for both normal and handicapped users. The building itself
will have subtraction of spaces as the user goes up the building as a sign on
increased privacy as one ascends to accentuate the intention of a working
space.
4.2 SPATIAL PLANNING
PUBLIC SPACES
● The main plaza, reception, lobby, gallery, food and beverages, and chilling
spaces are located at the ground floor.
● These public spaces are mostly located at the ground floor to create a space
that is accessible for all.
CREATIVE & MIXED USE SPACES
● Spaces such as mini library, cafes, shared workspaces, workshops, brainstorm
room and audiovisual room are located on the upper floors where the work
component of the collaborative workspace takes place.
● Some of the space provided when combined can be multi-use. (eg : workshop
& brainstorm room). Moveable furnitures are also incorporated in the shared
workspaces for a creative work station.
GREEN SPACES
● Pockets of green spaces are provided in the building to create a refreshing
workspace and also counter the lack of greeneries on site.
● On the ground floor, a main plaza and other green spaces are present. Spaces
on the upper levels in the building can also connect with the green element
incorporated by having views and green spaces in between.

10. 4.3 SCHEDULE OF ACCOMMODATION
FLOOR SPACES GROSS FLOOR
AREA (SQM)
Basement Parking 1045.1
M&E 8.2
Ground Floor Plaza 429.6
Office 8.2
Lobby 7.9
Gallery 70.2
Chill Area 82.9
Food & Beverages Area 65.6
Sitting Place 100.5
Toilet 23.3
Loading Bay 23.4
Disposal 8.8
Storage 12.8
M&E 8.2
Drop-off 60.0
Circulation Space 311.0
Total 1053.3
Total 1212.4
FLOOR SPACES GROSS FLOOR
AREA (SQM)
First Floor Mini Library 28.5
Cafe 25.8
Brainstorm Room 40.9
Workshop 1 58.1
Workshop 2 28.8
Sitting Place 96.3
Shared Workspace 79.7
Meeting Room 39.6
Workpod 17.0
Toilet 23.3
M&E 8.2
Circulation Space 103.8
Total 550.0

11. 4.3 SCHEDULE OF ACCOMMODATION
FLOOR SPACES GROSS FLOOR
AREA (SQM)
Second Floor Open Individual Workspace 66.3
Individual Workpod 17.2
Audio Visual Room 39.8
Meeting Room 27.5
Workpod 25.0
Outdoor Space 37.0
Sitting Place 155.5
Toilet 23.3
M&E 8.2
Circulation Space 80.4
Total 517.2
Third Floor
Total 212.7
Outdoor Hangout Area 63.0
Dormitory 42.7
Toilet 23.3
M&E 8.2
Circulation Space 75.5
4.4 COST ESTIMATION
Total construction cost is based from the assumed cost of RM 250/sqft.
Building Cost
Exclude Basement
26826.9SQFT X RM 250.00 = RM 6,706,725.00
Basement
11337.6SQFT X RM 250.00 = RM 2,834,400.00
Total : RM 9,541,125.00
Other Construction Cost
Landscape : RM 100,000.00
Public Spaces : RM 50,000.00
Green Roof : RM 90,000.00
Facade : RM 350,000.00
Total : RM 590,000.00
Direct Expenses Cost
Construction Supervision Fee : RM 70,000.00
Consultant Fee (15% Building Cost) : RM 1,431,168.75
Labour Cost (Estimated 125 workers, RM2000/month, 24 months) : RM6,000,000.00
Total : RM 7,501,168.75
Other Expenses Cost
Stationery & Printing Fee : RM 15,000.00
Insurance Fee : RM 100,000.00
Transportation & Travelling Expenses : RM 200,000.00
Field Measurement : RM 15,000.00
Total : RM 330,000.00
Grand Total : RM 17,962,293.80Total Gross Floor Area 212.7

12. 5.0 PROJECT PROCUREMENT
5.1 CONTRACT PROCUREMENT
As the client of the project is from the government, the contract form used is the
Public Works Department form, more specifically the PWD 203A Standard Form of
Building Contract. Where the government is the main client, this would be the
standard form used for their public projects.
In the construction industry, the main tender process involves the selection of the
contractor that will be the one responsible to construct the building. For this
particular project, the tendering phase goes through a selected tender process in
which the tender list of contractors is limited. This method is suitable for projects
where the client is from the government, where it is normally suited to a few
contractors that are trusted and work well with the government.
This method of tendering has an advantage of minimising the time taken for tender
calling and the evaluation phase due to the limited number of contractors to be
considered.
5.2 ORGANISATION CHART
Since selected tendering is used for the project procurement, the contractor is only
added to the Project Team in later stages of the Construction Phase.
Project
Manager
Architect
Landscape
Architect
C&S
Engineer
M&E
Engineer
Quantity
Surveyor
Main
Contractor
Specialist Supplier
Sub
Contractor

13. 5.3 RESOURCE PLANNING
Resource planning is applied in the project planning process to ensure that the resources used
tally with the planned required quantities. Resources are identified as manpower, materials,
required equipment for the project etc.
STAGES LABOUR MATERIALS EQUIPMENT DURATION
1.0 PRE-CONSTRUCTION PHASE
1.0.1 Preliminaries
1.0.2 Schematic Design
1.0.3 Design Development
1.0.4 Contract Documentation
Consultants Stationeries
Printing Fee
Examples of Materials
Papers
Projector
Computer
Printer
Calculator
22
27
103
27
2.0 CONSTRUCTION PHASE
2.0.1 Preliminaries
2.0.2 Foundation
2.0.3 Superstructure
2.0.4 Roofing
2.0.5 Facade
2.0.6 Doors & Windows
2.0.7 M&E Services
2.0.8 Landscape
2.0.9 Finishing Works
Contractors
Sub-Contractors
Specialist
Site Labourer
Steel Structures
Concrete
Aluminium
Roof Material
Papers
Facade Cladding
Greeneries
Machineries
Transport Vehicles
Construction Equipment
Temporary Offices
Houses for Labourers
Safety Hats
Safety Jackets
Alarms
Cranes
14
59
103
28
18
21
99
53
49
3.0 POST-CONSTRUCTION PHASE
3.0.1 Handover Consultants
Contractor
Sub-Contractor
Site Labourer
Cleaning Chemicals
Papers
Computer
Printer
Cleaning Machineries
Calculators
32

14. 6.0 MAINTENANCE STRATEGY
6.1 BREAKDOWN MAINTENANCE
ELEMENTS FREQUENCY STRATEGY
Floor Daily Ensure cleanliness of floor are kept due to high daily usage
Landscaping Weekly Ensure softscape and hardscape are in good condition and can
be used
Windows Weekly Ensure no dirt on are on window to provide pleasant view
internally and externally
Pipework &
M&E
Quarterly Check on condition of elements to ensure optimum usage and
change if there are any defects
Fire Safety Annually Ensure equipments are usable and up-to-date
External &
Internal Wall
Annually Ensure paint works are done when paint starts to fade or flake
off to maintain aesthetic value
ELEMENTS STRATEGY
Furniture Ensure furniture kept in proper arrangement and
sufficient
Any damage to the furniture has to be fixed or
replaced
Lighting Can be replaced once they are broken
6.2 PREVENTATIVE MAINTENANCE

15. 7.0 RISK ANALYSIS
RISK LIKELIHOOD IMPACTS MITIGATION STRATEGY CONTINGENCY PLAN
PRE-CONSTRUCTION PHASE
Design not approved by authorities Medium High More time spent on refining designs and
drawings to comply to authorities
Carry out amendments and check drawings to fulfill
requirements
Unclear requirements of features in
each space
Low Medium Clarify and discuss with client about features in
each space to client
Architect to propose suitable features in each space
to client with competent design and planning scheme
Design not approved by client Medium High Conduct meetings with client to understand
client’s brief
Solve design issue by conducting meeting with client
Cost of project higher than estimated
cost
Medium High Integrate passive designs into building with a
cheaper selection of materials
Recalculate construction cost and ensure budget is as
accurate as possible
CONSTRUCTION PHASE
Complaints from local residents to
authorities
low Medium Follow working hours approved by authorities Reschedule construction works for times when there
are less people
Poor weather condition delays
construction works
Medium High Apply for extend of working hours for good
weather days
Project manager to reschedule and update client on
delays or construction plans
POST-CONSTRUCTION PHASE
Defects on building after completion Medium High Take action to amend the defects on building Conduct immediate action to fix defects and follow up
on the building
Delay of CCC approval from authorities Medium Low Plan timeline properly considering the delay
from authorities
Notify authorities in advance of construction
completion date

16. 8.0 CONSTRUCTION STRATEGY
8.1 WORK BREAKDOWN STRUCTURE (WBS)
1. Project Briefing
-Analyse Project Brief
-Cost Setting and Scope
Statement
2. Site Analysis
-Site Investigation
-Site Documentation
-Soil Survey
-SWOT Analysis
3. Design Concept
-Preliminary Design Proposal
-Building Structure Proposal
-Schematic Interior Design
Proposal
- Project budget and costing
4. Authority
-Planning application
1. Detail Design
-Material selection
-Quality control and
management
-Detailed building plan
drawings
-Detailed structural plan
drawings
-Detailed landscape layout
drawings
-Detailed interior layout
drawings
2. Authority
-Building plan submission
-Bomba plan submission
1. Tender
-Tender documentation
-Tender exercise
-Tender evaluation
-Tender award
-Contract agreement
2. Costing
-Preparation of Bill of
Quantities
1.Handling over
-Issuance of CCC
-Issuance of Final
Certificate
-Close Cut
1. Pre-Construction
-Advising site stuff
-Temporary works and setting
out
2. Groundworks &
Earthworks
-Site clearance
-Excavation
-Piling & Footing
3.Structural Work
-Erection of column and beams
-Casting of RC slabs
4. Building Works
-Exterior walls
-Interior walls and partitions
-Doors and windows installation
5. Roofing
-Roof Construction
- Gutter and drainage system
6. Roadworks & Drainage
-Drainage system
-Perimeter roads
7. M&E
-Services installation
-Lift installation
-Electrical wiring
-Fire protection system
8. Interior Design
-Floor, ceiling and wall finishes
-Furniture installation
9. Landscaping
-Turfing and finishes
-Softscape and Hardscape
Post-Construction
-Site Inspection of CPC
-Site clearance
-Site inspection for CCC
SCHEMATIC DESIGN DESIGN DEVELOPMENT CONTRACT
DOCUMENTATION
CONTRACT
IMPLEMENTATION
FINAL
COMPLETION
COLLABORATIVE
WORKSPACE

17. 9.2 GANTT CHART