Final Project Management Report

1. Project Management (MGT 60704)
Assignment 2 : Final Project Management Report
Name : Ong Yi Teng (Crystal)
Student ID : 0326486
Tutor : Mr. Edwin

2. Table of Content
1.0 Project Information
1.1 Introduction
1.2 Project Client
1.3 Objectives
1.4 Proposed Programmes
1.5 Stakeholders
2.0 Site Information
2.1 Site Analysis
2.2 SWOT Analysis
2.3 PESTLE Analysis
3.0 Project Suitability
3.1 Contextual Response
3.2 Programmatic Response
4.0 Project Management
4.1 Organization Structure
4.2 Procurement Method
5.0 Resource Planning
6.0 Project Viability
6.1 Gross Floor Area
6.2 Economic Feasibility
6.3 Technical Feasibility
6.4 Legal Feasibility
6.5 Social Feasibility
7.0 Risk Analysis
7.1 Preliminary Phase
7.2 Construction Phase
7.3 Building Operation and Maintenance Phase
8.0 Maintenance Strategy
8.1 Preventive Maintenance
8.2 Breakdown Maintenance
9.0 Success Criteria
9.1 Scope
9.2 Cost
9.3 Quality
9.4 Time
10.0 Work Breakdown Structure
11.0 Gantt Chart

3. 1.1 Project Introduction
This is a project to develop a sosio-cultural hub in Johor
Bahru, Malaysia. Johor Bahru is one of Malaysia’s urban
destination due to it’s highly modernized infrastructure. This
city is weak in it’s socio-cultural aspect, which relates to
provide a platform for public interaction based on a research.
A city lobby is to be created where it encourages positive
engagement between public to define the place through their
own or collaborative activities. This project will lead to the
engage and reangage of the city’s local population and visiting
tourists from other places.
1.0 Project Information
1.2 Project Client
This is a joint venture between Johor Bahru City Council
(MBJB) and Ministry of Tourism and Culture (MOTAC) to
promote the tourism industry in Johor Bahru while promoting
the interaction of Johorians with people from all around the
world. The land owner will be the Ministry of Tourism and
Culture (MOTAC). This eventually will benefit the tourism
industry in Johor Bahru.
1.3 Objectives and Goals
1.3.1 Project Objective
A socio-cultural hub are city spaces and buildings, which are used as
a gathering point for people in the city and offers a wide range of
disparate activities. It is to promote socio-cultural exchange and
opportunities. It is to provide a ‘free space’ or ‘neutral space’ of the
city where specific dialogues and activities are encouraged and
expected to happen
1.3.2 Design Objective
To create experiencing spaces in order to attract users to come and
stay within the building instead of treating it as a transfer space. To
achieve project’s objective by integrating Johor Bahru cultural
programmed and elements into the building design as well as
respecting the site context of the building.
1.3.3 Project Goals
- To produce quality work
- Completing the project without any delay
- Try to fulfill client’s requirements and budget
Johor Bahru City Council
(MBJB)
Ministry of Tourism and Culture
(MOTAC)

4. 1.4 Proposed Programmes
.
Traditional Plantation Nursery
Cultural Gallery
Artisan Market
A mini traditional plantation nursery
to educate the people regarding the
traditional plants in Johor Bahru.
A cultural gallery for the locals to
exhibit and promote the essence of
the site.
An artisan market to showcase the
culture in the form of art and
merchandise.
Handicrafts workshops in order for
the users to experience the culture
in the form of arts.
A rooftop garden to enjoy the view
in a hustle and bustle city.
Reading area that studies about the
culture and elements of Johor
Bahru.

5. Type of Stakeholder Role Name Impact to Project
Key Stakeholder Client Ministry of Tourism and Culture (MOTAC) High
Client and Land Owner Majlis Bandaraya Johor Bahru (MBJB) High
Internal Stakeholder Team Members Architect Zerospace Architect Sdn. Bhd. High-Medium
Quantity Surveyor Pro QS Sdn. Bhd. High-Medium
C&S Engineer Gold Engineering Sdn. Bhd. High-Medium
M&E Engineer Platinum Engineering Sdn. Bhd. High-Medium
Landscape Architect Green Space Design Sdn. Bhd. Medium
GBI Specialist JWH Architect Sdn. Bhd. Medium
Main Contractor Tan Long and brothers Construction Sdn. Bhd. Medium
External Stakeholder Regulatory Bodies Majlis Bandaraya Johor Bahru (MBJB) High-Medium
Fire and Rescue Department of Malaysia (Bomba) High-Medium
Pos Malaysia High-Medium
Indah Water Konsortium (IWK) High-Medium
Telekom Malaysia High-Medium
Tenaga Nasional Berhad (TNB) High-Medium
Badan Kawalselia Air Johor (BAKAJ) High-Medium
Department of Environment (DOE) High-Medium
Heritage Department High-Medium
Landscape Department High-Medium
Jabatan Kejuruteraan High-Medium
Transport Department High-Medium
Road and drains department High-Medium
End Users Tenants Low
1.5 Stakeholders
.

6. 2.1 Site Introduction
The site is located between Jalan Wong Ah Fook and Jalan Trus in Johor Bahru. The existing context are high rise office building,
shopping malls, as well as shophouses. Most of the shophouses are left vacant. There are 2 shopping malls opposite Jalan Wong Ah
Fook, JBCC and JB Komtar. Hence, most of the people come from the malls instead of the shophouses. Jalan Wong Ah Fook serves as
the main circulation of Johor Bahru and has daily heavy traffic flow.
2.0 Site Information
The site sits between Jalan Wong Ah Fook and Jalan Trus. The main building located near the site.

7. 2.2 SWOT Analysis
S.W.O.T analysis is an analysis to analyze the internal environments, opportunities and threats that can be found in site. It is the use to
strengthen the design of the building.
STRENGTH
- Adaptation to the modern era
- Convenient transportation
- Government initiative in
building a livable city
- Variety of business
- Interesting topography
WEAKNESS
- Not OKU friendly
- Lack of cultural identity
- Lack of night activities
- Urban coarse grain
OPPORTUNITY
- Linkage between the 2 streets
- Contact point
- Dual experience
- Improving walkability
- Introduce social space
THREAT
- Lack of surveillance
- Weak civic consciousness
- Robbery cases
- Dodgy alleyways

8. 2.3 Site Analysis (P.E.S.T.L.E)
P.E.S.T.L.E is known as a framework of marketing analysis. It is to analyze the external environment of site to launch a new project.
There are a few advantages of this analysis which includes being cost effective as well as deeper understanding of businesses to exploit
opportunities. This is to ensure the success of new programmes introduced to site by utilizing the opportunities to strengthen the
project’s goals.
Political This site is owned and managed by MBJB and MOTAC, the whole intention is to provide interaction between
the people in JB. This project is to promote cultural activities in JB at the same time, hence, the communities can
strengthen their bonds and this will lead to the rise of economy in JB. MBJB is a government body based in Johor
bahru while MOTAC based in Kuala Lumpur. Hence, these both parties might have different guidelines in design.
Economy The site is located right opposite 2 big malls which is JB Komtar and JBCC. These malls are then connected to
Johor Bahru Checkpoint. Hence, there is a constant flow of visitors coming in from Jalan Wong Ah Fook. Most of
the Singaporeans will stop by this area during the weekends or public holiday. By having this sosio-cultural hub,
it is able to attracts tourists from world wide especially the Singaporeans who drop by there oftenly. With this, it
will eventually boost up the economy along the streets.
Social The proposed programmes of this socio-cultural hub are customised to spread the essence of Johor Bahru which
includes the artisan market, cultural food hub, cultural gallery etc. All these will promotes interaction between the
users.
Technology By applying urban design strategy, the material used for building composition and facade, natural lighting and
ventilation. This is to ensure the sustainability and livability of town. A water fountain is the grand approach of
the building, hence it also acts as a passive cooling system.
Legal The site context with the existing shophouses should be respected with the design guidelines provided by the
authority with the appropriate levels of intervention.
Environment Due to the lack of green spaces in the site, the greenery applied in the sosio-cultural hub can enhance the urban
landscape. This green space can act as a gathering space for the community to socialize and conduct activities.

9. 3.1 Contextual Response
The design of the building started up by understanding and
learning the neighbouring context of site. The socio-cultural hub
is placed according to the axis of the traditional shophouse and
also the new development shopping malls. As Jalan Wong Ah
Fook has wider roads and it provides wide pedestrian walkway,
hence, the entrance facing Jalan Wong Ah Fook is blending into
the pedestrian walkway, inviting the public into the building.
Both Jalan Wong Ah Fook and Jalan Trus has very contrast
elements, however the facade facing Jalan Wong Ah Fook is more
minimalist and modenise while in Jalan Trus, the facade contains
arches as it reflects the old shophouses in Jalan Trus.
3.0 Project Suitability
3.2 Programmatic Response
The design intention of the sosio-cultural hub is based on evoking
the curiosity of the users that lead to understanding more about the
culture of Johor Bahru. Programmes such as artisan workshops are
provided as it allows the users to experience the culture of the
teochew ethnic which are one of the earliest ethnic in Johor Bahru.
Besides that, this socio-cultural hub serves as an experiencing hub
that allows users to experience the culture of Johor Bahru. A cultural
square is located on the upper ground floor. A gallery, cultural
reading hub, cultural food hub are provided to strengthen the
essence of the culture.

10. 4.1 Organization Structure
This project acquires a hierarchy-oriented organization culture, The architect is the leader of the project as he/she will coordinates
activities between the design team, construction team as well as the client. With this, it will enable the leader (architect) to ensure a
reliable and smooth flow of production by solving problems that are formed and applying various solutions to solve it. Hence, these will
lead to the minimal impact to the cost, quality and time of the project.
4.0 Project Management
CLIENT
Majlis Bandaraya Johor
Bahru (MBJB)
CLIENT
Ministry of Tourism and
Culture (MOTAC)
Design Team Construction Team
Main Contractor
Tan Long and brothers
Construction Sdn. Bhd.
Sub Contractor
Urban Design Sdn. Bhd.
Supplier
Tidings Co Sdn. Bhd.
Project Manager & Architect
Zerospace Architect
Sdn. Bhd.
M&E Engineer
Platinum Engineering
Sdn. Bhd.
C&S Engineer
Gold Engineering
Sdn. Bhd.
Landscape Architect
Green Space Design
Sdn. Bhd.
Quantity Surveyor
Pro QS
Sdn. Bhd.
GBI Specialist
JWH Architect
Sdn. Bhd.

11. 4.2 Procurement Method
This project adapts a traditional procurement method as this procurement method breaks down the design, bid and build of the project.
With this procurement method, the clients - Majlis Bandaraya Johor Bahru (MBJB) and Ministry of Tourism and Culture (MOTAC) is
under two contractual obligations, which is the consultants and the contractors. Therefore, the design works will be managed by the
consultants team while the construction activities will be managed by the contractors team.
The consultant team is lead by the architect, whereas the team members will be the C&S Engineer, M&E Engineer, landscape architect,
GBI specialist and the quantity surveyor. On the other hand, the contractor team will be lead by the main contractor with the team
members of sub contractor and suppliers.
The design phase will begin first and the followed by the construction phase. Due to the contract only allows the client and the project
team to review and amend the design before construction works, hence it will take a longer time for the project to be completed.
With the traditional procurement method, the client has full influence throughout the whole project in controlling the quantity and
functionality while the project team can manage and evaluate the effect of change . Therefore, it will reduce the contract conflict. This
method applies a balanced allocation of risk between the client and contractor compared to the design and build procurement method.
Last but not least, selective tendering is applied in this project to ensure the effectiveness, efficiency and quality of bids received as the
design require specialist works.

12. 5.1 Resource Planning
A comprehensive resource plan is to identify the resources required at each stage by allocating tasks to either human or non-human
resource. Hence, this will increase the efficiency of the resources and also to ensure the project goes on smoothly.
5.0 Resource Planning
Phase Task
Labour
Resource Competencies
Position Quantity
Schematic Design Phase Site Analysis & Design
Concept
Architect 1 Ability to understand the local context and
opportunities, experienced with design of
socio-cultural hub scheme and GBI design.
Design development Phase Detailed Design and
Development drawings
Architect 1 Experience with application of building plans
approval.
Structural Design Structural Engineer 1 Involvement and experience with RC structure.
M&E Design M&E Engineer 1 Various involvement with M&E appliances.
Landscape Design Landscape Architect 1 Various involvement is landscape design.
Contract Documentation
Phase
Contract Management and
all stakeholders
Contract Manager 1 Couple years of experience in project management.
Bill of Quantities and Cost
Control
Quantity Surveyor 1 Experienced in preparing, negotiating and analyzing
cost for tenders and contracts.
Site inspection and
supervision of construction
Main contractor,
M&E engineers,
C&S engineers
5 Multi layered thematic management.
Hand Over Project closing Architect 1 Various involvement in different project schemes.

13. 6.1 Gross Floor Area
6.0 Project Viability
According to the project, brief , we are required to build a 3-5
storeys building with minimum 2000 sqm and maximum 2400
sqm excluding the basement car parks.
Basement GFA (sqm)
Parking Area 1187
Total GFA (sqm) 1187
Lower Ground Floor GFA (sqm)
Cafe 150
Total GFA (sqm) 150
Upper Ground Floor GFA (sqm)
Cultural food hub 203
Social pods 221
Retail 177
Cultural gallery 179
Artisan market 241
Total GFA (sqm) 1021
Second Floor GFA (sqm)
Cultural workshops 183
Reading area 143
Theatre 348
Total GFA (sqm) 674
First Floor GFA (sqm)
Office 182
City library 195
Sharing platform 106
Total GFA (sqm) 483

14. 6.2 Economic Feasibility
Costing guideline:
i. Consultant fees = Construction cost x 12%
ii. Compliances fees = Construction cost x 6%
Construction Cost Basement
Total GFA 1187 SQM
Construction cost per sqm RM1300
Total construction cost for
basement
RM 1,543,100
Construction Cost Superstructure
Total GFA 2328 SQM
Construction cost per sqm RM2250
Total construction cost for
superstructure
RM 5,238,000
Cost
Total construction
RM 1,543,100
RM 5,238,000
RM6,781,100
Consultant fees RM6,781,100 X 12% RM 813,732
Compliance fees RM6,781,100 X 6% RM 406,866
Finance cost - nil
Land cost - nil
Gross Development Budget RM 8,001,698

15. 6.3 Technical Feasibility 6.5 Social Feasibility
6.4 Legal Feasibility
Reinforced concrete structure will be used as the construction
method for the socio-cultural hub. The construction will be
featuring bare finishes and planter boxes to portray a raw
material finishing for the building to promote usage of honesty
of materials and to prevent the building to perform a huge
contrast with the context itself.
This project is designed to comply with the legal requirements
mentioned in the Uniform Building By-Law 1984 (UBBL) and
the guidelines given by Majlis Bandaraya Johor Bahru
(MBJB) fully. As this site is a standalone site, the setback of
the building is 6m + 2m ;landscape for all four sides of the
building. Sufficient amount of light and ventilation should be
provided for all floor areas. 30 parkings, 2 disabled parkings
and 2 services parkings are also provided.
The proposed programmes in this socio-cultural hub creates a strong
cultural experience to engage all the sers despite any ages and
nationality. The visitors will be able to have an awesome cultural
experience that will evoke their 5 senses throughout the socio-cultural
hub. Besides that. A strong community bond will occur as this
socio-cultural hub promotes interaction between the community as well
as the tourists.

16. 7.1 Preliminary Phase
7.0 Risk Analysis
No. Type of Risk Percentage Severity Effect
Mitigation
Strategy
Contingency
Plan
1
Project brief does not meet client’s
expectation
40/100 Medium
Delay in the process of planning
hence, the cost will increase due to the
amendments made.
Project manager should
acknowledge the team
of what is needed to be
done
To utilize legal and
contractual agreements
to limit the changes in
design
2
Miscommunications between the clients
and consultants
80/100 High-Medium
Poor scheduling and workflow in
regards of work progress.
Site meeting should be
carried out twice a
month to update site
condition and group
discussion to solve the
issues.
To have meetings to
clarify the issues with
all consultants.
3 Reduced of budget by client 60/100 High-Medium
Changes to be made according to the
amount reduced.
Several options of
design and materials in
proposal should be
provided by the
consultants.
Meeting with client to
discuss on the
alternative ways to run
the project.
4 Change in government bodies 20/100 Medium-High Might cancel off the project.
Highlighting the
benefits of project to
community.
Discuss with client for
alternative ways.
5 Discrepancy in drawings 80/100 High
Misunderstanding among the project
team.
Checking the drawings
oftenly and be clear of
the responsibilities of
consultants.
Conduct immediate
meeting to solve the
discrepancy.

17. 7.2 Construction Phase
No. Type of Risk Percentage Severity Effect
Mitigation
Strategy
Contingency
Plan
1 Sudden change in design 15/100 Medium-High
Delay in construction and additional
costs will be charged.
To confirm agreed limits
and control of changes.
Utilize legal and
contractual agreements.
2 Market inflation 50/100 Medium
Additional cost and delay of project
duration.
Produce accurate
estimation of market
price during budget
allocation.
Allocate adequate
capital to counter.
3
Construction accidents that involved
public
30/100 Medium-High Affect image of project to public.
Ensure adherence to
safety standard
according to by-law.
Regular site inspection
to be held.
4 Unforeseen site conditions 50/100 High-Medium
Delay on construction progress and
increase of budget.
Project manager ensure
adequate float to
compromise the
unforeseen factors of
project.
Reschedule construction
works.
5 Site disturbance 10/100 Medium-Low
Delay on work, causing the project to
be an unpopular spot.
Proper management on
site to reduce noise
level.
Inform public about
advantage of the
building and only set
construction work
during working hours.

18. 7.3 Operation and Maintenance Phase
No. Type of Risk Percentage Severity Effect
Mitigation
Strategy
Contingency
Plan
1 Delay of CCC 40/100 High
No income for the client as the
building is uninhabitable.
Ensure building
requirements are
compiled to the
authority’s guideline.
Submit the form earlier.
Remind local authorities
of the submission’s
urgency.
2 High maintenance cost 20/100 Medium-Low
Unnecessary cost spent to maintain
building’s appearances and
effectiveness.
Consultants make sure
future costs are thought
off.
To have meetings with
consultants to look for
solutions.
3 Basement level damping issue 50/100 High It will affect structure integrity.
Apply suitable
construction method
regarding the
requirements.
Additional
waterproofing and
related services to the
counter.

19. 8.1 Preventive Maintenance
8.0 Maintenance Strategy
No. Items Frequency Strategy
1
Landscaping Once in every 2
months
Make sure the softscapes and hardscapes are all in good condition.
2 Dormitory cleaning Weekly Housekeeping works to be done to ensure cleanliness of the dormitory/
3 General cleaning Daily To ensure the cleanliness of the sosio-cultural hub.
4 Building inspection Annually Ensure building satisfies the fire safety and operational safety requirements.
5
Food hub inspection
Weekly
To ensure stored ingredients are in sufficient quantity and to ensure the freshness
of ingredients use.
6 Social media presence Daily To advertise and publicise the sosio-cultural hub in social medias.
7 Roofing Monthly Ensure no leaks and accumulation of stuffs on roof.
8 Water feature cleaning Weeklyy Ensure the cleanliness of water feature.
9 Windows and doors Monthly Removes dust that causes visual disruption.
8.2 Breakdown Maintenance
No. Items Strategy
1 General lighting Lighting around the hub should be running without failure and to be replaced at a certain duration.
2 Furniture maintenance Furniture elements to be replaced when they are worn out.

20. 9.2 Cost
9.0 Success Criteria
Time, scope and costs are the triple constraints that have a
direct impact to the end quality of the building in construction
projects. For this project, cost and scope of work is more
important constraints compared to time constraints.
This project serves as a socio-cultural hub in Johor Bahru.
This project does not reply much on time as the client has no
any consideration of any opening. Nevertheless, the longer the
project timeline, the higher the cost of the project. Hence, we
have to take consideration and ensure the project to be
completed within the time given.
9.1 Scope
Scope is the main constraint throughout this project as it
required creating spaces that allows the users to experience the
culture of the area. Consequently, with the help of experienced
consultants involving in this project, more ideas can be input
to attract people to the hub.
Besides that, all the consultants should follow the progress of
project as stated in gantt chart and work breakdown structure
to ensure quality of works in ensured.
Cost is the secondary constraint for this project. A certain amount of
budget given by the client to complete this project should not be
exceeded.
9.3 Time
Time is the tertiary constraint in this project. Although it is known as
the tertiary constraint, time management is important to ensure the
success of the project. Certificate of Completion and Compliance
(CCC) should be issued and received by the client before Jan 2025.

21. 10.0 Work Breakdown Structure
Sosio-Cultural Hub
1. Preliminary Phase 2. Construction Phase 3. Post-Construction Phase
1.1 Schematic Design
- Project Briefing
- Site visit and survey
- Site analysis and
documentation
- Preliminary design proposal
- Authority approval (DO)
1.2 Design Development
- Building plans
- Development drawings
- Selection of materials
- Authority submission
1.3 Contract Documentation
- Tender documentation
- Result evaluation
- Award of contract
- Preliminary budget and cost
- Resource planning
- Project planning and
implementation schedule
2.1 Pre- Construction
- Site planning and clearing
- Site setting and levelling
- Setting up sign hoarding
board and site office
2.2 Substructure
- Land excavation
- Piling and footing
construction
- Retaining wall execution
- Basement car park
construction
2.3 Superstructure
- Columns and beams
- Floor slabs
- External and internal walls
- Features
- Fire staircases
2.4 Roof
- Roof construction
- Gutter and drainage system
installation
2.5 M&E Services
- Lift installation
- Electrical and lighting
fittings
- Mechanical ventilation and
air conditioning system
- Fire protection system
2.6 Windows and doors
- Windows installation
- Door installation
2.7 Finishes
- Staircase finishes and
railings
- Furnitures and fixtures
installation
- Wall, floor and ceiling
finishes
2.8 External works/ landscape
- Water drainage system
- Sanitary system
- Softscape and hardscape
installation
3.1 Project Completion
- Site clearing
- Site inspection
- Handing over
- Issue of CCC
- Closing out