- Vice Director - Secretary - Treasurer Board of Directors (BoD) Operation Director Facilities Management Event Management - Maintenance - Security - Cleaning - Utilities - Marketing - Programming - Partnership - Finance

1. 1
1.0 PROJECT INTRODUCTION
1.1 CLIENT:
CommonGround.work Kuala Lumpur (CGKL)
Established in the year of 2016 in Kuala Lumpur, Malaysia with a vision of redefining
workspaces throughout Southeast Asia, being a part of the growing community that strives for
success and gains access to a variety of business support and growth services. CGKL provide
a platform for creators, beautiful workspace, an inspiring community, and business services
to thousands of members, equipped with collaborative workspaces and infrastructure,
services, events and necessary technology. It aims to create a world where people work to
make a life, not just a living.
SCOPE:
CommonGround.work Kuala Lumpur has suggested a proposal to construct a co-working
building with an abundant series of co-living spaces (communal spaces) which targeted on
local youngsters and hipsters who wish to start up their business in creative field in the old
Kuala Lumpur area. The design is unique to the surrounding context in term of architecture
style and building usage as this proposal is to enhance and unify the user group stated above
in order to create a community that works or stays in this old city core throughout the day and
night with a vision to tie back and strengthen the local community. The client has asked for a
project management plan and execution to ensure the proposed programme is viable, and
gets completed in a period of 24 months, from January 2018 to the end of December 2019, to
cater to the proximate Menara KL118 with a flexible building space for the creative co-workers
in the coming years.
REQUIREMENT:
a. 1800-2200 sqm built up area (gross floor area) and 3-5 stories/levels;
b. Compliance with the city planning or guidelines and requirements provided by the city
council, Dewan Bandaraya Kuala Lumpur (DBKL);
c. Site layout and landscaping; and
d. Usage of environmental-friendly materials.

2. 2
1.0 PROJECT INTRODUCTION
1.2 PROPOSED PROGRAMME:
Co-Working and Co-Living (COWOLI) by CGKL
The proposed co-working and co-living spaces is a platform for the local youngsters and
hipsters to come and express themselves with their own products, creating hype and trend
that excite the co-workers and customers of the building. Community organisation and local
business are the main soul of the building where this perfect blend changes the mind-set of
looking at an office. The spaces are artistically designed to inspire creativity and innovation,
providing all the essentials for the user groups. An urban lung that connects to the Klang
River, Central Market and Kasturi Walk, provides a space for weekend market and fashion
weeks as a sub-programme to enhance the liveliness of the area. Based on the site analysis,
there are numerous fusion cafes in the precinct which still lack of a workshop place for the
baristas to exchange ideas and share experience where the workshop will be a node for coffee
enthusiasts to come.
1.3 TARGET USER GROUPS:
Generally, a wide range of designers from fashion designers, multimedia designers, interior
architects to young entrepreneurs who urge to open up a café or a retail are the main
targeted user groups of the proposed project, whereas local community and tourists are the
supporting user group based on the programme.

3. 3
1.0 PROJECT INTRODUCTION
1.4 STAKEHOLDERS:
a. Chinatown Community
The community in the precinct of Chinatown and
Masjid Jamek is the main benefited group for this
project. This local community consists of mainly office
workers, hawkers and students from the secondary
schools nearby. This programme is to cope with the younger generation to have a
chance of setting up their own businesses under the flexible working environment
regarding to their interests.
b. Malaysia Invention and Design Society (MINDS)
Founded in 1986, MINDS is the largest body in Malaysia representing
individuals, universities and companies who pursue excellence in
invention, creativity, innovation, research and development and
industrial design. With the core values of magnanimity, integrity,
novelty, driven by passion and commitment, and sincerity, MINDS
offers support and guidance in the commercialisation of new inventions
and products ideas as well as provide professional development and training
programmes to enhance competitiveness, in which these motives are adhered to the
objectives of the programme.
c. Art Printing Works Sdn Bhd (APW Bangsar)
APW is a repurposed industrial space located in the heart
of Bangsar, converted from a commercial printing factory,
the APW campus comprises a collaborative workspace,
F&B outlets, event venues and pocket parks. Being the
pioneer of co-working space in Malaysia, it is a very good
exemplar with a collaboration of hipster spaces that actually attract people to pay a
visit in different ways.
d. Malaysia Specialty Coffee Association (MSCA)
MSCA was formed on the vision to build and secure
growth in the Malaysian Coffee Industry. Its mission is to
remain dedicated towards education Malaysian
consumers, to unite specialty coffee individuals and professionals, and to encourage
the cultural and economic exchange. Other than barista competitions, cafés act as the
main platform for people to consume coffee, promoting coffee as a lifestyle and culture.
Cafes create a comfortable ambience for customers who are mainly youngsters.

4. 4
1.0 PROJECT INTRODUCTION
1.5 PROJECT OBJECTIVES:
The project objective is simple as both client and stakeholders share the same perceptions
and values which are to promote, lead and create an active platform for all to come together
as one on the aspects of living and working. By using this project as an urban living room, it
welcomes the participation of all and especially the younger generations to stand a chance to
show their capability and interest in this field, and therefore develop their soft and hard skills.
The project also aims to provide an ample space, for instance landscaping and garden, for the
older generations to join and have communication with the youngsters that indirectly uplift the
spirit of local community.
1.6 PROJECT GOALS:
a. Building programme is to align with the client brief and the local community’s needs;
b. Project to be designed and constructed within the period of 2years (24 months);
c. Provide a sustainable and green design by incorporating environmental friendly
materials;
d. Project is to comply with all the guidelines and regulations with Kuala Lumpur City
Council (DBKL); and
e. In long term, little maintenance and renewal are required for the building as an overall
sustainable design.

5. 5
2.0 PROJECT ANALYSIS
2.1 SITE INTRODUCTION:
Back in 1888, Kuala Lumpur city started at the convergence of Gombak River and Klang River.
Most of the occupants during that time were businessmen who set up their shops along Jalan
Tun Tan Cheng Lock due to its close distance with the business centre. A central market in
this precinct was built to cater to the growing community’s needs. The city centre continues to
expand before it was granted the city status in 1972, hence financial buildings were introduced
into the society. Today, old Kuala Lumpur area is filled with urban issues, such as urban
poverty, urban decay, and traffic congestion which do not help for the image of this city.
However, the upgraded Central Market adjacent to the site of this project has strengthened
the core values of the local community, serving as a tourist attraction and preserving the arts
and crafts at the same time.
The proposed site (4500 sqm) is located right in front of Central Market, serving as a car
parking for the visitors or office workers in the precinct. With the proximate distance to Kasturi
Walk, Central Market, Petaling Street and Masjid Jamek, it complements the site with sufficient
human flow into the site whereby the River of Life project will further raise the value of the site.
The passers-by of the site are mainly office workers and students who travel by bus and light
rail transit nearby.
Address: 49, Jalan Hang Kasturi, City Centre, 50050 Kuala Lumpur, Wilayah Persekutuan
Kuala Lumpur, Malaysia.
Location Plan of the Site

6. 6
2.0 PROJECT ANALYSIS
2.2 SWOT ANALYSIS (MICRO SITE)
Strengths
a. Strategic location, facing the main road (Jalan Tun Sambanthan), surrounded by
tourist attractions and office buildings that ensure sufficient human flow in the area.
b. Wide range of choices for public transportation, such as Klang old bus station, Pasar
Seni LRT station, the coming up MRT station and shuttle buses that stop right in front
of the site.
c. Cooperating with the River of Life project that adds value to the site and building itself.
Weakness
a. The ramp links to the river embankment and the LRT track from the underground are
blocking the view of the river from ground floor and first floor levels.
b. Noise from the traffic would be a nuisance to the user groups.
c. Insufficient car parking in the area.
Opportunities
a. Local youngsters start up their business in this area, showing a handful of young
entrepreneurs can be expected to set up their business here.
b. The presence of co-workers during night time will expand the business opportunity of
the hawkers nearby, which indirectly creating another kind of user group at night.
Threats
a. Security problems may arise due to the high amount of homeless or jobless people
sleeping at the five-foot-way nearby.
b. High population of foreign workers who work at the construction site nearby has
threatened the local culture and lifestyle due to building usage of this area is now to
cater to the needs of foreign work in daily basis.

7. 7
2.0 PROJECT ANALYSIS
2.3 PESTLE ANALYSIS
Political
The authorities and local council have implied many rules and
regulations to uphold the old city image as a heritage area and the
identity of the beginning of Kuala Lumpur. However, due to
numerous construction areas in this precinct, it has gradually
changed the faces in Chinatown as the influx of foreign workers and
immigrants is the main support of the mushrooming high rises.
Therefore, the building design is to tie back and strengthen the local
community by encouraging the youngsters to work in this area.
Economics
The high rental fee of the double storey shophouses has reached
another peak at around RM18, 000 per month, in which this issue
has contributed to the local community to move out from the
shophouses and rent to people who is able to afford. As a result,
many of the shophouses are left dormant most of the time. The co-
working and co-living spaces are designed to face this urban issue,
especially to let the youngsters to have a chance to work in this
precinct by having a complex of retails and collaborative
workspaces with a higher efficiency in space planning.
Social
In current state, most of the locals who work in Chinatown have an
average age of 40 and above who inherit their family businesses
that had been passed down for few decades. Yet, most of the
youngsters are no longer interested in this field that the lifestyle of
the local community is slowly laidback due to the high average age
of the community. Moreover, the population of office workers in the
future will be higher than ever before due to the KL118 tower which
will make the place even less affordable. The diverse society is not
integrated as a single community, making the community to have
lack of a focal point where the vision of the building is to tie back and strengthen the local
community through the programmes designed.

8. 8
2.0 PROJECT ANALYSIS
Technology
The public transportation and high technology companies are being
curated within this area to intensify the economic value of the old
city. However, the charm of this heritage city has been slowly torn
apart to give way to the developers.
Legal
Dewan Bandaraya Kuala Lumpur (DBKL) has a series of rules and
regulations to be followed in the building designs, such as setback,
surrender pedestrians’ walkway and adequate amount of vehicle
parking. Natural ventilation and lighting have to meet the
requirement stated by the local authorities for the purpose of
building approval.
Environment
The city council, DBKL, will provide proper cleaning facilities and
services such as garbage collecting trucks. Hence, the loading bay
is designed for the access of trucks and negotiations to be done to
bring in street cleaners to the buildings. Streetscape, pedestrian
walkways and road are well-designed with sufficient vegetation,
luminance and great width to showcase the charm of the old city.

9. 9
3.0 DESIGN SUITABILITY & PROJECT VIABILITY
3.1 KEY FEATURES
To answer the client’s brief, the design concept of Co-working and Co-living by CGKL
(COWOLI) has developed to be known as ‘Urban Osmosis’. COWOLI features these 2 main
spaces as a method to welcome the incoming youths as co-workers to rejuvenate the urban
spaces that historic Kuala Lumpur is facing now. In term of building form, it has three long
rectilinear blocks that are parallel to each other, and perpendicular to the river and main road
at their both ends. These 3 blocks sit on a triangular base (ground floor and first floor) which
is driven by the shape of the site boundary in order to allow users coming from all possible
directions. Almost half of the spaces in the building are being reserved as co-living space
(communal spaces) or public realm to promote interactions amongst users to achieve the
objectives of this building.
There are many relevant activities being held in Kuala Lumpur but there is no one single
architecture attempts to tie all these elements together as a whole to integrate the local
community. For instance, a youth initiative centre, collaborative workspaces, a café and
its workshop, fashion and product retails, digital library, flexible meeting spaces and
garden are all in one building, in which all these functions are cope to youngsters’ interest that
would give a positive influence to the society. Weekend market, garage sale, fashion weeks,
coffee workshops and other collaborative events are encouraged to take place in this
building.
However in the macro site context, with the presence of co-workers and youngsters in this
area during day and night, food stalls will start mushrooming to match with the demand. The
design approach is to enhance the urban value and integrity of the local community.

10. 10
3.0 DESIGN SUITABILITY & PROJECT VIABILITY
3.2 ENVIRONMENTAL FRIENDLY MATERIALS
One of the requirements stated the usage of environmental friendly materials. Following are
some of the chosen materials which have the same architectural language with the building
design.
Laminated Glass Wall
Laminated glass is produced through the combination of two or
more sheets of glass with one or more plastic interlayers in between
each glass sheet. Both of its materials are manufactured by
recycled materials to achieve sustainability. Other than solar
energy control, it has the quality of fire retardancy, providing a
longer-lasting buffer against flames, allowing more time for
detection, evacuation and extinguishing.
Local supplier:
InnoGlass Sdn Bhd
Lot 763, Jalan Monorel, Sg Choh,
48000 Rawang, Selangor Darul Ehsan, Malaysia.
Recycled Zinc Column
Thin zinc I-beam columns will be one of the main structural support
of the building blocks. They have higher energy efficiency and
lower production emissions compared to other building materials.
The recycled sheet mostly made from scrapped metals from cars
or construction wastes. The materials can be easily obtained from
the local supplier.
Local supplier:
Kin Kee Steel Hardware Sdn Bhd
Lot 743, Jalan Kapar, 4 ½ Miles,
41400 Klang, Selangor Darul Ehsan, Malaysia.

11. 11
3.0 DESIGN SUITABILITY & PROJECT VIABILITY
3.3 IMPLEMENTATION OF TECHNOLOGY
To speed up both design and construction period in order to meet the client’s requirements of
completing the building within 24 months, methods as below are taken:
Prefabrication System
Both Laminated Glass Wall and Recycled Zinc
Column employed in the building can be produced via
precast system. This system can speed up the
construction period as it can be quickly installed with
less manpower and produced a high quality of works
as most of the prefab components are produced in a
controlled environment. It reduces the time for site
cleaning after construction as every construction
steps can be done in an organised and efficient way.
Building Information Modelling (BIM)
BIM method is able to be applied during the design
stage to speed up the design communication
between the architect, quantity surveyors,
mechanical and electrical engineers and relevant
team members to minimise the confusion in the team.

12. 12
4.0 MAINTENANCE PROPOSAL
4.1 OPERATION ORGANISATION
The organisation that operates the building is the Board of Directors (BoD) as shown at the
hierarchical chart below. The BoD has the superior power because they fund the project and
this organisation from the beginning. The BoD consists of our client, CGKL and other potential
stakeholders such as Chinatown Community, MINDS, APW Bangsar, MSCA and other
NGOs.
Following is the Operation Director of the building who holds full control of the flow of the
building programme. He/she is assisted by the vice director, secretary and treasurer on
decision making and matters discussions. Under the director level, the chart is further
branched into two managements: Facilities and Events.
Facilities Management is to ensure the facilities and tools are safe and well-maintained to
be fully utilised by the building users. However, Event Management has to deal with the
outsiders, investors, shareholders and so on for external negotiation on programme purpose.
They are responsible for the organising and partnering of various events.
COWOLI Operation Organisation Chart:
BOARD OF
DIRECTORS
(BOD)
OPERATION
DIRECTOR
SECRETARY
TREASURER COMMITTEE
MEMBERS
VICE DIRECTOR
FACILITIES
MANAGEMENT
CO-WORKING
DEPARTMENT
MANAGER
COLLABORATIVE
WORKSPACES
SUPERVISOR
DIGITAL
LIBRARY
SUPERVISOR
CO-LIVING
DEPARTMENT
MANAGER
YOUTH
INITIATIVE
CENTRE
SUPERVISOR
CAFE +
BARISTA
WORKSHOP
SUPERVISOR
EVENT
MANAGEMENT
FASHION
GALLERY
MANAGER
WEEKEND
MARKET
MANAGER

13. 13
4.0 MAINTENANCE PROPOSAL
4.2 PROGRAMME MAINTENANCE
As a co-working building with the fusion of co-living spaces, it serves as a public building that
will expect a huge amount of human flow throughout the day and night owing to its building
programme. Hence, the building has employed raw materials with minimal finishing to
withstand the friction caused by events in a daily basis to achieve the target of less
maintenance required in this building.
NO ELEMENTS FREQUENCY MAINTENANCE FACTORS
1 Toilets Daily Toilets are to be cleaned thrice a day: before and after operating hours
and one interval to remain as a clean public building.
2 Collaborative Workspace Daily Neat and clean working desks, meeting rooms and pantries at
operating hours to be served to co-workers.
3 Café Daily Cleanliness and hygiene need to be taken care.
Equipment and machinery in the café need to be constantly maintained.
4 Fashion Retails Daily Garments racks and counter are removable to be transformed into a
fashion event space, therefore the arrangement of the furniture need to
be organised by the co-living department manager.
5 Digital Library Monthly Digital equipment (PCs, iPads) and online database (e-collections) are
to constantly check by the person-in-charge (digital library supervisor)
to allow the proper usage for the users.
6 Interactive Classroom Monthly Furniture and audio system need to be maintained and constantly
check by technicians.
7 WIFI System Monthly Wifi system has be constantly updated by the company so that it does
not disturb the proper operation of workspaces and reception.
4.3 BUILDING MAINTENANCE
The eco-friendly design of this building requires a very few renovations. Hence, the steel
structure has the greatest durability and the longest life span which makes it a top choice for
sustainable structures.
NO ELEMENTS FREQUENCY MAINTENANCE FACTORS
1 Building Interior Floor Area Daily Flooring in interior spaces: cafes, retails, reception, offices, meeting
rooms, pantries, digital library and interactive classroom to be cleaned
on a daily basis to ensure a good environment for higher productivity.
2 Building Exterior Floor
Area
Every two
days
Flooring at common areas (open and semi-open spaces) shall be
cleaned once every two days as dirt-resistant materials such as raw
surface finishes and dark colour floor tiles will be used.
3 Façade (Laminated Glass
Wall)
Monthly Glass walls shall be cleaned with detergent to remove unwanted hand
stains, sweats, dirt and so on from inside weekly or monthly, and
outside by professional cleaners to allow clear light penetration.
4 Glass Lifts Monthly Monthly checking and test runs have to be done to ensure proper
function of the lifts during normal and emergency phases.
5 Landscaping,
Roof Top Garden
Daily The vegetation on the ground floor and roof top needed to be
maintained by watering daily, fertilising monthly and to be trimmed
every three months by gardeners.

14. 14
5.0 RISK MANAGEMENT & SUCCESS CRITERIAS
5.1 SUCCESS CRITERIA
Success criteria is the standard by which the project will be judged at the end to decide
whether it has been successful in the eyes of the stakeholders. (Harrin, 2016) In this project,
the main criteria is Quality and Time as interpreted from the client’s brief and requirements.
Quality
The quality of the project is the main priority of the project whereby the project has to fulfil
the followings:
a. Comply local authorities requirements
b. Implementation of environmental friendly building materials
c. Project design to be unique and able to incorporate with the goals of the
stakeholders in short and long terms
Time
Based on the project schedule, the construction of the project will start in January 2018 and
to be completed before December 2019. In the course of 24 months, time is crucial and
measured valuably to produce a high quality works. Hence, project manager is to ensure every
critical task is being carried out on time and tools such as Gantt Chart, Work Breakdown
Structure (WBS) are mandatory to keep on track of every single construction jobs are covered
and delegated. Besides, Project Manager is to conduct risk and change management in order
to react immediately in any situations.
Cost
All costing should be considered during pre-construction period and approved by the client
and stakeholders before commencement of the construction. There are 3 phases of the
building cost: preliminary planning phase, design phase, and construction and
supervision phase. They can be further divided into estimated costings as per below:
1. Engineering Works = RM500,000
2. Landscaping = RM60,000
3. Electrical & Fire Protection System = RM200,000
4. Mechanical System = RM350,000
5. Consultation Fees (architects, quantity surveyors, engineers, advisors) = RM800,000
6. Management Fees (stationery and printing, transportation, computing, insurance) =
RM250,000
7. Direct & Indirect Contribution Fees (salary, government tax, authority charge, utilities
& amenities) = RM300,000
Total estimated building cost = RM2, 460,000
The cost of the project will be reduced by using recycled materials and precast system as
stated in Chapter 3. Besides, the operation cost will be lesser due to the less manpower
required to maintain the building due to the building materials used.

15. 5.0 RISK MANAGEMENT & SUCCESS CRITERIAS
15
5.2 CONSTRUCTION RISK MANAGEMENT
NO RISKS LIEKLIHOOD SEVERITY COST IMPACTS STRATEGIES & MITIGATIONS
PRE-CONSTRUCTION PHASE
1
Construction manager fails to deliver
site mobilisation
3/5 4/5 LOW Delay of construction process
Project Manager is to communicate with the Site Manager to
ensure the preparation work will be done before the
commencement of construction (January 2018).
CONSTRUCTION PHASE
2
Mistakes or errors during construction
and installation (including misfit of
furniture and machinery)
3/5 3/5 MEDIUM Delay of construction process
Conducting regular site supervisions to prevent any mistakes
and miscommunication, and to correct it immediately after
the notification of the mistakes or errors.
3
Labours inexperience in skills and
construction methods
2/5 3/5 MEDIUM
• Delay of construction process
• Extra costs to cover construction
mistakes
• Fail to deliver work according to
design
Proper training and briefing on installation should be given
by the Site Manager and Designer, skilled workers are more
preferable to be hired.
4
Injuries and accidents occur on site
1/5 4/5 MEDIUM
Lawsuits, Fines and Compensation
• Construction Site Manager is to ensure all the safety
procedures are taken such as scaffolding, safety nets and
barriers.
5
Death occurs on site
1/5 5/5 MEDIUM • Proper training and briefing should be given to the workers.
6
Unavailability of utilities or amenities
during construction
1/5 3/5 MEDIUM
Extra cost on providing water supply,
electricity and transportation for
workers
Utilities and amenities can be obtained from the adjacent
construction site with prior notification of the unavailability,
and then enquire from other construction companies by
formal letter beforehand to minimise the delay.
POST CONSTRUCTION PHASE
7
Loss of interest from the stakeholders
on investment or donation
Force stopping of building operation
and abandoned.
• Further negotiation with stakeholders to achieve a win-win
situation.
2/5 5/5 HIGH
• Apply for funds from government and NGOs.
8
Lack of targeted users group
2/5 4/5 MEDIUM
Wastage of spaces and generate
lesser income for the building to
sustain
• Cooperation with third parties: NGOs, high schools,
companies to attract users.
• Advertisement to promote the building and its programmes.

16. 16
6.0 PROJECT CONSTRUCTION SCHEDULES
6.1 WORK BREAKDOWN STRUCTURE
Construction phases are broken down into a decomposition of all necessary works. This structure is arranged in a hierarchy and constructed to allow for clear and logical groupings, either by activities or deliverables.
CO-WORKING AND
CO-LIVING
BY CGKL
CONSTRCUTION PHASE
PRELIMINARY
- Mobilisation & Site
Establishment
- Dilapidation Survey
(Adjoinning Existing
Building & Properties)
- Setting Out
- Site Cleaning &
Levelling
- Underground
Mapping
- Setting Up Hoarding
& Signboard
FOUNDATION
- Excavation of
Soil
- Piling of
Foundation
- RC Footing
(Cast-in-Situ)
STRUCTURE
- RC Slab, Ramp &
Landing
- Zinc Beam & Column
- Laminated Glass
Wall
- Zinc Roofing
- Transparent Glass
Lift
- Internal Wall &
Partition
- Installation of Frames
& Panels (Doors &
Windows)
- Steel Staircase
ROOFING
- Gutter &
Drainage
System
- Trellis
Installation
- Green Roof
System
M&E SERVICES
- Lift Installation
- Fan & Air-
conditioning System
- Earthing System
- Fusebox
Installation
-Telephone & Data
System
- Light Fitting
- Lighting Protection
System
- CCTV Installation
- Fire Protection
System
EXTERNAL/
LANDSCAPE
- Surface Water
Drainage
- External M&E
Work
- Landscape Stone
Pathway Finishes
- Landscape
Vegetation
- Turfing
- Outdoor Built-in
Furniture
- Signage
- Miscellaneous
ARCHITECTURAL
FINISHES
- Door & Window
Installation
- Floor Finishes
- Staircase
Finishes &
Handrail
- Sanitary Finishes
- Wall Finishes
- Ceiling Finishes
POST CONSTRCUTION
PHASE
PHASE OUT
- FInal Cleaning
- Inspection &
Handing Over
- Issurance of CCC

17. PROJECT MANAGEMENT REPORT
(MGT 60403/ ARC 3612/ ARC 3614)
NAME : LIM JERN JACK
ID NO. : 0317139
TUTOR : MR IZWAN
PROJECT:
CO-WORKING & CO-LIVING (COWOLI)
BY
COMMONGROUND.WORK KUALA LUMPUR (CGKL)
49, Jalan Hang Kasturi, City Centre, 50050 Kuala Lumpur,
Wilayah Persekutuan Kuala Lumpur, Malaysia.
5 July 2017
MARKS FOR 3 COMPONENTS:
1. ______/10 2.______/10 3.______/10
TOTAL: ______/30