Project Management (MGT60704)

Assignment 2
FINAL PROJECT MANAGEMENT REPORT

NAME : Lissa Lai Jing Ying

ID : 0326465
TUTOR : Ar Edwin Chan
Table of Contents
1 PROJECT INFORMATION 7 MAINTENANCE STRATEGY

1.1 Proposed Programme 7.1 Building & Programme Maintenance

1.2 Design Brief
1.3 Objectives 8 PROJECT DELIVERABLES
1.4 Project Goals
1.5 Clients & Stakeholders 8.1 Success Criteria
1.6 Organisational Chart 8.2 Work Breakdown Schedule
8.3 Gantt Chart
2 SITE ANALYSIS

2.1 Site Introduction & Current Situation

2.2 SWOT Analysis
2.3 PESTLE Analysis

3 DESIGN INTENTION

3.1 Design Concept

4 PROJECT VIABILITY

4.1 Key Features

5 PROJECT PROCUREMENT

5.1 Contract Procurement

5.2 Resource Planning

6 RISK ANALYSIS & MITIGATION STRATEGY

6.1 Risk Identification

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1. PROJECT INFORMATION
1.1 Proposed Programme
The social cultural hub is directed by the existing businesses surrounding the site
which comprise of the old traditional shophouses and newer businesses enveloping
the site in their high rises. Despite Johor Bahru establishing the site as the business
district, only newer businesses benefit from it whilst the older ones struggle to make
their presence relevant. Thus, the social cultural hub aims to bring about an
integration of the contrasting businesses in order to strike a balance and show its
appeal to the current and future users of Johor Bahru City Centre.
1.2 Design Brief
The client has the intention to create a social cultural hub which creates a gathering
point that caters to the needs of the people in the city but offering opportunities for
cultural exchange. A design, which will create a positive impact to the public making
more engaging and inviting, hence, encourage people to stay, connect and collaborate.
Asides from that, the client also required elements of sustainability by incorporating
green design so that it gives people a healthier living environment.
1.3 Objectives
➔ To bridge the contrasting backgrounds of the cultures at site.
➔ To have these existing businesses thrive with one another, rather than
overpowering against each other.
➔ For the people of JB City be encouraged to collaborate with one another in a
provided setting.
➔ Introducing a glimpse of Johor’s culture to users who visit the site or are new to
the place
➔ Enhancing circulation between Jalan Trus and Jalan Wong Ah Fook
1.4 Programme Goals
Short Term Goal
Ensure project is completed within the stipulated time and budget.
Medium Term Goal
Building may become an outlet that enables its users to benefit from in terms of
forging and improving relationships.
Long Term Goal
In a long run, the spaces provided can help to improve relationships amongst the
people and enable the surrounding businesses to thrive, both traditional and modern
ones.
1.5 Clients & Stakeholders
Clients
Johor Corporation (JCorp) was established as a public
enterprise and a statutory body via Johor Enactment No. 4
1968 (as amended under Enactment No. 5, 1995). JCorp aims
to improve the state and national economic growth through
efficient and effective business entities while upholding
community interests.
Majlis Bandaraya Johor Bahru (MBJB) or JBCC is the main
authority figure of Johor Bahru which governs the area. The
land which the project the built upon is owned by MBJB. They
are an important regulatory in this project.
Suggestions by client & authorities are as followed :
- Allowing the site to have green pockets
- Enhancing the circulation between Jalan Trus and Jalan
Wong Ah Fook
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Internal Stakeholders External Stakeholders
Companies, entities and organisations which have direct involvement in the project. Companies, entities and organisations which have indirect involvement in the project.

MBJB is administers the city and enables approvals for External Departments
projects to proceed. They directly affect how the smoothly
the project will run and executed. BOMBA
Tenaga Nasional Berhad (TNB)
Syarikat Bekalan Air Johor (SAJ)
Pos Malaysia
Indah Water Konsortium
Telekom Malaysia
JKR
Jabatan Bangunan
Think City works closely with local authorities, Jabatan Perancangan, Pembangunan & Landskap
communities, institutions, private entities, and global
experts, to continue to trial, plan, and implement Public
programmes to rejuvenate cities. Johor Bahru City Residents
Students
Foreigners from the Customs
PROJECT CONSULTANTS Pedestrians
Companies which are involved with the project directly such as Quantity Surveyors, Business owners of Jalan Trus and Jalan Wong Ah Fook
Landscape Architects, Architects, Engineers and so forth. The advises and decisions
made by the consultants will determine the direction of the project to ensure it
reaches its goals and objectives.

SUPPLIERS
Material suppliers affect the rate of success as raw materials are needed to for the
physical buildability of the project. The qualities of it affects how long lasting the
building will be in a long run.

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1.6 Organisational Chart

Client
(JCorp)

Consultant
Contractors
Team

Architect Main Contractor

LLai Architects BLDBLT Sdn. Bhd.

Landscape Architect

Construction Team
Sub-Contractor
PRSTN Sdn. Bhd.
Design Team

Civil Engineer
VAV Sdn. Bhd. Suppliers

Mechanical & Electrical Engineers

SVT Sdn. Bhd.
Concrete Supplier

Structural Engineer
EXO Sdn. Bhd.
Steel Manufacturer

Quantity Surveyor
HL Sdn. Bhd.

Land Surveyor Contractual Links

MCR Sdn. Bhd.

Interior Designer Information

PCYeol Sdn. Bhd. Exchange
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2. SITE ANALYSIS
2.2 SWOT Analysis
S.W.O.T. Analysis is used to analyse the internal environments.
KOMTAR

JB Central STRENGTH
- Adaptation to the modern era
- Convenient transportation
- Government initiative in
building a livable city
Persada Johor City Square
- Variety of business
- Interesting topography

Puteri Pacific WEAKNESS

Hotel - Not OKU friendly
- Lack of cultural identity
- Lack of night activities
- Urban coarse grain

OPPORTUNITIES
- Linkage between the 2 streets
- Contact point
- Dual experience
- Improving walkability
2.1 Site Introduction & Current Situation - Introduce social space
The site located in the heart of Johor Bahru City Centre, walking distance from the THREATS
Customs connecting to Singapore. It sits between Jalan Wong Ah Fook and Jalan - Lack of surveillance
Trus. Notable landmarks would be Public Bank, KOMTAR, Johor Bahru City Square and - Weak civic consciousness
Persada Johor. During the past, there was a pedestrian bridge from JBCS directly in - Robbery cases
front of the site. When the walkway pavements were redone, the pedestrian bridge was - Dodgy alleyways
removed, leaving the remnants of the staircase attached to the City Square.

Currently, there are only a small handful of shop lots beside the site but it's mainly
dominated by high rises and white collar businesses. The site is empty and vacant. It
used to have old shop lots but was destroyed for future developments.

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2.3 PESTLE Analysis
P.E.S.T.L.E. Analysis is used to examine the external environment of the site.
POLITICAL
The site is owned by MBJB and its located strategically near customs area. The
project intents to improve community life as it has severely deteriorate over the years
due to progression. Asides from that, JCorp as the clients wants to improve the
economic situation of the area where even smaller businesses are allowed to thrive.
There may be possible compromises needed to be made in order to find a middle
ground for the aims.
ECONOMIC
The site sits between Jalan Wong Ah Fook and Jalan Trus. Walking distances from
administrations, commercial, retail and eateries. There is a constant flow of visitors on
these two streets for various users at site. Potential programs to be proposed will
further enhance the quality of the area and must be economically feasible for the
people.
SOCIAL
The programs proposed will have to ensure its connects with the community and
ensure everyone can engage with one another. At the same time, it should introduce
new users to the cultures of Johor Bahru. Such programs must invoke a sense of
participation from the community while allowing for exchange of information with one
another. Smaller traditional businesses are also given a platform to showcase their
trade.
TECHNOLOGY
With Johor Bahru being the hub for progression and modernisation, there is no
shortage of up to date technology at site. The accessibility to such technology will
allow for improvements to be made on the project. Technology such as green
technology can be used to enhance the sustainability of the overall project as that is
what has yet to be implemented in the area. Since its at the city, the project will not fall
behind in terms of its technology either as it will adapt over time.
LEGAL
The design and planning of the building must abide to legislative requirements as set
by the Johor Bahru Municipal Council and Uniform Building By-Laws. This also
includes ongoing construction requirements and when the building is inhabited by
people. For design requirements, a setback of 6m from the boundary at every side is
required. This gives space for potential landscaping where needed.
ENVIRONMENT
Johor Bahru lacks green pockets and greeneries in general. It is being compensated
with planter boxes placed along the side of Jalan Wong Ah Fook but it is not being well
maintained and does not contribute much to the environment. With that being said,
introduction of proper green belts and a rooftop garden to increase greeneries in the
spaces. Due to the stark topography difference at site, Jalan Wong Ah Fook has been
flooded before during raining seasons.
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3. DESIGN INTENTION
3.1 Design Concept 3.2 Design Sustainability

The social cultural hub aims to integrate the existing businesses such as the new and To reduce direct sunlight entering the space, the building orientates to where the
old businesses while showing teasers of the heritage aspect of Johor Bahru. The shadows cast at these times. However, natural daylight can still enter but filtered
concept derived from the fact that the site has been established as the business through with the help of shading devices.
district by the Sultan of Johor, Sultan Ibrahim Sultan Iskandar. It is called the Ibrahim
International Business District (IIBD). However, with this plan being launch it strips all
essence of Johor Bahru’s culture from the site. So with this in mind, the business
district still remains but glimpses of the heritage and essence of Johor Bahru is
introduced at the social cultural hub. This benefits those who are new to Johor Bahru
and have travelled from overseas and enters through the customs as the site is
strategically placed walking distance away from it.

User Groups (10am) User Groups (2pm)

To cool the spaces down passively, the openings of the internal spaces are along the
axis of where strong prevailing winds occur. With the opening enclosed at the sides,
there is an increase of wind pressure within the spaces.

PREVAILING WINDS
AND CLOUD COVER

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4. PROJECT VIABILITY
FLOOR AREAS Total Estimated Cost

Partial Basement 1020 m2 RM

Lower Ground 116 m2 Building Cost 5,444,075

Upper Ground 700 m2 Basement Cost 1,489,200

First Floor 500 m2 Other Construction Cost 250,000

Second Floor 570 m2 Other Cost 707,729.75

Third Floor 510 m2 Finance Cost (NIL) -

Land Cost (NIL) -

Building Gross Floor Area (GFA) (Area sum from Ground Floor til Third Floor)
= 2396 m2 RM 7,891,004.75

Building Cost (Excluding Basement)

= 2393 m2 x 2275 (RM/m2)
= RM 5,444,075

Basement Cost
= 1020m2 x 1460 (RM/m2)
= RM 1,489,200

Other Construction Cost

Landscaping = RM 250,000

Other Cost
Consultant fee (10% Building Cost) = RM 544,407.50
Compliance cost (3% Building Cost) = RM 163,322.25
TOTAL (Other Cost) = RM 707,729.75

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5. CONTRACT PROCUREMENT
5.1 Procurement Method

Traditional Procurement Method
The project will adapt to the traditional procurement method as this method breaks
down the design, bid & build of the project. Under this method, the clients, are under
two contractual obligations, which are the consultants and contractors. Design works
are to be undertaken by consultants whilst construction activities will be led by the
main contractor.
PAM Contract 2018 was used as a basis for the project and it provides all necessary
guidelines for each party to be compliant to.
With this method of procurement, cost of the project is determined during contractual
documentations tage. The fixed cost provides assurance to the client and
transparency on how the budget is delegated.

The architect will lead the team of consultants which comprises of quantity surveyors,
landscape architects, land surveyors, M&E engineers, C&S engineers, civil engineers,
interior designers and so forth. On the other hand, the construction team is led by the
main contractor who oversees the sub-contractors and suppliers.

The lead architect prepare the tender documents that needs to be passed to the main
contractor that was appointed via selective tendering. The tender documents include
tender drawings, work schedules and bills of quantities. Selective tendering is a short
list of contractors which are recommended by both the clients and architects who they
think are have sufficient qualifications to carry out the work at hand.

To choose the most appropriate tenderer, the client and architect would recommend
some names from their sides. The contractors are chosen after an assessment of
their background, financial ability, past projects etc. The tenderers are then filtered out
with the most expensive and the most cheapest excluded from consideration, leaving
with only the middle range left. From there, the QS would consult the client on the
most optimal contractor.

This procurement method allows for better quality control and also client control.
Thus, tendering stage is only processed once the clients are satisfied with the final
draft of the design and all necessary specifications are done.

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5.2 Resource Planning

TASK/ACTIVITIES KEY PERSONNEL SKILLS REQUIRED QUANTITY

Schematic Design Phase

Survey the land for construction suitability Land Surveyor BIM 2

Prepare and develop sketches for planning approval Architect BIM 2

GBI Consultant BIM, GBI experience (min 7 years) 1

Green Building Index planning
Architect BIM 1

Architect BIM, Excel 1

Prepare preliminary estimates for construction costs
Quantity Surveyor BIM, Excel 1

Design Development Phase

Develop schematic design for detailing and selection of Architect 1

BIM
materials Assistant architect 2

Infrastructure work Civil Engineer BIM 2

Building structure and foundations system Structural Engineer BIM 2

Mechanical and Electrical aspects of building M&E Engineer BIM 2

Soft and hard landscape work Landscape Architect BIM 1

Managing BIM system BIM Manager BIM (min 6 years of experience) 1

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 Contract Documentation Phase

Architect 2

Civil engineer 2
Prepare tender drawings BIM
Structural engineer 2

M&E engineer 2

Prepare bills of quantities Quantity Surveyor BIM, Excel 1

Quantity Surveyor BIM 1

Invite tenderers
Architect BIM 1

Award contract on behalf of client Architect BIM 1

Contract Implementation & Management Phase

Architect 1
Monitor on-site work and construction progress BIM
Assistant architect 2

Monitor civil works on-site Civil Engineer BIM 2

Monitor structural works on-site Structural Engineer BIM 2

Monitor M&E works on-site M&E Engineer BIM 2

Monitor landscape works on-site Landscape Architect BIM 1

Site Manager Fluent in English, Malay and Chinese 1

Managing on-site work
Clerk of Work Min. 7 years of work experience 1

Contractor Min. 7 years of work experience 1

Conduct on-site construction work
Site worker Able to speak English or Malay 50
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Inspection of building services on-site works Facilities Manager Min. 5 years of work experience 2

Final Completion Phase

Issuing of CCC & CPC to client Architect - 1

Final accounts Quantity Surveyor Excel 1

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6. RISK ANALYSIS & MITIGATION STRATEGY
6.1 Risk Identification
RISK
Pre-construction
Design proposal not approved
by client
Client is indecisive and keep
changing design scheme
Miscommunication between
clients and consultants
Preliminary drawings not
approved by authority
Client reduces budget
LIKELIHOOD SEVERITY EFFECT MITIGATION STRATEGY CONTINGENCY PLAN
High Medium- High Constant amendments with the Really take into consideration of Provide multiple proposals to
proposal will cause clients to lose the clients requirements and allow client to have options
interest and affect reputation negotiate when necessary
Medium Medium-High Constant amendments with the Set a specific timeframe on Project manager to ensure that
proposal will delay the project, due when to stop making the client is aware and is on
to the inability to finalize design amendments to the design track of the project schedule and
scheme scheme the current progress of the
project
High High-Medium Poor workflow and scheduling in Site meeting carried out To have immediate meetings
regards to work progress bi-weekly to update site when issues arises with all
condition and resolve issues consultants
High Medium Delay in project schedule due to the Ensure that all drawings sent for Revise preliminary drawings and
inability to proceed to construction approval are thoroughly checked make amendments when
phase and fulfil all requirements by the necessary to comply with MBJB
authority requirements
Medium High-Medium Minor to major changes in finance Consultants to provide several To have meetings with the client
delegation reduced options of design and materials to discuss possible alternatives
in the proposal to proceed with project
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 RISK
During construction
Delay in construction works
due to weather conditions
Site disturbance, complaints
and petitions against project
Shortage of material due to
wastage/improper planning
Market inflation
LIKELIHOOD SEVERITY EFFECT MITIGATION STRATEGY CONTINGENCY PLAN
High High Delay in construction works will Apply for permit to prolong Project manager to keep track of
prolong the time of the completion working hours to compensate for the project schedule and inform
of the project which will affect the the rain and increase man power the client if there is a need for an
cost when necessary extension of time
Low Low-Medium Delay on work and causes the Project management of the site To reschedule construction
project to have a bad reputation to reduce noise level and planning which can reduce
maintain cleanliness of site impact towards the public.
Medium High-Medium Additional cost to cover up for Ensure that there are sufficient Project manager to regularly
insufficient material materials ready on site, with check the inventory to ensure
formal agreement with supplier materials are not being wasted
to ensure the consistency of
material prices
Medium Medium Cost overrun and delay in project Consultants to provide accurate Allocate adequate budget to
estimation of market pricing counter
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 RISK LIKELIHOOD SEVERITY EFFECT MITIGATION STRATEGY CONTINGENCY PLAN

Post- construction

Work defects High High-Medium Appearance of building may cause Consultants to ensure contractor Contractors to sign a contract
lack of aesthetics while structural work according to the with client to indicate they will
defect causes safety concerns specifications as listed down proceed with rectification work if
defects are found

Delay of CCC issuance High High No income generate for client as Ensure building complies to Remind local authorities of the
building cannot be habitable authority guidelines and submit submission and urgency
CCC earlier

Program fails to attract Medium High Building won’t be able to generate Actively reach out to the public Building management to analyse
targeted visitors enough income to sustain and frequently introduce new target user groups and carefully
programs to bring in people plan out proposed weekly
programs

High maintenance cost Low Medium Unnecessary cost is forked out to Consultants to include future Carry out meetings with
maintain building aesthetics costs and advise client consultants to look for solutions
accordingly to minimise cost

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7. MAINTENANCE STRATEGY
7.1 Building & Programme Maintenance

MAINTENANCE WORK FREQUENCY STRATEGY

Fire safety equipment Yearly Conduct fire drills in the building and check on the safety equipment to ensure its condition.

Pipework Quarterly Ensure no leakages to prevent fungal growth and water wastage

Flooring Daily Floors are cleaned everyday and any damage is fixed as soon as possible

Furniture Twice a year Conditions of the furniture in the building to be checked. Replace, add or remove where necessary.

Mechanical and electrical works Monthly To check mechanical lighting and ventilation equipment are working properly to provide thermal
comfort to the users inside

Office equipment Monthly Ensure electronics are functioning properly. Restock office supplies if necessary.

Windows Weekly Remove dirt and dust that cause disruption in visual clarity and maximize natural daylight into the
building.

Landscape greenery Daily/Monthly Ensure plants are growing healthily. Trim plants to keep them neat and remove weeds.

Carpark Quarterly Ensure ramps, parking gantry and the autopay machines are functioning well. Repair or replace
where necessary.

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8. PROJECT DELIVERABLES
8.1 Success Criteria SCOPE

The success criteria is measured based on the triple constraints, which are time, cost The project requires coordination of project teams and contractors through meetings
and scope of the project which contributes to quality of it. and efficient communication. Proper communication and transparency between each
role member can be achieved. The work breakdown structure and Gantt Chart is used
TIME to list out tasks and activities to gain an overview of the project.

Time frame allocated would be 30 months which starts on October 2019 until March 1) WBS must outline, define and determine the project scope.
2022. The time period is determined by the workload and amount of deliverables 2) Duration of the work is visualised using Gantt Chart
required for the project to be completed. 3) Meetings conducted at a fixed time period and frequency for updates.

1) Project is carried out within the stipulated time frame as shown in the Gantt
Chart as to avoid delays/ unfavourable risks.

2) Lead Architect must communicate with all consultants as it is vital in TIME

maintaining good workflow and efficiency.

COST

Total estimated budget for the project is RM 7,891,004.75. The project must be
completed within the budget provided.

1) Cost must be controlled during the early stages of planning

2) Materials selected must have quality, sustainability and durability taken into
consideration. QUALITY
3) Throughout the construction phase, the budget should be monitored and
tracked to avoid any overruns in cost.

SCOPE COST

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8.2 Work Breakdown Schedule
1 Preliminaries Phase
Project Briefing by Client
Site Visit by Client
Site Analysis
Spatial Planning & Tabulation
Conceptual Design
Architectural Design
Building Structure Proposal
Building Services Proposal
Landscape Design Proposal
Preliminary Estimated Cost Per Square
Foot
Client Approval
Planning Submission for Development
Order (DO)
2 Design Development Phase
Detailed Architectural Drawings for
Building Plans (BP) Submission
Detailed Civil & Structural Drawings
Detailed Mechanical & Electrical
Drawings
Detailed Landscape Drawings
Pre-tender Cost Estimations
Building Plans Submission to MBJB
Submission to Other Authorities
SOCIAL CULTURAL HUB
3 Documentation Phase
Completion of Architectural Tender
Drawings
Completion of Structural Tender
Drawings
Completion of Mechanical &
Engineering Tender Documentation
Drawings
Tender Estimates and Preparation of
BQ
Call for Tender
Tender Period
Review and Evaluation of Tender Offers
Tender Report and Recommendation
Client Approval
Letter of Award to Appointed
Contractor
4 Contract Implementation Phase 5 Final Completion Phase
Preliminaries Testing and Commissioning Process
Site Handover/ Site Possession Site Cleaning Up
Site Mobilisation Inspection by Consultants
Erection of Hoarding and Signages Pre CCC Inspection by Authorities
Site Clearing and Site Levelling / (Clearance Letter)
Earthworks Collection of AS-built Drawings,
Site Setting Out Warranties and Guarantees from
Foundation Contractors
-Site Excavation Granting of CPC to Contractor
-Identify Sewerage Granting of CCC
-Piling Works Defects Liability Period
-Construction of Pile Caps CMGD
Basement Works Final Accounts Certificate (After
-Erection of RC Retaining Wall CMGD)
-Installation of RC Floor Slabs
-Installation of RC Ramp
-Lift Pit
Superstructure
-Basement RC Columns, Beams, Slabs
-Lower Ground Floor RC Columns,
Beams, Slabs
-Ground Floor RC Columns, Beams,
Slabs
-First Floor RC Columns, Beams, Slabs
-Second Floor RC Columns, Beams,
Slabs
-Third Floor RC Columns, Beams, Slabs
-Forth Floor RC Columns, Beams, Slabs
-Fifth Floor RC Columns, Beams, Slabs
Walls
Roofs
Mechanical & Electrical Works
Architectural Finishes
Signages
Landscaping
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