Project Management Documentation: Medium-Sized Project

(MGT60403 / ARC3614)
DOCUMENTATION OF A MEDIUM-SIZED PROJECT:
ART EXPRESSION AND
PERFORMANCE TRAINING CENTRE
TAMAN TASIK TITIWANGSA, KUALA LUMPUR
NAME: LIM JOE ONN
ID: 0318679
TUTOR: AR SATEERAH HASSAN

01 PROJECT INTRODUCTION
02 SITE INTRODUCTION
03 PROJECT VIABILITY
04 DESIGN STRATEGY
05 PROJECT PROCUREMENT
06 RESOURCE PLANNING
07 MAINTENANCE STRATEGY
08 RISK ANALYSIS
09 WORK BREAKDOWN STRUCTURE
10 GANTT CHART
00 CONTENTS

01 PROJECT INTRODUCTION
In conjunction with the 2020 Kuala Lumpur Masterplan, 2020 Kuala Lumpur Structure Plan, Visit
Malaysia tourism campaign, Human Capital Development and River of Life projects initiated by
the Malaysian government and related authorities, Kuala Lumpur City Hall (DBKL) has
commissioned this project in collaboration with the Malaysian Ministry of Education (MOE) and
the Ministry of Tourism and Culture Malaysia (MOTAC) on a site next to Jalan Tembeling near
Titiwangsa Lake.
DESIGN OBJECTIVE:
The building will be a social program where students have the opportunity to tackle various fields
of art in a fun way based on the aspiration of being trained to perform better in society. This
could be achieved by blurring the boundaries and bridging the gap between the neighbouring
arts hub that consists of Palace of Culture and National Visual Arts Gallery as well as various
schools that are present in the area. It facilitates learning as something fun rather than
something compulsory, advocating creative and critical thinking and develop kids as well
rounded individuals.
The approach to the design is conceived as a result of the need to fit the theme of ‘Sustaining
Humanities’, which aids in the nation’s effort to overcome Challenge 9 in achieving Vision 2020:
Establishing a prosperous society with an economy that is fully competitive, dynamic, robust and
resilient by training holistic individuals contributive to society.
STAKEHOLDERS:
INTERNAL
DBKL, MOTAC, MOE, Federal Government of Malaysia, Lim Joe Onn Architects, VSL Engineering,
Patrick Blanc Landscapes, Hadid M&E Engineering, JV Interior Design, Unitech QS Consultancy
EXTERNAL
Titiwangsa Lake, students in adjacent primary and secondary schools, boarding school residents,
residents near Titiwangsa Lake Gardens, park users, existing environment, significant floral
elements, vehicle drivers on Jalan Tembeling
ESTIMATED CONSTRUCTION TIME: 2 years
School children
People
knowledgeable in
the fields of various
arts
Diagram showing the main design
intention of the project:
Logo of the Vision 2020 project that aims to improve Malaysia’s
citizens by implementing improvements to education so that they
are of high quality and relevant to current needs:
1

Image of the site with Palace of Culture as its backdrop:
Plan drawing of the site:
Taman Tasik Titiwangsa is within the boundaries of Kuala Lumpur federal Territory surrounding a
lake that was a former tin mine. It was renovated in the 1980s to become a recreational park that
caters the needs of the local community. The glorious skyline of Central Kuala Lumpur can be
seen from the site.
SITE SITUATION:
As of November 2017, the site is currently a vacant governmental land property which is
overgrown and yet to be cleared. The office of the Palace of Culture is to the site’s East;
Titiwangsa Lake and Jalan Tembeling is situated to the site’s North; The Palace of Culture to its
South while a carpark is located at its West. Various schools and institutes such as SK Jalan
Kuantan 1 and SMK Puteri Titiwangsa are situated within a 500 meter radius from the site’s
vicinity. The site is now completely sealed off from public to avoid any trespassers.
SWOT ANALYSIS:
STRENGTHS
The site is at a close proximity to art related buildings and educational facilities, justifying its
position for a new performance training centre. Greenery is abundant, making it a catalyst for
high frequency of human activity, thus providing great future development potential. It also has
good access to public transportation network (new MRT Station under construction).
WEAKNESSES
Traffic circulation is severely limited due to Jalan Tembeling’s one-way traffic. The site is also
prone to vandalism. Besides, the building to be built on site will have a strong effect towards the
resultant city skyline.
OPPORTUNITIES
It has a potential as a new landmark and tourist destination as well as the potential to uncover
the talents of young bloods in the field of arts by amplifying the healthy existing site programmes.
THREATS
Illegal parking by motor vehicles may effect access to the site. Future development of
neighbouring lands are unrestricted.
2

PESTLE ANALYSIS:
POLITICAL
The site is situated within the Taman Tasik Titiwangsa neighbourhood, which is under the jurisdiction of the Kuala Lumpur City Hall. The arts hub, which consists of the
National Art Gallery, National Library and Palace of Culture is located near to the site. This fits with the Kuala Lumpur City Hall’s zoning of it being a place of human culture
and artistic development in response to the high concentration of educational institutions in the area. In the Kuala Lumpur Structure Plan for 2020, the authority designated
the site as a place for cultural and educational development. As such, the programme of this building adheres to urban planning directed by the Kuala Lumpur City Hall.
The building designed should be sensitive to all ethnic and religious groups present in the diverse community of Kuala Lumpur together in the larger context of Malaysia.
This could be achieved by not invoking any political, sexual or religious attributes in the proposal yet remaining its liberal and creative character to attract the intended
young crowd.
Titiwangsa Lake is also part of the Seventh Precint in the River of Life project commenced by the Malaysian federal government, which aims to clean and beautify the
waterfront, making them more visually appealing and welcoming to tourists.
ECONOMICAL
Tourism is the main economical factor. Titiwangsa Lake itself is already a tourist destination and the new MRT station scheduled to complete in 2018 is expected to unleash
its economical potential by drastically increasing the amount of tourists arriving in this area. This generates revenue from food, culture and craft. The close proximity to
other cultural centres also attracts a more artistic oriented crowd to the site. Thus, masterpieces created within the building has the potential to be readily marketed to the
public.
SOCIOLOGICAL
Despite that educational institutes and art related amenities within the arts hub are at close proximity, these two elements barely interact with one another. This is a shame
as expertise and skills from talented experienced individuals are not exposed and continued to the young. The building will initiate an impact sociologically to the
community by being the catalyst of this meaningful interaction. Students make up the major social group as they utilize the park for extra-curricular activities. The new
building will function as an extension of the park for the students as a place to conduct extra-curricular activities with the tutelage of people with skills in various art forms
from the arts hub or public transportation. The area is made up of a diverse multiracial community that utilizes the park for recreational purposes and thus, the vision of an
integrated society could be fulfilled with the new building as a centre point.
3

TECHNOLOGICAL
Using Building Information Modelling and Industrialized Building Systems, the new building could be constructed rapidly with high efficiency. The utilization of these
technological advancements enables the management team to identify issues and obstructions throughout the construction phase.
LEGAL
Strong building setback laws are implemented onto the site as per required by DBKL. An 8 meter setback is designated from all sides of the site boundary for the Ground
Floor. The maximum amount of basement levels is 3 floors while the building should not exceed 5 levels in height. At least 20 parking slots for cars are to be provided.
ENVIRONMENT
The site is blessed with good shading by ample vegetation. Therefore, the project should preserve as much existing plants and trees as possible to mitigate any harm caused
by the built environment. The site is placed horizontally, which is optimum as heat received by the building from the Western sun during the afternoon is low. Views
towards the magnificent Palace of Culture to the South and the tranquil lake to the North may influence the key features of the building in terms of spatial arrangement.
4

To ensure the good quality of the project delivered
To provide the clients the best service by handling all parties involved in the project smoothly and transparently
To fulfil the given brief and requirements of the clients and authorities
To ensure smooth management of the project
To reduce risks and threats of the project throughout its commencement
To ensure that the project is delivered on time within the given budget
To breakdown and distribute the work structure for all stakeholders to fulfil their respective duties and goals
PROJECT OBJECTIVES:
SUCCESS CRITERIA:
QUALITY
The final product should meet the demands of the clients, putting the satisfaction of stakeholders and customers at high priority yet completed within the set timeframe
and given budget. The Work Breakdown Structure will play a vital role in ensuring the smoothness of the project’s execution. Time should be allocated for process
improvement to ensure that characteristics of the building such as spatial arrangement and material selection to be of top notch quality. Good workmanship of the building
has to be guaranteed and the project should achieve its intended functions.
TIME
The duration of the whole project should not exceed 24 months starting from January 2018 to January 2020. The building is iconic as the nation embarks into a new phase
of becoming more developed in the year 2020, hence, must be completed before Malaysia’s National Day on that particular year. The project will be carried out according
to the Gantt Chart with minimal delay. Certificate of Completion and Compliance (CCC) should be received no later than December 2019.
COST
A budget of RM 5 million is given, fully funded by the federal government of Malaysia indirectly via DBKL, encompassing both pre-construction and construction costs. Close
monitoring and accurate estimations of costs are to be done to prevent money wastage.
All 3 success criterion are to be balanced and achieved by the project management team.
5

Kuala Lumpur City Hall (DBKL)
CLIENT PROFILE AND ROLES:
DBKL is the main client of this project. Its administrative board initiated the idea of building a Art Expression and Performance
Training Centre in response to the government’s grand schemes of developing the country. The project is part of DBKL’s aim to speed
up the implementation of Kuala Lumpur as a leading world class city.
The role of DBKL is to provide the project team on-site information, legal rules and regulatory guidance of the proposed building. An
annual budget of RM 2.72 billion was advocated by DBKL in providing urban services and governance for the prosperity of the city.
RM 5 million will be allocated for this project.
Three major stakeholders are involved in this project. The project is the brainchild of the collaboration between various
authoritative bodies.
Ministry of Tourism and Culture
(MOTAC) The role of MOTAC is to provide suggestions on how the building can be designed in a way that strengthens, conserves and preserves
national arts. The committee will consult on the capabilities of the project to drive the tourism and arts sectors as the catalyst for a
sustainable socioeconomic growth. MOTAC will also provide guidelines on how the building can be designed to fit its criteria and
plans for the region of Titiwangsa Lake Gardens.
6

Ministry of Education (MOE)
MOE upholds the mission of developing individuals to their full potential, eventually fulfilling the aspirations of the nation. Being the
pioneer of education in Malaysia, MOE functions as a key consultant of the building project by suggesting methods on how educative
programs can be carried out in the building’s design.
MAJOR PROJECT CONSULTANTS AND ROLES:
LJ
Lim Joe Onn Architect
Being the lead project manager, Lim Joe Onn Architect firm understands the client’s demands and handles the planning, designing
and review of the building project. The firm oversees every aspect of the proposed work by coordinating all specialist consultants and
absorbing the stress met by clients. Basic services such as schematic design, design development, contract documentation and
management are to be done by the firm.
VSL Engineering
VSL Engineering looks after the design, specifications and integrity of the building structure based on Lim Joe Onn Architect’s
drawings. The company also monitors works related to structure on site. They liaise with DBKL on civil and structural approval of the
building.
7

Patrick Blanc Landscape Design
This company is in charge of landscape design, preparing landscape tender documents and contract documents to negotiate with
authorities such as the client, DBKL on landscape matters.
Hadid M&E Engineering
Hadid Engineering provides mechanical and electrical appliance services to the project. The company is in charge of monitoring
mechanical and electrical works on site, ensuring that the specifications are achieved.
JV Interior Design
JV Interior Design looks after the interior design works of the building, which includes internal finishes, carpentry works and furniture
selection.
Unitech QS Consultancy
.Unitech QS Consultancy prepares construction cost estimates and looks after contractual issues of the building project. Documents
such as Bill of Quantities and payment papers of the project are prepared by the consultancy.
8

04 DESIGN STRATEGY
9
The design of the building is derived
from bubble diagrams that arrange
volumes into spaces with specific
functions, collaborative spaces and
public spaces where exhibits
created in the centre are displayed
to pedestrians.
Private spaces are placed in higher
elevations while public and noisier
spaces are located at a lower
elevation near the main walkway.
The centre’s design intention is to
gather and nurture young minds where
new ideas can be sparked and shared
with peers.
A vibrant space bustling with activity
on a site with high potential is able to
attract a substantial crowd.
Visual and spatial interactivity are to be
explored by the designers lead by Lim
Joe Onn Architect firm and discussed
upon in further meetings. The aim is to
make the centre more functional,
visually appealing and user-friendly.
The design will be brainstormed based
on the experience of the users and the
anticipated crowd response.
In terms of environmental response,
the centre is designed to decrease
sunlight gain from the West. A central
courtyard allows hot air to be removed
from the site’s interior areas.
Valuable vantage points to the Palace
of Culture to the South are to be
considered in its design.

05 PROJECT PROCUREMENT
Procurement is the process of purchasing goods or services in a project. There are several types of routes which can be implemented for procurement while in this project,
the ‘Traditional Contract’ method (also called the ‘Design Bid Build’ method) is used, typical of many government funded projects.
The client first appoints consultants to design the project in detail. Tender documentation which includes drawings and work schedules are to be prepared by consultants.
These consultants include:
• Architecture firm
• Civil and structural engineering company
• Mechanical and electrical engineering company
• Landscape design firm
• Interior design firm
• Quantity surveyor
The building’s design will be fully developed before contractors are appointed. The tender documentation process identifies product requirements and potential sources.
Next, contractors are invited to submit tenders for the construction on a competitive single-stage basis for consultants to evaluate. Contractors are judged based on their
range of services, submitted work programme and price offered. Interviews are conducted for the consultants to determine which contractors to award the contract to.
Result of tenders are submitted to the client in a report format for the client’s approval. Agreements are made when the contractors are chosen and the contracts are
formalized with Lim Joe Onn Architect appointed to administer the contract on behalf of the client.
In this case, the contracts are lump-sum contracts, being defined as a fixed price contract where contractors undertake to be responsible for executing the complete
contract work for a stated total sum of money. The payments to the contractors are made in regular instalments, providing contractors a steady cash flow.
10

06 RESOURCE PLANNING
Firstly, the resources are determined. These resources include:
• Human resources
• Products and materials
• Construction plant, tools and equipment
• Space and facilities such as office space while project is ongoing
• Subcontractors
• Utilities and electricity
Resource management requires the following:
• Access to up-to-date project plan with clear definition of different phases of work and activity scheduling
• Understanding the types of resources required
• Understanding the availability and optimum utilization of resources
• The ability to redeploy resources if works needed has to be accelerated
Resource levelling is used as a technique in this construction project when planning resources. The demand for limited resources is accommodated by adjusting the project
programme. It is used to analyze large variations in resource usage that can occur over time.
Project scheduling may involve resource smoothing, which is an assessment technique where the priority is the constraint of time rather than resources. It can be utilized to
determine alternatives to complete the work by the required deadline whilst minimizing inefficiencies in resources. In this case, Critical Path Analysis, Fast-track
Construction and Project Crashing techniques can be used.
Both the Gantt Chart and Work Breakdown Structure play vital roles in resource planning as both time and cost are heavy constraints. Project management software is
applied to ease the job of the management team. Regular weekly meetings of consultants are conducted to evaluate the plans executed and the output of the resources.
Alternatives to resource allocation may be identified and discussed during the meeting to determine solutions to existing issues of the ongoing project.
11

Elements Frequency Strategy
Artist Residency Daily To ensure the guests are comfortable in a clean and hygienic environment with housekeeping done after occupant check out or
upon request. Furniture in rooms are to be determined if they are in good condition.
Arts and Craft
Studios
Daily Various paper craft and painting activities are conducted in these spaces. Thus, sweeping should be done an a daily basis at 8pm.
Users are advised to keep the studios clean and tidy as soon as they are done using the space.
Audio and Lighting Monthly Acoustic equipment in music rooms are to be checked regularly and be repaired if necessary.
Central Courtyard Weekly Fallen leaves are to be swept away weekly. Water features to be checked and cleaned to make sure that contaminants are
removed. Water pumping mechanisms to be fixed if damaged.
Reception Office Daily Documents and pamphlets to be arranged daily to avoid mess.
Books and Displays
on Shelves
Daily Books and displayed materials are to be arranged and maintained in good condition.
Camera and Video-
Making Equipment
Daily Condition of cameras and apparatus in video studios are to be checked daily and repaired if necessary.
Musical
Instruments
Daily Condition of musical instruments are to be checked daily and repaired if necessary.
Roof Garden Weekly Fallen leaves are to be swept away weekly.
Storage Rooms Weekly Stored equipment, material and furniture are to be cleaned and arranged regularly.
PROGRAMME MAINTENANCE:
12

Elements Frequency Strategy
Green Façade Monthly The building is designed with a vertical green façade that uses grid railing and planter boxes. Trimming is to be done if
overgrowth occurs. Organic fertilizer are to be added into the planter boxes. Irrigation systems are checked monthly and
repaired if necessary.
Internal Walls Annually Walls are to be painted and cleaned yearly in white to maintain good aesthetics of the building interior.
Air Conditioning Annually Split-unit air conditioning systems are installed on certain enclosed rooms such as the reception office and dorms, requiring
regular maintenance and cleaning.
Lifts Annually Specialists conduct inspections to ensure that the lift systems are properly functioning.
Piping, Sanitary
and Utilities
Twice a
Year
Plumbing facilities and piping are inspected to make sure malfunctions do not happen. Units are repaired if necessary.
Lighting and
Electrical
Equipment
Twice a
Year
Inspections are to be done to ensure that all equipment are fully functional. Units are repaired if necessary.
Vegetation Twice a
Week
Potted plants, trees and bushes require regular watering and trimming. Soil is inspected to ensure its healthiness.
Glass Windows Once a
Month
Glass windows are cleaned every month.
Indoor Furniture Once a
Week
Furniture are cleaned and inspected to ensure safe use of public. Units are repaired or replaced if damaged.
Overall Building
Cleanliness
Daily Employees serve their duty by ensuring that all spaces in the building are well maintained and clean for public use. Garbage from
bins in the building are disposed to the large garbage bin at the refuse area daily.
BUILDING MAINTENANCE:
13

08 RISK ANALYSIS
Risk Likelihood Severity Effect Mitigation Strategy Contingency
Unclear
specifications by
client regarding
design brief
1/5 3/5 Confusion in schematic design. Conduct a meeting with clients and
consultants to brainstorm on a clear set of
project goals.
Provide multiple design
options for the client to choose
from.
Design proposal
not approved by
client
2/5 3/5 Constant amendments on the project
proposal.
Take the client’s requirements into utmost
consideration and negotiate when
necessary.
Provide multiple design
options for the client to choose
from.
Client is
indecisive and
keeps changing
design scheme
proposal and inability to proceed into
construction phase.
Set a specific time frame on when to halt
amendments to the design scheme.
Project manager has to make
sure that the client is aware of
the project schedule and
progress.
Preliminary
drawings not
approved by
authority
proposal and inability to proceed into
construction phase.
The client itself, DBKL is the authority giving
the construction permission. Regular and
frequent meetings can mitigate this risk as
the client can comment on both schematic
design and regulatory requirements.
Revise preliminary drawings
thoroughly and make
amendments when necessary
to meet DBKL’s requirements.
SCHEMATIC DESIGN:
Failure to obtain
Form B (building
construction
permit) approval
1/5 5/5 The contract is awarded but
construction cannot begin on time,
delaying the overall project.
Ensure that the Form B application is
submitted to DBKL before tendering for
specialists which allows time for it to be
reviewed and approved.
Further extension of the start
of construction can prompt the
newly appointed contractor to
terminate the contract.
Preliminary
costing not
approved by
client
3/5 4/5 Delay in the final preparation of the
Bill of Quantities.
Alternative construction materials and
methods are to be suggested to save cost.
Delay in calling for tender.
Too many
tenderers
3/5 2/5 Client is unable to award contract on
time.
Project team to aid in evaluating tenderers
and provide recommendations among
potential sellers.
Delay in project.
CONTRACT DOCUMENTATION:
14

08 RISK ANALYSIS
Delay in
construction due
to bad weather
and climate
5/5 4/5 Delay in construction will extend the
time needed to complete the project,
severely effecting both time and cost
factors in the project.
Gantt Chart is planned in a weekly format
whilst certain tasks such as erection of
superstructure can be done within months,
giving a margin for delay that prevents
affecting the designated schedule. Permit to
prolong working hours are applied if
necessary.
Project manager to keep track
of the project schedule and
inform the client if extension of
time is needed.
Shortage of
material due to
wastage and
improper
planning
3/5 4/5 Addition of cost to cover up
insufficient materials.
Ensure that sufficient materials are readily
available on site, with formal agreement
with supplier to ensure material price
consistency.
Project team to check the
inventory regularly in order to
ensure material wastage is at a
minimum.
Construction
delays due to
skilled work
2/5 3/5 Delays occur due to complex and
time consuming on-site skilled works.
Most components of the building including
its façade are designed in a modular and
prefabricated format and can be assembled
easily on site, promising a speedy
construction.
Project manager to keep track
of the project schedule and
conduct regular site
inspections.
Plants on vertical
green façade did
not grow as fast
as expected
4/5 1/5 Users of the building are greeted
with a barren façade upon arrival on
the completed building.
A lengthy time of one year is given for the
plants to grow naturally while other works
such as floor finishes and door fixtures can
be done simultaneously to prevent delay.
The façade is full of planter
boxes and metal grill which will
serve as shading louvers that
will shade the interior even if
the plants are absent.
Accidents and
injuries during
construction
3/5 5/5 Employees may suffer from fatal
injuries. Lawsuits brought up against
client may cause project delay.
Ensure proper use of safety equipment at all
times on site with keen supervision by site
manager.
Conduct necessary insurance
claims and damages pay-out.
Investigation to be done to
rectify the issue.
Increase in cost
of materials
3/5 3/5 Rising costs will cause the project to
exceed its budget.
Formal agreements on prices are signed with
relevant stakeholders to ensure that
unwarranted price rises do not occur.
Overall budget is increased to
compensate for the rise in
costs.
CONSTRUCTION PHASE:
15

08 RISK ANALYSIS
Poor
maintenance of
plants, green
façade and
landscaping
features
3/5 4/5 Overall spatial and aesthetic quality
of the building will reduce drastically.
Building to be regularly maintained by
appointed staff. Weekly maintenance
schedule is created to ensure the quality of
the building spaces.
Building management board to
monitor the schedule created
is strictly followed.
Building prone
to theft and
vandalism
5/5 4/5 Vandalism of items and theft of
equipment increases cost to replace
or repair them.
Hiring a security company to prevent such
circumstances from occurring.
Regular patrols are to be done
frequently.
Programs do not
achieve their
intended
function and fail
to attract visitors
2/5 4/5 Building’s original purpose will be
defeated, thus does not benefit the
local school children.
Actively reach out to the public by
promoting it’s presence and introducing new
activities to the existing building.
Building management board
should analyze target user
groups before planning
programs in the building.
Feedbacks by the public should
be gathered to provide ideas
on improvising the building.
BUILDING OPERATION AND MAINTENANCE:
16

09 WORK BREAKDOWN STRUCTURE
DESIGN PHASE
Project Manager: Lim Joe Onn Architect
Site Works
CONSTRUCTION PHASE
Client: DBKL
Client
Consultants:
MOE, MOTAC
POST-CONSTRUCTION PHASE
• Setting Out
• Dilapidation
Survey
• Site Clearing
• Site Levelling
• Hoarding and
Signboard
Substructure
• Soil Excavation
• Foundation
• Basement
• Shear Wall
• Waterproofing
Superstructure
• RC Columns
• Beams
• Roof Structure
• Green Roof
• Gutter and
Drainage
System
• Roof Tiling
Roofing M&E Services
• Lift System
• Fans & Air
Conditioning
• Earthing System
• Fusebox
Installment
• Telephone and
Data System
• Lighting
Installation
• Fire Protection
Systems
• Electrical Systems
• Mechanical
Ventilation
Building
Finishes
• Door Installation
• Window
Installation
• Floor Finishes
• Staircase Finishes
• Sanitary System
• Wall Finishes
• Ceiling Finishes
Landscaping
• Surface Water
Drainage
• Turfing
• Vegetation
Specialists
• Lighting
• Interior Design
• Water Feature
• Green Façade
• CCTV Installation
• Solar Panels
Phase Out
• Removal of
Machineries
• Site Clearance
• Waste and
Garbage Removal
• Site Inspection and Final Checking
• Handing Over
• Issuance of Certificate of
Completion and Compliance (CCC)
• Tender Documentation
• Tender Calling
• Tender Evaluation
• Contract Administration
and Closeout
Consultants:
VSL Engineering, Patrick Blanc
Landscapes, Hadid M&E Engineering, JV
Interior Design, Unitech QS Consultancy
Project Procurement
Main, Domestic and
Nominated Contractors
Suppliers and
Manufacturers
Site Manpower and
Workers
scouts via tender process
17

Project Management Documentation: Medium-Sized Project

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Project Management Documentation: Medium-Sized Project