The document provides details of a project proposal for a Traditional Games and Recreation Park in Taman Tasik Titiwangsa, Kuala Lumpur. It includes a project introduction outlining the project brief, site context, objectives and goals. A design analysis through SWOT and PESTLE is presented. The proposed programme includes a mix of traditional, present and future recreational activities. Stakeholders include the Ministry of Youth and Sports, Tourism Malaysia and Kuala Lumpur City Hall. Design sustainability strategies incorporate activities within the landscape, a green roof, and a feature wall. The massing and layout maximize green space while minimizing building footprint.

1. School of Architecture, Building and Design
Bachelor of Science (Honours) in Architecture
PROJECT MANAGEMENT
(MGT60403/ARC3614)
PROJECT 2: DOCUMENTATION OF A MEDIUM SIZED PROJECT
Name: Tan Wen Hao
Student ID: 0319923
Tutor: Mr. Emmanuel
Marks for 3 components: (1) _____/10 (2)_____/10 (3)_____/10
Total: _____/30
Proposed project: Traditional games and recreation park @ Taman Tasik Titiwangsa

2. CONTENT
1. Project Introduction
• Project Brief
• Site Introduction
• Client’s Brief
• Project Objectives
• Project Goals
2. Design Analysis
• SWOT analysis
• PESTLE analysis
3. Design Viability
• Proposed Programme
• Stakeholder Profile
4. Design Sustainability
• Massing strategy diagram
• Design Features
• Massing & Layout
• Gross Floor Area (GFA)
5. Project Procurement, Resources Planning and
Organization Structure
6. Risk analysis & Migitation Strategy
7. Maintenance Strategy
• Program Maintenance
• Building & Site Maintenance
8. Others
• Project Success Criteria
• Work Breakdown Structure (WBS)
• Gantt Chart

3. 1. Project Introduction
• Project Brief
The project acts as a solution to the unlifeliness and absence of diverse activities
available in Taman Tasik Titiwangsa. It is also a response to an national issue, the
decline of intangible cultural heritage, the traditional games of Malaysia.
Therefore, the “ tradtional games and recreation park” envisage to revive the
community by introducing new activities to site to and at the same time, bring the
traditional games back to the spotlight, to attract and educate the young to the
diversify experience.
As the site is located beside the strategic park, the project took advantage to build
“an extension of a park”, bringing in pedestrian to the building where activities
happens within landscape.
• Site Introduction
Site is located in Taman Tasik Titiwangsa, behind one of Kuala Lumpur main
access route, Jalan Tun Razak, and surrounded by the heritage museum belt
(Istana Budaya, National Library, Fine Art Museum). However, looking into a closer
shot, only traditional dance and play, literature and fine art are in these
institutional icons, with the expection of the traditional games of Malaysia.
On the other hand, the site is famous for its recreation park. Since its opening in
1975, the park offers various activities such as horse riding, go Kart, water sports
and more but due to its poor management, the park no longer provide these
diversed activities, leaving only jogging, cycling and playground which is identical
to the current condition of Taman Tasik Perdana as well.
Stadium Titiwangsa and existing tennis court on site offers community recreational
sposrt but they are of private management, which are not available for the public.
Sitting adjacent to one of the main ingress point of Taman Tasik Titiwangsa, the
site is a potential spot to invite the human circulation from the plaza in front of the
site all the way into the compound.
New sports
(recreational)
Traditional
games
Extension of
park
@Off Jalan Tembeling @ TTT

4. 1. To be a hybrid of a recreation park, introducing new activities in beside being a
traditional game center.
2. Design to blend in with surrounding, not to be too high and vibrant color selection,
breaking the harmony of the site between the site and surrounding.
3. Design to introduce water feature and maximize green to break down building massing.
4. Park for all walks of life, activities/ design for kids and old folks, and to be disabled
friendly.
• Client’s brief
The Heritage of Malaysia Trust
Ministry of Youth and Sports (KBS) established in 1953 with the
establishment of Cultural Division under Welfare Department responsible
for youth. The mission is to create an enabling environment and act as a
catalyst and facilitator for the promotion and development of youth and
sports at regional, national and international levels. KBS visualizes to be
responsive to the aspirations and needs of youth, empowering them for a
better future and fostering a culture of sports among the citizens.
1. To create awareness and public support for conservation so as to ensure
the survival of our built heritage
2. To influence policy so as to create a conservation-friendly environment
3. To promote education so to develop an understanding of our tangible and
intangible heritage as an expression of our history and identity
4. To be a technical response as the national knowledge-base for
conservation skills
The project is to collaborate with Badan Warisan Malaysia to create a platform
to practice and educate the young of traditional games, and at the same time
providing up-to-date recreational and sports facilities in a hybrid building. The
project is to provide solution and consideration of the following:
• Project Objectives
• Project Goals
1. To fully deliver client’s brief and fulfill requirement during project timeframe
2. To work within client’s budget and to suggest best design and not to overdesign building.
3. To minimize any potential risk and provide best migitation strategy to avoid any loss
during construction period.
4. To provide gool control and monitoring of work , making sure that project is in it’s finest
quality in terms of work and end-product.
Short term
provide consultation on technical and design aspect of construction, making sure that all
memebers of project team are able to provide professional service and contribute to outcome
Medium term
Provide new hangout spot for youth and diverse activities for the community and help in
reviving Taman Tasik Titiwangsa as a support landmark.
Long term
“Traditional games and recreation park” to contribute to the preservation of intangible cultural
heritage of Malaysia and making an impact by leading in officially introducing street sports
such as parkour and skateboarding in Malaysia.

5. 2. Design Analysis
• SWOT analysis
S W
OT
Buffer zone
Site act as buffer zone between residential area within neighbourhood
and institutional area facing Jalan Tun Razak, creating an social envelop
for residents and outsiders.
Surrounding
1. KL skyline as site background to be fully utilised
2. Site having the opportunity of design overlooking lake.
Accessibility
Lack of access possibilities, crowd can only access from one side of side
(Jalan Temerling)
Vehicular situation
Illegal parking at both side of Jalan Temerling causing traffic jam from
time to time
Sun shading
Minimal shading on site as site is off existing park. Also, existing
building in vicinity are fo 4 stories or lower
Node
1. Existing node located across site, small jetty/ cycling plaza to be
potential user spot
2. Site to be a potential “extension” of park, giving familiarity to
future user
Entry point
Single entry point, to focus user ingression, entry point being potential
social anchor.
Noise
Periodical noise is detected, especially during school break hours and
morning jogger surge period.
Safety
Neighbourhood is not a gated community, homeless people can be
spotted time-to-time in Titiwangsa park, mostly during night time.
Road condition
Littering can be found in site and informal dumping ground due to
human irresponsible behaviour.

6. • PESTLE analysis
Political
Site is under open space, recreational and sports facilities land use includes city park,
neighbourhood park and DBKL-managed sport and recreational facilities. DBKL is
also the main stakeholder of this project in terms of green space development,
provision of infrastructure. Waste removal, economic and social development.
During construction period, dismentlement of the existing sport facilities is to be
carefully taken care of and site boundary is to be clarified with related authorities to
avoid land trespassing during construction period.
Economical
The project is to seek full support from DBKL as the main management body as
Badan Warisan is of non-profit organization. Revenue will be mainly based on
membership fees and public funding, in hope in making the project an attraction
spot to boost the neighborhood economical value.
Sociological
Residents around the neighbourhood are mainly consist of higher social class, this
can be reflected on the higher ‘avergae per square meter’ and settlement pattern.
However, in terms of social groups, Taman Tasik Titiwangsa is rather diversed and
saturated mainly contributed to the existing park, bringing all walks of life into the
neighborhood. In addition, the secondary and primary school in the vicinity results
in a surge of teenagers, being the majority social group anchored on site.
Technological
The building is to introduce new technologies to keep pace with the digital world, such
as introducing VR 360 indoor sport to keep relevance to the current trend and target
the young. Building is to be carefully constructed as the site sits on a soft pre-mining
ground, where technology can be introduced in measuing soil condition and proper
way of construction.
Legality
According to DBKL, structures around the area are not to exceed 5 stories (refer ‘
Landmark height control zone’) to maintain a continous KL skyline viewing from Taman
Tasik Titiwangsa. Building is also to be applied with DBKL in terms of building setback,
which is to provide 2m planting strip and 6m offest from the building compound,
easing bomba access and other services. Besides, building is to be OKU-friendly and to
incorporate green features.
Environment
The park and surrounding is managed by DBKL which provide time-to-time
beautification from plant trimming to road cleanup to repavement. However,
occasional littering can be spotted, as well as informal dumping ground, resulted from
irresponsible human behaviour. Fine should be implemented in keeping the park
clean and inviting as a whole . Site has minimal sun shading as it is miles away from
park’s tall trees, therefore in terms of design and material selection, architect is to
tackle these issues and provide solution.

7. 3. Design Viability
• Proposed Programme
Timeless
Programmes that are design to cater for all walks of life, ranging from past (traditional)
games, present which are games that are available in Malaysia but not introduce to
site and future sports which the building intend to officially introduced these oversea
sports into the park.
Dedicated spaces
Activities like wau-making, rock-climbng, and skateboarding required dedicated
spaces which covers around 70% of the functional spaces. Future sports faces the main
access, bringing the young into the building and showcasing the vibrance and energy
of the recreational park. Present activities like rock-climbing located around the feature
wall that slices through the bulding, showing boldness and attract crowds from park.
Past activities are located within ground level of building, each activity have dedicated
room, lecture hall and workshop are also provided in educating the young.
Hybrid spaces
The concept is to have functions overlap each other in having building in its most
compact form, minimizing the massing, making site as quiet as possible. Outdoor ball
games like sepak takhraw (past), futsal (present) and dodgeball (future) can share a
same court, taking the biggest dimension of the three, making the field flexible in
terms of function and target user group. Similar approach goes to shared court below
shared by three activities.

8. • Skateholders profile
Ministry of Youth and Sports (KBS) is the ministry that is responsible for youth,
sport, leisure, stadium, youth development, recreation and more. Hopefully this
project is able to raise the bar of our sport facilities standard and introduce to more
youths of Malaysia. Being the main client of this project, KBS is to provide full
financial support throughout project timeframe and future maintennace as the
project is listed as a public recreational and sport facilities.
The Tourist Development Corporation of Malaysia (TDC) was established on 10
August 1972, popularly known as Tourism Malaysia, the board aim to promote
Malaysia domestically and internationally. The mission is to make Malaysia an
outstanding tourist destination, showcasing it’s unique wonders, attractions and
cultures, enhancing Malaysia's share market for meetings, incentives, conventions
and exhibitions (MICE). The ‘traditional games and recreation park’ will be listed as
one of Malaysia new tourist attraction spot to-be-visit and Badan Warisan will be
constantly promoting the project in hands with Tourism Malaysia.
Kuala Lumpur City Hall or Dewan Bandaraya Kuala Lumpur (DBKL) is
established after the city was officially granted city status on 1 February 1972.
The mission is to make Kuala Lumpur a world class city by the year 2020, which
was manifested in the Kuala Lumpur Structure Plan 2020 as the foundation for
the physical development of Kuala Lumpur . DBKL will be the main financial
support for this project as this is listed as a public sports and recreational
facilities and to be supervise the whole construction timeframe by DBKL
Titiwangsa branch office.
Badan Warisan Malaysia (Malaysian Heritage Trust) is a non-government
organization formed in 1983, concerned with the conservation and preservation
of tangible and intangible heritage. The mission is.to create awareness and
public support for conservation so as to ensure the survival of our built heritage
and to influence policy so as to create a conservation-friendly environment.
BWM will have their office anchored in the building, being the main
management body in collaboration with KBS, to promote education to the youth
so as to develop an understanding of our built heritage as an expression of our
history and identity.

9. 4. Design Sustainability
• Massing strategy diagram
The main design approach is to make the building as quiet as possible. Different
from conventional building massing, the building wanted to create an “activities
within landscape” approach, therefore the front part of the site is lowered down
to road level, forming a artificial hill all the way up to the back. Steps span across
the hill, interfered with parkour course, all the way up to the administrative
building, which is the only main massing of the park. The building is designed
to be its most compact form, minimize building footprint and to maximize the
green, therefore hybrid spaces are kept at 2 stories or below with shared court
reaching all the way to lower gorund.
The intention of the park is to draw visitor in from the front garden and have
activities around the landscape such as parkour, rock-climbing and further draw
them into skateboarding space and hybrid spaces.
• Design features
Activities around landscape
The parkour course and street skateboarding is designed to intercept with the main
circulation. The intention is to increase softscape and lower hardscape but at the same
time fulfilling the requirement of space. Water feature runs throughout the park from
interior to indoor-outdoor spaces, and glass wall is used for hybrid space to make the
building “light” and focuses on horizontal elements.
Greenroof
Roof garden is designed with water fountain, merging the water body to the lake when
standing on the rooftop. Planter boxes and plantation strip are introduced to minimise
the building footprint and compensate it on the rooftop.
Feature wall
The feature wall slices through the park, showing boldness and liveliness nature of the
park. Being a functional wall, the lower part serves as part of the parkour course, with
ropes and loops hanging down. The middle part serves as rock-climbing from lower
ground up to the top. “Traditional games and recreation park” signboard will be placed
at the highest spot to attract the public .
Circulation
Circulation is positioned based on sun-shading and wind-circulation to maximise
natural ventilation and steps all the way to interior of building to draw the crowd up.
Feature wall

10. • Massing and layout
Ground floor plan
First floor plan
Second floor plan Lower ground floor plan
Front garden and parkour course faces directly to the lake, and skateboarding park utilizes the void, created by the
artificial hill (steps). Lecture room, board game rooms and workshops at ground floor of administrative building. Drop-off
is at the back of site, separating vehicular and human circulation. He steps leads the user all the way in to the lobby at first
floor, which is where the café and management office is located. Second floor features a cafeteria, providing seamless
view of the park and private dormitory at the back. Rooftop garden is incorporated with a pond with water fountain and
greeneries. Lower ground floor serves as rock-climbing training ground and secondary entrance of hybrid court. Above
the hybrid court is the hybrid field, which is same height with first floor of administrative building.
Overview of the massing
Indefinite possibilities of experiencing the
building. Ramps, steps and parkour course
waiting to be discovered
Parkour course
Steps (circulation) blended in parkour course
triggers youth to experience the space

11. Floor Spaces Gross Floor Area (GFA)
Ground floor Administrative building Lecture room 34.43m
2
Board game room 32.24m
2
Corridor 37.88m
2
Wau workshop 25.55m
2
Lift core 46.54m
2
M&E room 12.39m
2
Unloading bay 119.9m
2
Skateboarding park 210.34m
2
Toilet 82.13m
2
Hybrid building Hybrid court 448 m
2
Total GFA 1049.4m
2
Lower ground floor Rock climbing 163.96m
2
Corridor 103.44m
2
Storage room 34.9m
2
Toilet 101.19m
2
M&E room 29.35m
2
Total GFA 432.84m
2
First floor Administrative building Atrium 91.02m
2
Lobby 162.69m
2
Café 15.86m
2
Reception 40.93m
2
Management office 38.73m
2
Toilet 12.10m
2
Total GFA 361.33m
2
Second floor Administrative building Hall 49.4m
2
Cafeteria 75.36m
2
Dormitory 69.89m
2
Kitchen 15.57m
2
Toilet 12.1m
2
Total GFA 222.32m
2
Total nett GFA 2065.89m
2
• Gross Floor Area (GFA)
Total gross floor area is 2065.89m2
,
which is 22237.05 sqft.
22237.05 sqft X RM200/ per sqft
Total construction cost =
~RM4,447,710.

12. • Site response
Water feature
The intention is to ‘extend’ the lake to the building, hence the large area of water body,
bringing the calmness and lightness into the building. The pond and water channels
are of different level, creating an artificial waterfall given a soft touch to the park.
Compensation of green
Plants are widely planted throughout the building, creating pocket parks and
plantation strip, minimising the building footprint. Greenroof is also a main feature of
design, introducing trees, bushes and grass onto the roof. Creepers are planted on the
edge of rooftop, growing all the way down to ground level, creating a buffer between
the built and the surrounding.
Layering of plan
The concept is inspired by malay traditional architecture which can be found in
institutional buidling around the area. In respecting the surrounding, the building is
design to blend in with the backdrop of skyline. Looking from ground level, one may
be able to notice the layering from floor to floor, imitating the layering of roof of the
traditional ones but at the same time, create its own identity.
Layering of plan
Layering of roof
Institutional buildings around the neighbourhood are
oinspired by traditional malay houses featuring layers
of roof
Water body and greenery
water feature surrounds hybrid building, flowing towards the entrance of park,
creating connection between the park and the lake. Green is maximise to create
familiarity of park
lake
Rooftop
First floor
Second floor
Ground floor

13. 5. Project Procurement, Resources
Planning and Organization Structure
• Project Procurement
• Resources Planning
• Organization Structure
Resources of project throughout the whole construction process is further
breakdown into following categories:
Human resources: Laborers, consultants, contractor, sub-contractors, suppliers,
employer, technicians…
Equipment: i. Excavation and Loading (Crawler, piledriver…); ii. Compaction and
Grading (roller…); iii. Drilling and Blasting (drill, jackhammer…); iv. Lifting and
Erecting (crane); v. Mixing and Paving (truck mixer); vi.Construction Tools and
Other Equipment (drills, hammers, grinder, saw)
Materials: i. bulk materials,; ii. standard off-the-shelf materials; iii. fabricated
members or units.
This project will be adopting PAM Sub-contract 2006 throughout the tender
process to manage and handle legal issues in acquiring goods, services and work.
PAM sub-contract provide clear understanding of relationship between contractor
and sub-contractor, the deliverable given and work carried out by sub-contractor is
to be in accordance with what is listed in the contract. Moreover, the contract
stated terms and condition of the procurement process, and measures to breach of
contract and discrepencies between documents.
Resources quantittes and requirements are to based on following factors:
Scheduling
Project scheduling is a method whereby the tasks necessary to be performed in order to
achieve project completion are arranged in a logical order. In addition to assigning dates to
project activities, project scheduling is intended to match the resources of equipment,
materials and labour with project work tasks over time.
Critical Path Method
CPM calculates the minimum completion time for a project along with the possible start
and finish times for the project activities. The critical path represents the set of activities,
which will take the longest time to complete. The duration of the critical path is the sum of
the activities' durations along the path. The duration of the activities on the critical path
represents the minimum time required to complete a project. Any delay along the critical
path automatically lengthens the duration of the project. Therefore, identification of the
critical activities is important in resources planning especially human resources, whether or
not to have enough manpower to keep project on schedule.
Project Management Planning Tool
Data visualisation tool like Gantt chart and PERT chart
Project team will be adopting a hierarchy organization structure. As this is a
construction project, strict control and management over jobscope and work
quality is needed in fulfilling customer’s satisfaction. Team is to follow formal rules
and policies set by project manager and is procedure oriented.

14. Risk Likelihood Impact Effect Migitation Strategy Contingency
Design stage
Scopes of work and dateline being
unrealistic and lack of mutual
understanding
Low High
Consultants may face difficulties
and not able to finish their task on
time and quality of work might be
affected
To state jobscope clearly in Word
breaksown structure and provide
suitable amount/sufficient of time
to different tasks
To carry client-consultant
meeting (CCM) and ensure an
agreement is made and minutes
to be recorded
Consultants giving irrelevent solution and
shows unprofessional attitude
Low Medium
misunderstanding and conflict
between parties results in
unwanted delay of project
Consultants to be replaced and
blacklisted to avoid further conflict
between parties and avoid
possible future collaboration
Making sure every consultants
able to take up the job, based on
his/her past experience on
relevent projects
Final cost of the project being higher than
the actual drafted budget
Medium Medium
Client may be unsatisfied as final
cost is different from what is
estimated
Bill of quantities to be revised and
provide alternative for material
with lesser cost
To clarify with Quantity Surveyor
on allocation of budget in
different design phase and to
make revision with all parties to
adjust total cost
Tender drawings not being approved by
authorities
High High
Construction phase to be
suspended and re-submission of
tender drawings
Take buidling guidelines and by-
laws into consideration and
provide backup design
Consult related authorities to
discuss regarding technical and
safety issue
Design proposal not meeting client’s
requirement and expectation
Medium High
Results in delay of prokect
initiation phase and therefore
affecting the following phase
Negotiate with client and find out
what can be improved and amend
scheme according to client’s taste
Find a balance between client’s
desired design and own
standpoint as an architect
Client being unreasonable on
modification of final design
Low Medium
Client requirement might not be
approved by authorities or result
in an increment in project cost
Good communication with client
during early stage, clarify extent of
modification and reasoning
behind design
Project manager to allocate extra
time for architect and team to
amend design if needed
Construction stage
Wrong inspection outcome and damage of
existing wiring and water pipe
Low Low
Extra cost on cable and pipe
amendment and re-analysis of soil
during excavation
Do comphrehensive site analysis
and determined best way of
evacuation and construction
Attain physical data on site from
authority before excavation and
with onsite supervising surveyor
6. Risk analysis & Migitation
Strategy

15. Lack of site inspection and supervision
resulting in unwanted misunderstanding
between labors and accident
Low Medium
Work done may differ by what is
ordered and accident may occur
due to lack of clear understanding
Site inspection schedule to be
revised and to be carried out
regularly to provide guidance and
instruction of work manual during
construction
Weekly site inspection and time-
to-time site visit with consultants
is needed to make necessary
changes according to situation to
avoid accident
Extra construction cost and transportation
cost due to critical material shortage and
poor site condition
High High
Results in additional
transportation and material cost
Material availability and
suffieciency are to be checked
throughly and have fixed
agreement on price rate and
material delivery to site on time
Contractor to be aware of
material used and additional
order of material in storage
Supplier quoting exceeding budget Low High
Negotiation process may take time
or materials subject to change
putting part of construction on
hold
To find alternative of material
selection, eg. Oversea supplier to
local supplier, and to use
conventional ones as much as
possible
To have backup plan for material
that has high possibility to
exceed budget during quotation
Injuries and accident on site during
construction period due to lack of safety
awareness
Medium High
Client may face lawsuit and
project manager, causing delay in
construction progress
Provide compensation to worker
and make sure he/she gets proper
treatment and medication if
needed
Safety precaution to be clearly
stated during briefing session
and demonstration of use of
machinery
Complaint lodged by local residents
regarding construction noise and
inconvenience
Low Low
Authorities might involve to settle
issue and might put project at risk,
may result in additional costing of
noise blockage
Parts of construction to be
reschedule to start during night
time, especially the ones that
require machineries.
Provide overtime working fee for
workers and take care of wellfare
of workers
Delay in construction due to bad weather
(monsoon season, flood)
High High
Part of construction phase may be
put on hold result in increment of
labor cost and machinery cost,
affect date of completion
To increase manpower to keep
progress on track
To refer to Gantt chart in a regular
manner and provide float for
critical activities
Workers to not show up on site and
inconsistent number of workers.
Medium Medium
Not enough labor to carry out
work, slowing the progress of
work, and worker facing breach of
contract
Issue warning to workers and
clarify contract terms and
condition during briefing period
Find out reason behind situation
of insuficient and inconsistent
manpower and to negotiate with
laborers

16. Building operation & Maintenance
Homeless and illegal trespassing in
building compound
Low Medium
May result in vandalisation and
damage on facilities and users
begins to have dout in
management body and eventually
lose trust
Install security cameras and hire
security guards to supervise
compound during non-
operational period
Provide tighter security at
dormitory and to have insurance
on equipments and facilities
Fire breakout during operational hours Low High
Results in damage or loss of
property and safety of users being
threatened
Passive and active fire
compartment to be incorporated
into building as well as fire-rated
doors and equipments
To consider insurance covering
fire incidents, study cause and
prevent same event to happen in
future
Insufficent and inconsistent funding in
sustaining building and facilities
mintenance and poor revenue
Low High
Resulting in rundown of
management and less attractive to
visitor
Draft plan to revive programmes
offered to increase revenue and
budget outline for maintenance
fee to be constructed in proper
manner
Building can be managed
through public funding
temporarily or a temporary
shutdown of facilities that require
higher maintenance
Building to not attract users due to
existing recreation park
Low Low
Low number of visitors and
building to be a white elephant
project
Draft plan to provide activities
based by recent trend to attract
youth and also promotions.
Provide quality service.
Open booth in Taman Tasik
Titiwangsa in promoting the
center and hire marketing
consultants if needed
High consumption of water and electricity Medium Medium
More funding is needed to pay off
bills or not facilities might
shutdown
Passive design and sustainable
design to be introduced to
building during schematic design
stage to reduce bills
Water recycling can be
considered in watering
plantation around building.
Rainwater harvesting is also a
good solution
Mosquito breeding due to lack of pond
cleaning and filter maintenance
Low Low
May threathen user’s health or
invite aedes to breed on site
Time-to-time pond cleaning and
frequent check on water condition
Time to time fumigation to
prevent breeding of mosquitoes

17. Elements Frequency Maintenance strategy Elements Frequency Maintenance Strategy
Sports and
recreational facilities
cleaning
Daily Making sure rooms and indoor spaces are clean,
to have regular inspection from floor to floor. To
clean up audience seats after each match and
cafeteria after breakfast and lunch hours.
Pond
maintenance
Semiannually To drain the pond completely, tiles cleaning
and getting rid of green algae and floating
leaves. Filter and piping to also be cleaned
Dry pump to be inspected.
Hybrid field Quarterly Repaint field line according to official dimension
of games and trimming and maintenance of grass
and also repainting of goal post
Glass and curtain
wall
Annually Maintain cleanliness of façade, getting rid
dirt and moss, keeping façade clear for
users and maintaining vibrance look of
building
Hybrid court Annually To polish court flooring annually and
maintenance of audience seats , making sure
each seats can be folded and open
Furnitures in
administrative
building
Annually Furnitures such as tables, chairs, sofas,
cubicles and domitory beds to be inspected
annually to make sure they are not wobbly
and out of shape.
Rock-climbing Quarterly To make sure every climb hold is in firm position
and check condition of rubber floor regularly
Trees and bush
trimming
Quarterly To trim greeneries around building,
especially rooftop garden and front garden
Skateboarding park Quarterly To make sure flat bars are fixed in place, repolish
of bowls and halfpipe and inspect damage of park
properties
Sanitary pipings
and drainage
condition
Annually To ensure no leakage or clog in pipes and
prevent corrosion
Locker Monthly Lockers in toilet to be inspected monthly to see
whether door and lock is working, to decide
whether to repair or replaced depending severity
of damage
Wooden flooring Annually Making sure flooring is not scratched or
stained, avoid cupping and excessive wear
of tiles
Machineries Quarterly Making sure machinery like backup power
generator, printers and kitchen equipments are in
good condition
Rooftop garden Semiannually To clean glass roof of pergola, cleaning
leaves and twigs, trim planter box around
rooftop
Storage space Annually To check quantities and condition of sport
equipments such as climbing harness, ropes,
diabolos and gloves to avoid malfunction or
uncomfortability
Lift inspection Annualy Inspection yield substantial data which is
used to ensure safety and increase life span
of lift.
7. Maintenance Strategy
• Program Maintenance • Building and site maintenance

18. 8. Others
• Project Success Criteria
quality
Time
2 year
Scope
Traditional games and recreation park
Cost
RM4.45 M
The triple constraint is the key determinant of the quality of a project, the project can be
said a success if meet the following conditions:
Cost
1. Project team is to monitor budget compliance and resources costing. Long-term
durable materials are to be used for structure components & furniture to attain the
lowest cost possible. During material acquisition, negotiation should be made to
attain the lowest unit price possible when acquire a huge amount.
2. There should be no wastage in construction materials that can cause over-
budgeting and failure in budget allocation. Resources are to be managed with the
realization of creating value, or o say that the benefits exceed the amount spent.
3. During selection of materials, the team should reach an agreement with client and
suggest best and economic material as per client’s request.
4. The company should not only focus on the standalone budget data to decide
under budget or over budget but by looking at the overall project health in right
schedule, cost and also job scope.
Scope
1. job scopes must be broken down and clearly listed out through work breakdown
structure (WBS), or Gantt chart, during project timeframe, to reach a mutual
understanding by the construction team.
2. Project should always be on track to avoid undesirable delay. In event of
schedule changes, project team should be able to control the influences that
cause such event and manage the changes effectively, requiring a time-to-time
schedule review and timescale estimation.
3. Risk analysis to cultivate awareness of health and safety precautions during
construction period and to make sure project meets objective and goals.
Time
1. The project must be completed within the given timeframe (2 year) and should
not go more than that to avoid higher exposure of risk and dissatisfaction of
client. Therefore, time management is the key factor in assuring the construction
to be carried out in an effective manner, team is to implement schedule
development, schedule control and sequencing.
2. Transportation of materials on and off-site should be carefully planned and
managed, minimising transportation cost and labor fees.
3. Contractor should supervise laborers and carry out inspection of work from time
to time, at the same time ensuring their wellbeing and fair wage, in order for the
construction to be carried out smoothly.
Quality
A quality project can be said to have achieved all 3 perimeters above upon completion.
1. Project involves specific deliverable or work product. Quality means showing
ability in producing these deliverables with clear requirement, in meeting
project objectives and performance standard.
2. Client’s satisfaction is the best way to measure a project success, or said to be
able to meet client’s requirement and expectation.
3. Well management and coordination of project team and making sure one
project phase is completed before moving on to another.

19. • Work Breakdown Structure (WBS)