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Project 2 : Documentation For A Medium-Sized Project
1. PROJECT MANAGEMENT PROJECT
( MTG60403 / ARC3614 )
Project 2 : PROPOSED FOOD & HANG OUT CENTRE ON TAMAN TITIWANGSA,
JALAN KUANTAN, TITWANGSA, KUALA LUMPUR
Name : Yeoh Xiang An
ID : 0322691
Tutor : Ar. Emmanuel
Date : December 2017
Breakdown of Marks : ___ / 20% ___ / 10%
Total Marks : ___ / 30%
2. TABLE OF CONTENTS
01 Introduction to Project
01.1 Proposed Programme – Food & Hang Out Centre
01.2 Client
01.3 Stakeholder
02 Design Suitability
02.1 Introduction to Site
02.2 SWOT
02.3 PESTLE Analysis
02.4 Design Responding to Site
02.5 Floor Plan
02.6 Final Overall Cost Estimate
03 Project Viability
03.1 Project Objective
03.2 Project Goals
03.3 Success Criteria
04 Project Procurement
04.1 Conventional
05 Resource Planning
05.1 Resource Planning Table
06 Maintenance Strategy
06.1 Programme Maintenance
06.2 Building & Site Maintenance
07 Risk Analysis
07.1 Risk Analysis & Mitigation Strategy
08 Work Breakdown Structure
09 Gantt Chart
1
2
3
4
5
6
7
8
9
10-12
13
14
15-16
17
18
3. - FOOD & HANG OUT CENTRE
In the 1800s, tin mining industry began in Malaya after the entry of Chinese foreigners, the lake added to the tin mining industry and has been surrendered after 1970s,
and lake was topped off and left unattended before the Titiwangsa Lake Gardens were outlined in 1980 by Rio Takahashi, a Japanese landscape architect. This project site
context is Titiwangsa, Kuala Lumpur. This task expects to give a food and hang out place for the group. The site, is opposite Titiwangsa Lake Garden, an empty flat ground,
is viewed as an appropriate site for the undertaking because of it can possibly be changed into a supportable foundation that give social association and social character,
where many local are living close by and in need for a center which could attract other user groups and provide a more energetic lifestyle as well as be part of the existing
community.
The real issue is the client amass that connects with to the site, for the most part local people that stay inside the site territory, and the presence of culture building, which
turn into a block to our site. Consequently, the way of life of Titiwangsa has gradually blurred. The solution of this major issue, is by pervading the past history into future
through architecture, and provide a new refreshing new landmark of gathering space, promoting quality urban lifestyle overall harmonic landscapes to the site.
There are a few explanations behind this. Among them are; right off the bat is the way that nourishment is key to life and the well of our inception, hence it turns into a
centerpiece of family assembling and social capacities happening. Besides with the association between every group it will mix up the group and convey positive criticism
to the site. What's more, the inside plan to think back the previous history and taking it back to upgrade with the soul of Titiwangsa, while advancing the sustenance
culture which is customary nearby nourishment, and intended to impetus local people with a more intelligent and enthusiastic condition. What's more, local people/
foreigners will be attract and will take the chance to participate in community functions.
Basic requirements from the client
-Openness and transparency, to allow the activities within the building to reach out to the park
-steel structure & open plan concept
- visual permeability and walkability from Tasik Titiwangsa
- smooth accessibility and circulation between the park and the food center
- replace existing car park from the site to allow public activities to take place
- connectivity to the lake
-minimum 20 parking spaces for visitor, 2 loading bay
1
01 INTRODUCTION TO PROJECT
4. Ekovest Berhad was formed by a group of highly enterprising, self-motivated individuals and highly qualified experienced professionals leading Construction Company in
Malaysia involved in all aspects of construction work including major civil engineering and building work such as turkey-design, build project and project management. In year
2004, they began venturing into the Build, Operate & Transfer(BOT) contract with the government for Duta-Ulu Kelang Expressway (DUKE) in Kuala Lumpur city and
completed in 2009 – which is link to the heart of KL city. Beside highway, EKOVEST also emerge on property developer, with the fascinating EKOTITIWANGSA project that
aims to satisfy business and lifestyle needs. Inspired by the concept of exclusive living and built for quality, strategically located within the fringe at KL central business district, it
is neighboring with the proposed 1 Malaysia Park and River Of Life, a government initiative in transforming and beautifying the river corridor of Sungai Gombak, not to mention
neighboring Titiwangsa Lake & recreational park.
01.2 CLIENT
TOURISM MALAYSIA
The Tourist Development Corporation of Malaysia TDC) was set up on 10 August 1972 as
an organization under the previous Ministry of Trade and Industry by an Act of Parliament.
With the commencement of the Ministry of Culture, Arts and Tourism on 20 May 1987,
TDC was moved to this new service; and turned into the Malaysia Tourism Promotion
Board (MTPB) through the Malaysia Tourism Promotion Board Act 1992. Prevalently
known as Tourism Malaysia, its full concentrate is on advancing Malaysia locally and globally.
In this way, promoting Malaysia as a goal of perfection and to make the tourism business a
noteworthy supporter of the financial improvement of the country.
DEWAN BANDARAYA KUALA LUMPUR
The Kuala Lumpur City Hall is the city board that regulates the city of Kuala Lumpur. It
guarantees the advancement of the city which covers viewpoints identifying with tidiness, open
transportation, city beautification, open lodgings, open pleasantries, enactments, and so on.
01.3 STAKEHOLDERS
2
5. 02 DESIGN SUITABILITY
02.1 INTRODUCTION TO SITE
The site is an open car park situated along Jalan Kuantan and
Jalan Tembeling, around 4000 sq.m opposite Tasik
Titiwangsa in front of a boarding school, primary school and
neighboring to river of life project.
Based on the site analysis, the user group that passes
through our site are, to a great extent neighborhood and
occupants that stay at adjacent residential district, minimal
tourists.
The fundamental goal for these individuals are Tasik
Titiwangsa and recreational park. Arranged at the opposite
of the recreation park, our building can possibly reinforce
the person on foot organize by pulling individuals from the
recreation park. Moreover, with direct view from the main
road, the type of our building can be intended to wind up
noticeably a solid visual signal (new landmark). The push and
draw factor will urge individuals to wander past the
recreation park and interface into the centre. Subsequently,
creating a new node at the destination for visit and in the
meantime find out about the history and culture of the site.
RESIDENTIAL
3
INSTITUTIONALCULTURAL
TASIK TITIWANGSA
PROPOSED SITE
6. Strength |
1. Good forward view arc
2. City skyline composition
3. Greenery covered walkway
4. Huge public space
5. Purposed tourism
6. High future development potential
Weakness |
1. Poor environmental security at night
2. Cyclists and joggers sharing same lane, collision danger
3. Limited traffic circulation
Opportunities |
1. Huge potential for aggregation of entrepreneurial efforts
2. Healthy existing site programmes
Threats |
1. Illegal businesses
2. Vandalism
3. Illegal parking by car
4. Unrestricted future development
02.2 SWOT
Politics |
A loose framework of regulations and policies and a variety of stakeholder with
different interest in developing the area (River of Life, Think City, DBKL) has resulted
in uncoordinated development of the area over the years. The river of life
development of rejuvenating Klang River could possibly contribute to activating the
riverfront immediately beside the site.
Economical |
The site is surrounded by arts, cultural and heritage building with tourism as its main
program driver. The proposed program plans to tap into that aspect thus
strengthening and expanding the district.
Sociological |
Majority of users in the surrounding context are consist of transient groups (tourist,
white collar etc.), hence the ground activities and vibrancy happens during the
daytime. In the evenings, majority of the local user groups (especially the blue and
white collars) retrieve to the suburb, resulting in the area becoming dormant and lack
of meaningful participation. This part of the city is unable to retain the liveliness after
sundown due to the possible lack of affordable residential stock, availability of
amenities as well as underwhelming environmental quality. Most tourist reside close
to Petaling street; hence the nightlife tends to concentrate around the Chinatown
area.
Technology |
Following the River of Life initiative, various advance technology such as river
cleaning and sewage treatment has been conducted to beautify 110km stretch along
Klang River Basin
Legal |
Development of such project between the river bank and main road requires the
attention laws, building act and regulation. Building regulations stated below should
be implemented during the initial stages of design. • 7m + 3m setback by DBKL • 3m
+ 1.5m clearance from LRT embankment • Underground construction of 2 – 3 stories
+ flood wall
Environmental |
River cleaning activities are conducted along a 110km stretch along the Klang River
basin. Through these activities, the aim is to improve the river water quality from
Classes III-V to Class IIB by the year 2020. JPS Malaysia is also concurrently
spearheading the River of Life Public Outreach Program which is aimed at onthe-
ground education and behavioral change towards caring for rivers. The proposed
design intended to extend the riverfront park towards the city. The site becomes the
connector between the river, CM and the city.
02.3 PESTLE ANALYSIS
4
7. Building circulation is inspired by the
circulation of working process of tin
mining, by bringing the user through each
mezzanine level from accessing by the
ramp. That creates visual connection
towards each users and also create
different views of Tasik Titiwangsa that
brings out the beauty of the site through
different timing. The centre design is
caters for all community group including
disable that has the chance to access and
fully functional as a user-friendly food &
hang out centre that is only for Tasik
Titiwangsa.
02.4 DESIGN RESPONDING TO SITE
ProgramRelationship
The buildingblock separateinto 3 main purpose
1. Common facilities& privatefacilities for administrative
purposes
2. Learning zone targetingstudent and tourist
3. Social, eating and hang out zone 5
8. 02.5 FLOOR PLAN
Ground Floor Plan
Scale 1 : NTS
First Floor Plan
Scale 1 : NTS
Second Floor Plan
Scale 1 : NTS
Third Floor Plan
Scale 1 : NTS
Forth Floor Plan
Scale 1 : NTS
6
The programs are separated towards the function of each floor and view of the site according to different timing of each day and target user groups. The collaborative activities
is different from each levels based on the time of access and the target user, the ground floor is an extension of the park to intends to serve the public with more social activities
and a open hang out space that is cater for different user group to interact and have visual connectivity towards each floor. The second floor is education zone that consist of
workshop and library where targeting on local student to access and conducted for community as well who are interested to join. The third floor & forth floor is more towards
social, eating and hang out zone, and a part of it is common and private facilities zone cater for the staff, where eating and hang out area orderly and disorderly place where
create social interaction and visual connectivity through mezzanine level that attract people based on circulation of the whole centre. As users are in the building, they are able to
overlook the activities happening below, above and/or opposite which increases visual connectivity.
9. Space
BasementPlan
GF AREA
(sqm)
Car Park 430.45
M&E Services 3.75
Circulation 957.75
Lift lobby 22.41
Total GFA for basement : 1,414.36 sqm
Space
GF Plan
GF AREA
(sqm)
M&E Services 2.7
Toilet 25.3
Storage 23.85
Bin Centre 5.9
Information counter 23.8
Gallery 59.5
Open Public space 179.3
Office 21.62
Local Store 32
Sundry Store 25.2
Lounge 82
Total GFA for GF: 481.17sqm
Space
1F Plan
GF AREA
(sqm)
M&E Services 3.23
Toilet 25.3
Storage 6.84
Observation Deck 41.4
Library 68.4
Workshop 58.4
Kitchen 28
Outdoor dining space 28.71
Dining area 52.8
Hawkerstalls 160
Total GFA for 1F : 473 sqm
Space
2F Plan
GF AREA
(sqm)
M&E Services 3.23
Toilet 25.3
Storage 6.84
Observation Deck 52.9
Hang out space 70.5
Hawker Stalls 110.23+84 =
194.23
Outdoor Dining Space 71.34/2=35.67
Recreation Space 152.3
Total GFA for 2F : 540.97 sqm
Space
3F Plan
GF AREA
(sqm)
M&E Services 2.4
Toilet 25.3
Storage 9.4
Hawker stalls 190.34
Staff accommodation 16.56
Total GFA for 3F : 244 sqm
Space
4F Plan
GF AREA
(sqm)
Observation deck 109
Café 27
Total GFA for 4F : 136 sqm
Total GFA : 1875.14 sqm
Total Construction Cost = Total floor area x Estimated pricing/sqm
Assume Rm280/Sqft, 1sqm = 10.7639sqft
Building Cost :
1875.14 sqm x 10.7639 = 20,183.84 sqft
20,183.84 sqft x RM280 RM 5,651,476.20
BasementParkingCost :
1,414.36 sqm x 10.7639=15,224.04 sqft
15,224.04 sqft x RM150 RM 2,283,606.00
Other ConstructionCost:
Landscape RM50,000.00
Outdoor Timber Deck RM50,000.00
Metal Corrugated Roof RM45,000.00
RM145,000.00
Direct Expenses Cost :
Construction Supervision Fee RM82,000.00
Consultant Fees (15% Building Cost) RM804,475.00
Labor Cost (estimated 100 workers, Rm3000/mth, 21 mth) RM630,000.00
RM1,514,675.00
Other ExpensesCost :
Statitonary and printing fee RM15,000.00
Travelling Expenses RM40,000.00
Insurance RM50,000.00
Field Measurement RM20,500.00
Transportation RM50,000.00
RM175,500.00
GrantEstimated Cost: RM9,770,257.20
02.6 FINAL OVERALL COST
Management approval of Food & hang out centre shall transit from the project planning to Project Design Cost Estimates once the project features has been finalized.
The building has the overall GFA of 1875.14 sqm. Hence, the estimated cost for the building construction shall be at least RM5,651,476.20. Detailed estimate of inputs shall also
be included to the estimated cost in different phase.
ESTIMATED PROJECT COST
7
10. 03.3 Success Criteria
A project success criterion is a benchmark that is measurable and achievable. Cost, quality and time
are the three basic measurable success criteria used to indicate the key performance of a project. A
project to be considered successful requires proper planning and the help from the management.
Exceeding customer requirements will bring about success to the project. Understanding the business
drivers and ensuring that the project meets the objectives of the business will also contribute to
success. Aligning the key performance indicator to that of the business objective will not only help
project managers to keep track but also measure and improve performance.
Quality
The scope of work stated in the WBS should be fully delivered in high quality within the time frame
and cost allocated. Besides that, the proposed building should achieve its intended purpose goals and
objective stated.
Time
The duration for completion of the project should be within 2 years from 1 June 2017 as given by the
client. Hence each phases of the project should strictly follow the time frame as planned in the Gantt
chart to ensure minimal delay to the project delivery. WBS and risk analysis has been conducted at
initial phase to outline the scope of work involved, and its potential risk.
Cost
The budget is projected to be within 7 million. It includes all stages from preliminary, pre-construction,
post-construction and building operation cost. In order to fully utilized the allocated budget and
reduce the building operation cost long term the below strategy are implemented: 1. passive design
strategy such as natural daylighting and ventilation. 2. Usage of local resources and construction
techniques
03.1 Project Goal
Together with Tourism Malaysia, DBKL and Ekovest Berhad, the
centre aims to become a new refreshing landmark to attract, expand
and promote awareness towards culture and value of Tasik
Titiwangsa.
03.2 Project Objectives
1. To provide a new refreshing new landmark / gathering space for
locals/tourist to attract new user group to hang out at Tasik Titwangsa
2. To extend a part of the park as an extension to the centre
3. To promote the food culture (traditional local food) targeting tourist
4. To provide a welcoming and comfortable dining / hang out area to
the community
5. Designed to catalyst the locals with a more interactive and energetic
environment
6. To provide a platform that encourage other user group to learn
Malaysia cuisine and history of tasik titiwangsa
7. To provide a space where people can eat while learn Malaysia
culture through their fingers.
8. As a food and hang out centre that encourages tourist to be involve
in learning Malaysia cuisine
9.To become a catalyst to bring communities from different fields
together
03 PROJECT VIABLILITY
8
11. 04.1 Conventional
This project utilizes the conventional method of project procurement, and thus uses the tendering process. This conventional method is due the client's (Kuala Lumpur City hall,
Ministry of Tourism and Culture and Federal Government of Malaysia) preference and desire to stimulate the Malaysian building industry by being as open and transparent as
possible about this process. In an effort to promote the corporate values of transparency, openness, trust and responsibility, it is thus decided that a conventional method using
the open tender method is best when seen in the interests of the nation, despite the longer build time. In addition, there exists the possibility of a lower overall cots, as the
bidding process allows for competition and thus may result in a very competitive and attractive pricing from a contractor.
Pre-Tender
- Tender drawings
prepared by
architect and
consultants
-
Tender
-Tender calling
-Tender submissions
-Tender evaluation
-Tender interview s
-Tender recommended
Post -Tender
-Contract awarded
-Contract documents
compiled and formalized
As the project procurement selected is specifically an open tender, a request for tender (RFT) document thus has already been issued in accordance to the requirements. The
procedure for the open tender procurement is as follows:
Request for
Tender (RFT)
issued
Open tender
Tender
submitted
Preliminary
evaluation:
contractors
shortlisted
Closed tender
Shortlisted
contractors
interviewed
Price
negotiation
with selected
contractor
Negotiated
tender
SHORTLISTED CONTRACTORS PRELMINARY EVALUATION CRITERIA 1:
1. Construction experience – To ensure contractor is well versed with the ins and outs of the construction business
2. Existing relevant portfolio - To ensure contractor has experience in current scale, scope and programme of the project
3. Pricing - To ensure pricing is reasonable and does not exhibit set project budget, as well as a low history of cost overruns.
4. Stability - To ensure contractor has a stable and reliable nett income rate, and is not likely to encounter any major financial difficulties.
5. References - To ensure contractor has a positive reputation for project delivery and satisfaction.
04 PROJECT PROCUREMENT
9
13. No. Phases
Labour
Material / Equipment
Duration
Cost
Position Amount
Wee
ks
Start End
3.0 Design Development
3.1 Detailed Design
(Architecture planning,
interior planning,
Landscape planning,
Structural & M&E
integration)
Architect
Interior Architect
C&S &M&E Engineer
Landscape Architect
Draftsman
1
1
2
1
5
Stationary
Computer
Plotter
Drawing Draft
Design Draft
4 03/01/18 23/01/18 Printing fee
Labour fee
3.1.6 Cost extension &
breakdown
Project Manager
Architect
Quantity Surveyor
1
1
1
Calculator
Paper
Preliminary Cost Estimation
1 23/01/18 12/02/18 Printing fee
3.3.2 Submission for building
plan app
Architect 1 Building Plans 2 23/01/18 12 /02/18 Printing fee
Petrol fee
Processing fee
4.0 Contract Documentation
4.1 Detailed Drawings Architect
Interior Architect
C&S &M&E Engineer
Landscape Architect
Draftsman
1
1
2
1
5
Stationary
Computer
Plotter
Building Plans
2 12/02/18 14/03/18 Printing fee
Labour fee
4.2 Preparation of Bill of
Quantities
Quantity Surveyor 1 Calculator
Paper
Detailed Drawings &
Specification
1 14/03/18 23/03/18 Printing fee
4.3.1 Tender Exercise Project Manager
Architect
Quantity Surveyor
Tenderers
1
1
1
Bill of Quantities
Tender request documents
Computer
2 23/03/18 01/04/18 Printing fee
05.1 RESOURCE PLANNING TABLE [CONT’D]
05 RESOURCE PLANNING
11
14. No. Phases
Labour
Material / Equipment
Duration
Cost
Position Amount
Wee
ks
Start End
3.0 Design Development
4.3.2 Tender Evaluation Client
Project Manager
Architect
Quantity Surveyor
2
1
1
1
Stationary
Paper
Bill of Quantities
Tender request documents
1 04/06/18 29/06/18 Printing fee
Petrol fee
4.3.4 Contract Agreement Client
Project Manager
Architect
Quantity Surveyor
Tenderer
2
1
1
1
1
Stationary
Paper
Contract documents
Tender documents
1 25/06/18 29/06/18 Printing fee
Petrol fee
5.0 Contract Implementation & Management
5.8.1 Issuance Certificate of
Practical Completion (CPC)
Architect 1 Certificate of Practical
Completion (CPC)
1 25/02/19 01/03/19 Petrol fee
05.1 RESOURCE PLANNING TABLE [CONT’D]
05 RESOURCE PLANNING
12
15. 06.1 PROGRAMME MAINTENANCE
SPACE
FREQUENCY OF
MAINTENANCE
MAINTENANCE STRATEGY
Open PublicSpace
- Living plants
- Open space
- Daily
- Daily
- To ensure the plants are in good condition
- To ensure the cleanliness of the space to provide a favourable environment for the users
Outdoor eatingarea
- Furniture
- Decking
- Daily
- Annually
- To ensure furniture are in good condition and are comfortable to be used
- To ensure wooden decking are durable and last longer under the harsh climate
Food
- Stalls
- Café
- Daily
- Daily
- To ensure the cleanliness of the stalls due to hygienic reasons
- To ensure the cleanliness of the stalls due to hygienic reasons
Workshop
- Tools and machinery
- Furniture
- Monthly
- Quarterly
- To ensure tools and machinery are safe to use
- To ensure furniture are in good condition and are comfortable to be used
Kitchen
- Furniture - Daily
- Quarterly
- To ensure furniture are in not vandalised
- To ensure furniture are in good condition and are comfortable to be used
Gallery
- Artwork - Season (Daily) - To ensure all artworks which are properly display and in good condition
Outdoor hang out space
- Living plants
- Furniture
- Daily
- Quarterly
- To ensure the plants are in good condition
- To ensure furniture are in good condition and are comfortable to be used
06 MAINTENANCE STRATEGY
13
16. ELEMENTS
FREQUENCY OF
MAINTENANCE
MAINTENANCE STRATEGY
Building
- Basement parking
- Pedestrian walkway and pavement
- Staircase
- Glazing and opening
- Light fixtures
- Building facade
- Roof
- Monthly
- Twice a year
- Quarterly
- Weekly
- Quarterly
- Yearly
- Yearly
- To ensure mechanical ventilation system, ramp and entrance and exit points are in good
condition
- To ensure the plants are growing in good condition
- To ensure concrete pavements are safe and in good condition for the users
- To ensure the structure of staircase is sturdy and connections are tighten.
- To ensure surface is clean and wipe regularly.
- To ensure light fixtures are properly function to provide optimal amount of light in the space
- To ensure building façade is in good condition
- To ensure no leakage into the building and drainage system is not clogged
Services
- Lift
- Mechanical Ventilation System
- Piping Utilities
- Fire Fighting Appliances
- Quarterly
- Daily
- Yearly
- Yearly
- To ensure the plants are in good condition
- To ensure the quality mechanical ventilation system is maintained
- To ensure piping has no leakage or clogged and replace immediately if faulty
- To ensure all fire fighting appliances are working
06.2 BUIDLING & SITE MAINTENANCE
06 MAINTENANCE STRATEGY
14
17. RISK NAME
LIKELI-
HOOD
SEVERITY EFFECT MITIGATION CONTIGENCY
Preliminary Phase
Misinterpretation of project
objective and requirement by
project team.
Medium High
Proposed design does not achieve
client’s expectation.
Conduct regular project
meetings to update and ensure
the team is clear on the project
objective
Project manager to always
communicate with client and
ensure the project team is
aware of the objective
Indecisive client who keeps
changing design scheme
Medium Medium Slows down the project workflow
Set a specific timeframe to
finalise the design scheme
Project manager to ensure
client is aware and on track of
the project schedule
Preliminary drawings not
approved by authority
Medium High
Project Procurement Phase to put on
hold due to the rejection from the
authority
Ensure all preliminary drawings
are thoroughly checked and fulfill
authority’s requirement
Revise preliminary drawings
and make amendments if
needed to comply with DBKL
requirements
ConstructionPhase
Delay of construction work due
to unexpected weathers
High High
Construction timeframe will extend
which will affect the cost
Apply for permit extension and
increase manpower if needed.
Project manager to keep track
of the project schedule and to
update client.
Difficulty in excavation due to
existing matured trees
Medium Medium Damage of existing trees on site
Hire a specialist to help
overcome and ensure the safety
of the existing trees
Ensure all contractor and
workers are aware of the
importance of preserving the
existing trees.
Oversupply of construction
materials
Low High Increase of cost and material wastage
Hire an experienced quantity
surveyor for more accurate
estimation
Negotiate with supplier to
return materials.
07.1 RISK ANALYSIS & MITIGATION STRATEGY
07 RISK ANALYSIS
15
18. RISK NAME
LIKELI-
HOOD
SEVERITY EFFECT MITIGATION CONTIGENCY
BuildingOperation & Maintenance
Program fails to attract
targeted stakeholders
High High
Building will not be able to serve its
purpose
Increase publicity on media and
hang banners around Taman
Tasik Titiwangsa to ensure the
community knows about the
building
Building management to ensure
good publicity around the park
and also actively update in
social media
Openness of the building may
invite unwanted visitors
High High
Security or the users in the building
will be threatened
Enforce a tight security system to
ensure the safety of the users.
Building management to work
together with police in that
area to make regular rounds
Improper usage of the facilities
provided
High High
Additional cost to repair and replace
damaged facilities
All facilities will be properly
check and maintain every week
to provide the best for the users
Building management to keep
on eye of the facilities and
immediately advise users if
facilities are wrongly used.
07.1 RISK ANALYSIS & MITIGATION STRATEGY [CONT’D]
07 RISK ANALYSIS
16
19. 1.1 Project Brief
1.1.1 Analyse project brief
1.1.2 Preliminary cost
estimation
2.1 Preliminary
2.1.1 Mobilization & Site
Establishment
2.1.2 Dilapidation Survey
(Adjoining Existing Trees &
Properties)
2.1.3 Setting Out
2.1.4 Set Up Fencing around
Existing Trees
2.1.5 Site Cleaning & Levelling
2.1.6 Underground Mapping
2.1.7 Set Up Hoarding &
Signboard
2.3 Superstructure
2.3.1 Composite steel deck slab
(Ground Floor to 4th floor)
2.3.2 steel I beam column &
beam (GF to Roof)
2.3.3 internal brick wall &
partition
2.3.4 External brick wall
2.3.5 Lift and fire staircase
2.3.6 Feature staircases
2.3.7 ramp
2.7 ArchitecturalFinishes
2.7.1 Tiling works
2.7.2 Wall finishing
2.7.3 Ceiling works
2.7.4 Floor finishing
2.7.5 Staircase finishing and
hand-railing
3.1 HandlingOver
3.1.1 Final cleaning and
inspection
3.1.2 Issuance Certificate of
Completion & Compliance
(CCC)
3.1.3 Preparation of Final
Accounts for the Contract
1.2 Site Analysis
1.2.1 Site Investigation
1.2.2 Soil Survey
1.2.3 Site Accessibility
1.2.4 SWOT Analysis
2.2 Substructure
2.2.1 Soil Excavation
2.2.2 Piling of Foundation
2.2.3 Insertion of RC footing
2.2.4 Basement slab
2.2.5 Basement wall
2.4 Roofing
2.4.1 Mono-Pitched Roof
System
2.4.2 Gutter & Drainage System
2.8 M&E Services
2.8.1 Earthing System
Energy supply system
2.8.2 Building control system
2.8.3 Electrical and light fittings
2.8.4 Lift system
2.8.5 Fire safety, detection and
protection
2.8.6 Heating, ventilation and air
conditioningsystem
2.8.7 Information and
communication technology
2.8.8 Plumbling&sanitary
2.8.9 Security and alarm system
2.8.10 Cctv installation
1.3 Design Development
1.3.1 Detailed Design Drawing
1.3.2 Authority Submission (BP
& Bomba drawing)
1.4 Contract Documentation
1.4.1 Tender
1.4.2 Project Planning &
Schedule
1.4.3 Stakeholder Notification
2.9 External / Landscape
2.9.1 Surface Water Drainage
2.9.2 External M&E Work
2.9.3 Installation of Softscape
and Hardscape
2.9.4 Installation of outdoor
furniture
2.9.5 Installation of signage
Construction Phase
2.5 Façade system
2.5.1 Connect steel trusses to
beam and roof slab
2.5.2 Installation of steel
framework
2.5.3 Installation of corrugated
metal cladding
Food & Hang Out Centre
Final CompletionPreliminaries
08 WORK BREAKDOWN STRUCTURE
2.6 Door & window
2.6.1 Door Frame & Panel
2.6.2 Window Frame & Panel
2.6.3 Window / Glass works
17
