Ho Yen Liang 0326660 PM Project 2 TULC 2019

1. FINAL PROJECT
MANAGEMENT REPORT
The Social Album, City Lobby
A Documentation of A Medium-Sized Project
Tutor: Ar. Sateerah Hassan
Ho Yen Liang 0326660
1

2. 1.0 Project Introduction / 3
1.1 Project Brief
1.2 Project Objectives
1.3 Project Goals
1.4 Organisation Structure
1.5 Client & Stakeholders
2.0 Site Information & Studies / 6
2.1 Site Introduction
2.2 S.W.O.T Analysis
2.3 PESTLE Analysis
3.0 Project Viability / 26
3.1 Programme Viability
3.2 Design Suitability
3.3 Schedule of Accommodation - Tabulation of Spaces
3.4 Economic Feasibility - Budget Calculation
4.0 Project Procurement & Resource Planning / 91
4.1 Procurement Process
4.2 Resource Planning
Content
2
5.0 Risk Analysis & Management / 96
5.1 Risk Analysis
6.0 Project Delivery /
6.1 Success Criteria
6.2 Work Breakdown Structure (WBS)
6.3 Gantt Chart

3. 1.0 Project Introduction: The Social Album
1.1 Project Brief
The proposed project calls for designing a ‘City Lobby’, which will engage and re-engage the city’s local
population and visiting tourists from other towns or countries. A quality public place and building where its
architecture can create great opportunities to build and strengthen the people’s connection. The project
addresses earlier studies and researches on the socio-cultural issues related to the architecture of Johor
Bahru, namely: Ethnicity (segregation of multi-racial community), Demography (segregation based on age
and social status) and Identity (urban landscape is homogenous and contiguous).
1.2 Objectives
The City Lobby is used as a gathering place for people in the city and it offers a wide range of disparate
activities, which can be non-to-profit type.
● To promote the common interests or ‘neutral spaces’ of the public where specific dialogues and
activities are encouraged and expected to happen.
● To showcase cultural events, public activities, recreational activities and public programmes which
is not present in the popular weekend destinations for locals and tourists such as theme parks and
urban lifestyle centres.
1.3 Goals
● To create a platform for collaboration between different age classes, interests and social
background to create a healthy environment for appreciation of difference and similarities.
● To provide healthy interaction between local city dwellers, tourists, visitors and transient users.
● To allow people to stamp their own identity leading to ‘personalization’ of the space and the place
● To blur the boundary between the division of the multicultural communities on site.
● To celebrate the diversity of multicultural coexistence of Johor Bahru, expressing the spirit of
“Bangsa Johor”.
3
1.0 Project Introduction
Figure 1.1.1 Aerial View to Site (Ho, 2019)

4. 1.4 Organisation Structure
1.4.1 Project Team
Client: Johor Bahru City Council, also known as Majlis Bandaraya Johor Bahru (MBJB)
Consultants:-
● Architect: HOArchitects Sdn Bhd.
● Civil & Structural Engineer: CYS Jurutera Sdn Bhd.
● Mechanical & Electrical Engineer: Perunding BCP Sdn Bhd.
● Quantity Surveyor: Alpha Omega Matrix Sdn Bhd.
● Landscape Architect: HODA Design Sdn Bhd.
● Interior Designer: J&V Interior Design Sdn Bhd.
Lead Consultant
HOArchitects Sdn Bhd.
Main Consultants
Contractors
Architect
HOArchitects Sdn Bhd.
M&E Engineer
Perunding BCP Sdn Bhd.
Landscape Architect
HODA Sdn Bhd.
C&S Engineer
CYS Jurutera Sdn Bhd.
Quantity Surveyor
Alpha Omega Matrix Sdn
Bhd.
Interior Designer
J&V Interior Design Sdn
Bhd.
Figure 1.4.1 Organization Chart of Project (Ho, 2019)
Main Contractor
Sub-Contractor
4
Client (Johor Bahru)
MBJB
Main Consultants
1.0 Project Introduction
Specialists
Suppliers

5. 1.5 Client & Stakeholders
1.5.1 Client
Majlis Bandaraya Johor Bahru (MBJB)
Majlis Bandaraya Johor Bahru or Johor Bahru City Council (MBJB) is a local authority which administers Johor Bahru city centre. MBJB are responsible
for 12 major roles, and two of them are fostering a stronger sense of community and sustaining the environmental quality of Johor Bahru landscape.
Therefore, the city lobby project is proposed to be a community-based project which MBJB has the opportunity to achieve their roles and objectives.
1.0 Project Introduction
5
Jabatan Kebudayaan & Kesenian Negara (JKKN)
JKKM aims to plan and coordinate art and cultural activities in
the city lobby by promoting local arts and crafts development
on site. Their main role is to encourage the growth of arts and
cultural activities through effective collaboration between arts
and cultural organizations, government agencies,
non-governmental organizations and arts and cultural activists
from within and outside the country.
Ministry of Tourism, Art & Culture Malaysia (MOTAC)
MOTAC is responsible to preserve and promote the art and
culture of Johor Bahru as well. The organization helps with
providing conducive infrastructure for arts and culture and
advisory services to the Johor Bahru community.
ThinkCity
A community-focused urban regeneration organisation that
aims to create better, more sustainable cities in Malaysia by
supporting community-driven initiatives through the public
grants programme. ThinkCity will be proposing some of the
innovative work spaces in the city lobby to encourage different
communities to experience the co-working environment as a
community sharing initiative.
1.5.2 External Stakeholders
Senso Art Gallery & Cafe
Senso Art Gallery is a gallery owned by Ms. Katherine,
located at Jalan Tan Hiok Nee, it is a art platform for
the local artists and crafters to display their work and
also there is art workshops for public to take part in.
Thus, Senso will be providing an art studio for anyone
who is interested in local arts and crafts activities to
use the space.
Persatuan Hainan Johor Bahru
Persatuan Hainan Johor Bahru is an organization
responsible to preserve and promote the Chinese
heritage of the town, their mainly responsible for
documenting the historical artifacts and proposing
seasonal cultural activities on site. The information
lobby and archiving library would be funded by the
organisation to promote the heritage and cultural
values of Johor Bahru.

6. 2.1 Site Introduction
The project is located at the City of Johor Bahru, one of Malaysia’s premier
city and urban destination because of its highly modernized infrastructure.
Based on the current feel of the place, Johor Bahru City can be both busy
at day and night time. The site sits among four streets, which are Jalan
Trus, Jalan Tan Hiok Nee, Jalan Dhoby and Jalan Segget. The site is a
vibrant town, heavily emphasizing on the food, art and market (Bazaar
Karat) cultural aspects. It can be observe that the old shophouse typology
are enveloped within the new taller developments that shades the lower
buildings below. Both coexist at the same place, cultured at different time.
The activities differ by time by expanding the usage of the streets.
Morning where people stroll through the pedestrian walkway, while at night
the gathering of people beside the stalls in Bazaar Karat. This transition of
time shows prominent differences of assembling and dispersing of people
during different time zones daily.
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2.0 Site Analysis
Figure 2.1.1 Site Plan (Ho, 2019)
2.0 Site Information: Johor Bahru Heritage Town
● Total Land Area: 3335.5 m2
● Plinth area : <60%
Including car parks, walking pavement, loading bay, rubbish
collection, & utilities
● Setback: -Front: 6m + 2m (greenery)
-Sides and back: 6m
● Height control: ≤4 storeys
● Parking requirement: (site area - 30% for utilities) ÷ standard
size of carpark lots = 30 parking lots

7. 2.2 S.W.O.T Analysis
7
● High permeability and
accessibility by vehicular
and foot to site.
● Variety and diverse of
socio-cultural and historical
value on site.
● Greeneries and high rises
shades the site, providing
comfort to users.
● Public or open spaces are left
unused and attracts homeless
people to utilise.
● High rises around the site has
shadowed the fine grain
shophouses on site, creating
visual barrier.
● Time gap on site where there
is no activities happening
during the evening session
● Lost interest on the culture of
the mundane town
● Promoting cultural
awareness whilst
preserving the historical
and socio-cultural value
on site.
● Celebrating the vibrancy
and diversity on site
through providing a
platform for people to
collaborate and connect.
● The increase presence of
homeless people may caused
a high risk of security on site
● Presence of illegal parking on
site affect the traffic flow and
safety of pedestrians
● Division between the
multicultural communities due
to misinterpreted boundaries
and understandings
WeaknessStrength
Opportunity Threat
2.0 Site Analysis

8. 2.3 PESTLE Analysis
8
The proposed scheme has the intention to encourage
positive engagement between the local dwellers, the
tourists and transient users, therefore the collaborative
and cultural activities are introduced and initiated
through some of the government agencies, like Jabatan
Kebudayaan & Kesenian Negara (JKKN) and Ministry
of Tourism, Art & Culture (MOTAC). Bazaar Karat is also
administered by the client MBJB and any morning or
night market activities introduced in the scheme should
be liaised with the client.
Some of the proposed programmes like the artisan retail
spaces and art gallery are funded by the external
stakeholder Senso Art Gallery Cafe, offering to provide a
platform for artist to showcase their work. The archive
library and information lobby will also be funded by the
Persatuan Hainan Johor Bahru, which initiated the
heritage museum of the site itself. Some of the
shophouses on site are purchased by Singaporeans but
they are left vacant and unused.
The heritage site is rich in cultural activities expressed
in the form of food, artisan crafts, exhibitions and a mix
of all above. Bazaar Karat, the open street market and
live performances at night such as street busking helps
brighten up the site.
The development of urban infrastructure is on a fast
paced track, aligning their growth triangle with
Indonesia and Singapore, ensuring the strong
connections and trade on both sides. The city is one of
the fastest-growing cities in Malaysia after Kuala
Lumpur due to its modernized infrastructure.
The proposed building setback to be 8m along the street
Jalan segget, and 6m along other sides. 10% greeneries
must be included for the surrounding landscape and
minimum 30 parkings to be provided.
There are other law enforcement such as Night/Day
Markets (MBJB) By-Laws 2003 to make sure the vendors
for the night market or bazaar comply to the requirements
from the authority. The Heritage Walk of Jalan Tan Hiok
Nee cannot be demolished or build any high-rise buildings
that will affect the condition of the site.
The well-paved roads on cultural streets allowed a
comfortable walking experience. The ongoing urban
planning strategies proposed by ThinkCity to
rejuvenate and pedestrianise Jalan Dhoby to enhance
pedestrian connectivity to the cultural street, Jalan Tan
Hiok Nee. The alleys are rejuvenated into vibrant
paths via mural art and streetscapes lighting. Most
importantly the streets are well shaded with greens.
Politic Economic Sociological
LegalTechnology Environment
2.0 Site Analysis

9. 3.1 Program Viability
The city lobby played a role in fostering a symbiotic relationship called interdependency, between the multiracial community through creating
permeable boundaries, which allowed people to communicate, collaborate and connects.
9
3.0 Project Viability
Figure 3.1.1 Conceptual Diagrams (Ho, 2019)
3.0 Project Viability
Communicate Connect Collaborate
Design articulation of spaces revolved around a ‘common ground’ for the communities to share, shared spaces of common interests articulate
through path-space relationship and overlapping of spatial identities. It’s the foundation of the unintentional meetups with different people of
different cultural background, and that the spaces could house a sharing atmosphere of local city dwellers, tourists, visitors and transient users.
The programmatic spaces overlapped each other to form shared spaces of the city lobby. These shared spaces are articulate through the
in-between spaces like courtyards, pocket and breakout spaces and collaboratories.

10. 3.2 Design Suitability
10
3.0 Project Viability
3.2.1 Contextual Response
The design of the city lobby takes into consideration of the site itself being entitled as
the heritage site of Johor Bahru Old Town. The site has an enriching blend of food, art
and market culture, with a multicultural community locating at the heart of the town. The
city lobby responses to the issue regarding human and cultural aspect, which are the
lack of human activities due to the cause of a time gap issue; the lack of authenticity
due to the tourism economic culture on site; and lastly lacking a proper platform and
common ground for the locals to express their artistic sensibilities.
TIME GAP?
Figure 3.2.1 Contextual Intangible Elements (Ho, 2019)
Figure 3.2.2 Temporal Study of Different Communities at Kin Hua Kopitiam (Ho, 2019)
TIME
GAP?

11. 3.2 Design Suitability
11
3.0 Project Viability
3.2.2 Programmatic Response - Social Feasibility
The programs proposed in the city lobby are mostly food, art and market based activities
and events as these three aspects has the most prominent identity of the Johor Bahru
heritage town. These objectives of these programs are suitable for different ethnic group at
all ages as they allow the engagement of the people from this diverse community. The
visitors get to experience and engage with different age group via different programmatic
aspects and common spaces provided for these various user groups to come together to
have fun and interact with each other which subsequently will diminish the intangible barrier
between the people of Johor Bahru, achieving the infamous “Bangsa Johor” concept.
Figure 3.2.4 Programmatic Diagram of Local Public Spaces & Events in Johor Bahru (Ho, 2019)
Figure 3.2.3 Programmatic Aspects of the City Lobby - The Social Album (Ho, 2019)

12. 3.3 Schedule of Accommodation - Tabulation of Spaces
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3.0 Project Viability
Floor Gross Floor Area (m²)
Basement Floor 2108.7
Ground Floor 1650.8
First Floor 696.5
Second Floor 843.9
Third Floor 521.4
Total 5821.3
3.3.1 Economic Feasibility - Budget Calculation
5821.3m² = 62660 ft²
Estimated construction cost at RM 200 per sqft,
Gross construction cost
= 62600 X RM 200
= RM 12,532,000
Consultant fee at 10% of construction cost
= RM 12,532,000 X 10%
= RM 1,253,200
Table 3.3.1 Gross Floor Area Tabulation (Ho, 2019)
Contribution Fees for TNB & IWK (5%)
= RM 12,532,000 X 5%
= RM 626,600
Contingency of budget (5%)
= RM 12,532,000 X 5%
= RM 626,600
Total Estimated Building Cost
= RM 12,532,000+ RM 1,253,200 +
RM 626,600 + RM 626,600
= RM 15,038,400
3.3.2 Technical Feasibility
The construction method used for the city lobby will be reinforced concrete (RC) slab
and steel post and beam construction. The construction will be featuring a few steel
columns which protrude out from the basement, to allow natural daylight into the
basement space, and supporting the large overhangs of the building, also representing
the three communities of the site itself. The facade will be constructed with U Channel
Glass Profile, which are very durable and it can be self-supported without any external
framing. The glass will be manipulated with different openings to allow adequate
natural daylighting into the building. The configuration of the U Channel Glass will be
arranged in a double-glazed pattern to block direct sunlight from the West Sun during
the evening.
3.3.3 Legal Feasibility
The proposed building fully comply the legal requirements as stated within the Uniform Building
By-Law 1994 (UBBL) and the guidelines provided from Majlis Perbandaran Johor Bahru (MBJB).
The proposed building is sat in between a row of shophouses and a high rise public bank. Since the
building is facing Jalan Segget, Jalan Dhoby, Jalan Trus and Jalan Tan Hiok Nee, which has a
pedestrianised pavement wider than a five foot walkway, the setback of the building follows
according to this.
Besides, fire escape with a dead-limit of not more than 30m is provided, as well as adequate lighting
and ventilation to floor area ratio is adopted. There are 30 parking, 2 disabled parking and services
provided on the lower ground floor of this building as the decision of creating a basement is omitted.
The building also comply to the MS 1525 and MS 1184 (disabled) guideline.

13. 13
4.0 Project Procurement & Resource Planning
4.0 Project Procurement & Resource Planning
4.1 Procurement Method
Public Works Department Method (P.W.D Form of Contract 203/203A)
As well as referred as Jabatan Kerja Raya (JKR). PWD is the federal government department in Malaysia under Ministry of
Works Malaysia (MOW) which is responsible for construction and maintenance of public works in Malaysia.
4.1.1 Procurement Suitability
Majlis Perbandaran Johor Bahru (MBJB) acts as the government agency on behalf of the goods, services and construction acting as a public authority. As the City Lobby aims to
serve for the public for communal and cultural activities, PWD is the most suitable form of contract as the client is represented under a government body despite it
being a medium scale project.
Objective of Using this Method :
● To ensure the realization of policies and deliver services through
smart partnership strategy.
● To ensure consistency in services it procures, JKR established
processes and systems that must be adhered to by contractors.
Contract Conditions :
● Contractor allowed to claim contract period extension for various
circumstances deemed the government’s risks.
● Majority funded by contractor - as is a separation between the
construction and design team,therefore contractor holds most
responsibility.
● No retention money is withheld from payments.
● Bill of payment are in a lump sum.
P.W.D Form of Contract 203/203A (Revised 2007)
These are the traditional forms of contract based on drawings and specification (203)
or bill of quantities (203A) produced for use in public sector or government projects in
both building and engineering contracts. In this latest 2007 version remains where it
said majority of the risk has been transferred to the contractor.
PWD 203A
Standards Form of
Building Contract is
in use at many
public project where
the government is
the main client.

14. 4.2 Resource Planning
No. Task/ Deliverables Resource Types Quantity Skills Required Equipment/ Medium
A. Schematic Design
1. Site Visit and Survey
Client, Consultants, Land
Surveyor Site Observation and Analysis done
with professional analytical results
or conclusion
Manual Tools and Equipment for Site Analysis
2. Site Documentation & Analysis Client, Consultants
3. Conceptual Sketches Architect 1 -
4. M&E and Landscape Planning
M&E Engineer, Landscape
Architect
2
Ability to plan mechanical and
electrical connection; landscape to
plan according to the site context
Proficiency in using digital softwares such as
Autodesk CFD, AutoCAD, ArcGIS, Revit
5. Cost Estimation Quantity Surveyor 1
Taught individual in producing cost
estimation schedules and able to
preparare of Bill of Quantities
Skilled Microsoft Excel user in producing
spreadsheets of schedules
6. Visualization Architect, Draftsmen 1,2
Able to showcase the overall form,
appearance and visualisation of the
3-Dimensional model of the building
Any modelling software, for example, Autodesk
Revit, AutoCAD
4.0 Project Procurement & Resource Planning
14

15. No. Task/ Deliverables Resource Types Quantity Skills Required Equipment/ Medium
2. Design Development
1. Detailed Design Drawings Architect, Draftsmen 1,2
Able to produce all submission
drawings to authority (MBJB) to get
building approval
Skilled profession to use digital drawing
tool that can produce proper detailed
drawings like Autodesk AutoCAD
2. Detailed Project Budget Quantity Surveyor 1
Continuation of producing the all cost
with detailed schedule
Using Microsoft Excel to produce schedules
and cost calculation
3. Local Authority Submission Architect 1
Liaise with different departments of
authority in MBJB in submission of
drawings
Printouts of submission drawings to
requirement of MBJB
3. Contract Documentation
1. Preparation of Bill of Quantities Quantity Surveyor 1
Required skills and knowledge in
producing Bill of Quantities
Using the software of WinQS, Microsoft
Excel
2. Tender Period (Open Tender) Architect, Project Manager 2
3. Tender Evaluation Client
4. Award of Contract Architect 2
Certified architect to award the
contractor the official letter of award to
the contractor
Microsoft Word
4.0 Project Procurement & Resource Planning
15

16. No. Task/ Deliverables Resource Types Quantity Skills Required Equipment/ Medium
4. Contract Implementation
1. Initial Project Meeting
Client and all parties are
involved
-
- Ability to communicate effectively and
efficiently
- Ability to solve issues effectively and
promptly
- Experienced in site and personnel
management
-
2.
Monitor on Site Work & Construction
Progress
Architect 1 - -
3. Monitor Civil Works on Site Civil Engineer 1 - -
4. Monitor Structural Works on Site Structural Engineer 1 - -
5. Monitor M&E Works on Site
Mechanical & Electrical
Engineer
2 - -
6. Monitor Landscape Works on Site Landscape Architect 1 - -
7. Monitor on Site Works
Site Manager & Clerk of
Work
2 - -
8. Conduct On Site Construction Work Contractor & Site Workers 2 - -
9.
Inspection of Building Services on
Site Works
Facilities Manager 1 - -
4.0 Project Procurement & Resource Planning
16

17. No. Task/ Deliverables Resource Types Quantity Skills Required Equipment/ Medium
5. Final Completion (Handing Over)
1.
Testing, commissioning and
Inspection
Client and all parties are
involved.
- - -
2. Issuance of CCC Architect 1
Certified architect to issue the CCC
Certificate to the consultants and
contractor
Using the software of Microsoft Word or
Adobe PDF
3. Preparation of Final Account
Architect, Quantity
Surveyor
2
Certified architect to issue the consultant
final account (contractor) and contractual
final account (closing file)
Using the software of Microsoft Excel
4.0 Project Procurement & Resource Planning
17

18. 5.1 Risk Analysis
Risk Likelihood Severity Impact Mitigation Strategy Contingency Plan
Client reduces budget without warning Medium Low/Medium
Minor changes such as the
material choice to major changes
such as project scope.
Create several design options that vary
in scope and materials.
Meet with client to discuss the
possibilities to raise funds to
meet objectives.
Client frequently changes design High Low/Medium
Change in quality, delays in
construction and planning.
Ensure constant communication
between consultants and clients to
prevent miscommunications.
Utilize contractual agreements
to prevent changes in design.
Change in government Low Medium/High
Possibility of cancellation of
project or change in scope.
Publicly emphasize the apolitical
nature of the project and highlight its
benefit to the nation regardless of
politics.
Meet with the leaders of the
new government to persuade
them of the merits of the
proposal.
Client loses faith in experimental
programmes
Medium Medium/High
Change in scope to outright the
cancellation of project.
Hosts prior events to showcase the
viability of the programmes.
Compromise and present a
more familiar programmes.
Site users demonstrates and show
displeasure at proposed development
Low Medium/ High
Change in scope to outright the
cancellation of project.
Hosts talks and discussions to
persuade and change public’s
conception.
Appeal to the greater good of
the nation.
5.1.1 Pre- Construction Phase
5.0 Risk Analysis & Management
5.0 Risk Analysis & Management
18

19. Risk Likelihood Severity Impact Mitigation Strategy Contingency Plan
Error in installation Low Low/ High
Construction will be on hold
leading to project delay.
PM should delegate a task for quality
check to ensure no error happen
throughout the construction phase.
Make regular visits on site to
check on the updated
progress.
Change in design Low Medium/High
Delays in construction process,
destruction of design vision, and
violation of contractual agreement.
Ensure contract agreed limits and
controls the amount and scope of
changes.
Utilize legal means to ensure
design is not unnecessarily
changed.
Construction related accidents involving the
public
Medium Medium/High
Corrodes public sentiment and
support for the project, which can
lead to project cancellation.
Ensure strict adherence to safety
standards as set by law.
Personally visit and impact site
to ensure compliance and
utilize legal means if
necessary.
Insufficient storage on site for building
materials
Medium Medium/High
Authorities can get in the way to
stop the operation on site .
Ensure that storage size is capable
enough to hold enough materials.
5.1.2 Construction Phase
5.0 Risk Analysis & Management
19
Risk Likelihood Severity Impact Mitigation Strategy Contingency Plan
The programmes do not attract the targeted
user according to plan
Low Medium/High
With the lack of attraction from the
users, the building will be shut
down and put up for sale.
Have multiple programmes and neutral
spaces to give variety of options to the
user.
Poor maintenance of facilities Medium Medium/High
The unmaintained and unpleasant
look will prevent users from going
into the building.
To have maintenance strategy for each
possible elements.
5.1.3 Building Operation Phase

20. 6.1 Success Criteria
6.0 Project Delivery
20
A project’s success criteria refers to measurable terms of what should be the outcome of the project that is acceptable to
the end user, customer and the stakeholders. Thus, Melwood, OnePark project team emphasises on three main
objectives that they aim to achieve throughout the project phases, including the quality of work, being on time and
keeping within budget to ensure client satisfaction and a smooth workflow. This triangular model circulates and form a
conclusion which is the quality of the project. In certain projects, priorities may be given to two out of the three
parameters, especially relating to the cost and time. This would cause an imbalance of the triangular model, affecting
the quality of the project managed.
SCOPE TIME COST
The scope of the project depends on the amount of work
that needs to be done to complete the project.
1) Using the WBS to outline and define the scope
of work.
2) Visualizing the duration and quantity of work
with the aid of the Gantt Chart.
3) Coordinating meetings between consultants and
clients to update on the project scope.
4) Minimizing changes during construction phase
towards the design
5) Decreasing risk factor of failing project and
proper management of construction.
6) Design to achieve the requirements (progress,
standards, finance, and time)
The time frame to complete the project within the
estimated 35 months which is starting from December
2019 to October 2022.
1) Using the Gantt Chart to plan out the time frame
and to highlight the critical periods of the
project.
2) Adhering to the workflow programme to
complete tasks to ensure that there is no delay
which will affect the critical path.
The total estimated cost for the completion of the project
is RM 15,038,400.
1) Using a proper fee planning structure to ensure
that the project is completed within the budget.
2) The consideration of materials to be done
according to the project budget while ensuring a
quality selection.
6.0 Project Deliveries

21. 6.2 Work Breakdown Structure (WBS)
The Social Album, Johor Bahru City Lobby
Pre-construction stage Post-Construction stage
Construction Stage -
Contract Administration & Implementation Stage
1.1 Inception - Site Studies
1.1.1 Client Briefing
1.1.2 Design Requirements
1.1.3 Site Investigation
1.1.4 Feasibility Studies
1.2 Schematic Design
1.2.1 Soil Investigation
1.2.2 Conceptual Sketches
1.2.3 Spaces Planning
1.2.4 M&E Planning
1.2.5 Landscape Planning
1.2.6 Material Proposal
1.2.7 Design Visualization
1.2.8 Cost Estimation
1.3 Design Development
1.3.1 Detailed Design Drawings
1.3.2 Detailed Landscape Drawings
1.3.3 Authority Submission
1.3.4 Revised Cost Estimate & Project
Schedule
1.4 Contract Documentation
1.4.1 Tender Documentation
1.4.2 Tender Review & Award
1.4.3 Project Planning & Schedule
1.4.4 Stakeholder Notification
2.1 Preliminary
2.1.1 Mobilization & Site Establishment
2.1.2 Dilapidation Survey
2.1.3 Setting Out
2.2 Foundation
2.2.1 Land excavation
2.2.2 Piling & Footing
2.2.3 Basement Slab & Wall
2.3 Superstructure
2.3.1 R.C. Slab & Landing
2.3.2 R.C. Beam, Column & Flooring
2.3.3 Internal & External R.C Wall
2.3.4 Lift & Fire Staircase
2.3.5 U Channel Glass Wall - Facade
2.3.6 Glass Curtain System
2.4 Roofing
2.4.1 Roof Construction
2.4.2 Gutter & Drainage System
2.5 M&E Services Installation
2.7.1 Fire Protection System
2.7.2 M&E Fixture Installations
2.7 External & Landscape
2.7.1 Surface Water Drainage
2.7.2 External M&E Work
2.7.3 Installation of Softscape & Hardscape
2.7.4 Turfing
2.7.5 Outdoor Lighting
2.6 Architectural Finish
2.9.1 Door & Window Frame & Panels
2.9.2 Tiling Works
2.9.3 Wall, Ceiling & Floor Finishing
2.9.4 Staircase & Handrail Finishing
3.1 Final Completion
3.1.1 Final Clearing & Testing
3.1.2 Inspection
3.1.3 Issuance of Certificate of Practical
of Completion (C.P.C)
3.1.4 Issuance Certificate of Completion
& Compliance (C.C.C)
3.1.5 Issuance of Certificate of Making
Good Defects (C.M.G.D)
3.1.4 Preparation of Final Accounts of
Contract
21
6.0 Project Deliveries

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PRE-CONSTRUCTION STAGE
1. Schematic Design Phase
1.1 Project Briefing 1
1.2 Site Visit 1
1.3 Site Investigation 1
1.4 Soil Investigation 3
1.5 Feasibility Studies 1
1.6 Spatial Planning & Tabulation 1
1.7 Preliminary Design Proposal 2
1.8 Building Structure Proposal 2
1.9 Building Services Proposal 2
1.10 Landscape Design Proposal 2
1.11 Initial Estimation Cost 2
1.12 Planning Submission for DO Authorities 4
1.13 DO Authority Submission for Town Planning Approval 12
2. Design Development Phase
2.1 Detailed Architectural Drawings 20
2.2 Detailed Civil & Structure Drawings 18
2.3 Detailed M&E Drawings 18
2.4 Detailed Landsacpe Drawings 8
2.5 Pre-tender Cost Estimation 4
2.6 Building Plans Submission to MBJB 15
2.7 Other Authotities Submission
2.7.1 Passive Bomba 6
2.7.2 Active Bomba 6
2.7.3 Syarikat Air Johor 3
2.7.4 Road & Drains 3
2.7.5 IWK 3
2.7.6 Earthwork (Jabatan Kejuruteraan) 3
2.7.7 Multimedia 2
2.7.8 Streetlighting 2
2.7.9 DOE 2
2.7.10 Pos Malaysia 2
2.7.11 Transport (carpark) 2
2.7.12 Heritage 2
2.7.13 Landscape 2
3. Contract Documentation Phase
3.1 Finalize & Complete Architectural Tender Drawings 10
3.2 Complete Structural Tender Drawings 8
3.3 Complete M&E Tender Drawings 8
3.4 Tender Estimate 6
3.4 Preparation of Bill of Quantities 4
3.5 Call Tender 1
3.6 Tender Period 4
3.7 Opening of Tender 1
3.8 Review & Evaluation 4
3.9 Tender Report & Recommendation 3
3.10 Client's Approval & Award 2
CONSTRUCTION STAGE
4. Contract Implementation Phase
4.1 Preliminaries
4.1.1 Site Handover 1
4.1.2 Mobilization 3
4.1.3 Site Clearing & Levelling 2
4.1.4 Building setting out 1
4.2 Substructure
4.2.1 Excavation 4
4.2.2 Piling 10
4.2.3 RC Retaining Wall 4
4.2.4 Basement Columns, Beams & Slabs 12
4.2.5 Ramps 2
4.2.6 Lift pit 2
4.3 Superstructure
4.3.1 Beams 16 GF 1F 2F 3F
4.3.2 Columns 16 GF 1F 2F 3F
4.3.3 Slabs 16 GF 1F 2F 3F
4.3.4 Walls & Openings 16 GF 1F 2F 3F
4.3.5 Concrete Roof Slab, Steel Roof Truss & Corrugated Metal Decking 14
4.3.6 Installation of Gutter & Drainage System 2
4.4 Services Installation
4.4.1 Active Fire Protection Systems 12
4.4.2 M&E Fixtures Installations 12
4.5 Architectural Finishes
4.5.1 Door & Window Panels 4
4.5.2 Ceiling, Wall & Floor Finishes 4
4.5.3 Built-In Installation Works - Furnitures 8
4.6 Landscaping & Civil works
4.6.1 External Landscaping Works 12
4.6.2 Road & Drainage Works 12
POST-CONSTRUCTION STAGE
5.0 Final Completion Phase
5.1 Testing and commissioning 4
5.2 Cleaning 2
5.3 Inspection by consultants 2
5.4 Pre-CCC inspection by authorities (clearance letters) 2
5.5 Certifying as built drawings, warranties and guarantees, etc. 8
5.6 Issuance of CPC 1
5.7 Issuance of CCC 1
5.8 Defects Liability Period (Handing Over) 96 (2years)
5.9 Issuance of CMGD 1
5.9 Final Accounts Certificate 2
6.3 Gantt Chart
2019
Dec Jan FebTask/Deliverables Duration (Weeks)
2020
Mar Apr May June July Aug Oct Nov Dec Aug Sep Oct Oct
2 Years
20242021
Mar Apr May June
2022
Sep Aug Sep JulyOctJan Mar Apr May JuneJuly Nov Dec Jan FebFeb
DOApproval
BPApproval
LetterofAward
IssuanceofCPC
IssuanceofCCC
FinalAccountCertificate