Project Management (Group)

Ar. Edwin Chan
Nicole Tan Tze Qi
Woon Siu Zhi
Ow Chen Lun
Foo Ming-Wei, Fabien
Alexander Jose Cheah
Hee Kar Hang
0330706
0331301
0326922
0327869
0326803
0328186
Defining and Documenting a Project
K3 Metal Service Centre
Project Management (MGT 60403)

1.0 Project Information
1.1 Introduction to Project and Goals
1.2 Site Location
1.3 Contract Procurement
1.4 Success Criteria
2.0 Project Team
2.1 Organization Structure
2.2 Structure of Architecture Firm
2.3 Roles and Responsibilities
3.0 Stakeholders
4.1 Schematic Design Phase
4.2 Design Development Phase
4.3 Contract Documentation Phase
4.4 Contract Implementation Phase
4.5 Completion and Final Accounts Phase
4.6 Risk Analysis
5.0 Conclusion
6.0 Reference
Table of Contents
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27
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45
57
84
88
89

1.1 Introduction to Project and Goals
Project
Project Site
Architect
Client
Date of completion
: K3 Metal Service Centre
: Lot 30893, No. 1 Jalan TSB 8, Taman Industri Sungai Buloh,
Mukim Sungai Buloh, Selangor Darul Ehsan, Malaysia.
: Ou Yang Architect
: Koi Holdings Sdn. Bhd.
: April 2013
Client
Koi Holdings Sdn. Bhd. is a property investment company which also deals in metal production. Koi
Holdings Sdn. Bhd. is a private company which has been in business for 38 years is situated in
Bangsar, Kuala Lumpur. The client built the warehouse service centre with intentions of using it as a
storage but ended up leasing it off to other companies.
The project consists of:
1. 4 storeys of offices equipped with utilities
2. Storage area for metal goods
1

The site is located in Petaling Jaya, on the edge of Kota Damansara by the Sungai Buloh highway.
The area surrounding the warehouse is occupied by retail shops and warehouses related to the
construction industry such as paint shops, construction material developers and factories. The traffic
in the area is moderate with the traffic mostly being comprised of large trucks and transportation
vehicles to transport goods to and from warehouses.
1.2 Site Location
2

1.3 Contract Procurement
The procurement method that Ou Yang Architect has taken upon is the traditional procurement
method which is quite common within the construction industry. As used in K3 Metal Service
Centre. Ou Yang Architect is flexible in the choices of contractors. They mentioned that their firm
definitely has a choice of contractor for their projects, however, if the client chooses to provide a
choice of their preferred contractor, Ou Yang Architect is willing to accept the clients decision.
How the traditional method works is that it is divided into the design, bid and build. The client then
hires a team of consultants which consist of the architect, civil and structural engineers, mechanical
and electrical engineers, and a quantity surveyor. Then, another team which the contractor is
involved would be meant for building the project up to its physical form. The contractor has no
relation to whatsoever design and planning of the project. Contractors are hired after the design
stage has been completed.
The project then requires a person that would lead the consultants and prepare contracts to
kickstart the project. The architect starts of by preparing tender documents, drawings, bill of
quantities and work schedules. Ou Yang Architect has to provided tenders based on the same
information provided by the client to other competing consultant teams. Finally, the client goes
through the tenders and has the options provided by different consultant teams. He/she then is able
to decide which team has provided the best or cheapest and efficient method in designing or
constructing the project.
3

Success criteria is defined by the quality of the end product and is considered successful or
unsuccessful by the client or stakeholders themselves. There are a few factors otherwise known as
the criterias to deem a project successful which are more often based on the cost of the project, the
time taken to accomplish and the scope.
Cost:
The cost is referred to as the initial price and how well it was maintained within the initial budget or
how much is has blown past the budget. The contract sum is RM4.2 million, however due to Pihak
Berkuasa Tempatan (PBT) requirements and delays, the cost has exceeded by RM375,000. In the
end, the final accounts is RM4.575 million,(in ref to Final Account)
Time:
The time refers to the amount of delays or extensions that was provided. Project was delayed with
valid EOT, due to road and drainage works and PBT requirements. The original date of completion
was set to July 4th, 2013 and the extended date of completion was October 10th, 2013. However,
there were defects found during the final inspection, the date of practical completion became
December 31st, 2013.(in ref to Final Account)
Scope:
K3 Metal Service Centre was successfully built with a warehouse, office, storage and canteen.
1.4 Success Criteria
Success criteria triangle, (source:trevolknelson, 2019)
4

2.1 Organization Structure
2.0 Project Team
Client
Mr. Tan Lam Kiew
Koi Holding Sdn. Bhd. (no Sya. 71035-p)
Architect
Ou Yang Architect
Main Contractor
Nusacon Bina Sdn Bhd
M&E Engineer
AYA Engineer Sdn Bhd
Nominated
Sub-Contractors
C&S Engineer
Pakatan Cergas Sdn Bhd
Suppliers
Quantity Surveyor
HYL QS Consult Sdn Bhd
Design Team Construction
Team
5

2.2 Structure of Architecture Firm
2.0 Project Team
Chief Architect
Ou Yang Chow Meng
Main Architect
Ou Yang Yu Jin
Management Architect
Ivan Yong
Design Architect
Firdaus
Assistant Architect
Ou Yang Architect
6

Client
Mr. Tan Lam Kiew, the founder of Koi Holding Sdn. Bhd has
requested Ou Yang Architect to design a factory for his personal
use. He came up with a few ideas of design and at the same
time provided a budget to the architect. Mr. Tan also contributed
as a clarke of work..
Design Team
Architect
After getting this project from Mr. Tan Lam Kiew (client), Ar. Ou
Yang Chow Min passed the task to his employees to produce the
schematic design of this factory and he will be checking the
drawings for any errors or mistakes. He also assigned his son
Ou Yang Yu Jin to follow up with the clients and the other people
in the organization structure.
M&E Engineer
AYA is one of the engineer companies that have a close
relationship between the architect firm, they provide good quality
work especially in high rise buildings. Most of the high rise
projects of Ou Yang Architect is cooperated with this company.
C&S Engineer
Pakatan Cergas Sdn Bhd is mainly involved in the construction
of hospitals which is what OYA firm always does. This project is
the second project that they cooperate.
Quantity Surveyor
HYL QS Consult Sdn Bhd is a small company that was
suggested by the contractor. There are only 3 people in this
company, they charge at a lower rate while their work quality is
reliable.
2.3 Roles and Responsibilities
2.0 Project Team
7

Construction Team
Contractor
Nusacon Bina Sdn Bhd is a contractor company that is located
at Cheras and consist of 7 people. This contractor is suggested
by Ou Yang Architect and has been chosen by the client through
tender evaluation. Their work quality is not that good and the
work has been delayed for few months. During the construction
time, the architect has received many complaints from the client
especially during construction defects.
Sub-contractor
Sub-contractor is hired by the main contractor to assist during
construction process.
Supplier
The role of a supplier in a construction is to provide high-quality
products or material in a construction process.
8

Stakeholders
There are multiple stakeholders involved in this project, consisting of the key stakeholders which are
the clients, the internal stakeholders which represent the contractors and consultants, as well as the
external stakeholders which are the users and government bodies.
Type of
Stakeholder
Role Name Impact to
Project
Key stakeholder Client Koi holdings Sdn. Bhd. High
Internal Stakeholder Architect Ou Yang Architect High-Medium
Quantity Surveyor HYL QS Consult Sdn.
Bhd.
High-Medium
M&E Engineer AYA Engineer Sdn.
Bhd.
High-Medium
C&S Engineer Pakatan Cergas Sdn.
Bhd.
High-Medium
Main Contractor Nusacon Sdn. Bhd. High-Medium
External Stakeholder Regulatory Bodies Majlis Bandaraya
Petaling Jaya (MBPJ)
High-Medium
Fire and Rescue
Department of
Malaysia (Bomba)
High-Medium
Pos Malaysia High-Medium
Indah Water
Konsortium
High-Medium
Tenaga Nasional
Berhad (TNB)
High-Medium
Telekom Malaysia High-Medium
End Users Workers Low
3.0 Stakeholders
9

Key Stakeholder
The internal stakeholders consists of the architect of the project as well as the appointed
consultants which cover both design and construction parts of the project. They are the main bodies
that carry out the construction process of the warehouse, making sure things go as smoothly as
possible.
The key stakeholder for this project is Koi Holdings Sdn. Bhd. as they are the client of the project.
They are also the paymaster, handling the cost of construction and fees to the other parties involved
in the project. The client has the highest stakes in the project as they have to bear the costs of the
project as well as any additional charge for any changes in drawings or designs.
Internal Stakeholder
The external stakeholders are those from the local councils and the government sectors which are
in charge of the site and area. They are in charge of land use and approvals as well as safety
parameters in the building as well as around it. The local authority in this project is Majlis Bandaraya
Petaling Jaya (MBPJ) which handles all land affairs within its jurisdiction.
External Stakeholder
3.0 Stakeholders
10

Prior to the concept design proposed by an architect, architectural programming is done to discuss
the needs and desires of a client’s new building. It is done through a systematic evaluation of the
interrelated values and needs of a client as well as the surrounding community. At this time, a
cohesive relationship between client and architect forms, and a shared idea for the final building
outcome is visualized.
Once the requirements of the project are determined via the programming process, the schematic
design phase begins. An architect gives shape to a client’s vision through drawings, starting with
design concepts.
The design concept for K3 Metal Service Centre revolves around the idea of a unique,
contemporary and urban character comprising of two blocks. To complement the robustness of the
warehouse attached to it, emphasis on solidity is shown in the design of the office building. To
further enhance character of the building, Ou Yang Architects proposed the idea of a curved roof
that was inspired by a crown piece of chinese emperors.
1. Concept Design
Concept Ideas by Architect
11

1. Concept Design
Sample of Preliminary Sketch Proposal to Client
12

Commonly known as Kebenaran Merancang, a Development Order is a planning permission that is
written and obtained from a local planning authority before any development project can be carried
out. It covers details such as build-up area, number of units and number of parking provided.
2. Submission and Approval of Development Order (DO)
Approved DO Drawing from Authorities
13

DO Approval Letter from Authorities
14

15

16

17

18

19

20

21

22

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3. Gantt Chart for Project Implementation Plan
A Gantt chart is a visual view of tasks scheduled over time. Gantt charts are used for planning
projects of all sizes and it is are a useful way of showing what work is scheduled to be done on
which specific day. It enables the start and end dates of a project in to be seen in a simple view.
Thus, an architect and the consultant team involved are able to quickly understand how many tasks
a project contains and how much time they require.
Advantages of a Gantt Chart :
● Clear visual overview of a project
Team members can get a clear picture of what is going on in a project
● Tasks prioritization
Gantt charts open opportunities to classify tasks according to their priority
● Progress tracking
Allows progress to stay on track thus ensuring that everything is moving in the right
direction
● Time and deadline management
All the dates in a project are clearly defined and makes it impossible to miss any deadline
● Resource management
Managers are able to effectively allocate resources and assign more duties to those
members who underperform
● Dependencies between tasks
Gantt charts give a clear overview of all dependencies as tasks are connected to each
other in reality: the end of one task gives a start to another
● Baseline
This feature allows seeing the current project status and comparing it with what was
planned from the very beginning, thus helps managers to foresee and avoid risks
24

3. Gantt Chart for Project Implementation Plan
Planned Gantt Chart for K3 Metal Service Centre
The project for K3 Metal Service Centre started in October 2012 and the estimated date of
completion was set to be in April 2013. However, due to issues of road and drainage works as well
as PBT requirements, the extended date of completion was on the 10th October 2013.
25

4. Preliminary Detailed Abstract
Preliminary Detailed Abstract (PDA) is an assessment of activities and processes needed to be
carried out before construction begins. Such assessment may involve discussions between
contractor and quantity surveyors several times until it is deemed complete. Preliminary detailed
abstract is a process where initial cost estimate begin.
This process can be done by one or both of the method:
Unit of End Product Method
This method makes use of units of end product obtained from the project summary or work
obtained through measurement of the initial design and layout of site. This unit end product will
then be multiplied to the unit rate of the product to get the cost estimate.
Approximate Quantity
Using approximate quantities of the work, initial cost estimates are predicted. This is usually based
on provisional measurement of the initial design and layout plan. The quantities will then be
multiplied to the unit rate. The method used for cost plan are based on type of works and cost
information given. If the cost information cannot be applied to unit end method, then approximate
quantity method will be used.
Template for Preliminary Detailed Abstract
26

1. General Arrangement Drawings (GA)
General arrangement drawings present the overall composition of an object such as a building.
Depending on the complexity of the building design, this is likely to require a number of different
projections, such as plans, sections and elevations, and may be spread across several different
drawings.
These drawings are likely to be prepared at each stage of development of a building design,
showing the overall relationship between the main elements and key dimensions. The level of detail
will increase as the project progresses and they may need to be supplemented by more detailed
drawings, showing specific elements and assemblies. On very simple projects these may be
included on the general arrangement drawings themselves, but generally, separate drawings will be
required.
attach drawings from architect
General Arrangement Drawing showing Section XX and Section YY
27

1. Submission and Approval of Building Plans (BP)
Building plans are submitted to obtain the formal approval by a designated government agency as
meeting the requirements of prescribed codes. It is an authorization to proceed with the
construction or reconfiguration of a specific structure at a particular site, in accordance with the
approved drawings and specifications.
Cover Letter for BP Submission
28

Approved BP Drawing from Authorities
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Approved BP Drawing from Authorities
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Building Plan Approval (With Condition) from Authorities
31

Building Plan Approval (With Condition) from Authorities
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Building Plan Resubmission Cover Letter
33

1. Tender Drawings
Tendering is the process of making an offer, bid or proposal in response to an invitation or request
for tender. Clients will seek other businesses to supply goods or services, then select an offer or
tender that meets their needs and provides the best value for money.
A) Invitation To Tender
An invitation sent out by HYL QS Consult to selected tenderers contains the payment amount and
procedures for submission of completed tender documents to the client by 7th May 2012.
Invitation to Tender
34

1. Tender Drawings
B) Opening of Tender
After tender documents have been submitted by interested tenderers, a formal tender opening
procedure where the tenders are officially opened will be carried out to keep the tendering process
more transparent. A summary of tenders will be made by the hired quantity surveyor.
Summary of Tenders by Quantity Surveyor
35

1. Tender Drawings
C) Tender Report
A tender report by the quantity surveyor is done to evaluate and compare the tender sum given by
respective tenderers. HYL QS Consult cross-checks the value quoted with the amount of work to be
done to ensure that the price given covers all areas needed for the project. Nusacon Bina Sdn.
Bhd. was the only tenderer that successfully quoted a sum without an arithmetical error.
Tender Report by Quantity Surveyor
36

D) Tender Interview
Mid-tender interviews are held to allow for clarification of matters that might otherwise lead to an
inaccurate tender being submitted. Only shortlisted tenderers that best meets the client’s needs
and offers the best value for money are invited for the interview. These interviews also help to
prevent tenderers from submitting low prices and then find ways to charge more once the contract
has been secured with the client.
1. Tender Drawings
Tender Clarification Interview Invitation from Quantity Surveyor
37

After the conduction of tender clarification interviews, the few shortlisted tenderers would be
required to submit a revised tender based on the issues raised and amendments made during the
interview with the architect and client. Careful process of assessment will then take place to
preferred tenderer. This is known as tender evaluation.
1. Tender Drawings
Request for Revised Tender Submission
38

2. Bills of Quantity
Sometimes referred to as 'BQ', this is a document prepared by the quantity surveyor that provides
project specific measured quantities identified by the drawings and specifications in the tender
documentation. The bill of quantities assists tenderers in the calculation of construction costs for
their tender as it means all tendering contractors will be pricing the same quantities prepared by a
quantity surveyor, providing a fair and accurate system for tendering.
The contractor tenders against the bill of quantities, stating their price for each item. As the offer is
built up of prescribed items, it is possible to compare both the overall price and individual items
directly with other tenderers' offers, allowing a detailed assessment of which aspects of a tender
may offer good or poor value.
Sample of Bills of Quantity
39

3. Letter of Award
Also known as an award letter, this document is sent by a client as written confirmation that a
tenderer has been successful and will be awarded a contract. It is usually sent out together with
letters to unsuccessful tenderers. The letter will typically contain details of the amount of the award,
the date of the award, and when the contract will be signed. In this case, Nusacon Bina Sdn. Bhd.
was the preferred tenderer selected by client as they offered the best price for works needed based
on the bills of quantity.
Letter of Award from Architect
40

3. Letter of Award
41

3. Letter of Award
42

3. Letter of Award
43

3. Letter of Award
44

After the project has been approved, the next step is to assemble a project team and to start
planning to manage the project so it can be achieved its goals within budget, time and materials.
The project plan would assemble production information to allow everything on site to run smoothly.
This includes:-
a) Brief Site Supervisor Staff List
b) Initial Project Meeting & Agenda
c) Project Meeting Minutes with attendance sheet
d) Weather Report
e) Site Daily Report
f) Authorities Requirement
A) Brief Site Supervisor Staff List
With this information, the project team has access to the site supervisors’ contact at their
convenience when there is a need to deal with a matter of urgency. Due to the client’s request to
save cost, there was no Clerk of Work situated on site. The site supervisors are appointed from the
contractors’ end along with client’s supervision.
B) Initial Project Meeting & Agenda
The first project meeting is set by the project architect as an act of commencing the project. The
project meeting agenda is sent to the project team about a week before the tentative date of
meeting to ensure that the project team take note of the meeting and the topics that would be
brought up on that day effectively. The Client-Consultant Meeting (CCM) is held once every two
weeks.
C) Project Meeting Minutes with Attendance
After the first meeting, a meeting minutes would be prepared either by the architect documenting
the things and issues that were discussed in the meeting. Meeting minutes are prepared as an act
of protection for when there is a moment of dispute between project team members. Once the
meeting minutes is prepared, a copy is sent to the client for record.
4.4.1 Project Planning
45

1. Project Minutes with Attendance
Project Minutes from Architect
46

47

48

D) Weather Report
As prepared by the site supervisor to document the weather. This information was useful for Ou
Yang Architects when it comes to cross checking the contractor’s claim and its’ delay in time for
the project. The shaded areas represent the time of the day that there bad weather is present.
H) Site Daily Report
The site diary is prepared by Mr.Mohd Saufi to report the work done by the contractors and
anything happened on the site. According to Ou Yang architects, urgent matters related to site are
dealt through phone communications first, and any changes and actions are taken down in the
site diary. A sample of the site diary was not given by Ou Yang architects.
49

F) Authorities Requirement
- Borang B
Borang B is a form addressing to MBPJ regarding the notice to start setting out in
preparation for the construction. The notice was sent to the MBPJ four days before the
construction period.
50

After project planning, this includes:-
a) Schedule of Site Meetings
b) Joint Site Inspection
c) Monthly Progress Report
d) Contractors Claim
A) Schedule of Site Meetings
A schedule of site meetings would be shared and discussed to have a site meeting once every two
weeks with the contractors, engineers, client and the architect. The schedule of the site meeting is
sent at the earlier stages, or the initial stage.
B) Joint Site Inspection
A joint site inspection is conducted after every site meeting to monitor the progress of the
contractors and to ensure everything was running smoothly. For this project, the site inspection is
normally conducted by the client himself or with the project architect after the site meeting. After the
site inspection, the client documents the defects and areas that needs to be attended and is sent to
the project architect to liaise with the contractors.
4.4.2 Operation On Site
51

B) Joint Site Inspection
Photos are taken and labelled, where the areas that needs to be attended.
C) Monthly Progress Report
A monthly progress report is prepared by the contract administrator during the construction phase
with an update of once every two weeks. The report includes a summary of the progress made by
the contractors, analysis of progress against the programme, explanation of any delays, progress
photos, assessment of health and safety on site and any instructions from the architect.
Progress Report Cover Page
52

The progress report starts with an overview of the progress of construction. The table consist of the
tasks needed to be done and its’ initial starting date and its’ initial completion date, followed by a
comparison of the previous report’s progress and to date report progress with any additional
remarks.
Taking the work on the down pipes as an example, the scheduled progress from the previous report
is 70% but the actual progress is only 40%. All downpipe works should be done by 5th of
September, but as at 12th of September, the progress remained at 40%. This concludes that there
is a delay in construction.
concept design sketches from architect
Progress Report
53

The Gann chart shows the overview of the proposed construction schedule. The shaded area
represents the actual construction progress up to date. This overview helps to show the amount of
delay in construction this project has. The following chart also shows the ideal S curve for
scheduled work progress, but the line graph has a steady gradient instead.
54

D) Monthly Progress Report
A monthly progress report are prepared by the contract administrator during the construction
phase with an update of once every two weeks. The report includes a summary of the progress
made by the contractors, analysis of progress against the programme, explanation of any delays,
progress photos, assessment of health and safety on site and any instructions from the architect.
concept design sketches from architect
Progress Report
55

D) Contractors Claim
Progress claims are used to assess and maintain the contractor’s claims for work which has been
completed to date. The original contract sum is a single fixed value, each claim is expressed as a
single amount for the completed work done. The progress claim is submitted to the client for
progress payment every month, instead of a large sum payment to be fair for both parties.
56

After the project has been approved, the next step is to assemble a project team and to start
planning to manage the project so it can be achieved its goals within budget, time and materials.
The project plan would assemble production information to allow everything on site to run smoothly.
This includes:-
a) Final Inspection
b) Authorities Requirement
c) Certification of Practical Completion
d) Handover Building
e) Final Valuation Certificate
f) Final Accounts
A) Final Inspection
After the final meeting, the final inspection is conducted. During the final inspection, there were a
few defect items that needed to be attended immediately by the contractors. The final inspection is
important to ensure that the quality and safety of the building is well assured.
4.5.1 Completion
57

a) Borang G1 - G21
58

B) Authorities Requirement
- Borang G1
Borang G1 is a form consisting of the component “Kerja-Kerja Tanah”. It is a form submitted
to MBPJ on the action of conducting earthwork and making sure everything complies with
“Pelan Kerja-Kerja Tanah”. This form is submitted with the signature of the contractor in
charge along with his license attached.
59

- Borang G2
Borang G2 is a form consisting of the component “Perancangan Tanda”. It is a form
submitted to MBPJ on the action of setting out and setting up signages at the site. This form
is submitted with the signature of the contractor in charge along with his license attached
and the land surveyor’s licence.
60

- Borang G3
Borang G3 is a form consisting of the component “Asas Tapak”. It is a form submitted to
MBPJ on the action of starting and completing the foundation. This form is submitted with
the signature of the contractor in charge along with his license attached.
61

- Borang G4
Borang G4 is a form consisting of the component “Strucktur”. It is a form submitted to MBPJ
on the action of structure works. This form is submitted with the signature of the contractor
in charge along with his license attached and the civil engineer’s licence.
62

- Borang G5
Borang G5 is a form consisting of the component “Perpaipan Air Dalamanr”. It is a form
submitted to MBPJ on the action of internal water plumbing. This form is submitted with the
signature of the contractor in charge along with his license attached and the mechanical
engineer’s licence.
63

- Borang G6
Borang G6 is a form consisting of the component “Perpaipan Sanitari Dalaman”. It is a form
submitted to MBPJ on the action of internal sanitary plumbing. This form is submitted with
the signature of the contractor in charge along with his license attached and the mechanical
engineer’s licence.
64

- Borang G7
Borang G7 is a form consisting of the component “Elektrikal Dalaman”. It is a form
submitted to MBPJ on the action of internal electrical. This form is submitted with the
signature of the electrical engineer in charge along with his license attached.
65

- Borang G8
Borang G8 is a form consisting of the component “Menentang Kebakaran (Pasif)”. It is a
form submitted to MBPJ on the action of passive fire implementations. This form is
submitted with the signature of the contractor in charge along with his license attached and
the project architect's signature after Bomba Approval.
66

- Borang G9
Borang G9 is a form consisting of the component “Menentang Kebakaran (Pasif)”. It is a
form submitted to MBPJ on the action of active fire implementations. This form is submitted
with the signature of the contractor in charge along with his license attached and the
mechanical engineer’s signature after Bomba Approval.
67

- Borang G10
Borang G10 is a form consisting of the component “Pengudaraan Mekanikal”. It is a form
submitted to MBPJ on the action of mechanical ventilation. This form is submitted with the
signature of the mechanical engineer along with his license attached.
68

- Borang G11
Borang G11 is a form consisting of the component “Pemasangan Lift/Eskalator”. It is a form
submitted to MBPJ on the action of setting up escalator. This form is submitted with the
signature of the mechanical engineer along with his license attached.
69

- Borang G12
Borang G12 is a form consisting of the component “Bangunan”. It is a form submitted to
MBPJ on the action of building purposes. This form is submitted with the signature of the
civil engineer along with his license attached.
70

- Borang G13
Borang G13 is a form consisting of the component “Sistem Bekalan Air Luaran”. It is a form
submitted to MBPJ on the action of external water supply. This form is submitted with the
signature of the licensed plumber along with his license attached and signed by the civil
engineer.
71

- Borang G14
Borang G14 is a form consisting of the component “Retikulasi Pembetungan”. It is a form
submitted to MBPJ on the action of sewerage reticulation. This form is submitted with the
signature of the licensed plumber along with his license attached and signed by the civil
engineer.
72

- Borang G16
Borang G16 is a form consisting of the component “Sistem Bekalan Elektrik Luaran”. It is a
form submitted to MBPJ on the action of external electrical. This form is submitted with the
signature of the person in charge along with his CIDB license attached and signed by the
electrical engineer.
73

- Borang G17
Borang G17 is a form consisting of the component “Jalan Dan Parit”. It is a form submitted
to MBPJ on the action of road and drain. This form is submitted with the signature of the
contractor along with his license attached and signed by the civil engineer.
74

- Borang G18
Borang G18 is a form consisting of the component “Lampu Jalan”. It is a form submitted to
MBPJ on the action of street lighting. This form was not applicable for the project so the
form was not needed to be submitted.
75

- Borang G19
Borang G19 is a form consisting of the component “Parit Luaran Utama”. It is a form
submitted to MBPJ on the action of external main drain. This form is submitted with the
signature of the contractor’s along with his license attached and signed by the civil engineer.
76

- Borang G20
Borang G20 is a form consisting of the component “Telekomunikasi”. It is a form submitted
to MBPJ on the action of telecommunication. This form is submitted with the signature of the
contractor along with his license attached and signed by the electrical engineer.
77

- Borang G21
Borang G21 is a form consisting of the component “Pandangan Darat”. It is a form
submitted to MBPJ on the action of landscape. This form is submitted with the signature of
the contractor along with his license attached and signed by the landscape architect.
78

- Borang F
Borang F is a form also known as Certificate of Completion and Compliance (CCC), is
submitted to the authorities to notify the completion of construction of the building. Borang F
is usually submitted with Borang G 1 - 21. The form is submitted after the final inspection.
79

C) Certification of Practical Completion
After the final inspection, the certificate of practical completion (CPC) is issued dated 31st
December 2013, even with notable defects found on site. Due to this issue, the client is notified and
is informed to obtain an agreement from the contractor that they will complete the defect works by
13th January 2014 with a liability period of 12 months.
80

D) Handover Building
With the agreement between client and contractor over the defects reporting procedure, the
handover is still done smoothly on the 1st of January 2014. After the handover, the contractors are
no longer responsible for the site and client’s security.
81

E) Final Accounts
After all defects have been rectified, final payment is to be made to the contractors as per the
contract. This preparation is the process of calculating any adjustments added into the contract
sum so that the final payment can be determined. For this project, the contract sum is RM4.2
million, but due to the project delay and liquidated and ascertained damages., there is a nett
increase of around RM401,000. This results in a final payment of RM4.6 million, which is agreed by
both parties - client and the contractor.
82

F) Final Valuation Certificate
The final certificate is issued by the contract administrator at the end of the defects liability period or
when the construction contract is finally completed. This has an effect to release remaining
payments to the contractors. The value of the final sum will be based on the final account agreed
by the cost consultant and the contractor. The date of issue for the certificate is 15th of March 2015,
which is within the defects liability period and after all defect works are done.
83

Risk in a Project
There are risks in every project in the construction industry from the schematic design phase to its
final phase, completion and final accounts phase. However, some risks can be avoided or solved
with enough analysis and consideration. Below are the lists of existing risks according to the
different phases of the project.
Schematic Design Phase
Risk Description
Personnel/Items
Involved
High Authority Requirement The authority implements additional
requirements to the design, some
which are not stated formally in any
document resulting in several
rejections and amendments of design.
- Authority
- Architect
- Time
- Energy
Bad Coordination of
Development Order
The respective personnel in the
project did not work closely enough to
coordinate their work properly
resulting in confusion and the need to
amend documents and drawings.
- All consultants
in project
- Time
- Energy
4.6 Risk Analysis
84

Design Development Phase
Risk Description
Personnel/Items
Involved
Bad quality of clarification on
informations and drawings
(RFI)
The specifications and information
input from the engineer are unclear,
causing the QS to be unable to
proceed with cost estimation.
- All consultants
in project
- Time
- Energy
Contract Documentation Phase
Risk Description
Personnel/Items
Involved
Variation of cost from
contractor’s quotation
When quotation of prices from
contractors varies from its estimated
price by QS, it causes confusion and
more discussions with the contractor
to justify the value.
- Architect
- Client
- Contractor
- Time
- Cost
4.6 Risk Analysis
85

Contract Implementation Phase
Risk Description
Personnel/Items
Involved
Bad quality of workmanship The quality of work done by the
contractors are bad with cracks and
uneven finishes, requiring
reconstruction and polishing of certain
elements.
- Contractor
- Site workers
- Time
- Energy
- Cost
Delayed progress of work The chain effect from RFIs and bad
quality of work result in the lost
tracking of scheduled progress,
prolonging the whole project period.
- All consultants
in project
- Contractor
- Client
- Time
- Energy
- Cost
False progress report The current progress of work as
stated in the report varies from the
result of site inspection, resulting the
need of more site meetings to justify
the delay and the bad information on
the progress report.
- Architect
- Client
- Contractor
- Time
Absence of Clerk of Work For saving cost, the client did not hire
a Clerk of Work to aid on site
inspections and to inform the
architect. But instead, the client does
the site inspection on his own accord
and informs the architect directly. Due
to the informal way of work, some
progress may take longer time.
- Architect
- Client
- Time
- Energy
- Cost
4.6 Risk Analysis
86

Final Completion Phase
Risk Description
Personnel/Items
Involved
Delayed payment from client The client delay the payment to the
project due to the pending defects and
his fulfillment of a completed project,
but at the meantime the contractor
suffers from the lack of motivation to
repair defects due the delayed
payment.
- All consultants
in project
- Client
- Time
Quality of work (Post
construction defects)
Chained effect from the bad quality of
work, continuous number of defects
continue to show up, the contractor is
required to get back to site for the
defects repair.
- Client
- Contractor
- Time
- Energy
- Cost
Extension of project period
(EOT)
Along with the miscoordination and
delayed speed of construction, the
project period eventually prolongs and
therefore EOT is required. The EOT
prolongs the project period, which
proportionally increase the cost of the
whole project.
- All consultants
in project
- Client
- Time
- Cost
4.6 Risk Analysis
87

5.0 Conclusion
This project has allowed us to understand the multiple stages of project management as well as the
documentation stages which are critical in a construction project. The different parties in an
organisation have a hand in the project making the authorities, clients and consultants important
stakeholders. It is important to define and understand the roles and responsibilities of these parties
so that all aspects of the construction process is accounted for and is coordinated well throughout
the project.
We are also able to understand the multiple layers of documents and their respective phases
starting from the beginning up until the final forms of completion and compliance. Through this we
have learned that communication between the parties to handle the documentation side of a project
is very important as the time taken and needed to complete these phases are short and must be
done efficiently to not stall the project.
Ultimately, an architect has to ensure that every party plays their role well and efficiently while
coordinating the project to bring about the best possible outcome. As an architect and a project
manager, it is also important to listen to the advice and concerns regarding the project given by the
consultants and contractors as teamwork is the needed to complete the project as quickly and as
smoothly as possible.
88

5.0 References
1. Designing Buildings Wiki Share your construction industry knowledge
www.designingbuildings.co.uk. (2019, July 24). Retrieved from
https://www.designingbuildings.co.uk/wiki/Traditional_contract_for_construction.
2. hiewliming Follow. (2016, November 26). Traditional procurement method. Retrieved from
https://www.slideshare.net/hiewliming/traditional-procurement-method.
3. Higgins, A. (2017, September 1). Construction Document Management For Risk Mitigation.
Retrieved from https://connect.bim360.autodesk.com/construction-document-management.
4. Turner, H. H., Turner, J. H., & Maynard, R. J. (1974). Architectural practice and procedure: a
manual for students and practitioners. London: Batsford.
www.designingbuildings.co.uk. (n.d.). Retrieved from
https://www.designingbuildings.co.uk/wiki/Traditional_contract_for_construction.
6. hiewliming Follow. (2016, November 26). Traditional procurement method. Retrieved from
https://www.slideshare.net/hiewliming/traditional-procurement-method.
7. Westland, J. (2019, September 27). The Triple Constraint in Project Management: Time, Scope &
Cost. Retrieved from
https://www.projectmanager.com/blog/triple-constraint-project-management-time-scope-cost.
https://www.designingbuildings.co.uk/wiki/Handover_construction_site_to_the_client.
https://www.designingbuildings.co.uk/wiki/Practical_completion.
https://www.designingbuildings.co.uk/wiki/Final_account.
https://www.designingbuildings.co.uk/wiki/Construction_progress_report.
89

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