medium sized project

1. SCHOOL OF ARCHITECTURE, BUILDING AND DESIGN
Bachelor of Science (Honours) in Architecture
PROJECT PROPOSAL: TRADITIONAL WEAVING CENTRE, TITIWANGSA, KUALA LUMPUR
PROJECT MANAGEMENT (MGT 60403)
PROJECT 02 DOCUMENTATION OF A MEDIUM SIZE PROJECT
Name: Yan Wai Chun
Student ID: 0319626
Tutor: Ar. Emmanuel
Submission date: 6th December 2017
Marks for 3 components: 1. _____/10 2. _____/10 3. _____/10
Total: _____/30

2. Client
PERBADANAN KEMAJUAN KRAFTANGAN MALAYSIA
Malaysian Handicraft Development Corporation
Kraftangan Malaysia is an agency under the Ministry of Tourism and
Culture Malaysia. Established under Act 222, the Malaysian
Handicraft Development Corporation Act, 1979 and Act A562 of the
Kraftangan Malaysia Handicraft Development Corporation
(Amendment) Act 1983. It is responsible to commercialize art craft
products through market development, products and entrepreneurs.
1. Increasing awareness and interest in the use of local craft
products;
2. Developing market-oriented quality products;
3. Expand the market size of craft products;
4. Promote the growth and advancement of the craft industry; and
5. Provide trained staff according to the needs of the craft industry
Client / Project Brief
Aim to create a building or complex where targeted group of users are
able to interact with each other while encouraging them to participate
in cultural and traditional activities. Main focus throughout the whole
design is on the exhibition spaces as the first contact point where
users can be informed with the happening activities around the
building or the purpose of the building. Then, followed by the
complementary spaces for the exhibition space where users can learn
skills and knowledge of the traditional activities. The project aims to
serve as an extension to the existing park while implementing the
essence of the particular cultural activity. The fundamental
requirements of this project is listed as below:
1. Research and implement the characteristics of active and
dormant spaces around the given site.
2. Focus on transition between external spaces and internal
spaces.
3. A culture and traditional activities training complex.
4. Minimise greenhouse impact.
5. Function of spaces must be designed according to contextual
and user’s need.

3. Proposed Program
ANYAMAN (Traditional Weaving Centre)
Preserving the weaving tradition is chosen as an agenda to
emphasize the importance of this traditional culture for the youngsters
and visitors. Hands on activities will be provided to enhance and to let
the green horns to appreciate the hardship of the traditional weavers.
Quietness of the given site was almost tangible, silence lay like an
interweaved mat over the area, creating an atmosphere of total
tranquillity. Active spaces located away at both ends. Quality of the
site becomes essential of the weaving activity, a place for the learners
to be trained in peace.
The program provide courses and lessons for traditional basket
and mat weaving with no restriction on age groups and social status.
Different time of the day or an organised time schedule to be planned
for the sharing spaces in the complex for both weaving activities and
exhibitions.
Public spaces designed as an extension of the park allows
visitors to use the provided spaces to interact and increase the social
value of the park and the complex. Therefore, the user experience in
this complex is crucial not just for the comfort of the users, but the
understanding of the culture from the journey they experience within
the complex. While promoting the cultural activities within the
complex, the quality of the given site was took into consideration to
compliment the spaces. Natural ventilation and lighting would be the
main elements for users to experience the essence of the site.
Program Objectives
1. Preserving the local weaving tradition and emphasize the
importance of this traditional culture for the youngsters
through the lessons and courses provided from the workshops
in the building.
2. To create an extension of the existed park with implementing
facilities related to the weaving tradition program and a typical
park, in order to attract existing visitors from the park to the
given site.
3. To provide a complex or space where locals (e.g. joggers),
transient and family are able to have passive contacts with
each other. A place providing gathering spots and meeting
points to rest or to discover knowledge
Project Objectives
1. Gain commitment to decisions and approaches by promoting
open dialog between stakeholders.
2. To deliver a fully and specifically complied the client’s
requirement while ensuring the project complies with quality
control standards.
3. Compare and analyse the possible uncertainty of the project
in early stage to reduce risks.
4. To manage discussions and project processes professionally
within the planned project schedule with appointed budget
from the client.
5. Ensure stakeholders expectations are in line with project
realities and measurable.

4. Project Goals
Short Term
1. Complete the project with fulfilled requirements from the
project brief.
2. Deliver the project on time with a proper and organised project
schedule.
Intermediate Term
1. To provide an extension of activity and space for the existing
park for the public users.
2. To create an interaction between the targeted different user
groups to increase the social and cultural value of the site.
Long Term
1. To make impact and educate youngsters on culture and
traditional activities with skills and knowledge.
2. To make good impact on the marketing and growth of small
businesses around the site.
Stakeholders
Kraftangan Malaysia is an agency under
the Ministry of Tourism and Culture
Malaysia. Established under Act 222, the
Malaysian Handicraft Development
Corporation Act, 1979 and Act A562 of the
Kraftangan Malaysia Handicraft
Development Corporation (Amendment)
Act 1983. It is responsible to
commercialize art craft products through
market development, products and
entrepreneurs.
World Tourism Organization
(UNWTO) is the United Nations
agency responsible for the
promotion of responsible,
sustainable and universally
accessible tourism. UNWTO
generates market knowledge,
promotes competitive and
sustainable tourism policies and instruments, fosters tourism
education and training, and works to make tourism an effective tool for
development through technical assistance projects in over 100
countries around the world.
The Tourist Development
Corporation of Malaysia (TDC)
was established on 10 August
1972 as an agency under the
former Ministry of Trade and
Industry by an Act of Parliament. With the inception of the Ministry of
Culture, Arts and Tourism on 20 May 1987, TDC was moved to this
new ministry; and became the Malaysia Tourism Promotion Board
(MTPB) through the Malaysia Tourism Promotion Board Act 1992.
Popularly known as Tourism Malaysia, its full focus is on promoting
Malaysia domestically and internationally.
The Dewan Bandaraya Kuala Lumpur (DBKL)
provide site information, legal rules and
regulations guidance in this project. It is to
ensure that the proposed building to be
completed without faulty and complies a certain
quality and standard.

5. The Ministry of Tourism and Culture
Malaysia (MOTAC) is responsible in
planning and implementing policies and
programs that support the continued
development and sustainability of the
country’s tourism and culture industries. A
vibrant tourism and culture sector helps
contribute to the economic growth of the country and inculcates a
strong sense of belonging and patriotism amongst the community.
Success Criteria
Project success criteria is a standard and guideline where the project
will be judged whether it is consider as project success according to
the client. The basic criteria to measure the project success is the cost,
time and quality which is used to indicate the key performance of a
project.
Quality
The design of the building should achieve the intended functions while
designing a good architectural work. It is crucial to create an
experiential journey for the users while complimenting the passive
design on the building to provide thermal comfort within the building.
Therefore, designing this complex is not just about the overall
aesthetic of it, but the consideration of how the smallest detail can
affect the user experience and their comfort. In this case, materials
used and the amount of exposed or open spaces are considered while
designing to ensure the optimum comfort user and a better
experience.
Time
Based on the client’s brief and requirement, the duration for this
project would be 18 months starting from 6th December 2017 to 1st of
June 2019 with a certain quality of work that must be achieve. The
planned time schedule will be listed out in the Gantt Chart and project
shall be carry out without any delay. Risk identification and analysis is
provided in the early stage of the project as a guideline and to ready
for the uncertainty.
Cost
The cost for this project consisted of the pre-construction phase,
construction phase and also imposed cost of building operation when
it is completed. The budget for this project is stated and about RM7
million in estimation, which is funded by Perbadanan Kemajuan
Kraftangan Malaysia. Materials are chosen and costs for each floors
and structures are estimated provided with a cost saving construction
method. With the passive design on the building, operation cost for the
building can be saved in a long term basis. As a result, the return of
investment would be much higher and faster for the client.

6. Site Introduction The given site is located in the midst of a quite housing and
commercial area, Taman Tasik Titiwangsa. Neighbouring contexts
serve as housing area, educational area and culture area where Istana
Budaya and Balai Seni Lukis Negara are located. Being it located
within Taman Tasik Titiwangsa, with the existing park facilities around,
it causing the site to be congested with family activities, visitors,
joggers or even tourist. Specifically, the given site is lay on a quite
piece of fenced area with untreated vegetation.
S.W.O.T Analysis
Strength
1. High accessibility from other areas to the site with high
concentration of bus and train stations on the west.
2. Highly congested with different activities and users around the
site within the peak hour.
3. Condensed with existing vegetation which provide natural
buffer zone.
Weakness
1. Site accessibility is limited resulted from the one-way traffic in
front of the given site.
2. Given site is significantly quite as it located away from the
hotspots of the existing park.
3. Limited view towards the existing lake as the interface is
limited.
Opportunity
1. Attraction and visitors from the existing park.
2. A public space for resting, shades and the quite environment
due to the dense vegetation.
Threat
1. Istana Budaya, a traditional and cultural complex located
approximately in walking distance.

7. Design Features
The idea behind is to look beyond the surface quality and
appearances of weaving patterns. This idea can inform the interlacing
of people, place, space and architecture. With the self-interpretation
of the abstract weaving patterns, movement of users becomes
essential behind this idea. Move through spaces with an inter-weave
and turn of the head, mysteries of gradually unfold fields of different
perspectives are changed with range of visual connection and light.
Weaving patterns were interpreted as forms of circulation to be
implemented in the design. Movement patterns of users become the
crucial aspect that form the weave-like circulation throughout the
design, essentially create contact points when user’s movements
collide with others, create a field of unique experience, so as to
stimulate user’s willingness to explore the building. Therefore user’s
movement constitute the soul of the place.
Perspective of the proposed design Front interface with organic roof structure
reminiscent the movement of weaving.
Archive and reading area with ramp connector on top of the area.
Back façade with perforated concrete wall enhances the natural ventilation.

8. Space Planning
Program chosen and the spatial arrangement correspond with the
journey created in the building. With the exhibition of the art and
culture to the hands on activities, spatial quality and meaning
enhanced by the unity of weavers and learners from the beginning of
the journey to the end of it.
EXHIBITION RESEARCH HANDS ON

9. Project Procurement
P.W.D Form of Contract 203/203A (Revised 2007)
These are the traditional forms of contract based on drawings
and specification (203) or bills of quantities (203A) produced for use
in public sector or government projects in both building and civil
engineering contracts.
The standard form is generally used in conjunction with the
accompanying standard administrative forms which have been
produced specifically for use with the contract forms and in many
instances enhance the obligations contained within the conditions of
contract.
Generally the Contractor is allowed to claim for extensions to
the contract period for various circumstances deemed the
Governments risks, but generally not for loss and expense as a result
of such. One other oddity is the fact that no retention money is withheld
from payments. A contractor whose employment is terminated will be
blacklisted from undertaking future Government projects and there is
no provision for the contractor determining his own employment with
the Government.
It should be noted that although the PWD forms of contract are
used extensively on nearly all government projects there are some
exceptions such as projects which receive funding from the World
Bank or Asian Development Bank which adopt variants of the FIDIC
Forms of Contract.
(Reference: https://simplymalaysia.wordpress.com/standard-forms-of-contract/domestic-standard-
contract-forms/p-w-d-form-of-contract-203-2007/ )
Resource planning
Resource planning is done at the project planning stage to determine
what resources (people, materials, equipment, etc.) and what
quantities is needed for this project. A chart of project activities is
provided to determine what task to be completed with what building
materials or manpower.
List of resources required:
People/ Manpower
1. Consultants
2. Labours
Materials
1. Building materials depending on the list provided on
construction and design.
Equipment
1. Containers for office and security.
2. Telephone line.
3. Machineries.
4. Water and electrical supply.
5. Temporary toilet cubicles.

10. Table of Content
- Client
- Client / Project Brief
- Proposed Program
- Program Objectives
- Project Objectives
- Project Goals
- Stakeholders
- Success Criteria
- Site Introduction
- S.W.O.T Analysis
- PESTLE
- Design Features
- Space Planning
- Project Procurement
- Resource Planning
- Cost Estimation
- Risk Identification & Analysis
- Maintenance Strategy
- Work Breakdown Structure (WBS)
- Gantt Chart

11. Pestle Analysis
Political
A main concern of the Malaysian Handicraft Development Corporation (Kraftangan Malaysia) is to ensure sustainable supply of handicraft.
Kraftangan helps develop, promote and expand the craft industry. With the help of Kraftangan, the village master craftsman will groom potential
artisans while Kraftangan provides raw materials. In some villages like Kampung Kol in Jerantut, Pahang, Kraftangan lends technical assistance
to the Jahut carvers who make wooden masks. On events like National Craft Day, the artisans are invited to showcase their products.
Economical
Tourism would be the main factor that contribute the most to Taman Tasik Titiwangsa as it served as one of the tourist attraction in Kuala Lumpur.
Besides, minority of the economical factor comes from the local vendor in the lake garden itself. With the advantage of the economical factor in
Taman Tasik Titiwangsa, profits can be gained through new tourist attraction proposed by the traditional weaving centre.
Sociological
Highly dense community consisted of resident, students, transient and foreigners created an identity and the culture of Taman Tasik Titiwangsa. It
is a contact point where all these groups of visitors meet, however, these contact points also act as a point of dispersion where all these groups of
visitors have no interactions and communications.
Technology
Advanced mechanism is used for roof construction during construction phase. Curve steel structures are interlocked to form a three-way space
frame by scaffold method of construction. This method enables the assembling of individual elements of a space frame unit, including the members
and joints, and the prefabricated subassembly elements, at the elevation level itself. In the erection of this space frame is simple and economical
as compared to any other method.
Legal
The project adheres to regulation set by DBKL for the necessary building setbacks, where setback should include 2 meters of plantation and 3
meters from the boundary line for basement carpark purposes. This also includes 6 to 12 meters public walkway and BOMBA access lane.
Environment
The pollution of Titiwangsa lake has affected the stakeholders or users for a period of time which it requires effort from related parties and Titiwangsa
community in order to enhance and restore the vibrancy of Taman Tasik Titiwangsa. The River of Life Project aims to enhance, rehabilitate, and
preserve the water and its environment, compatible with the envisaged Greater Kuala Lumpur status for the project are, including improving and
sustaining the Klang River and its tributaries within the study area Water Quality to Class IIB by the year 2020.

12. Cost Estimation
Basement Level
SPACE GROSS FLOOR
AREA, GFA (sqm)
COST (RM150 per
sft)
Carpark lots 1339.99 2, 162, 743.86
Fan room 1 36.71 59,249.94
Fan room 2 32.82 52,971.48
Autopay room 1 15.05 24,290.70
Autopay room 2 9.58 15,462.12
TOTAL 1434.15 x 10.76 (sft)
= 15431.45 2, 314, 717.50
Ground Floor
SPACE GROSS FLOOR
AREA, GFA (sqm)
COST (RM200 per
sft)
Courtyard 392.57 844,810.64
Artwork exhibition
space
160.34 345,051.68
Water court 63.51 136,673.52
Archive and reading
area
221.72 477,141.44
Mamak area 125.45 269,968.40
Surau (m) 9.87 21,240.24
Surau (f) 9.74 20,960.48
Storage room
(mamak)
5.46 11,749.92
Storage room
(material)
5.58 12,008.16
Refuse room 3.34 7,187.68
Security room 8.10 17,431.20
Toilet (m) 16.50 35,508
Toilet (f) 16.50 35,508
TOTAL 1038.68 x 10.76 (sft)
= 11176.20 2, 235, 240
First floor
SPACE GROSS FLOOR
AREA, GFA (sqm)
COST (RM200 per
sft)
Lounge 45.83 98,626.16
Reception area and
office
20.33 43,750.16
Ramp connector 32.98 70,972.96
Event space 46.52 100,111.04
Material processing
studio 1
62.91 135,382.32
Storage room
(studio)
8.10 17,431.20
Weaving
workshop
(indoor)
38.07 81,926.64
Weaving
workshop
(outdoor)
27.65 59,502.80
Toilet (m) 16.50 35,508
Toilet (f) 16.50 35,508
TOTAL 315.39 x 10.76 (ft)
= 3393.60 678,720
Mezzanine Floor
SPACE GROSS FLOOR
AREA, GFA (sqm)
COST (RM200 per
sft)
Culture and History
exhibition
113.94 245,198.88

13. Material processing
studio 2
71.01 152,813.52
TOTAL 184.95 x 10.76 (ft)
= 1990.06 398,012
Second Floor
SPACE GROSS FLOOR
AREA, GFA (sqm)
COST (RM200 per
sft)
Quick learning
space
103.49 222,710.48
Dormitory :
Living room
Toilet (m)
Toilet (f)
Bedroom (m)
Bedroom (f)
Common kitchen
18.87
6.00
6.00
15.41
11.52
7.79
40,608.24
12,912.00
12,912.00
33,162.32
24,791.04
16,764.08
Administrative office 73.98 159,204.96
Toilet (f) 16.50 35,508
TOTAL 259.56 x 10.76 (ft)
= 2792.87 558,574
Roof Structure
ITEMS / LAYERS AREA (sqm) AVERAGE COST,
RM
Light steel space
frame
3504.37 3504.37 x 245.41
(/sqm) =
860,007.44
Tempered glass 3504.37 3504.37 x 61.35
(/sqm) =
214,993.10
Perforated steel
cladding
3504.37 3504.37 x 10.76
(ft) x 12.27 (/sft)
= 462,665.15
TOTAL 10,513.11 1, 537, 665.69
Total construction cost = RM 7, 722, 929.19
Total development cost = Total construction cost
+ 15% consultant and
contribution fees
= RM 7, 722, 929.19 + 15%
= RM 8, 881, 368.59

14. Risk Identification and Analysis
PROJECT PHASE LIKELIHOOD
( 1-5 )
SEVERITY
( 1-5 )
EFFECT MITIGATION STRATEGY CONTIGENCY
SCHEMATIC DESIGN
Unclear requirements on
public courtyard
dimension given by client.
2 3 Proper planning of spaces
cannot be done by the architect
in the early stage, distribution of
program spaces are not
competent to move on in
producing detailed drawings.
Clarification and discussion to be
made with client to come to an
agreement with a finalize
dimension of the courtyard space
which is sufficient for usage.
Architect to propose a right
dimension of the courtyard on
their own to the client with
competent design and planning
scheme.
Requirement by the client
on ramp connector does
not fulfil local authority’s
by law and regulations.
2 2 Architect needs to spend
additional time to amend
drawings and design to fulfil both
party’s expectation and
requirements which might cause
delay of the project.
Architect to negotiate with client
on the changes to be made on
design, to provide second opinion
and alternatives.
Architect to amend changes on
drawings and design scheme
to compete both client’s and
local authority’s requirement.
Unclear instruction given
on weaving workshop
space activities and
equipment size.
3 4 Not utilized and abuse of tools
and equipment with addition of
unproductive workspace.
Architect to clarify and research
on spatial usage and equipment
needed in the workshop space
with the client.
Architect to suggest on
furniture design or
arrangement and tools needed
that serve the same function.
Client does not realise the
importance of user’s need
and experience
2 2 Conflict might happen between
client and architect in the
process of finalizing the design
scheme.
Architect to conduct survey and
research on interactive strategy to
encourage interactions between
targeted user groups.
Owner of building or client to
propose cultural events that
create more interactions
between users.
Unclear indication of
budget and duration of
project given by client.
3 3 Project team and consultants are
not aware of the cost limit, might
cause confusion in budget
planning.
Project team and consultants to
constantly update the client on the
cost planning in each phase of
project.
Project manager to monitor
and manage the progress of
project and costing along the
project duration until the end of
project to avoid additional cost
due to mistakes made.
DESIGN
DEVELOPMENT
Lack of communication
between client and project
team on the complex
design structure and
detail proposal.
3 4 Mistakes might happened on the
outcome of the work phases due
to insufficient sharing of
information.
Project manager to hold meeting
weekly with consultants to update
the status of each work phases of
the project.
Specific consultant should be
responsible on the loss of any
mistake related to themselves
and amend the defect of the
building structure, etc.

15. Lack of cooperation and
effort given by the
consultants and team of
specialist in finalizing the
design and structure.
3 3 Project might off track due to the
lack of effort put in by the
consultants causes the work to
be delayed or not fulfil the
expectation.
Project manager to monitor,
manage and control the working
progress and updates from the
consultants.
Project manager to suggest
alternative solutions or
recruitment of consultants to
create a more comfortable
working environment.
Additional amount of
exhibition wall panels to
be made in last minute for
the exhibition space.
3 5 Uncertain circumstances that
the space might be lack of
artwork display panels causing
waste of artwork.
To confirm with the client on the
amount of the display wall panels
during early stage of construction.
To switch the artworks from
time to time to display different
artwork and save costing at
the same time.
CONTRACT
DOCUMENTATION
Delay of drawing approval
from local authority and
stakeholders.
3 4 Delayed installation of
preliminary ground and
temporary works.
Estimate the uncertainty by
submitting the drawings earlier in
preparation for the delayed
approval.
To proceed with the approved
phases or simultaneous tasks
according to Gantt Chart.
Low response of contracts
and tenders.
3 3 Limited options and alternatives
causing possibility of over
budget.
To post request on any media to
request additional tender options.
Proceed with the most
desirable tender option while
revising budget allocation.
CONTRACT
MANAGEMENT &
IMPLEMENTATION
Delay of project phase
due to unforeseen
weather and site
condition.
3 4 Overall completion date of
project might be delayed.
To find other alternatives to execute
the particular task or work.
To proceed with the approved
phases or simultaneous tasks
according to Gantt Chart.
Lack of proper resource,
labour and material usage
management.
3 4 Overworked labour and
insufficient resource funding for
the work phases.
To prepare additional manpower
and building materials from
suppliers as back up.
Contractor to hire and stock up
insufficient building materials
whilst reallocate the budget.
FINAL COMPLETION
Improper usage of the
public courtyard and the
ground area.
2 3 Proposed activities of the
spaces will be affected if not
maintained by the management.
Management to provide instructors
or stating instructions to visitors and
users about the function of the
spaces.
Add surveillance during peak
hour of the building operation
to prevent improper usage of
spaces.
Malfunction and damage
of machinery and tools in
the weaving workshop.
3 5 Additional charges and cost
required to replace or repair the
damaged equipment.
Proper guidance and instruction
provide from trained weavers to the
learners.
Management to take action by
maintaining the equipment
from time to time.
Lack of acknowledgement
by visitors and users to
the new complex
4 4 Operation of the building might
have changes due to lack of
users participation.
To promote new complex to users
via social media or any marketing
strategy.
Owner of building or client to
propose cultural events that
create more interactions and
attractions for new visitors.

16. Program Maintenance
ITEMS FREQUENCY STRATEGY
Water court Daily To ensure the water surface is clear with no waste and mosquito
larvae to achieve a standard of cleanliness on its daily operation.
Courtyard landscape Weekly To ensure the greeneries are trimmed and watered to maintain the
good condition of the plants.
Glass display box for sculpture / artwork Daily To clean the display glass before and after the operation hours to
maintain the standard of cleanliness.
Mamak stall area Weekly To ensure the furniture and vendor stall are arranged in an
organised manner for the daily operation. Vendors are to maintain
their own stall’s cleanliness for a standard hygiene condition.
Book shelves in reading area Daily Staff / librarian to ensure books are located on the book shelves in
an organised manner for daily operation.
Furniture in reading area Weekly To ensure the maintenance work on the furniture regularly for its
daily operation in the reading and archive area.
Weaving workshop space Monthly To maintain its cleanliness before and after weaving workshop
activities according to the proposed time schedule.
Weaving tools and equipment Monthly To maintain in good condition to achieve its optimum level of
productivity.
Material processing studio Monthly To maintain its cleanliness after the production of materials for
weaving workshop and products to prolong the good condition of
the space.
Material processing equipment Monthly To maintain in good condition to achieve its optimum level of
productivity.
Storage room for weaving material Monthly To clean the space and arrange the stocks in an organised
manner to maintain the good condition of the stocks.

17. Building and Site Maintenance
ITEMS FREQUENCY STRATEGY
Pavement and pedestrian path Daily To ensure pavements and tiles are in good condition and to
maintain its cleanliness for daily usage. Immediate replacement
shall be taken if broken.
Building facade Twice a year To maintain and prolong the life span of the materials and the
aesthetic of the façade.
Roof glass layer Twice a year To maintain and prolong the life span of the glass layer and to
achieve optimum natural lighting into the space.
Landscape (perimeter, courtyard, balcony and
backyard)
Weekly Gardeners are to ensure the greeneries and landscape are in
good condition with optimum amount of water and trimming work.
Basement parking Monthly Technicians are to ensure the mechanical ventilation system,
autopay machines, entrance and exit are in good conditions.
Public spaces Daily Cleaners are to maintain the cleanliness of the interior public
spaces before and after the daily operation hour.
Lift motor Twice a year To provide safety and smooth transport for the users by ensuring
the motor is maintained under technician’s supervision.
Refuse room Daily To clear and clean the refuse room by dispose garbage daily.
Loading bay Daily To ensure loading trucks are able to unload supplies with no
obstacles by clearing the bay and entrance road.
Electrical appliances Yearly To ensure electrical wiring are in good condition to prevent short
circuit or any injuries and the safety of users. Under technician’s
supervision.
Water supply appliances Yearly To ensure piping systems are in good condition to prevent
shortage of water supply of the public building. Under technician’s
supervision.
Fire and safety appliances Yearly To ensure the fire safety equipment are in usable condition and
achieve authority’s standard. Under specialist’s supervision.
Rainwater and drainage system Quarterly To ensure no blockage in the drainage pipes for the waste water
to be fully discharged.

18. Work Breakdown Structure (WBS)
Anyaman (Traditional Weaving Centre)
3. POST CONSTRUCTION
Phase out
Final cleaning
Inspection and
handling over
Insurance of CCC
1. PRE-CONSTRUCTION
Preliminary
Design brief
Site visit
Schematic design
Design development
Contract
documentation
Tender documentation
2.CONSTRUCTION
Preliminary
Mobilization & site
establishment
Foundation
Soil excavation
Structure
RC slab and ramp
Dilapidation
survey
RC beam & column
Setting out Foundation piling Light steel space
frame (scaffold
method)
Site cleaning &
Levelling
Tempered glass
panels (roof)
Underground
mapping
Reinforced Concrete pad
footing
Load bearing
concrete wall
Setting up
boarding &
Signboards
RC lift core
Internal walls
Doors and windows
frame
Roofing
Waterproof
sealant and
insulation
M&E services
Lift installation
Architectural
finishes
Doors and windows
installation
Fan & Air conditioning
Perforated steel
cladding
Fan motor (basement) Tiles and
pavementsExternal M&E
Electrical fixtures Perforated timber
railing
Drainage system
Landscape
Courtyard
greeneries
Backyard plants
and trees
Perimeter plants
and trees

19. 2017
DEC JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY
PRELIMINARY
ACTIVITIES
2018 2019
PRE-CONSTRUCTION
DURATION
DATE
START
DATE
END
Setting out
Design brief
Site visit
Schematic Design
Contract documentation
Tender documentation
CONSTRUCTION
PRELIMINARY
Mobilization & site establishment
Dilapidation survey
Design development
Doors and windows frame
RC beam and column
Site cleaning & levelling
Underground mapping
Setting up boarding & signboard
FOUNDATION
Soil excavation
Foundation piling
Reinforced concrete pad footing
STRUCTURE
RC slab and ramp
Light steel space frame (scaffold method)
Tempered glass panels (roof)
Load bearing concrete wall
RC lift core
Internal walls
ARCHITECTURAL FINISHES
Doors and windows installation
Tiles and pavements
Drainage system
ROOFING
Waterproof sealant and insulation
Perforated steel cladding
Lift installation
Fan & air conditioning
Fan motor (basement)
External M&E
Electrical fixtures
M&E SERVICES

20. POST CONSTRUCTION
Perforated timber railings
LANDSCAPE
Courtyard greeneries
Backyard plants and trees
Perimeter plants and trees
PHASE OUT
Final cleaning
Inspection and handling over
Insurance of CCC