Project management

1. SCHOOL OF ARCHITECTURE, BUILDING & DESIGN
PROJECT MANAGEMENT (MGT 60403)
PROJECT 1: DEFINING & DOCUMENTING A PROJECT
HIGHPARK SUITES, KELANA JAYA
TUTOR: MR. EMMANUEL CANLAS
TEAM MEMBERS:
BENJAMIN TAN ZI HERN 0324857
CHEOK JIAN SHUANG 0320089
CHONG KIT YEE 0319748
CHONG XIN DEAN 0325353
LAI TZE XIUAN 0318056
ONG TUN CHEIK 0319939

2. Table of Content
1.0 Project Introduction 2
1.1 Client Profile 3
1.2 Objectives and Goals 3
1.3 Vision and Mission 3
2.0 Project Management ​4
2.1 Success Criteria 4
2.2 Work Breakdown Structure 5-6
2.3 Risk Assessment 7
2.4 Gantt Chart 7
3.0 Roles & Responsibilities 8
2.1 Project Manager 8
2.2 Architects 8
2.3 M & E 9
2.4 C&S 9
2.5 Landscape Architects 10
2.6 Quantity Surveyor 10
4.0 Organisation structures 11
5.0 Stakeholders ​12
6.0 Phases
6.1 Implementation Phases & Tools 13
6.1.1 Schematic Design 14
6.1.2 Design Development 15
6.1.3 Contract Documentation 16-18
6.1.4 Contract Implementation & Management Phase 19-21
6.1.5 Final Completion Phase 22-24
6.2 Monitoring Strategies
6.2.1 Minutes 25-38
6.3 Procurement (Contract) 39
7.0 Conclusion 40
8.0 References 41
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3. 1.0 Project Introduction
HighPark Suites, Kelana Jaya
HighPark Suites introduces the innovative concept of a wellness park within an ultra-modern
self-contained urban community. With its overarching theme of fostering healthy lifestyles,
2.66 acres (60%) of this mixed residential and retail development in Kelana Jaya have been
earmarked for greenscapes and will encompass five elevated parks and aerial gardens as
well as state-of-the-art health facilities. Slated to be the first Green Building Index or
GBI-certified building in the area, HighPark Suites will be a verdant oasis over the skyline of
Kelana Jaya when completed.
Located just 2.5 km from the Kelana Jaya LRT station, this development will be the next focal
point of urban transformation within this prime area. Designed to cater for the young-at-heart,
HighPark Suites will also integrate sustainable living with sustainable homes so residents can
enjoy a well-balanced and invigorating lifestyle.
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4. 1.1 Client Profile
Gamuda Land
Established in 1995, Gamuda Land is the property development arm of Gamuda Berhad, the
leading engineering, construction and infrastructure group in Malaysia and one of Asia’s
premier companies.
For over two decades, Gamuda Land has been steadfastly building up a proven track record
of delivering innovative developments and creating holistic, sustainable communities, be it
vertical or township communities.
1.2 Objectives and Goals
The ​three main goals​ for project management are:
1. The project be completed on time.
2. The budget for the project is met (or below).
3. The requirements have been achieved, including predetermined goals, desired results
and quality requirements.
1.3 Vision & Mission
1. Aim to lead the region in innovative breakthrough solutions for large scale public
infrastructure and property development.
2. Reliably deliver innovative world-class infrastructure and premier lifestyle properties
for our customers through our core business in infrastructure development and
construction, operation of infrastructure facilities and property development.
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5. 2.0 Project Management
2.1 Success Criteria
The Project Management Diamond
Most Project Managers are familiar with the well-known project management triangle.
Recently, ​cost, time, scope, and quality are the four vertices, with customer expectations as a
central theme.
Cost - All projects have a finite budget; the customer is willing to spend a certain amount of
money for delivery of a new product or service. If you reduce the project's cost, you will either
have to reduce its scope or increase its time.
Time (Schedule) - As the saying goes, 'time is money', a commodity that slips away too
easily. Projects have a deadline date for delivery. When you reduce the project's time, you
will either have to increase its cost or reduce its scope.
Scope - Many projects fail on this constraint because the scope of the project is either not
fully defined or understood from the start. When you increase a project's scope, you will
either have to increase its cost or time.
Quality - Even the smallest component not complying with the required quality standards
could result in the disintegration of larger items of equipment with disastrous consequences.
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6. 2.2 Work Breakdown Structure
Project:
Schematic Design
1. Site analysis
- site survey
- site documentation
- SWOT analysis
- case study
2. Conceptual design
- Design requirement briefing
- Preliminary design proposal
- Building structure proposal
- Building energy proposal
- Schematic landscape design
- Schematic interior design
- Material selection proposal
- Project budget and costing
3. Conceptual design
- Submission for Planning Approval
Design Development
1. Design
- Material selection
- Quantity control and management
- Detailed building plan drawings
- Detailed structural drawings
- Detailed landscape layout
- Detailed interior layout
- Detailed diagram of system
2. Authority
- Building plan submission
- Bomba plan submission
- Submission approval
Documentation
1. Tender
- Tender documentation
- Tender notice
- Tender period
- Results evaluation
- Award of contract
2. Financial costing
- Preliminary estimation of construction costs
- Resources planning
- Project planning and implementation schedule
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7. Construction
1. Temporary work
- Site planning and management
- Temporary services supplies
- Machineries
2. Earthwork
3. Building work
4. Authority
- Authority Inspection
Final Completion
1. Handling over
2. Certificate of Completion and Compliance
3. Certificate of Making Good Defects
4. Final Accounts
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8. 2.3 Risk Assessment
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9. 3.0 Roles & Responsibilities
3.1 Project Manager
The project manager oversee all aspects of the design and construction process of a building
project, from developing and reviewing building plans to making sure a project meets
environmental and zoning standards.
Pre construction
Before the construction begins, the project manager develops, organizes and reviews
building plans, as well as preparing construction contracts for general contractors. He also
takes part in interviewing and hiring contractors for proposed projects. As he consults with
clients, he generally includes a cost estimate based on equipment, materials and labor
requirements.
During construction
In this stage, he ensures that construction projects meet environmental, safety, structural,
zoning and aesthetic standards. He determines and schedules different stages of the building
process according to client needs. During construction site visits, he monitors progress and
ascertain whether phases of the construction process are in compliance with building plans
and project deadlines.
Post construction
After building completion, he provides additional services for expansion and relocation
projects.
3.2 Architect
The architects stays involved throughout the construction process, adapting his plans
according to budget constraints, environmental factors or client needs. As such, he operates
as part of an overall project design team, working closely with a range of construction
professionals from quantity surveyors to building services engineers.
Pre construction
Before the design is being put on the paper, the architect carries out site investigation
including soils investigation and topography in order to ease the design process. He also has
to coordinate with local municipalities regarding zoning and planning board approval so that
they will have a clear direction in building construction types as well as structural systems.
The architect, too, come out with preliminary budgets, detailed estimates and value
engineering, when several options can be explored before final selections are made.
During construction
In this stage, he coordinates with the builder to protect the client's investment in construction
costs and also design fees by interpreting the drawings for the builder to ensure they
understand the design intent, level of quality, and keep the project on time and budget. He
also meets on the job site regularly to review the completed work to ensure it is executed
according to the plans, and troubleshoot issues as they arise. The architect also discusses
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10. upcoming scheduled construction items with the contractor to help prevent errors pertaining
to ordering materials, building code issues, and interpreting any information which may be
unclear or not available to the contractor. During construction, he also reviews the progress
payments requested periodically by the contractor to ensure the work and materials were
adequately built and ordered prior to authorizing the client to pay for them.
Post construction
After building completion, the architect is responsible to issue a certificate of completion and
compliance for building after being satisfied that the building is fit and safe for occupancy.
Also, he issued a certificate of making good defects after being satisfied that all defects to the
building have been rectified. Lastly, final accounts for the contract is being prepared and a
final certificate of payment to the contractor is issued.
3.3 M&E
M&E engineers carried out meeting with architects to discuss mechanical and electrical
related issues. They also analyze sketches, blueprints and models for environmental,
acoustic and safety issues. The M&E engineers assess HVAC system noise and deem
whether it is appropriate for the respective facility. In order to find a solution, the engineers
consult with architects and civil engineers if they find a potential structural issue.
They also act as consultants and find employment with firms who specialize in a specific part
of construction, such as safety compliance or acoustics.
3.4 C&S
Civil engineer
The civil engineer have to check what designs have been submitted and review them. He is
responsible for discussing daily progress and issues with his sub-members. He attends
design meetings in the remaining part of the day and liaise with a multi-disciplinary team of
engineering managers to make sure all design synergies are captured and addressed. He
too, responsible for doing calculations for designing temporary works (scaffolds, props etc),
or writing plans, ordering materials or pricing for new jobs, researching a new technique or
product that might need to use or analysing the financial performance of the project. He also
attends meetings with designers, clients and other contractors to plan works ahead.
Structural engineer
The structural engineer aims to design structures of the project with safety, economy and
elegance. He forms part of the team of professionals involved with construction projects and
therefore work closely with architects, quantity surveyors and building services engineers.
Also, one of the most important roles of the structural engineer is none other than accurately
calculating the required stress load of an infrastructure to ensure that they are safe and
stable for daily use. He is responsible to factor in the different qualities and strengths
delivered by a range of building materials, and understand how to incorporate support
beams, columns and foundations. He is often responsible for the organisation and delivery of
materials and equipment for the needs of the construction project. The supervision and
management of on-site labour also a necessity.
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11. 3.5 Landscape Architect
They work with the client to meet the vision they have for their outdoor space. During these
initial meetings with the client, they are able to get a clear idea of what the space will be used
for, as well as how it should look. The landscape architects then build a model of the space.
These models are very detailed, and they include components such as trees, structures,
walkways, and bodies of water. Building these models helps a client to better see how their
space will look once it has been built. They work and collaborate with engineers, architects,
surveyors, and other professionals. However, they do not get involved in the hard labour.
That work is completed by contractors or workers, but they do oversee the work to make sure
it is all going according to plan.
3.6 Quantity Surveyor
Pre-construction
The quantity surveyor help with feasibility studies for this particular project. They estimate
what’s involved in the project, based on measurements of the architect sketches. The
quantity surveyor studies the architects’ and engineers’ plans, identifies the costs involved,
and then sets an overall estimated budget for the project. He then plans costs to help the
design team stay within the project budget using practical solutions. The final detailed
estimate is prepared by the quantity surveyor, together with a project architect.
During construction
Once the building starts, the quantity surveyor provided cash flow data so the client can
arrange the finances needed for each stage of the project. He also assessed cost effects
when changes to the project occur, such as delays, and agree on ‘variation’ with contractors..
Post construction
When construction is over, the quantity surveyor adds up the total cost. A statement of final
account, which records the actual costs for all sections of the job is prepared by the quantity
surveyor.
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12. 4.0 Organisation Structure
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13. 5.0 Stakeholders
A stakeholder is a party that has an interest in a company and can either affect or be affected
by the business. The primary stakeholders in a typical corporation are its ​investors​,
employees, customers and suppliers. A project is successful when it achieves its objectives
and meets or exceeds the expectations of the stake​holders.
In this project, the primary stakeholders would be the client, ​Gamuda Land​. The primary goal
of the client, from the viewpoint of the stakeholders, is to maximize profits and enhance the
shareholder value.
The project manager has to deal with external stakeholders as well as the internal
stakeholders. For example, suppliers who are late in delivering crucial parts may conduce in
major delay in project schedule, causing critical impact to the project.
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14. 6.0 Phases
6.1 Implementation Phases and Tools
The project manager and project team have one shared goal: to carry out the work of the
project for the purpose of meeting the project’s objectives. Every project has a beginning, a
middle period during which activities move the project toward completion, and an ending.
The implementation phase involves putting the project plan into action with different tools. It’s
here that the project manager will coordinate and direct project resources to meet the
objectives of the project plan. As the project unfolds, it’s the project manager’s job to direct
and manage each activity, every step of the way.
In addition, all the consultants will produce deliverables for the project. The deliverables
include all of the drawings, products or services that the team are performing for the client.
Also, including all the project management documents that consultants put together. A
standard project typically has the following major phases stated below.
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15. 6.1.1 Schematic design
Client Approach
Where Gamuda Land approached to A&A Architects firm and presented their design brief
and goals to the consultants. With a 5 acres lane, Gamuda Land wanted it to become a
residential.After the site survey and analysis, architect started with rough study drawings that
illustrate the basic concepts of the design. They will produce few options for the client and
present these options in the form of sketch and visualise which routes can be take.
Conceptual Design
HighPark Suites is having a concept of a wellness park within an urban vertical community to
embrace a healthy well-balanced lifestyle. Being embedded at the heart of Kelana Jaya,
surrounded by shopping center, offices and having a overview of Kelana Jaya without any
obstruction. This project is earmarked for greenscapes, therefore, a verdant oasis is
introduced.
Design Proposal
By having a limited floor area, one level of greenery is never enough. So the architects
introduced atrium gardens that punched through several level, as well as having a green
facade. Moreover, while maximizing the number of units for client, spatial relationship and
basic scale is important. Programmatic division, volumetric arrangements and form are
illustrative sketch out for client. In a meanwhile, construction costs are estimated and other
consultant’s schematic design need to be produced.However, the land is with commercial
title. To gain the town approval, the architects suggested to become a SOHO and it also fit
the ultra-modern context better.
Client and Planning Approval
While architect developing schematic design drawings, consultant are involve to advise and
attach a rough cost estimate to meet client requirements. Submission for planning approval is
send out at the same time. Once the design and planning is approved, the consultants will
begin the process of refining the design during the design development phase.
Extension of Schematic Design
Due to the change of general manager in client’s side, the design had been modified and
lengthen the process in this phase. Most of the consultants need to redesign and submit for
client approval.
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16. 6.1.2 Design Development phase
Prepare Drawings
After client approved the design, consultants will generally translate the design to computer
and have more accurate dimensions. A detailed building plan drawings, structural drawings,
landscape layout, interior layout and other system drawings need to cooperate in order to
produce submission plans. From materials, finishes to fixtures, a firm decisions is required as
well for drawing documentation. For Quantity Surveyor, they need to break down the cost for
client and consultants reference, ​plans how this estimate should be spent among the various
parts or elements of the project​.
Drawings and Specifications
In this stage, authorities such as MBPJ, Bomba need to be consulted to obtain building
approval review on statutes , regulations , codes, Bomba and UBBL applicable to the design.
All of the drawings from architects and consultants need to have specifications setting for the
construction. By using sketch and text descriptions, client are easier to understand during the
meetings.
Client & Authority Approval
By updating the preliminary estimates of construction costs, project planning and
implementation schedule to client, they check most of the drawings before submit to
authority. After client is approved, building plan and bomba plan are send out to authority and
wait for approval.
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17. 6.1.3 Contract Documentation phase
Building Permit Application
Prepare Documents for build permit application for owner’s signature as applicant and assist
with submission of the application
1. Zoning Land Use Amendment
2. Variance From UBBL
3. Site Plan approval.
Documentation Management
Project manager managed the risks and usage during the construction processes and
Architects have prepare to specify the residential drawings (shop drawing).
Submit Construction Documents
Submit the Construction Documents to the Clients and approval preparation of the bidding
information , bidding forms , condition of the construction contract.
Contract Documentation
Project Manager provide ​accurate and detailed tender documentation for our clients, which
essentially provides a reliable basis on which to tender for proposed construction works and
advise Client on the preparation of bidding information, bidding forms, drawings, specification
, timeline , cost , conditions of the construction contract and the form of construction between
Client and Contractor.
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18. Open Tendering
Provide the letter of invitation to tender and form of tender to public advertisement for gather all
supplier’s data and the evaluation against the stated selection criteria. Select the number of
applicants to tender.
Tender Documentation
Project Management will provide the compilation of working drawings , bills of quantities ,
specification of detailed design for tender to go for their content and format. ​The fully designed
project required to provide the , pricing document , goods and services , condition of contract
and amendment ,​condition of tenders from the invited tenders.
Evaluation Criteria
Process the rules and submission requirement including the pricing information , schedules of
work , enquiries regarding to the tenders conditions such as quality assurance , the risk or
constraint and the relevant skills. The GAMUDA LAND diamond project management are the
requirement to go for the success criteria.
Tender reconciliation
Quantity Surveyor make a comparison of the accepted tender with the final cost plan.
Evaluation Result
The contract will be made after the criteria .Project Manager would then prepare and collate the
necessary Contract Documentation and incorporate any agreed alterations that may have been
made post-tender.
Award of Contract
Standard or bespoke Forms of Contract would be completed and we would arrange for the
Contract to be signed by the Client and the successful contractor​.
Resource Planning
Project Manager managed to comes out with duration and resource types schedule which
are detailed for the information and the types of resource in each tasks.​ ​ Duration refers to
the timeframe in which the task will be performed. Resource type is the skill set required to
accomplish the task and identify the level of effort (LOE) activities.
Budget and Cost Control
Project Manager managed to control ​estimation of costs, the setting of an agreed budget,
and management of actual and forecast costs against that budget.
Project Baseline
Once a detailed budget is developed and approved with the clients , the project manager
should publish this baseline and set it as a point of comparison for actual performance
progress.
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19. Project Planning and Schedule Implementation
Prepare project plans and schedules as a summary that support the project definition.
Prepare a schedules listing of a project​’​s milestones, activities, and deliverables, usually with
intended start and finish dates.
Pre-Construction Information
provide The details of the project , management plan , health and safety hazards, including
design and construction hazards to every designer and contractor appointed, or being
considered for appointment, to the project to decrease the level of details and proportionate
to the risks involved.
Site Waste Management Plan
Arrange suitable site induction , information and training of personnel to ensure that the plan
is implemented.
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20. 6.1.4 Contract Implementation & Management Phase
Perform all functions and duties of architectural consultancy practice under the building
contract. Providing advice to client and site staff that are required for the project. Information
and activities of the construction are provided by architect to contractor under the building
contract to allow contractor to proceed on the construction works. Contractor will then carry
on construction works as instructed by the architect.
Approve and certify any changes and variations, any claims for payment and any alterations
within the construction time frame. The changes will constitute a formal and legal change in
the contract when certified.
Progress of construction works are inspected at periodic intervals regularly, so that each
construction works are executed according to the building contract. Also, quality of the
construction works will be inspected liaise with the contractor to rectify any errors.
Construction General Review
Examine and evaluate and report upon representative samples of work , keep client informed
of the progress and quality of the work. Report defects and deficiencies in the work observed
during course of the site reviews.
Site Meetings
Attend site meetings with contractor, major subcontractor, consultants and Client, to review
progress of the work and to discuss critical site issues on the project details.
Bonds and Insurance Policies
Arrange to receive from contractor as required under the building contract and deliver to
Client for Client’s bond and insurance advisors to review, also Proposed Change Notices
documents.
Insurance policies or any securities and guarantees required by the building contract are
submitted by contractor for security throughout construction period. Insurance provided by
contractor offers safeguard and protection for the Client, property and people who work under
the building contract adjacent to construction site.
Construction Schedule
Architect and Project manager managed to​ ​receive construction schedule from contractor ,
review and forward to Client.Examining the working programme submitted by the contractor
and to be satisfied on the works can reasonably be completed within the contract period. Also
need to inspecting the works schedule to ensure the works are being executed in accordance
with the building contract.
Construction schedule is prepared and submitted by the contractor in conformity with the
contract time. The construction schedule indicates timing of major activities of construction
works including details of critical events. Construction schedule is updated on a monthly
basis based on progress of the work. Contractor will advice the Client of any revisions to the
schedule resultant from request for contract time extension.
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21. Construction Contract Documentation Interpretation
Request on contractor, consistent with the intent of and reasonably inferable from the
documents above, showing partially to the contractor on claims, disputes and other matter in
question between relating to the performance of work.
Schedule Value
Project manager managed to receive the schedule from the contractor to indicate and adjust.
Advise client and contractor agree with it. Architect, contractor and Client work together to
determine the cost value of each construction works that will be spent on construction of the
project.
Payment Certification
From the point of review, Architect and project involve to assess contractor’s application for
payment. Also, project manager determine the amounts owing to the contractor under
construction contract based on the Architect observations and evaluation of the contractor
application for payment having factored of completeness against the schedule of value and
issue certificate the payment to the client.
Shop Drawings and Submittals
Architect will review the shop drawings , product data and samples for conformance with the
general design concept of the work as provide in the documents
Inspection
Architect and contractor provide assistance in having inspection and testing companies
perform services as required by building contract. Project Manager received and review the
testing report to client. The testing and inspection are required to fulfill the authority approval
such as :
- TNB
- SYABAS
- BOMBA
- JPP
- JKKP
TNB Inspection
All electrical installations are inspected and tested by TNB before connection of supply. Any
proposed alterations or extensions on the electrical installation systems are informed to TNB.
TNB will make te inspection and test on the proposed alterations and extensions that are
made.
SYABAS Inspection
Letter is issued to SYABAS to carry out site inspection to check all mechanical installations
according to approve plans. Witness Testing or Pump Performance Test are carried by
SYABAS. If defects are found during inspection, Letter of Outstanding Defects will be issued
by SYABAS to architect. Site re-inspection will be carried out by SYABAS once defects are
repaired. Final inspection will take place as the last stage of SYABAS inspection.
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22. BOMBA Inspection
Letter is issued separate by each of the project team members to BOMBA for Inspection for
Fire Fitness. During BOMBA inspection, field tests on the fire fighting systems will be run by
contractors and fire fittings vendors to ensure the fire fighting systems are working. Fire
Fitness Certificate will then issued by BOMBA.
JPP Inspection
Intermediate inspection are carried out by JPP to submit inspection report and declaration to
IWK. IWK later also conduct spot inspections as determined by JPP. Terms and conditions
for the sewerage assests will be witnessed by JPP for final inspection to take place.
JKKP/DOSH Inspection
The checklist of JPPK inspection includes aspects of machinery, scaffolding, signages colour
code and emergency notices. Construction site inspection are carried out at five highly risk
areas within the construction site. These locations will be determined by the SHASSIC
(Safety and Health Assessment System in Construction) assessor. The assessor will discuss
with the contractor on the selection of these highly risk areas for assessment.
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23. 6.1.5 Final Completion Phase
CPC
Contractor are required to give ​written notice ​that the works are practically completed.
Within 14 days of such a notice, ​Certificate of Practical Completion (CPC) will be issued
by the A&A Architects to the main contractor when the architect is satisfy with all the physical
works being completed in the building. All Subcontractors will also be notified by Architect.
CCC
Certificate of Completion and Compliance (CCC) ​will be issued by a principal submitting
person. Principal submitting person (PSP), namely a professional architect, engineer and
Registered draftsman, responsibilities including submitting building plans for approval by the
MBPJ, supervising the erection and completion of the building in conformity with the
approved plans and requirements of the provisions of Acts or by-laws. Upon satisfactory
completion of works and clearances from the six essential service departments obtained,
CCC​ can be issued to the owner.
The six essential services :
I. Confirmation of electrical supply (TNB)
II. Confirmation of water supply (SYABAS)
III. Confirmation of connection to sewerage treatment plants or mains (JPP)
IV. Clearance from lifts and machinery department (JKKP)
V. Clearances for active fire fighting systems (Bomba)
VI. Roads & Drainage
MBPJ may inspect the building at any time on its own initiative or due to complaint. In the
event of failure to comply with the approved plans, in the erection and construction of the
building, MBPJ may issue written notice requiring compliance within a period which fits the
non-compliance to be rectified. Issuance of CCC will also be withhold until such
non-compliance be rectified.
Client Handling Over
The handover of the HighPark Suite to the Gamuda takes place once the contract
administrator has confirmed that the works defined in the contract are complete. However, it
has been planned well in advance, and any special requirements included in appointment
documents and contracts.
During handover process it contains three parts: the schedule, checklists and companion
documents
1. Schedule: Outlines the typical time frame of a project from the design phase to the
one-year warranty review stage. This graphic highlights the key stages in the project,
along with recommended starting points for specific tasks.
2. Checklists: Assist the consultants with planning, coordinating and monitoring the
tasks to ensure a successful transfer. The checklists have columns for responsible
parties, due dates and comments..
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24. 3. Companion document: Provides background information for the checklists and
identifies which consultant is typically responsible for a specific task relating to the
building handover.
During handover the ​client​ should be issued with:
● Keys, fobs and transmitter controls for the development.
● The ​health and safety file​.
● The draft ​building owner's manual​.
● The ​building log book​.
● A ​building user's guide​.
● Up to date testing and ​commissioning​ data.
● All certificates and ​warranties​ in respect of the works.
● As-built ​drawings from ​consultants and ​specialist ​suppliers and ​contractors (or as
manufactured and installed). Or an as-constructed ​building information model​.
● Copies of ​statutory approvals​, waivers, consents and conditions.
● Equipment test certificates for ​lifts​, escalators, lifting ​equipment​, cradle systems,
boilers​ and pressure vessels.
● Licences such as licences to store chemicals and gases and to extract ​groundwater
from an artesian well.
Defects Liability Period (DLP) & CMGD
Once practical completion has been certified, the ​defects liability period (DLP) which last
six to twelve month begins. ​DLP ​commence based on the date stated on CPC. If no defects
found during inspection of contractor and client, ​Certificate of Making Good Defects
(CMGD) ​will be issued. During this ​DLP​, any defects reported by client will be decided by
contract administrator whether they are in fact defects or whether they are maintenance
issues. If contract administrator considers they are defects, then they may issue instruction to
the contractor to make good the defects within reasonable time. When the contract
administrator considers that all items on the defect schedule have been made good, ​CMGD
will be issued.
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25. Final Account Certificate
Final account certificate is made at the end of the defects liability period providing that all
patent defects have been rectified​. ​Preparing the final account is the process of calculating
and agreeing any adjustments to the contract sum (the amount originally set out in the
contract to be paid to the contractor for ​completion of the works) so that the amount of the
final payment can be determined. The amount of the final payment is then set out in the final
certificate.
The financial statements prepared by Quantity Surveyor will generally serve as the starting
point for final account discussions. Also, QS will also ensure all the contracts instruction have
been accounted for any potential cost-related items. A draft copy of the final account is
signed off by contractor as and full and final settlement prior to issue.
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26. 6.2 Monitoring Strategies
6.2.1 Minutes
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40. 6.3 Procurement
6.3.1 Conventional Contract (PAM Contract)
The project procurement method of HighPark Suite is the conventional procurement method.
Procurement is a term which describes the activities of the client or employer who brought
about the construction or renovation of buildings. In the conventional approach, the client
must engage consultants such as Architect, Engineers and Quantity Surveyor to design the
project. Those consultants design must meet the client's budget and satisfied by client. Once
it is not meet client's budget the Architect and Engineers need to redesign the project and the
Quantity Surveyor must recalculate the cost of the project.
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41. 7.0 Conclusion
The project was carried out according to the schedule and was completed by 28th June
2017, utilizing a total period of 3 years and 3 months.
The project was organised with the use of Gantt chart whereas the Work Breakdown
Structure was used to monitor the stages of the project, as well as dividing the roles and job
scopes for each consultants thoroughly. On the other hand, the Risk Assessment was
planned to prevent critical issues that cause major delay or impact the schedule of the
projects. The architect and consultants were also able to counter, or compound the problems.
Cost estimation plays a very crucial role in planning the project ahead, as it prevents wastage
and also avoids excessive unnecessary spendings. With a comprehensive budgeting of
resources, the project was completed within the budget quoted. Furthermore, the labor and
project progress were also well-planned so that it kept within the budget quoted by client.
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42. 8.0 References
1. Designing Buildings Wiki Share your construction industry knowledge. (n.d.).
Retrieved April/May, 2018, from
https://www.designingbuildings.co.uk/wiki/Handover_construction_site_to_the_client
2. Hansmann, D. (2017, September 14). The Process of Design: Design Development.
Retrieved April/May, 2018, from http://moss-design.com/design-development/
3. (n.d.). Retrieved April/May, 2018, from
http://www.enova.com.tr/en/OurApproach/Pages/Our_Project_Success_Criteria.aspx
4. GAMUDA LAND. (n.d.). Retrieved April/May, 2018, from http://gamudaland.com.my/
5. DEFECT LIABILITY PERIOD AND ACCOUNT CLOSING. (n.d.). Retrieved from
http://www.moh.gov.my/index.php/file_manager/dl_item
6. Malaysia Real Estate :: View topic - CPC, VP, CF, CMGD, CCC and such.... (2018).
Realestate.net.my. Retrieved 19 April 2018, from
http://www.realestate.net.my/forum/archive/cpc-vp-cf-cmgd-ccc-and-such-21335.htm
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