This document provides documentation for a proposed parkour playground project in Taman Titiwangsa, Kuala Lumpur. It includes an introduction to the project and site, an analysis of project viability and site context, and outlines design considerations and a project management plan. The project aims to address the lack of facilities for extreme sports like parkour in the area by providing spaces for parkour enthusiasts and families. It conducts SWOT and PESTLE analyses of the site and outlines objectives to attract users, promote parkour, and complete the project on schedule. The client is the Malaysia Sports Commissioner Office and stakeholders include sports organizations.

1. PROJECT MANAGEMENT [MGT60403 / ARC3614]
PROJECT 2: DOCUMENTATION OF A MEDIUM-SIZED PROJECT
PROPOSED PARKOUR PLAYGROUND AT TAMAN TITIWANGSA
NAME JAMES TAY JIA CHUEN
STUDENT ID 0322210
TUTOR AR. HJH. SATEERAH HJ. HASSAN
Marks for 2 criteria: 1. ____/20% 2. ____/10%
: Total ____/30%

2. TABLE OF CONTENTS
SUBJECT PAGE SUBJECT PAGE
1.0 INTRODUCTION 1
1.1 SITE INRODUCTION 1
1.2 PROJECT INTRODUCTION 2
2.0 PROJECT VIABILITY 3
2.1 PROPOSED PROGRAMME 3
2.2 PROJECT OBJECTIVES 4
2.3 CLIENT AND STAKEHOLDERS 5
3.0 PROJECT SITE ANALYSIS 6
3.1 SWOT ANALYSIS 6
3.2 PESTLE ANALYSIS 7
4.0 DESIGN SUSTAINABILITY 8
4.1 DESIGN KEY FEATURES 8-9
4.2 ESTIMATION COST BUDGETING 10
4.3 SUSTAINABLE PROFIT RETURN 11
4.4 SUCCESS CRITERIA 12
5.0 PROJECT PROCUREMENT 13
6.0 RESOURCE PLANNING 14
6.1 ORGANIZATIONAL STRUCTURE 14
7.0 MAINTENANCE STRATEGY 15
7.1 EXTERNAL MAINTENANCE TABLE 15
7.2 INTERNAL MAINTENANCE TABLE 16
8.0 RISK ANALYSIS & MITIGATION STRATEGY 17
8.1 DESIGN STAGE 17
8.2 CONSTRUCTION STAGE 18
8.3 MAINTENANCE AND OPERATION 19
STRATEGY
9.0 CONSTRUCTION STRATEGY 20
9.1 WORK BREAKDOWN STRUCTURE 20
9.2 GANTT CHART 21

3. INTRODUCTION
1.1 SITE INTRODUCTION
Titiwangsa Lake Gardens is located in the north-eastern fringe of Kuala Lumpur.
The given site is located in the south-western part of Titiwangsa Lake Gardens
along Jalan Kuantan and Jalan Tembeling. Titiwangsa Lake Gardens and its
neighbouring context can be divided into 3 main districts (Figure 1.1.1), the given
site being located within the park itself would be considered the recreational
district (Figure 1.1.2). South portion from the given site would be the cultural and
institutional district which locates an existing open parking space that primarily
serves visitors that would park their cars when visiting the park. Besides that, it
also locates a few of Kuala Lumpur’s cultural buildings namely Istana Budaya and
Balai Seni Lukis Negara. East and north portion from the given site would be the
residential district which consist mainly of housing areas, schools and religious
buildings. As a result, the main visitors to the site would consist mainly of adjacent
school students and residents living close to the park to carry out activities such as
family picnics, strolling, jogging, tennis, aerobic exercises and cycling.
Figure 1.1.2 shows the given site
Figure 1.1.1 shows the 3 districts of Titiwangsa Park
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4. INTRODUCTION
1.2 PROJECT INTRODUCTION
Parkour (Figure 1.2.1) is the act of getting from one point to another point in the most quickest, effective and creative way possible.
This activity has developed into a current trend for the youths to challenge their capabilities of jumping, climbing and acrobatics.
The project, a parkour playground, was conceived as a result of a thorough study on the site, with the aim being to understand the
target groups, characteristics, issues and strengths that the site possesses. From these findings, an issue was deduced and to be
addressed which would aim to complement the existing site. In the end, a center which focuses on extreme sports and extreme
activities was thought out as the findings suggest that the site itself lacked the facilities needed for extreme activities such as free
running/ parkour stunts performed by parkour enthusiasts around the urban setting of Kuala Lumpur as well as in Titiwangsa Lake
Gardens itself. As a result, dangerous extreme activities such as parkour is being performed at inappropriate locations around the
park such as at the children’s playground which may endanger the safety of users in the area. The contextual response was also
implemented in the building’s design in terms of how the climate could shape the form of the building, choice of façade designs and
space planning to adhere to the theme of “sustaining humanities”.
Figure 1.2.1 shows the act of parkour
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5. PROJECT VIABILITY
2.1 PROPOSED PROGRAMME
The programmes and design language of this building is aimed to accommodate parkour enthusiasts by providing a proper
platform for them to push their boundaries in parkour. As parkour is only popular and more suitable for adolescents and young
adults whom are physically more active and stronger, thus providing a building which only serves the purpose of parkour alone is
insufficient to bring success to a building as the target group tackled is limited. With that being said, there are primary schools,
sports schools and secondary schools located in close proximity to the site, thus, it can be assured that children is one of the major
target groups around the site as well. Consequently, secondary programs which are parkour inspired such as children’s climbing,
playground, rock climbing and a trampoline park (Figure 2.1.1 & Figure 2.1.2) is proposed to cater for the children. Nonetheless,
availability of reading spaces, restaurants, cafes and news stand stalls would cater for the adults, parents and senior citizens.
Figure 2.1.1 shows Rock Climbing Figure 2.1.2 shows a trampoline park
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6. PROJECT VIABILITY
2.2 PROJECT OBJECTIVES
• The main objective of the project through the building and its programmes is centered on creating spaces that attracts users
of all ages and providing them with a reason to stay on site beyond the usual office hours or after school hours, providing
them a park filled with different kinds of fun filled activities with all of its programmes being parkour inspired and related to
parkour in terms of its movement which requires running, jumping and climbing.
• The project aims to allow parkour users of the center to motivate and inspire other parkour users and non-parkour users
which in long term promotes the popularity of the center.
• The project aims to create a learning ground for users to develop their skills in parkour and rock climbing which may prove
beneficial for the future, for instance, rock climbing as an extreme sport has now evolved into a very competitive sport and is
to be premiered in the coming Olympics games. Therefore, associations such as the Malaysian Extreme Sports Association
are in efforts to find new talents in this field.
• There exists the objectives that are more relevant to project management, such as the need for the project to be completed
on time. Completion of the project within its stipulated timeframe would require planning well in accordance of the entire
duration of the project with thoughts into any unforeseen errors that may add more time to the overall project.
• The building when completed, should also be ready with the flexibility of facing any potential emergencies or accidents that
may arise throughout the lifespan of the usage of the building. When called upon, the features of the building should be able
to protect or serve the users well in that it does not become a detriment to them.
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7. PROJECT VIABILITY
2.3 CLIENT AND STAKEHOLDERS
CLIENT AND STAKEHOLDERS
Malaysia Sports Commissioner Office
• Ensuring steady and quality development of sports administration in Malaysia
Asian Extreme Sports Federation (AXF)
• Aims towards the development of extreme sports in Malaysia
Malaysian Extreme Sports Association (MESA)
• Dedicated towards the growth, progression, unity, and expansion of Extreme Sports in Malaysia
• Currently very active in skateboarding, Inline Skating, rock climbing and BMX activities
AUTHORITIES
DBKL Tenaga Nasional Bhd. Syabas Bhd.
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8. PROJECT SITE ANALYSIS
3.1 SWOT ANALYSIS
STRENGTH
The site is surrounded by dense trees which creates a sense of
intimacy and more shade from the western sun. Besides that,
the site is located in close proximity to a Sekolah Kebangsaan
Jalan Kuantan 1, allowing easy access and attraction of youth
to utilize the parkour playground after school hours.
Furthermore, the site is located close to the future
construction of the MRT station located near Istana Budaya
for convenient access of public to the site. Lastly, the given
site offers beautiful panoramic views of the lake and iconic
views towards Kuala Lumpur’s iconic Istana Budaya’s
vernacular architecture and Kuala Lumpur’s beautiful skyline
at its background.
WEAKNESS
The site is located along Jalan tembeling which is considered
an unfriendly vehicular access due to the one way road nature
and a long distant U-turn is required to reach the site if one
wishes to re-enter the site. Secondly, the site is located very
close to 3 iconic buildings namely Istana Budaya, Istana
Budaya office and Balai Seni lukis Negara with very similar
architectural styles which adds difficulty to designing the
building on site. Lastly, there is lack of public transportation
around the area which results in frequent park visitors only
from close proximity to Titiwangsa Park.
OPPORTUNITIES
The site can potentially act as a gathering spot to allow more
public interaction and engagement due to high demand to
supply ratio of free access for informal meetings. Moreover,
the site can potentially be developed into an activity center
focused on extreme sports due to lack of availability of
extreme sports on site as well as the site being so close to
primary and secondary sports schools
THREATS
The site being located along 2 busy roads will incur heavy and
congested traffic which results in bad air quality, undesirable
heat and noise pollution. Besides that, improper garbage
disposal area from on-site stalls creates hygiene issues.
Finally, shared circulation between cyclist and pedestrian
strips public of the sense of ownership and safety while
carrying out activities on site.
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9. PROJECT SITE ANALYSIS
3.2 P.E.S.T.L.E ANALYSIS
POLITICAL FACTOR
Historically, Kuala Lumpur as well as the public transport,
walking, and cycling routes in suburban areas surrounding the
capital were never designed in a way that would benefit the
users. Consequently, a recent push by the municipal body of
Kuala Lumpur (DBKL) with permission of the Federal
Government saw the city as a whole began to draft plans to
redesign the city landscape to favour all users.
ECONOMIC FACTOR
Kuala Lumpur is the center of economic growth housing
multinational companies transforming into a middle class
populace and world class infrastructure and set to be a leading
Asian city in the future due to the conducive business
environment and expansion of the local financial market.
SOCIOLOGICAL FACTOR
The site becomes a hub for social interactions for population
around the city center as the given site draws people from all
around the city center to take a break from the hectic city life
to relax and unwind around the given site.
TECHNOLOGICAL FACTOR
The city is increasingly turning into a city that’s relies on
technology with implementations of adaptive traffic lights as
well as a city-wide centralised closed monitoring circuit system
that monitors traffic and pedestrian activity in the city. And
with other technologyreliant services to enter themarket soon
such as e-bike systems, the technology penetration of the city
is to remain high into the future.
LEGAL FACTOR
The Kuala Lumpur municipal as well as relevant organisations
have long established a detailed and structured plan which
defines the areas and sections of the city and its building
requirements. The project has to abide to the rules and
regulations set by DBKL
ENVIRONMENTAL FACTOR
River of life project aims to leave an environmental and social
legacy that emphasizes the importance of environmental and
water management. Having said that, with the purification and
beautification of the city’s rivers, many diverse activities for
special events can emerge in or around these waterways and
hence creating quality social gathering spots for events or
recreational purposes all around Kuala Lumpur.
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10. DESIGN SUSTAINABILITY
4.1 KEY FEATURES
FAÇADE SYSTEM
The architecture of the building uses a standard façade system which are the timber louvers which serves multiple functions. The
façade systems is similar to that of Caltrans District 7 Headquarters by Morphosis Architects (Figure 4.1.1). The key feature for this
façade system is that selected louvers are extended outwards to form parkour platforms for parkour enthusiast and at the same
time extending into the building to form interior furniture for reading/dining spaces (Figure 4.1.2). Furthermore, the adhere to the
criterias of sustaining humanities, the façade system also supports the idea of passive design by allowing cross ventilation and stack
ventilation throughout the building (Figure 4.1.3).
Figure 4.1.1 shows the façade design idea Figure 4.12 shows the functions of the façade system Figure 4.13 shows the passive design
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11. BUILDING FORM
The form of this building is designed in a way that it is shaped
by the climate itself. The form of the building on the east and
west side is angled so that the total exposed surface area of
the building is greatly reduced, ultimately reducing solar heat
gain into the building. Besides that, services such as lift cores,
fire escape staircases, toilets are positioned on the east and
west side to aid in reducing solar heat gain into core public
spaces.
DRAWINGS
SLENDER COMPONENTS
Slender structural components are being used throughout the
whole building in order to maintain minimal intervention
between inside out. The application of lightweight material
throughout the building has created an architectural
expression that evolves the relationship between climate and
building. The volume has carefully designed openings,
through which light, wind or rain could enter into the building.
These openings allows rain and light to reach the plantation
which exist in the interior spaces, and hence, users will feel a
mixture of indoor and outdoor ambience.
Figure 4.1.4 shows Ground Floor Plan Figure 4.1.5 shows First Floor Plan Figure 4.1.6 shows Second Floor Plan
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12. DESIGN SUSTAINABILITY
4.2 ESTIMATION COST BUDGETING
SPACE (GF PLAN) GF AREA (sqm)
Library 347
Bicycle Rental 40
Lobby 130
Administration Office 28
Utility 66
SPACE (1ST
PLAN) GF AREA (sqm)
Restaurant 180
Kitchen 50
Proshop 16
Infirmary 10
Sports Facility Office 16
Utility 66
SPACE (2nd
PLAN) GF AREA (sqm)
Gym 120
Observation Deck 120
Staff Accomodation 29
Utility 30
TOTAL GFA 1907
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13. DESIGN SUSTAINABILITY
4.3 SUSTAINABLE PROFIT RETURN
Total Construction Cost + Land Value Cost
= RM 7425644 + RM 40000000
= RM 47425644
Rentable Floor Area
Restaurant: (RM 850 per day) X 30 days
Total Each Month= RM 25500
Profitable Activities
Bicycle Rental (RM 1200 per week) X 4= RM 4800
Rock Climbing (RM 2000 per week) X 4= RM 8000
Trampoline Park (RM 2000 per week) X 4= RM 8000
Charity Drive and Donation= RM 20000 per month
Total Each Month= RM 40800
To Be Sustainable Economically
(RM 25500 + RM 40800) X 12 Months= RM 795600 per year
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14. DESIGN SUSTAINABILITY
4.4 SUCCESS CRITERIA
QUALITY (PRIMARY)
The success criteria for this building is to achieve spaces and
landscapes that will entice the visitors and users to stay for a
prolonged period. As a consequence of this, a lot of emphasis
must be made to ensure that the quality of the materials used
as well as the workmanship towards the landscaping and
building finishes is at of the highest level possible. Thus, the
project manager is tasked with ensuring that all works
partaking the building is conducted as per the requirements.
The usage and implementation of quality materials would
also see that the building operates at a much lower overall
cost in the long term as well, hence being able to reduce cost
substantially and increasing the investment prospects of the
clients and stakeholders.
TIME (SECONDARY)
The project is estimated to be completed in a year. Hence, all
parties and stakeholders involved in the project should seek
to ensure that their respective tasks are completed on time
without the expense of quality which is a mitigating factor in
ensuring the success of the project.
COST (TERTIARY)
The cost of the project shall be kept in accordance to the
budget. Efficient use of materials and construction techniques
that save time or speed up the process is expected from all
stakeholders. Ultimately, the cost of the building is not to
exceed the calculated and agreed budget and shall not see
any leeway or extra funding should any stakeholder fail to
comply with the budget constraints.
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15. PROJECT PROCUREMENT
Conventional Contract (PAM Contract)
Architect's role as a contract administrator phase of a building project. The architect's duties and responsibilities during this phase is
defined both by the Client / Architect Agreement and by the provisions in the building contract between the employer and the
contractor. Under the terms and conditions of PAM Standard Form (2006) of building contract, the architect as superintending officer
carries out his professional duties, both as the employer's agent and contract administrator. The latter role imposes on the architect
an obligation, not only to exercise competent professional judgement, but also a duty to act fairly between the contracting parties.
Difference between JKR / PWD and PAM Contract
JKR / PWD
- Statement form of contract for government and public sector
project.
- JKR / PWD covered all building and engineering work.
- Standard form of JKR / PWD are:
203 (Rev 10/83) - without quantities
203A (Rev 10/83) - with quantities
203N (Rev 10/83) - for NSC
203P (Rev 10/83) - for nominated suppliers
PWP Form DB/T (2000 Edn) For Design and Build Turnkey
- Miscellaneous:
CIDB Form for building contracts 2000 Edn
Modified JKR / PWD Forms, eg LPK, MHA etc
PAM
- Standard form of contract for private sector and traditional
general contract.
- PAM covers building work only.
- PAM Contract does not cover:
Engineering construction contract (other than building)
Package deal / Turnkey
Management Type
Domestic Subcontract
Serial Contract
Periodic / Term Contract
Continuation Control
Other Miscellaneous Contract
- Standard form of PAM:
PAM 98 - with quantities
PAM 98 - without quantities
PAM NSC 98
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16. - Acoustic Insulation to spec
- Doors & Windows to spec
- Stainless Steel Railing to spec
- Tiles & Toilet to spec
- Reinforcing steel bar to spec
Client
Architect
Civil &
Structural
Engineer
Quantity
Surveyor
Mechanical&
Electrical
Engineer
Contractor
Landscape
Architect
Project
Manager
Equipment Resource
Office Equipment Construction Equipment
- Computer - Piling Machine
- Plotter - Backhoe
- Photocopiers - Excavator
- Measuring Tools - Concrete Mixer
- Calculator - Crane Lorry
RESOURCE PLANNING
6.1 ORGANIZATIONAL STRUCTURE
Controller Quantity Tasks
Quantity
Surveyor
1 To calculate estimated construction
cost & deal with contractual issues of
the project
Landscape
Architect
1 To design softscape, hardscape and
specify type of plants
Contractor 1 To supply materials, labors and
equipment
Construction
Workers
30 To construct the buildings according to
the drawings provided by the architect
and translate to the physical built
Controller Quantity Tasks
Project
Manager
1 To take control of the project flow, successful initiation, planning,
monitoring & closure of project
Architect 1 To design and translate design concepts into drawings which meet
project objectives and client’s expectations. In charge of design
documentation, authority approval and material selection
M&E
Engineer
1 To look after design and specification of mechanical and electrical
aspects of the buildings. Ensure specifications are compiled
C&S
Engineer
1 To integrate structural system with architect’s design and ensure
structural specifications are compiled
Material Resource
Construction Materials
- Concrete
- Wood Formwork
- Brick flooring to spec
- Glass Panel to spec
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17. MAINTENANCE STRATEGY
7.1 EXTERNAL MAINTENANCE TABLE
ITEMS MAINTENANCE FACTOR FREQUENCY
1. Landscaping,
Vegetation and
Internal Courtyards
To maintain the conditions of the surrounding landscape and green elements
to ensure optimal performance of the entire site and building as well as
maintaining the essence, concept and purpose of the project. Of which, proper
maintenance and care is needed by professionals to ensure greeneries are at
optimum health and condition
Daily
2. Glass Panels and
Windows
The glass panels and windows are important in providing sunlight and natural
lighting into the building spaces and the surrounding landscape, hence the
conditions and hygiene of the glass must and shall always be kept cleanest
possible. To the dust accumulated from being situation in an urban
environment does not accumulate regular cleaning is needed
Monthly
3. Exterior Walls and
Facade
Exterior walls and façade are prone to decaying and promoting growth such as
fungi and moss when unattended diligently. Such an event would cause the
building to appear in bad conditions. Bi annual inspections and cleaning is
conducted to ensure this does not occur.
6 months
4. Services The services of the building such as the elevators, services room and plumbing,
equipment (safety platform nets) are to be checked constantly for condition as
well as wear and tear to ensure the smooth operation of the building
Monthly
5. Overall hygiene and
Cleanliness
The overall cleanliness and hygiene in and around the building is to be
maintained and kept consistently clean to avoid complications in health and
safety hazards as well as providing a comfortable and likable environment for
the public and users of the building and site
Daily
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18. MAINTENANCE STRATEGY
7.2 INTERNAL MAINTENANCE TABLE
ITEMS MAINTENANCE FACTOR FREQUENCY
1. Elevators The 3 total elevators in operation (2 public, 1 service) serve to provide vertical
circulation of the building. Ensuring that the conditions of the elevators are well
and optimum ensures that the service does not become detriment to the
operations of the building
Monthly
2. Electrical, Sanitary
Fixtures and Piping
These features are in place to ensure the smooth operations of the building and
It provides comfort to the users. Frequent inspections and maintenance are to
be conducted with any defects detected to be resolved immediately
Monthly
3. Restaurants and Cafe The restaurants and café are a very important programme to the overall aspect
of the building and to the users. The conditions of the restaurants and cafes are
to be kept an eye on diligently by their respective operators and kept in a very
clean condition with no faulty appliances that may be detrimental to the
building’s safety
Daily
4. Flooring Daily cleaning of the floors is to be conducted to ensure that the conditions,
hygiene and cleanliness is maintained. Conditions of the floor are also to be
inspected for wear and tear from time to time to avoid safety issues.
Daily
5. Gym Equipment The gym equipment is expected to be used heavily and frequents as this is
intended to be a facility to house many kinds of sports activities. Thus, body
building, strength and endurance training is eminent to the users of this
building, hence machines and products are to be maintained and checked
properly after use on a weekly basis as faulty facilities would lead to health and
safety hazards.
Daily
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19. RISK ANALYSIS AND MIGITATION STRATEGY
8.1 RISK IDENTIFICATION – DESIGN STAGE
RISK LIKELIHOOD SEVERITY EFFECT MIGITATION STRATEGY CONTINGENCY
Design
proposal does
not meet
client’s
expectation
2/5 4/5 Delay in delivery of
project, lose of faith in
investor towards the
company
Discuss and negotiate
client’s wish for the project
to reduce miscommunication
Design team has to
reproduce design and
plan to fulfil client’s
requirement.
Design not
approved by
authority
2/5 4/5 Delay in delivery of
project, project might
not be able to meet
deadline
Prepare and submit two or
more design drawings
Architect has to adapt
and amend according
to authorities’
requirement.
Final cost of
design is much
higher than
expected
budget
3/5 3/5 Client and investors will
be dissatisfied,
consultants need to
rework on design
Always keep in check
estimated material price with
quantity surveyor and
consultants
Allow contingency
budget to cover the
extra expenses.
Conflicts and
disputes
between
consultants
3/5 4/5 Increased
misunderstanding causes
decrease in productivity
Do a background check of
consultant firms and replace
problematic consultants
Replace consultants.
Confusion of
scope of work
2/5 2/5 Confusion creates
misunderstanding and
cause consultants to
work redundantly
Work Breakdown Structure
from Project Manager to
ensure fair distribution of
work.
Discussion and
internal meeting
among consultants.
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20. RISK ANALYSIS AND MIGITATION STRATEGY
8.2 RISK IDENTIFICATION - CONSTRUCTION STAGE
RISK LIKELIHOOD SEVERITY EFFECT MIGITATION STRATEGY CONTINGENCY
Delay of
construction
work due to
weather
4/5 3/5 Delay in construction
will cause client to
spend more money
on extra labour and
machinery cost
Apply permit to work at
night time or suggest
contractors to increase
manpower
Make announcement on
project delay early and
explain cause of delay,
hoping investors would
understand.
Foundation /
Structure
failure due
to river soil
3/5 5/5 Causing danger and
building has to be
demolished and
rebuilt again.
Site manager to scrutinize on
construction, hiring
experienced consultants.
Drill deeper foundations or
improvised to raft
foundation.
River
Pollution
4/5 5/5 Delaying River of
Life’s cleaning
progress, may cause
trouble from
authorities
To make sure no rubbish or
waste is near river or
drainage
Invest in filters and pumps
to prevent soils and rubbish
from draining into river.
Site accident
or injuries
3/5 5/5 Lawsuits may be filled
against consultant
and client causing
delay of project.
To ensure site manager and
project manager do frequent
checkups on safety.
Provide insurance and
compensate medical fees.
Theft and
damage of
construction
materials
5/5 2/5 Delay of construction
project, need to
reorder materials
Site manager must make
sure security is on alert 24/7
Provide insurance and
compensate medical fees
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21. RISK ANALYSIS AND MIGITATION STRATEGY
8.3 RISK IDENTIFICATION – MAINTENANCE AND OPERATION STARTEGY
RISK LIKELIHOOD SEVERITY EFFECT MIGITATION STRATEGY CONTINGENCY
Building not
maintained well
by NGOs and
Public
4/5 3/5 Dirty building cause
bad public
reputation and
uninterested
volunteers to help
Have duty roster for
community using the
building and set budget for
maintenance
Major clean up and
raising cleanliness
awareness for the
community.
Programme fail
to attract
supporters and
customers
2/5 3/5 Investors and NGOs
will cease operation
and lose interest
Have proper marketing and
execution strategy planned
out
Open the social
entrepreneurship
program for the public
and hobbyist.
Complaints from
neighbours of
noisy events
3/5 3/5 Disturbed livelihood
of the area, causing
unhappiness
Always inform the
neighbouring buildings and
get their consent before big
events
Lower the noise and
volume of speakers.
Theft of building
resources
1/5 4/5 Creates fear and lost
of assets
Making sure valuables are
stored and kept in locked
places
Reporting the case to
authorities and police
to handle, increasing
patrols.
Investors and
stakeholders pull
out from
operation
2/5 4/5 Building operation
will cease, causing
dissatisfaction from
stakeholders.
To instill sense of purpose
in the act for a greater
cause
Look for other potential
NGO’s and investors
that are interested.
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22. CONSTRUCTION STRATEGY
9.1 WORK BREAKDOWN STRUCTURE
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