Recommended
More Related Content
What's hot
What's hot (15)
Similar to Showcasing Johor Culture and Arts
Similar to Showcasing Johor Culture and Arts (20)
More from Jing Fan Koh
More from Jing Fan Koh (13)
Recently uploaded
Recently uploaded (20)
Showcasing Johor Culture and Arts
- 1. SCHOOL OF ARCHITECTURE, BUILDING & DESIGN BACHELOR OF SCIENCE (HONOURS) IN ARCHITECTURE PROJECT MANAGEMENT MGT60704 ASSIGNMENT 2 : FINAL PROJECT MANAGEMENT REPORT NAME : KOH JING FAN STUDENT ID : 0330792 TUTOR : AR. EDWIN CHAN
- 2. CONTENTS 01 // PROJECT INTRODUCTION 1.1 DESIGN BRIEF 1.2 PROJECT OBJECTIVES 1.3 PROJECT GOALS 1.4 CLIENT 1.5 STAKEHOLDERS 02 // SITE ANALYSIS 2.1 SITE INTRODUCTION 2.2 SWOT ANALYSIS 2.3 PESTLE ANALYSIS 03 // DESIGN INTENTION 3.1 SITE IMPRESSION 3.2 DESIGN CONCEPT 04 // DESIGN SUSTAINABILITY 4.1 KEY FEATURES 4.2 ENVIRONMENT SUSTAINABLE FEATURES 05 // DESIGN VIABILITY 5.1 SCHEDULE OF ACCOMMODATION 06 // PROJECT PROCUREMENT 6.1 CONTRACT PROCUREMENT 6.2 RESOURCE PLANNING 07 // RISK ANALYSIS AND MANAGEMENT 7.1 RISK IDENTIFICATION 08 // MAINTENANCE STRATEGY 8.1 PROGRAMME, BUILDING & SITE MAINTENANCE 09 // PROJECT DELIVERABLES 9.1 SUCCESS CRITERIA 9.2 WORK BREAKDOWN STRUCTURE (wbs) 9.3 GANTT CHART
- 4. 1.1 DESIGN BRIEF 02 1.2 PROJECT OBJECTIVES 1.3 PROJECT GOALS 1.4 CLIENT The client have in mind to create a proper platform to showcase the localsâ art and performance pieces at the chosen site where the area is rapidly developing in terms of tourism, hoping that the cultural aspects of the âJohoriansâ can be exposed and portrayed to a wider range of audience. The design brief requests to accommodates relevant programmes and spaces wrapping around a central atrium for clear visuality all around the building. The client have also stated their position to bring in the lifestyles or cultural aspect of Johor Bahru into the building. â To perform and organise all basic services professionally â To deliver the project in good quality within the given time frame and budget â To analyse and identify any potential risks in the early stages of the project â To manage and overcome any issues that appear throughout the project â To utilize the available resources efficiently to prevent any wastage â To ensure the safety of the workers and consultants on the site throughout the entire project â To motivate and improve the relationship in the team for increased productivity SHORT TERM GOAL To ensure the project runs efficiently from start to end while adhering to the requirements of client and authority. MEDIUM TERM GOAL To ensure the building successfully designed to engage the community and allows a platform to showcase the local colours in terms of art and performances. LONG TERM GOAL To keep the initial culture of Johor Bahru for the future generations and also as a regular platform that represents the artists around Johor Bahru. Yayasan Warisan Johor Bahru is a heritage foundation of Johor that promotes the protection of Johorâs cultural legacy and history and make proper allocations to relevant events. The client acting as the main stakeholder that claims control over all aspects of the project would be :
- 5. 1.5 STAKEHOLDERS 03 The land is owned by CORONADE PROPERTIES. They are an important regulatory stakeholder within the project The client and local authorities demands and suggested ideas to be taken into consideration are the followings: 1. Converting the site to be a green pocket within the city 2. Public and private space should be well defined and separate as a sign of respect to the culture 3. Maintaining & improving the existing circulation and attracting visitors 4. Maximising the use of natural lighting and ventilation INTERNAL STAKEHOLDER EXTERNAL STAKEHOLDER Client (WYJB) Consultants Future contractor Mega Engineering (M&E) JF Architects BB Engineering (C&S) MC Consultants (QS) Green Build Planning & Landscaping Future subcontractor Client (WYJB) MAJLIS PERBANDARAN JOHOR BAHRU Jabatan Kejuruteraan Jabatan Bangunan Jabatan Pengaliran dan Saliran Jabatan Perancangan Jabatan Belia dan Sukan SERVICES PROVIDERS Tenaga Nasional Pos Malaysia Indah water konsortium Telekom Malaysia JKR BOMBA Suppliers END USERS Performers / artists Consumers Administrative staff Janitors Tourists Neighbouring community
- 7. 2.1 SITE INTRODUCTION 05 2.2 SWOT ANALYSIS VACANT COMMERCIAL RELIGIOUS FINANCIAL SITE B GOVERNMENT OPEN CAR PARKS HEALTHCARE UNDER CONSTRUCTION EDUCATIONAL UNDEVELOPED The site located on the more developed side of Johor Bahru City Center, a significant location in Johor as for tourism, commercial businesses and also transportation hub. The site sits nearby a wide range of different functions including commercial, administrative, office, educational, government, healthcare and so on. This allows a stretch of user groups to exists around the site. The cultural performing arts center is proposed on this site mainly due to the possible connection to Johor Bahru City Square that leads to JB Sentral, and also a connection towards the coronation square that is currently under development. Johor Bahru Cultural Performing Arts Center in Johor Bahru City Center STRENGTH - Adaptation to the modern era - Convenient transportation - Government initiative in building a livable city - Variety of business - Interesting topography WEAKNESS - Not OKU friendly - Lack of cultural identity - Lack of night activities - Urban coarse grain OPPORTUNITY - Linkage between the 2 streets - Contact point - Dual experience - Improving walkability - Introduce social space THREAT - Lack of surveillance - Weak civic consciousness - Robbery cases - Dodgy alleyways
- 8. 06 2.3 PESTLE ANALYSIS Political The site falls under the supervision of Ministry of Tourism and Culture and Majlis Perbandaran Johor Bahru as the location itself is a tourist frequent spot. Having to liaise with the authorities and government bodies allows a more ensuring long term results of the building, especially when the programmes aim as a part of development for the city center. With the increasing interests of the multicultural traits in Malaysia from overseas, Tourism Malaysia should focus more on cultural development in the coming years. To analyse the external environment of the site Economy The site is strategically located as it has a direct link bridge connection to Johor Bahru City Square all the way to JB Sentral. Furthermore, it is located along the well established pedestrian walkway by the government that stretches towards the Heritage Walk area. Along the street also consists of local businesses, administrative, office, commercial and many other varieties. The cultural impacts will be what draws in tourists and the programmes provided in the building attracts local businesses, performers, artists and so on, creating a cycle between the local culture, tourism and of course economic. This allows the client, Yayasan Warisan Johor to receive benefit economically to further grow Johor in the cultural aspect. Social Proposed design and programmes should be able to accommodate and communicate well to the existing community. This is in order to ensure more participation from the community. With the various religious societies, temples and cultural activities existing around the site, the cultural performing arts center can be served as a gathering platform for all. Emphasizing on the beauty of coexistence between different cultures that Malaysia is known for. Technology The proposed technological approach aims to utilise advanced systems to aid the functionality of the building making it more environment friendly and sustainable. Legal All authority requirements such as setbacks and boundary lines are to be taken note of from the Johor Bahru City COuncil (MBJB). The design, safety, construction methods and other criteria of the buildings are set forth by the Uniform Building By-Laws 1984 (UBBL 1984). Thus the building must be set out to obey all requirements as stated not only in design, but also during construction, and even when the building is operational. Environment Usage of IBS system : precast concrete system reduces the environmental impact of dust, air pollution and noise pollution. With the close proximity of neighbouring communities, these elements will cause less disturbance during the construction process. Furthermore, the IBS system is is easier to install and saves more time in construction. The central atrium together with open louvres elements on the facade creates stacking effect within the building. Hence, reduces the usage of air conditioning. There is also an implementation of bioswale that helps filter stormwater and also prevents water puddles that potentially attracts mosquitoes. This feature also protects local waterways from stormwater pollutants.
- 10. 3.1 SITE IMPRESSION 08 3.2 DESIGN CONCEPT Upon arriving at the site, everything seems very straight forward on the surface. The fast developing commercial buildings, office buildings and also the string of tourists in and out. It feels as if the origin of the site, where and how it started were not evident. However, slowing down and taking a longer time to notice the surroundings, we do see the lives of the locals frequenting among themselves, at the back alleys, corners of the streets and even under the staircases. What they do is a passed on of what the site initially was, a pass on of the culture it used to have. To me, these were the liveliness that should be much more portrayed before the growing foreign incomes towers over despite the economic growth. The design focuses on the arrangement of spaces that picks the curiosity of users from space to spaces. Keeping the users interested and making them realise the things that they can experience by slowing down their pace through fluidity in circulation. The programmes are introduced to act as platforms for the traditional cultures of Johor.
- 12. 4.1 KEY FEATURES 10 PUBLIC SQUARE The public square was introduced to provide a space for gathering and leisure activities for the community, tourists, pedestrians and so on. The gathering of people in one space enhances social communication and also attracts more people into the building. CONTINUITY IN CIRCULATION From the pedestrian walkway on Jalan WAF, the pedestrians are humbly invited into the building through the wide staircase that continues up towards Jalan Trus on the upper level. The link bridge from JBCS is also well connected to Persada Johor through the building. VOID The central void mainly functions to maximise natural ventilation and natural lighting. It was also introduce to allow views from any direction of the building to be able to witness other parts of the building. INTERACTIVE WATER FEATURE The interactive water feature aims to image the liveliness of the riverside that was once a significant trading feature in Johor Bahru. This feature also allows more fun interaction between users. SCULPTURAL FACADE The geometric facade complements the dynamic volume that is trying to project an iconic urban gathering point. Glass were used in hopes to mirror the joy and drama emblematic of Johor Bahru itself through its transparency. Green pockets Greeneries can be seen to be seemingly peeking out from the facade. It is used to pick the curiosity of pedestrians, having to figure out what is going on in between those spaces. And also to soften the edgy outlook of the facade. JBCS link bridge Jalan WAF Persada Johor link bridge Jalan Trus
- 13. 4.2 ENVIRONMENT SUSTAINABLE FEATURES 11 BIOSWALE Bioswale is introduced to efficiently and effective manage the drainage system in a much more environment friendly system. This also increases the greeneries in the building as well as the aesthetic value STACKING EFFECT The void at the center creates stacking effect where it allows space for the hot air to be pushed upwards and outwards from the building by the denser cold air Greeneries The greeneries act as a filter to shield the spaces from the glaring sunlight. Thus, decrease heat gain and achieve better thermal comfort indoors WATER FEATURE The water would evaporate from the ground of the central void. Thus absorbs hot air from the above levels before leaving the building
- 15. 5.1 SCHEDULE OF ACCOMMODATION 13 Gross construction cost BASEMENT Car bay Lift lobby Lift core Fire staircases Refuse chamber Loading bay TOTAL AREA: FIRST FLOOR Accommodation Walkway Rehearsal studio Theatre Changing room Gallery Theatre entrance platform Music studio Lift core Fire staircases Toilet TOTAL AREA: 495 m2 13 m2 10 m2 17 m2 2 m2 11 m2 548 m2 57 m2 222 m2 35 m2 250 m2 13 m2 36 m2 17 m2 30 m2 10 m2 34 m2 48 m2 752 m2 LOWER GROUND FLOOR Reception Multi-purpose hall Public square Water feature Bioswale Lift core Fire staircases Toilet TOTAL AREA: SECOND FLOOR Cafe/ bar Roof garden/Amphitheatre Walkway Lift core Fire staircase TOTAL AREA: 48 m2 142 m2 533 m2 44 m2 56 m2 10 m2 51 m2 48 m2 932 m2 132 m2 306 m2 46 m2 10 m2 17 m2 511 m2 UPPER GROUND FLOOR Office Clinic Reception Walkway Tourist Information Centre Kitchen Restaurant Restaurant spill-out Retail Workshop Green pocket Lift core Fire staircases Toilet M&E TOTAL AREA: 34 m2 13 m2 11 m2 277 m2 32 m2 30 m2 56 m2 43 m2 42 m2 36 m2 52 m2 10 m2 34 m2 48 m2 27 m2 745 m2 Floow are without basement = 2940 m2 Floor without basement at 31645sqft (RM 300/sqft) Gross construction cost = RM 9,493,500 Total area = 548 m2 Basement at 5898sqft (RM 200/sqft) Gross construction cost = RM 1,179,600 Total gross construction cost = RM 10,673,100 Total development cost = Total gross cost + regulatory and service fees (3%) + provisions of construction cost (3%) + consultant team fees (10%) + contingency fee (20%) = RM 14,515,416
- 17. 6.1 CONTRACT PROCUREMENT 15 Traditional Procurement Method This approach separates the design work and construction work. The client will be appointing consultants for the design and costing works whereas another team of contractors will be appointed for the construction works. This method appoints the contractor by competitive tendering, whereby the increasing the contractorâs accountability, as well as competitive equity as all tendering contractors bid on the same basis. LUMP SUM CONTRACT Under this contract, a single âlump sumpâ price for all the works is agreed before the works begin, or also known as âa fixed price contractâ, where contractors undertake to be responsible for executing the complete contract work for a stated total sum of money. This is generally appropriate where the project is well defined, when tenders are sought, and significant changes to requirements are unlikely. This means that the contractor is able to accurately price the works they are being asked to carry out. SELECTIVE TENDER This tender process is carried to ensure the utilisation of the most suitable contractors to carry out the construction works due to the fact that the building embodies designs that in needs for good workmanship and more focused profession to carry them out. The consultants and contractors are to also work closely with each other to better understand both the design and construction approach to the building that satisfies all parties involved.
- 18. 6.2 RESOURCE PLANNING 16 Summarize the level of resources needed by specifying the exact quantities of labor, equipment and materials needed to complete the project. Tasks/Deliverables Resource type Quantity Skills required Equipment 1.1 Site visit & survey Client, Consultant team Ability to use the utilise tools and equipment required Safety equipment, manual tools 1.2 Site documentation & analysis Client, Consultant team Stationary, laptop 1.3 Conceptual sketches Architect 1 - Stationery, Dekstop 1.4 M&E & landscaping planning M&E engineer, Landscape architect 1,1 Autodesk CFD, AutoCAD, ArcGIS, Revit 1.5 Cost estimation Quantity surveyor 1 Microsoft Excel Dekstop, Plotter 1.6 Visualization Architect, draftsman 1,2 AutoCAD, Revit 2.1 Detailed design drawings Architect, Draftsman 1,2 AutoCAD, Revit Dekstop, Plotter 2.2 Detailed project budget Quantity surveyor 1 Microsoft Excel 2.3 Local authority submission Architect 1 Autocad, Revit 3.1 Preparation of bill of quantities Quantity surveyor 1 Microsoft Excel, WinQS Dekstop, Plotter 3.2 Tender period (Open tender) Architect, Project manager 1,1 3.3 Tender evaluation Client, Consultant team, contractor 3.4 Award of contract Architect, Consultant 1,3 Microsoft Word PRELIMINARYPHASE
- 19. 17 Tasks/Deliverables Resource type Quantity Skills required Equipment 4.1 Setting out Architect, Project Manager, Contractor 1,1,3 Competency and understanding of installation/construction of item/services, Ability to use the utilise the tools and equipment required, Ability to comprehend the information of construction/shop drawings provided Fencing, excavation equipment 4.2 Site cleaning & levelling Refuse lorries 4.3 Land excavation Architect, Project Manager, C&S engineer, Contractor, Workers 1,1,1,3,30 Excavation equipments 4.4 Pile & Footing construction Machineries, safety equipment 4.5 Columns & beams Safety equipment, construction equipment, concrete mixer, cement mixer, welding, equipment, concrete pump, crane 4.6 RC slabs 4.7 External and internal walls Architect, Project Manager, Contractor, Worker 1,1,3,30 4.8 Facade / roof construction Architect, Project Manager, C&S engineer, Contractor, Speciality Consultant, Workers 1,1,1,3,2,30 Machineries, Safety equipment, Welding equipment 4.9 Door & window installation Architect, Project manager, Contractor, Workers 1,1,3,30 Safety equipments, hand tools 4.10 M&E services installation Architect, Project manager, M&E engineer, contractor, speciality consultant, workers 1,1,1,3,2,30 Safety equipments, installation equipment 4.11 Bioswale Architect, Project manager, Landscape architect, Speciality consultant, contractor, workers 1,1,1,1,2,15 Safety equipments, installation equipment Tasks/Deliverables Resource type Quantity Skills required Equipment 5.1 Testing, commissioning & inspection Client, Architect, Project manager, C&S and M&E engineer, Quantity surveyor, Landscape architect, Speciality consultant, contractor 2,1,1,1,1,1,1,2,3 Ability to use the utilise the tools and equipment required Camera, Testing equipment 5.2 Issuance of CCC Client, architect 2,1 Microsoft word Dekstop, printer 5.3 Preparation of final account Architect, Quantity surveyor 1,1 MicrosoftExcel Dekstop, Printer CONSTRUCTIONPHASE OPERATION& MAINTENANCE PHASE
- 20. 18 07RISK ANALYSIS & MANAGEMENT
- 21. 7.1 RISK IDENTIFICATION 19 RISK LIKELIHOOD IMPACT EFFECT MITIGATION STRATEGY CONTINGENCY SCHEMATIC DESIGN Client & contractor expresses dissatisfaction over design proposal Medium High Project is delayed due to multiple revisions and reduced quality of work Negotiate with the relevant parties to meet client requirements and set specific timeline to finalise design. Project manager ensuring client is aware of deadlines & schedules as well as amend the design as discussed Misinterpretation of the objective and requirements High High Design does not achieve objectives and client requirements Conduct regular meetings with the team to ensure they are clear with the objectives set Project manager must be communicative with all parties to ensure all parties comply with the design objectives Building Plan not approved by authorities Medium High Construction phase experience delays due to amendments to drawings based on authority guideline Designers to be clear and advice the client on the authority guidelines in the initial and design stage Project team to create a new set of amended drawings Items not listed in the architectâs scope of work is requested by the client Low Medium Misunderstanding and bad working experience between consultants and the client Designers to clarify the scope of works of the architect at the initial stage of the project Project manager must ensure clear communication and understanding between consultants at initial stage DESIGN DEVELOPMENT Client requests for good quality materials but with very tight budget Low Medium The final outcome of the spaces is affected Project manager and consultants to give appropriate advice on the material pricing to the client Project manager and consultant to use cheaper materials but with the same aesthetic value Last minute changes in the design to reduce cost Medium High Change of the design language and construction methods Project team to suggest the reduction of cost in other aspects such as reusable materials To reuse/source the materials from the existing site to reduce cost Consultants are unable to meet the deadlines Low Medium Project work flow is affected and delays are caused to the project Find out the root cause of the disruption or replace the incompetent consultants Ensure the consultants hired are up to their mark based on their experience and capabilities Materials proposed during design process is unsuitable to be used Low Medium Results in structural weakness and wastage of resource Project manager and consultants to give appropriate advice on the suitability of material to the client Preliminary estimated cost is done to not exceed the project budget
- 22. 20 RISK LIKELIHOOD IMPACT EFFECT MITIGATION STRATEGY CONTINGENCY CONTRACT DOCUMENTATION Delay of drawing approval from authorities and stakeholders Medium High Commencement of construction phase experiences delays Project team to submit the drawings earlier in preparation for delayed approval Project manager to check and proceed with any other approved processes or simultaneous task according to the Gantt Chart Low response from the contractors and tenderers Low High Limited options and proposals that does not conform to the budget To extend the tendering period and post request on multiple media platforms for more tender options Proceed with the most possible tender option while revising budget allocation CONSTRUCTION MANAGEMENT & IMPLEMENTATION Lack of site mobility due to site location next to main road Medium Medium Cause obstruction to the surrounding business operation Encourage night construction for major construction works Ensure sufficient time frame is given for informing surrounding businesses Difficulties in the construction of facade system Low Medium Cost increment. Project workflow is hindered Ensure sufficient detail drawing & clarification are provided for the contractor before construction Conduct technical meeting with contractor and engineer to discuss solution of problem Poor weather conditions during the construction phase Medium Low Delay overall completion and subsequent operations To ensure meteorological data is collected and analysed regularly when planning construction phases To reschedule construction works according to weather condition to keep the process going Unanticipated project manager workload Medium Medium Result in overworked project manager and careless management To ensure scope of work of project manager does not exceed service provided as stated in contact Allocation of suitable task to other consultants at critical time FINAL COMPLETION Delay of issuance of CCC Medium High Building unable to handover on the stated date in the contract To complete construction phase earlier for early issue of CCC To proceed with any other approved process or simultaneous task according to the Gantt Chart High maintenance of building Low Medium Affects clientâs satisfactory level and trust Encourage passive and active design strategy at initial design proposal stage Carry out value engineering and work with consultants to seek for solution in reducing cost Damp issure to basement floor Medium Medium Cause discomfort and annoyance to the users. Molds and mildew can grow beneath Choose the correct waterproofing methods according to the sire characteristics and design Increase membrane/ waterproofing coating to the interior space.
- 24. 8.1 PROGRAM, BUILDING AND SITE MAINTENANCE 22 ELEMENT FREQUENCY STRATEGY Flooring Daily The flooring is cleaned everyday and any damages on the flooring should be attended as soon as possible. Furniture Twice a year The condition of furnitures should be monitored and checked periodically. Any replacement, removal or addition of furniture shall be attended as soon as possible. Kitchen equipment Quarterly The appliances should be monitored and checked periodically in terms of its functionality. Any replacement, removal, addition and repair of appliances shall be attended as as soon as possible to avoid hazardous situations. Office equipment Monthly All equipments should be monitored and checked periodically especially the electronics. Any replacement, removal, addition and repair of equipments should be attended as soon as possible. Theatre equipment Monthly All theatre equipments including, stage lighting, grand drape, stage props , changing room facilities, etc., should be monitored and checked periodically. Any replacement, removal, addition and repair of equipments shall be attended as soon as possible to maintain the quality of performances. Studio equipment Weekly All studio equipments should be monitored and checked periodically. Any replacement, removal, addition and repair of equipments should be attended as soon as possible. Landscape greenery Daily / Monthly All plants and greeneries should be monitored to ensure its well growing. Any trimming should be attended as soon as possible to avoid overgrowth and keep a clean outlook. Bioswale Quarterly Bioswale should be monitored and checked periodically to ensure its functionality. Any modification or repair shall be attended as soon as possible to ensure the cleanliness of water system. Carpark Quarterly Ramps, parking gate and autopay machine to be monitored and checked periodically of its functionality. Any repair, services and replacement should be attended as soon as possible. Facade Monthly The glass panels should be cleaned monthly for a cleaner outlook. Any repair and replacement should be attended as soon as possible. Fire protection system Daily/ Weekly/Monthly/ Annually All fire protection system should be monitored and checked periodically according to its function, Test runs, fire drills and inspections should be initiated systematically. Any services, replacement and repair should be attended as soon as possible to avoid hazardous situations.
- 26. 9.1 SUCCESS CRITERIA 24 The success criteria would be measured based on the triple constraints, which are time, cost and scope of the project which contributes to the overall quality that has been produced. TIME The time frame for the project will be 38 months whilst the project will start in late August 2019 and expected to finish in last October 2023. The amount of time will be dependant on the work and amount of deliverables required for the project to be completed. 1. Project would be carried out according to the planned time frame in Gantt Chart to avoid delays or any unnecessary risks. 2. Project architectâs communication is important to maintain well efficiency and workflow. COST The total estimated cost of the project would be RM 991,623 , where the project required to be covered within the estimated budget. 1. The cost should be controlled with a proper fee structure in the early stage of planning. 2. Selected materials to be considered in terms od sustainability, durability and quality. 3. Monitoring and tracking during the construction phase is important to avoid additional cost. SCOPE The project requires the coordination of project teams and contractor through meetings and communication. This would ensure proper expectation and clarification of each roles and responsibilities of all members. Work breakdown structure and Gantt Chart would be used to list out every task and activities to gain an overview of the project. 1. WBS to outline, define and control the project scope. 2. The duration of the work would be visualised using Gantt Chart 3. Meetings to be conducted periodically for updates SCOPE TIME COST QUALITY
- 27. 9.2 WORK BREAKDOWN STRUCTURE (WBS) 25 JOHOR BAHRU CULTURAL PERFORMING ARTS CENTER 1.0 SCHEMATIC DESIGN PHASE 1.1 Site Analysis 1.1.1 Site Visit & Survey 1.1.2 Site Documentation & Analysis 1.2 Conceptual Design 1.2.1 Consultation with C&S & M&E 1.2.2 Consultation with QS / feasibility 1.2.3 Schematic designs 1.2.4 Sign off document & clientâs approval 1.2.5 Preparation of submission drawings 2.0 DESIGN DEVELOPMENT PHASE 3.0 CONTRACT DOCUMENTATION PHASE 5.0 PROJECT COMPLETION PHASE 4.0 CONTRACT IMPLEMENTATION AND MANAGEMENT PHASE 2.1 Design Development 2.1.1 C&S design analysis / proposals 2.1.2 M&E design analysis / proposals 2.1.3 QS preliminary cost estimate 2.1.4 Detail design drawings 2.1.5 Sign-off document clients approval 2.2 Authority Submissions 2.2.1 Working drawings for BPsubmission 2.2.2 C&S design drawings 2.2.3 M&E design drawings 2.2.4 Detailed cost and maintenance breakdown 2.2.5 Clientâs approval 3.1 Tender 3.1.1 Architectural drawings details & specifications for main building works tender 3.1.2 C&S drawings tender 3.1.3 M&E drawings for tender 3.1.4 Clientâs approval 3.1.5 QS bills of quantities / tender document 3.1.6 Tendering period 3.1.7 Tender evaluation & report 3.1.8 Clientâs consideration & award 5.1 Completion 5.1.1 Final cleaning & inspection 5.1.2 Handing over 5.1.3 Issuance of CCC 5.1.4 Practical completion of works 5.1.5 Warranty 4.1 Preliminary 4.1.1 Set up Hoarding & Signboard 4.1.2 Site cleaning & levelling 4.1.3 Temporary power service 4.1.4 Set up site office 4.1.5 Setting out 4.1.6 Underground Mapping 4.2 Substructure 4.2.1 Land excavation 4.2.2 Execution of retaining wall 4.2.3 Piling and footing construction 4.2.4 Basement construction 4.3 Superstructure 4.3.1 Column and Beams (LG-2F) 4.3.2 RC slabs (LG-2F) 4.3.3 Water drainage and plumbing system 4.3.4 Sanitary Drainage system 4.3.5 External wall 4.3.6 Lift 4.3.7 Fire staircase 4.3.8 Internal wall partitions 4.4 Facade / Roofing 4.4.1 Framing structure construction 4.4.2 Glass panel installation 4.4.3 Louvres installation 4.4.4 Gutter & drainage system 4.5 Fenestration 4.5.1 Door panels 4.5.2 Window panels 4.6 Architectural interior finishes 4.6.1 Floor, ceiling & wall finishes 4.6.2 Furniture installation 4.7 Installation of M&E services 4.7.1 Building services installation 4.7.2 Light fittings 4.7.3 Fire protection system 4.8 External landscaping work 4.8.1 Surface water drainage 4.8.2 External water and sewerage reticulation 4.8.3 Bioswale 4.8.4 Turfing and finishes 4.8.5 Softscape and hardscape