Taylor's University Architectural Degree Programme Semester 6 Project Management Module Project 2

1. PROJECT MANAGEMENT
(MGT 60403/ ARC3614)
Project 2: DOCUMENTATION OF A MEDIUM-SIZED PROJECT
NAME: KOH SUNG JIE
ID: 0318912
TUTOR: AR. SATEERAH
DATE: 12 DECEMBER 2017

2. TABLE OF CONTENTS
1.0 INTRODUCTION
1.1 The Project
1.2 Clients
1.3 Project Goals
1.4 Project Objectives
1.5 Stakeholders
2.0 SITE ANALYSIS
2.1 Titiwangsa Lake Gardens
2.2 PESTEL Analysis
2.3 SWOT Analysis
2.4 Additional Research
3.0 PROJECT VIABILITY
3.1 Addressing the Issue
3.2 Programme Objectives
4.0 DESIGN SUITABILITY
4.1 Design Process
4.2 Liberating Rigid Recreation
4.3 Improving Park Use
5.0 PROJECT PLANNING
5.1 Project Cost
5.2 Work Breakdown Structure (WBS)
5.3 Gantt Chart
5.4 Success Criteria
5.5 Project Procurement
5.6 Resource Planning
5.7 Risk Analysis
5.8 Maintenance Strategy

3. 1.1 The Project
We have been approached by our clients to design a Games and
Recreation Centre in Titiwangsa Lake Gardens. The site is the
present Titiwangsa Sports Centre, sitting in between the Titiwangsa
Stadium and the Istana Budaya office complex. Due to the adequacy
of the mentioned sports centre, the client did not specify any specific
programmes for the project. Thus, we came with a proposal in which
the centre could not only be utilized, but also benefit the overall park.
1.2 Clients
Kuala Lumpur City Hall- Kuala Lumpur Tourism Bureau
The Tourism Bureau has a grand vision to establish Kuala Lumpur as
a global tourism destination, but how can this be integrated into the
project?
We believe Titiwangsa Lake Gardens ought to gain approval of its
nearby locals/community before getting noticed by outside tourists.
The wise method would be to start small and slowly create larger
impacts from there.
1.3 Project Goals
SHORT TERM:
To solve the current site issue by introducing and balancing ways of
using the park.
MID TERM:
Generate a diverse and culture-rich environment within the park which
could attract many potential stakeholders.
LONG TERM:
Create a unique identity which successfully represent Malaysian
lifestyle that allows major tourism opportunities.
1.0 INTRODUCTION

4. 1.4 Project Objectives
To make sure projects are realized, the intentions are to be made
clear:
•To manage the project in an organized and professional manner.
•To meet the expectations through fulfilling the brief set by the client.
•To deliver the scope of project within the constraints of cost and time.
•To benefit not only the owner of the property but also its inhabitants/
users.
1.5 Stakeholders
Many parties could affect or be affected by the project and we hope to
bring benefit to them as well:
•Titiwangsa District Community
•Nearby Schools
- Sekolah Kebangsaan Jalan Kuantan 1
- Sekolah Menengah Kebangsaan Seri Titiwangsa
- Sekolah Menengah Kebangsaan Puteri
Titiwangsa
- Kolej Tun Syed Nasir 1 (College)
•Nearby Offices/Cultural Institutions
- Istana Budaya
- National Visual Arts Gallery
•Park Users
Park users are
the largest group
present here. Their
intentions here are
mostly for fitness
and bonding.
Local businesses
take the opportunity
of the many visitors
by selling food and
renting out bikes.
Nearby schools do
not really utilise the
park and only uses
it for special events
such as school
marathons.

5. 2.0 SITE ANALYSIS
2.1 Titiwangsa Lake Gardens
Located in the north-eastern fringe of Kuala Lumpur, Titiwangsa Lake
Gardens is a recreational park with a large lake as its main attraction.
A popular rendezvous amongst city dwellers, it offers tennis courts,
an exercise area, a playground for children and other recreational
facilities for water sports, jogging and the like. Located nearby is
a remote-control car racetrack that is complete with a controllers’
platform and seating for spectators, making it a popular attraction
among RC enthusiasts on the weekends. Also within the vicinity of
the park is a stadium. The central lake is a 57-hectare water body
where anglers can fish and enthusiasts can kayak. Other facilities at
the park include a horse-riding track, a cycling track, a football field,
a boathouse and aquatic activities, a viewing tower, playground and
pavilion.
2.2 PESTEL Analysis
POLITICAL:
The site is one of the eight sites for the Landmark View Corridor for
KL City Plan 2020 as well as part of the River of Life plan which links
with the projected One Malaysia Park.
ECONOMICAL:
There are a few mamak stalls, some accompanied by informal bicycle-
renting services. Vendors are seen opened at the busiest locations on
the most active times.
SOCIOLOGICAL:
Social interactions mostly limit at family-level where families arrive
to the park to only spend time with one another. Community-level
interactions happens occasionally during group aerobic practices.
TECHNOLOGICAL:
The amenities provided are very common and rudimentary. The
exercising equipment present are non-electrical. Bike-rentals are
through people, not by self-service seen at developed countries.
Eateries are on a roadside scale where mamak stalls and vendors
are observed.
ENVIRONMENTAL:
Titiwangsa Lake Gardens is a very activity-centric park. There are
only 5 types trees planted and there are little to no notable biodiversity
within. The park also suffers from environmental damage upon its lake
via water pollution which currently stops all present water activities.
LEGAL:
According to the setback guidelines determined by the Uniform
Building By-Laws (UBBL), a total of 6m setback should be provided
for sides facing other lots and another 2m more for sides facing the
road.

6. 2.3 SWOT Analysis
STRENGTHS:
•Plenty of dedicated free parking areas scattered around the park.
•Large-scale of the park allows a constant flow of visitors.
•Location beside the lake provides a nice view
WEAKNESSES:
•Visitors only peak in the morning and evening, there are less people
under the afternoon sun as well as night time.
•The isolation of the site at the edge of the park presents access
challenge.
•The sides other than towards the lake have their views blocked by
neighboring buildings.
2.4 Additional Research
An additional research is made to analyse the effectiveness of spaces
in the park by looking at separate elements such as context, activities,
hardscape and softscape:
OPPORTUNITIES:
•The site is surrounded by offices and schools which presents
potentially new user groups.
•An upcoming new MRT station is constructed nearby.
•There are no large gathering spaces for shelter during hot-weather.
THREATS:
•Park itself and sports centre adjacent to the given site could become
a competitor to the Games & Recreation Centre.
•The busy road in front of the site discourage approach of visitors.
•Water pollution has disabled almost every water activity of the lake.

7. 3.0 PROJECT VIABILITY 4.0 DESIGN SUITABILITY
3.1 Addressing the Issue
Based on site analysis shown on Item 2.0, the main question this
programme for the site is:
How is will GAMES and RECREATION Centre be necessary for
an already activity-filled park such as Titiwangsa Lake Gardens?
The park has 2 dominating characteristics and has yet to be balanced:
• Most activities observed is decided by the park.
• Recreation observed are active-recreation and are fitness-based.
A successful Games and Recreation Centre would take these aspects
into account, which leads us to its objectives.
3.2 Programme Objectives
The Games and Recreation would have to facilitate the park by
covering what it lacks:
• Allowing park users to decide for their own activities.
• Generate passive-recreation which are more leisure and
development-based.
• Bring a suggestion of using the park in ways stated by the two points
above.
4.1 Design Process
Many massing models are made to experiment spatial relations and
circulation to efficiently balance between passive and active recreation
for different parties.

8. 4.2 Liberating Rigid Recreation
To allow park users to find other ways of recreation, we must slow
down the park users from their active recreation towards passive
recreation.
Facilities are provided to utilize the five senses to decrease activity
intensity.
The ground floor(left) acts as an outdoor recreational area to slow
down park users and allow students to have active recreation while
the first floor(right) allows for indoor recreation.
4.3 Improving Park Use
To increase park activity, we introduced two new user groups, the
secondary school students and the office workers through the
advantage of our site as an access way to the park.
Students seek active recreation after long school hours while office
workers seek passive recreation after a day of work.
We identified the docks and the forest area as underused area that
can be activated.
GROUND FLOOR FIRST FLOOR

9. Total Project Cost = Building Construction Cost + Consultation Cost
= RM 4,451,760 + 15%(RM 4,451,760)
= RM 5,119,524
Based on Architects (Scale of Minimum Fees) Rules 2010, Clause 23,
fees for Basic Services are to be divided via phases.
Floor Name mm² m² Full/Half m² Total (m²)
Shop 1 17359258 17.4 1 17.4
Shop 2 14246250 14.2 1 14.2
Shop 3 14246250 14.2 1 14.2
Bathrooms 33143766 33.1 1 33.1
Loading Bay 87565103 87.6 1 87.6
M&E 17253270 17.3 1 17.3
Bakery Café 58801407 58.8 1 58.8
Refuse 16068118 16.1 1 16.1
Access 1 66053052 66.1 1 66.1
Stairs 1 12828128 12.8 1 12.8
Shower 65227504 65.2 1 65.2
Cafeteria 299360489 299.4 1 299.4
Fruit shop 30534010 30.5 1 30.5
Access 2 12689094 12.7 1 12.7
Fire staircase 16449993 16.4 1 16.4
Etc. 291438940 291.4 1 291.4 1053.3
Community Library 54553340 54.6 1 54.6
Dance studio 40293619 40.3 1 40.3
Access 3 74088017 74.1 1 74.1
Boardgames 83936132 83.9 1 83.9
Auditorium 80115085 80.1 1 80.1
Fire staircase 16449993 16.4 1 16.4
Rooftop garden 352727719 352.7 0.5 176.4
Bridge 22584880 22.6 0.5 11.3
Centrepoint 271640158 271.6 0.5 135.8
Vantage 110675476 110.7 0.5 55.3 728.3
Auditorium 6495866 6.5 1 6.5
Office 49756261 49.8 1 49.8
Accomodation 1 15252843 15.3 1 15.3
Accomodation 2 15252843 15.3 1 15.3
Bathrooms 36320835 36.3 1 36.3
Access 4 48821955 48.8 1 48.8
Fire staircase 16449993 16.4 1 16.4 188.4
Outdoor deck 75480873 75.5 1 75.5
Fire staircase 16449993 16.4 1 16.4 91.9
Total GFA 2061.8
Total GFA in sq ft 22258.8 sq ft
RM 200 per sq ft RM 4451760
Ground
1st floor
2nd Floor
3rd floor
AreaSpace
5.0 PROJECT PLANNING
5.1 Project Cost

10. 5.2 Work Breakdown Structure (WBS)
Usually a building project is divided into several phases, however what is important is that it is divided between Pre-Tender and Post Tender for
contractual purposes.

11. 5.3 Gantt Chart
From the Work Breakdown Structure we can successfully implement a schedule in terms of a Gantt Chart to estimate the duration of the project.
The completed chart shows an estimate of the duration each overall phase would take. Therefore, the entire project will take at least one and
a half year.
ID Task Name Duration Start Finish
1 1. SCHEMATIC DESIGN 57 days Tue 02-01-18Wed 21-03-18
2 1.1 Project Brief 8 days Tue 02-01-18Thu 11-01-18
3 1.2 Site Analysis 8 days Tue 02-01-18Thu 11-01-18
4 1.3 Design Concept 35 days Fri 12-01-18 Thu 01-03-18
5 1.4 Authority 14 days Fri 02-03-18 Wed 21-03-18
6
7 2. DESIGN DEVELOPMENT 73 days Thu 22-03-18Mon 02-07-18
8 2.1 Detailed Design 60 days Thu 22-03-18Wed 13-06-18
9 2.2 Work Schedule 7 days Wed 13-06-18Thu 21-06-18
10 2.3 Authority
11
12 3 CONTRACT DOCUMENTATION 42 days Mon 02-07-18Tue 28-08-18
13 3.1 Detailed Drawings 21 days Mon 02-07-18Mon 30-07-18
14 3.2 Costing 14 days Mon 02-07-18Thu 19-07-18
15 3.3 Tender 21 days Tue 31-07-18Tue 28-08-18
16
17 4 CONTRACT IMPLEMENTATION & MANAGEMENT 186 days Wed 29-08-18Wed 15-05-19
18 4.1 Construction 172 days Wed 29-08-18Thu 25-04-19
19 4.2 Authority 7 days Fri 26-04-19 Mon 06-05-19
20 4.3 Coordination 7 days Tue 07-05-19Wed 15-05-19
21
22 5 FINAL COMPLETION 14 days Thu 16-05-19Tue 04-06-19
23 5.1 Handing Over 14 days Thu 16-05-19Tue 04-06-19
24
25
26
27
28
29
30
31
32
33
34
35
36
ID Task Name
1 1. SCHEMATIC DESIGN
2 1.1 Project Brief
3 1.2 Site Analysis
4 1.3 Design Concept
5 1.4 Authority
6
7 2. DESIGN DEVELOPMENT
8 2.1 Detailed Design
9 2.2 Work Schedule
10 2.3 Authority
11
12 3 CONTRACT DOCUMENTATION
13 3.1 Detailed Drawings
14 3.2 Costing
15 3.3 Tender
16
17 4 CONTRACT IMPLEMENTATION & MANAGEMENT
18 4.1 Construction
19 4.2 Authority
20 4.3 Coordination
21
22 5 FINAL COMPLETION
23 5.1 Handing Over
24
25
26
27
28
29
30
31
J F M A M J J A S O N D J F M A M J
Half 1, 2018 Half 2, 2018 Half 1, 2019
Task
Split
Milestone
Summary
Inactive Task
Inactive Milestone
Inactive Summary
Manual Task
Manual Summary Rollup
Manual Summary
Start-only
Finish-only
External Milestone
Deadline
Progress
Manual Progress
Project: Project1.1.mpp
Date: Wed 06-12-17

12. 5.4 Success Criteria
By acquiring the scope, cost and time, a project triple constraint can be
created. The relationship between one another is crucial and one may
affect the other two. A delicate balance has to be achieved between
them in order to reach project success.
SCOPE:
The scope of the project will not be compromised if the cost and time
do not have major deviations, thus the project must be well-planned
and executed.
COST:
The cost of around RM5.2 million can be achieved via effective cost
control, cost budgeting and resource planning.
TIME:
The deadline of June 2019 can be achieved through excellent
communications between the client, consultants and contractors and
proper execution of the Gantt Chart.
5.5 Project Procurement
Normally, project procurement is done through the Design and Build
option.
Due to the complex nature of a construction project, the design team
is appointed to negotiate planning, prepare preliminary designs and
specifications and a detailed design brief which is incorporated into the
Employers Requirements before seeking Design and Build proposals
from contractors.
This development of the design ensures the client gets a design that
works for him and the risk of the final design and construction works
is assumed by the Contractor. In some instances and where the
Employer agrees or requires it, the initial design team can be novated
to the contractor.
Once appointed the Contractor either commences the works with his
own design team or where it is specified in the tender he employs the
Employers design team through novation agreements between the
design consultants, Employer and Contractor. Novation Agreements
are discussed in greater detail in another MALCONLAW Article.

13. 5.6 Resource Planning
We have identified the resources required for this project and created an overall easy-to-understand breakdown of the resources in relation with
the timeline. The resources are also categorised to three major elements, people, equipment and materials:
People Equipment Materials
Pre-Tender Phase
Architect
Draughtsman
Surveyors
C&S Engineers
M&E Engineers
Quantity Surveyors
Landscape Architect
Acoustic Specialist
Surveying Tools
Stationery
Computers
Plotters
Printers
Transportation
Papers
Documents
Post Tender Phase
Architect
Draughtsman
C&S Engineers
M&E Engineers
Quantity Surveyors
Landscape Architect
Acoustic Specialist
Contractor
Sub-contractors
Stationery
Computers
Plotters
Printers
Personnel transportation
Construction equipment
Construction plants/Machinery
Building material transportation
Papers
Documents
Hoarding
Temporary works materials
Building materials
Plantations
Cleaning materials
Handover Phase
Architect
C&S Engineers
M&E Engineers
Quantity Surveyors
Landscape Architect
Acoustic Specialist
Contractor
Building Manager
Stationery
Computers
Plotters
Printers
Papers
Documents

14. 5.7 Risk Analysis
Risk analysis can ensure project success by avoiding project delays caused by major issues, it will help us anticipate and overcome these
challenges in an immediate manner. Listed below are the most common risks involved in a building project:
RISK LIKELIHOOD SEVERITY IMPACTS MITIGATION CONTINGENCY
Design Phase
Design not approved by
client
Low High Client change architect or
project team
Provide few preliminary design options for
the client to decide
Small adjustment is fine however maintain the
initial concept to reduce the delay of the
project
Plans and drawings are
not approved by
authority (DBKL)
Medium High Constructions and planning
cannot proceed further
Adhere to requirements and submit
drawings without compromising
much on initial concepts
A revised set of drawings to
be resubmitted to authority
for approval
Confusion Low High Lost in focus,
miscommunications
Identify the job scope and roles of
everyone from the team
Constant updating the team
through weekly meetings
Construction Phase
Design changes and
scope creep mid
construction
Low High Construction timeline might
be affected; project delay
occurs
Include a process for changing scope
by allowing a limited number of
people to request changes
Engage in active and open communication to
ensure stakeholders and project team
members share the same vision for the
project
Schedule changes due
to unprecedented
circumstances
Medium Medium Delay the date of completion Reschedule work breakdown structure
based on the planned Gantt chart. Hire
more labour to cover the loss time.
Additional cost should be made by the client
On-site accident Low Medium Delay in schedule Provide sufficient safety tools and
equipments
Train the workers with safety precautions and
well instructed before construction begins
Building Operation & Maintenance Phase
Safety & Security Issue Medium High Unwanted visitors might
interrupt building causing high
risk of safety issues.
Highly trained security guard with self
defensive skills as a minimum requirement
is needed to increase safer environment
for the users.
Working together with neighbourhood to
strengthen security forces
Fire outbreak Low High Business and operation
affected
Ensure the building is equipped with up to
date active fire protection and proper
working passive fire protection in placed
Ensure building with fire insurance as an
investment in case of fire occurrence
Programme failed to
adapt
Medium High Closing down due to reduction
of income to sustain the
building maintenance
Advertisement can increase the publicity to
bring more people to engage the
programme
Promote new program and keep updating it
by following the trend

15. 5.8 Maintenance Strategy
The maintenance strategy can be employed once the Games & Recreation Centre reaches operation stage.As the proposed project is a recreation
centre, it is only considered a building of average complexity. High level maintenance strategies such as Reliability Centered Maintenance
(RCM) Strategy or Predictive Maintenance Strategy are not necessary, as it would deem costly for the building operators. It would be more
practical to employ Breakdown and Preventive Maintenance Strategies. Here are some of the common examples relevant to the project:
Breakdown Maintenance Strategy
Element Maintenance activity/factor Operator
General Lighting Lighting elements should be allowed to run until failure, item to be replaced when
breakdown is identified.
Janitorial
Furniture There is no complex furniture installed, no inspections are required. Item to be fixed or
replaced when breakdown is identified.
Janitorial
Plumbing fixtures Plumbing fixtures to be fixed or replaced when breakdown is identified. Contractor/Plumber
Preventive Maintenance Strategy
Element Frequency Maintenance activity/factor Operator
Landscape Daily All vegetation to be watered and trimmed daily to maintain a pleasant
appearance at all times.
Gardener
Cafeteria Daily The cleanliness of the cafeteria is to be held highly because it will be used
throughout the day, at least two cleaners present to maintain cleanliness.
Janitorial
Washrooms Daily Washroom cleanliness is to be maintained throughout the day. Janitorial
Facilities (Studio,
Auditorium, Deck)
Weekly The rooms and its sound equipment are to be inspected and maintained
even if not used. Their cleanliness to be maintained as well.
Building technician,
janitorial
Curtain Wall Weekly The glass exterior is to be cleaned to maintain a good appearance for
daily visitors.
Janitorial
Social media outreach Daily Advertising, announcements and patron interaction should be done in a
manner that gives the impression of an exciting and lively environment.
Media outreach agent
Building safety inspection Yearly Ensure building satisfies fire safety and operational safety requirements. Building safety staff