BSC (H) IN ARCHITECTURE DEGREE SEM 6 PROJECT MANAGEMENT FINAL REPORT

Project Management (MGT 60403) Page ! of !1 18
SCHOOL OF ARCHITECTURE, BUILDING AND DESIGN
Bachelor of Science (Honours) in Architecture
PROJECT PROPOSAL: INTERPRETIVE COMMUNITY CENTRE, TITIWANGSA, KUALA LUMPUR

PROJECT MANAGEMENT (MGT 60403)
PROJECT 02 DOCUMENTATION OF A MEDIUM SIZE PROJECT
Name: Tan Jo Lynn
Student ID: 0318518
Tutor: Ms. Alia Ahmad
Submission date: 6th December 2017

TABLE OF CONTENT
CHAPTER 1.0 PROJECT INTRODUCTION
Section 1.1 Client Information
Section 1.2 Stakeholders
Section 1.3 Client’s Brief
Section 1.4 Project Introduction
Section 1.5 Projet Goals
Section 1.6 Programme
CHAPTER 2.0 SITE INTRODUCTION
Section 2.1 SWOT Analysis
Section 2.2 PESTLE
CHAPTER 3.0 DESIGN SUITABILITY
Section 3.1 Design Layout and Proposal
Section 3.2 Key Features
Section 3.3 Success Criteria
CHAPTER 4.0 PROJECT VIABILITY
Section 4.1 Program Brief
Section 4.2 Gross Floor Area (GFA)
Section 4.3 Cost and Budget Estimation
CHAPTER 5.0 PROJECT PROCUREMENT
Section 5.1 Payment of fees for Basic Services
Section 5.2 Resource Planning
CHAPTER 6.0 MAINTENANCE STRATEGY
CHAPTER 7.0 RISK ANALYSIS
CHAPTER 8.0 WORK BREAKDOWN STRUCTURE
CHAPTER 9.0 GANTT CHART

CHAPTER 1.0 PROJECT INTRODUCTION
1.1 Client Information
1.1.1 Persatuan Penduduk Titiwangsa, Kuala Lumpur (Titiwangsa Residents’ Association Kuala Lumpur) (TRA)
Organisation No.: PPM-010-14-03012011
State: Wilayah Persekutuan Kuala Lumpur
Chairman: Datuk Dr Guna Sittampalam
Titiwangsa Residents’ Association (TRA) is the association covering residents living in Titiwangsa neighbourhood. Taman Tasik Titiwangsa, also known as Titiwangsa Lake
Gardens, is a residential neighbourhood located is the outskirts, north-eastern fringe of Kuala Lumpur, Malaysia. The neighbourhood surrounds the Titiwangsa recreational park,
with Jalan Pahang, Jalan Tun Razak, Sungai Bunus and Ulu Kelang Highway as the boundary. Membership to TRA is open to residents of the neighbourhood.
The objectives of the association includes to solicit input, obtain consensus and address the issues that aﬀect the residents of our neighbourhood and to work to recruit all
residents to become members of TRA to ensure maximum and eﬀective representation. It also aims to encourage and promote community spirit, awareness, pride and
fellowship among neighbours, to keep the community safe, secure, friendly, inclusive and welcoming. Thus, sustaining the neighbourhood as choice location, diverse by
composition of residents, but build a close-knit and family oriented community.
1.2 Stakeholders
1.2.1 Persatuan Penduduk Titiwangsa, Kuala Lumpur (Titiwangsa Residents’ Association Kuala Lumpur) (TRA)
Titiwangsa Residents’ Association (TRA) is the association covering residents living in Titiwangsa neighbourhood. Taman Tasik Titiwangsa, also known as Titiwangsa Lake
Gardens, is a residential neighbourhood located is the outskirts, north-eastern fringe of Kuala Lumpur, Malaysia. The neighbourhood surrounds the Titiwangsa recreational park,
with Jalan Pahang, Jalan Tun Razak, Sungai Bunus and Ulu Kelang Highway as the boundary. Membership to TRA is open to residents of the neighbourhood.
1.2.2 Kuala Lumpur City Hall (DBKL)
The Kuala Lumpur City Hall (DBKL) is the city council which administers the city of Kuala Lumpur in Malaysia where the jurisdiction covers an area of 243 square kilometres. The
current mayor is Mhd Amin Nordin Abdul Aziz. It functions to provide, manage and maintain public facilities, plan and implement sports, cultural and tourism activities, and
manage business licenses. It also in charge in build and manage public housing and resettle squatters, as well as plan and control urban development.

1.2.3 National Library of Malaysia
The National Library of Malaysia functions as Management Activity, Library Development Activity and Library Services Activity. Its mission is to enhance the delivery of quality of
information resources through library services in order to build a knowledge society. It aims to make available for the use of present and future generation a national collection of
library resources and to facilitate nation wide access to library resources available within the country and abroad. It involves in the project by corporation of the open library
concept, where the reading materials will be sourced from the public while the National Library of Malaysia will provide leisure reading books.
1.2.4 Tourism Malaysia
The Tourism Development Corporation of Malaysia (TDC) is an agency under former Ministry of Trade and Industry by an Act of Parliament. It aims to promotes Malaysia as an
outstanding tourist destination and showcase Malaysia’s wonders, attractions and cultures. Its mission is also to enhance Malaysia’s share market for meetings, incentives,
conventions and exhibitions, as well as promotes the development of domestic tourism and promote new investments in the country. Thus, provide increased employment
opportunities and contribute positively to country’s economic development and quality of life.
Figure 1.2 National Library of MalaysiaFigure 1.1 Kuala Lumpur City Hall Figure 1.3 Tourism Malaysia

1.3 Client’s Brief
Client explained their aim to build a visitor’s and activity park centre that consists of diﬀerent types of hang out spaces with the intention of encouraging interaction of community
internally and externally. It is mentioned that the building footprint should be minimised and contextual design to be emphasised in terms of facade and form design as well as
spatial organisation. Public spaces are requested to be highly accessible where interior and exterior spaces are preferably to be well connected. The existing activities, for
example food stalls and bicycle rental business should be maintained if possible, where the focal point could be a vast open eating space, which forms the catalyst of
interaction and participation of community. It is also stated that the building must provide staﬀ accommodation for temporary stay, loading bay for minimum of 2 service trucks,
administrative spaces and carpark spaces.
1.4 Project Introduction
1.4.1 Project Objectives
• To deliver the project in good quality following the client’s requirement within framework planned.
• To manage project in consideration of related issues within the timeline and given budget.
• To manage all phases of work during project with proper control and monitoring technique to ensure project is on track and complies with legal regulations.
• To manage all processes professionally and completing the project on time, within budget given by client and meeting qualities expectation.
• To reduce risk of the project from all aspects throughout the project duration.
1.5 Project Goals
Short Term
To assist client in achieving objectives and provide guidance for project success and completion.
Medium Term
To provide an activity centre as communal space for daily activities and a platform for local businesses, thus improving social connection and interaction of Titiwangsa
neighbourhood community.
Long Term
To provide positive impacts to the neighbourhood and sustain humanities, liveable community, in the city.

1.6 Programme
1.6.1 Programme Proposal
Home
The interpretation of activity centre as an Interpretative Community Centre is to create a hearth in this neighbourhood, a space to allow people to pause and question, linger and
stroll, explore and express. A space devoid of speciﬁc character but emphasises on capturing and preserving people movement, behaviours and actions, details of humanities
that deﬁne and describe the culture and identity of Taman Tasik Titiwangsa community. The idea is to capture and form appreciation of these brief moments, where people take
on identity through usage. Thus creating an exhibition of environment of humanness that stimulates emotional and social responses, and encourages interaction,
interdependence and a collective of perception. Reinforcing the idea of the displacement of people on this surface that constitutes to the identity of space.
Programmes integrated in to the centre includes Wall art, Street Library, and Urban Farming, which represents spaces in a Home. Wall Art and Street Library are the study room,
the space where groups of people share brief moment of shared experiences. Urban Farming involves an open space, the garden, where community participate in the activity,
allow people to see and to be seen. When everything comes in a whole, details of presence of people, traces of their behaviour forms imprints in one’s consciousness. Hence,
forming a place called Home.
1.6.2 Programme Objectives
• To enhance monotonous program of Titiwangsa recreation park.
• To provide communal spaces for existing neighbourhood and serve as economical and social activation usage.
• To encourage community participation and interaction.
• To provide the local vendors a proper place and environment to develop their business.
• To form an information centre about the Titiwangsa community.
• To emphasise of the theory of taking on identity of usage of community.

CHAPTER 2.0 SITE INTRODUCTION
Located in the north-eastern fringe of Kuala Lumpur, Taman Tasik Titiwangsa is a recreational park with a large lake as its main attraction. A popular rendezvous amongst city
dwellers, it offers tennis courts, an exercise area, a playground for children and other recreational facilities for water sports, jogging and the like. Located nearby is the Remote
Control (RC) Car track that is complete with a drivers platform and seating for spectators, making it a popular attraction among RC enthusiasts on the weekends. Also within the
vicinity of the park is a stadium. This 95 hectares park is a vast area that consists of a 57 hectares lake where anglers will be glad to know that they are allowed to fish here.
Other facilities at the park include a Remote Control car track, a cycling track, a football field, a boathouse and aquatic activities, a viewing tower, playground and pavilion.
The main entrance for vehicular is at the junction of Jalan Tun Razak and Jalan Kuantan, which is located before the siting of Istana Budaya, Balai Seni Lukis Negara, Pusat
Darah Negara and National Library of Malaysia. There’s an existing parking lot at the intersection point of Jalan Kuantan and Jalan Tembeling, where Sekolah Kebangsaan Jalan
Kuantan 1 can be seen on the left. Whereas, the exit points of the lake garden include the entrance mentioned above as well as the junction of Jalan Termeloh and Jalan Tun
Razak. Travel distance from nearest LRT station is about 2.45 kilometres, which takes approximately 30 minutes of walking action.
Figure 2.1 Site figure ground Figure 2.2 Site location from Google Map.

2.1 SWOT Analysis
2.2 PESTLE
2.2.1 Political
Current Kuala Lumpur city plan for 2020 involves several agencies, for example, DBKL, River of Life Project, Ministry of Federal Territories, Think City etc., which result in
overlapping of responsibilities. Thus, agencies take part in this project proposal are required to corporate with them agencies above to ensure respective objectives are
achieved. The project initiator Titiwangsa Resident Association will work together with the land owner DBKL in providing the neighbourhood a common hang out place and
enhancing the community environment.
2.2.2 Environmental
The pollution of Titiwangsa lake requires effort from related departments and Titiwangsa community in order to enhance and improve the quality of atmosphere of Titiwangsa
Lake Garden. 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 yer 2020. It is also to provide
adequate level of flood mitigation protection to the project area, in support of achieving the Greater Kuala Lumpur City Status. Its transformation is divided into three
components, River Cleaning, River Beautification, and River Development.
2.2.3 Sociological
The high density of residential building around the site contributes to the culture and identity of the lake garden. However, as a common space for all, it acts as an intersection
point as well as an dispersion point of the community, which result in reduce of interaction with collective of consciousness.
Strength Weakness Opportunity Threat
Accessibility and permeability. Multiple ingress point
in to the site boundary, directing all sorts of user
groups
Trees grew within site setback to be relocate if
necessary
Programatic response from students and parents
due to preliminary school located across the road
Noise pollution during vehicular peak hours
Exposure to lake view and greeneries, creating best
of scenery
Smell pollution due to unattended disposal bin and
unmaintained public toilet
Architecture of corner lots, promotes fluctuation of
crowd
Water pollution of the lake due to low maintenance
Existing shades from vegetation, reducing exposure
to direct sunlight
Existing public toilet Existing eateries activities that could be potential
activities in the centre
Scheduled vehicular congestion due to preliminary
school located across Jalan Kuantan
Two way vehicular movement Total exposure, reduce level of privacy Existing integration of pedestrian pathway Vandalism on park furnitures

2.2.4 Technology
Whilst integrating the mechanism of green wall and green roof, the community centre promotes the idea of green building through application of photovoltaic glass module as
the main roof material, where energy harvested enable self supply of electricity for the building. The intention is to largely reduce the high energy consumption of air conditioning
system and other electrical appliances like the lighting system and workshop activities.
2.2.5 Legal
The project adheres to regulation set by DBKL for the necessary building setbacks, where setback should include 2 meters of plantation and 2.3 meters from the boundary line
for basement carpark purposes. This also includes 6 to 12 meters public walkway and BOMBA access lane. The site is classiﬁed as public open space by DBKL, Class D6,
sports and recreation facilities, where activities and facilities allow are courts or sports and recreational spaces, race course, swimming pool, polo ground, club house, paintball
space and facilities for sports and recreational.
2.2.6 Economical
The River of Life projects is and Entry Point Project (EPP) identiﬁed in the Greater Kuala Lumpur/Klang Valley National Key Economic Area (NKEA) under the Economic
Transformation Program (ETP). River of Life aims to transform Klang River in to a vibrant and liveable waterfront with high economic value.

3.2 Key Features
3.3 Success Criteria
3.3.1 Time
A total time of 24 months is allocated for the project (1st March 2018 - 28th February 2020) to achieve and meet requirements stated. Building cover area is approximately
2400 sqm. with a site cover area if 4800 sqm. Several key phases can be expedited due to the preparation of a detailed timeline and adherence to the deadlines. Key phases
are divided as below:
1. Schematic design, finalised design and approval (7 months)
2. Contract documentation / tendering (2 months)
3. Construction phase (11months)
4. Post construction and handling over phase (2months)
The intention is to insure design stage could be complete according to time scheduled without delay to ensure sufficient time is available for the approval from different
agencies, client, local authorities as well as the tendering process. Weekly client consultation meetings to be carried out to resolve project risks and change, with the idea to
avoid unnecessary delay un timeline.
Green barrier Reduce building footprint Natural breezeway
Vast informal space Conserve existing human flow Linear park

Structural steel frame construction is the choice of building technique as steel parts are pre engineered to the specific design inside the manufacturing plant and are delivered,
ready to be erect. Thus, allowing faster construction and possibility of completion of building ahead of schedule. Besides that, high quality controlled fabrication process
eliminates possibility of human error, hence largely reducing amount of time spent on recalculating and reassembling.
3.3.2 Cost
Project overall budget is estimated: RM10 million
Combination of light and structural steel frame construction is chosen to be used with the intention of reduce cost and environmental impact. The choice of steel enable
decrease in labor required and material shipping costs. It also simplify the design of building’s foundation system, which further reduce project budgets. Due to the durability of
steel, the structure requires least amount of maintenance, where repairs and replacements are at minimal, allowing it to become more economic choice for building owners.
Besides that, after construction time also indicates fewer interest payments to the lender, who typically requires that interest payments are made through the duration of the
construction process.
3.3.3 Quality; Scope
Building function: Interpretive community centre
Building key feature: Vast space
The project outcome accomplish the project goals and objective as the building function well to accommodate activities and facilities planned. The proposed building intends to
reduce environmental impact and building footprint. Therefore, it is vital to achieve good performance in rating system of Green Building Index (GBI). GBI rating systems include
Energy Efficiency (EE), Indoor Environment Quality (EQ), Materials and Resources (MQ), Sustainable Site Planning and Management (SM), Water Efficiency (WE), and Innovation
(IN). The effort to achievements include photovoltaic glass module application, urban farming and gardening activity, choice of structural steel construction, as well as
maximising use of natural ventilation and lighting.
Figure 3.1 Green Building Index Malaysia.

CHAPTER 4.0 PROJECT VIABILITY
4.1 Program Brief
Taman Tasik Titiwangsa is an urban park framed by highways, water body and residential area, where Jalan Tun Razak forms a distinctive boundary between the city as the
performance stage and the park neighbourhood as the home of the actors and actresses. This result in creation of engagement point at the intersection of path.
But due to the vast scale and monotonous programs of park that give ones of insecurities, distinct characteristics and identity of built forms, and strong punctuation of activities
in hustle and bustle of city, the intersection of nature, man-made and man became a disperse point instead of a gathering point. A common junction, where everyone is just a
passer-by.
Therefore, the intention of the Interpretation and Taman Tasik Titiwangsa Community Centre is to create a hearth in this neighbourhood, a space to allow people to pause and
question, linger and stroll, explore and express. A space devoid of speciﬁc character but emphasises on capturing and preserving people movement, behaviours and actions,
details of humanities that deﬁne and describe the culture and identity of Taman Tasik Titiwangsa community. The idea is to capture and form appreciation of these brief
moments, where people take on identity through usage. Thus creating an exhibition of environment of humanness that stimulates emotional and social responses, and
encourages interaction, interdependence and a collective of perception. Reinforcing the idea of displacement of people on this surface constitutes to the identity of space.
Programmes integrated in to the centre includes Wall art, Street Library, Urban Farming, and Therapeutic Frame, which represents spaces in a Home. Wall Art and Street Library
are the study room, the space where groups of people share brief moment of shared experiences. Urban Farming involves an open space, the garden, where community
participate in the activity, allow people to see and to be seen. Solitude dimensions, versatile spaces, corridors and corners, which enables people to explore their very own
existence where the concept of Therapeutic Frame applies. When everything comes in a whole, details of presence of people, traces of their behaviour forms imprints in one’s
consciousness. Hence, forming a place called Home.
4.2 Gross Floor Area (GFA)
Ground Floor
Space Gross Floor Area (sqm.) Gross Floor Area (sqft.)
DIY Play space 149.5 1609.2
Living Room 132.2 1423
Community kitchen 138.9 1495.1

First Floor
Second Floor
Dining Room 104.5 1124.8
Lift Lobby 143.8 1547.9
Market Space 191.6 2062.4
Sunken Garden 76 818.1
Restrooms 75.7 814.8
Total 1012.2 10896.3
Children Play Area 140.7 1514.5
Garden Dining 94.8 1020.4
Planning Exhibition Hall 190.2 2047.3
Art and Craft Studio 149.6 1610.3
Open Amphitheatre 49.7 534.9
Restrooms 19.5 209.9
Total 644.5 6937.4
Working Space 104.6 1125.9
Reading Room 193.9 2086.9
Roof Garden 85.1 915.5

Third Floor
Lower Ground Floor
4.3 Cost and Budget Estimation
Estimated pricing = RM 250 per sqft.
= RM 150 per sqft. (basement carpark)
Total construction cost = Gross floor area x Estimated pricing per sqft.
Total development cost = Total construction cost x 15% consultant and contribution fees
Ground floor area = 10896.3 sqft.
First floor area = 6937.4 sqft.
Second floor area = 4128.3 sqft.
Third floor area = 2458.5 sqft.
Basement Carpark = 11366.7 sqft.
Gross Floor Area = 35787.2 sqft.
Total development cost = [(24420.5 x 250) + (11366.7 x 150)] x 15%
= [RM 6,105,125 + RM 1,705,005] x 15%
Total = RM 8.981,649.5
Total 383.6 4128.3
Staff Accommodation 228.4 2458.5
Total 228.4 2458.5
Basement Parking 1056 11366.7
Total 1056 11366.7

CHAPTER 5.0 PROJECT PROCUREMENT
PAM Standard Form of Building Contract
Pertubuhan Artitek Malaysia (PAM) Standard Form of Building Contract. The form of contract is produced for private sector commercial, institutional, housing and other building projects. It is
estimated that 90% of the building contracts int he private sector are based on PAM form. The various provisions enable risk allocation for time, money matter, quality issues and dispute resolution
between contractor, employer, and consultant team has been shifted. Although PAM forms contain some contemporary provisions, they are more procedural but it limit rights of employers while
reducing risks borne by contractors. The relocation of risks proportionately increases the employer’s exposure and burden in terms of claims and payments while providing more possible grounds
for disputes between the contractor and employer. Furthermore, the form of contract imposes definite and at times, mandatory time periods on the architect and consultant team to professional
negligence claims.
The PAM Contract attempts to be fair to both contractual parties by setting out their rights and obligations. It is to ensure that the contract is administered fairly between both contractual parties,
PAM Contract places the administration under third party, namely the Architect. The pre-contract preparation procedure includes the compilation of information form which a prospective contractor
may formulate and submit an offer, the selection of the contractors whom one would like to submit an offer, the evaluation of contractor’s offers and clarification of their offers etc. The reason of
formation of Malaysia standard forms of contract is because it adopts the international standard forms of contract. As the movement of construction industry forms several interpretations in terms of
methods, costs, scope etc, the need to set limitation is needed since the initial point of a project.
In this project PAM with Quantities is used as the form of contract as ti is commonly used for big projects due to the necessity to reduce any disputes and discrepancies, as small error or
miscalculation maybe cause vital financial loss.
The project includes 24 months for its completion, where the project procurement stage takes place after the approval of the authorities is obtained. Then, the contract documentation phase. The
process is required to acquire goods, services and works to attain project scope, from outside the performing organisation, where the fees payable to the architectural consultancy practice for
Basic Services shall be made upon the completion of phases.
- PAM with Quantities C.11: states and indicates that the QS and Air is empowered to evaluate claims.
- PAM without Quantities C.11: not mentioned
- PAM with Quantities C.12: indicates that the BQ should be the basis of quantity of works - meaning that the contract sum should be derived from the BQ, the consultant QS should prepare
the BQ on behalf employer so that the contractor can price in the tendering.
- PAM without Quantities C.12: Contractor’s estimate as the basis for the quantity of works - meaning that the contractor has to refer to drawings and specifications to come up with their own
estimate, and that will be the basis of contract sum.
Figure 5.1 Malaysian Institute of Architects.

5.1 Payment of fees for Basic Services
Upon completion of each phase Percentage of total fee payable
Schematic Design Phase 15%
Design Development Phase 30%
Contract Documentation Phase 25%
Contract Implementation and Management Phase 25%
Final Completion Phase 5%
5.2 Resource Planning
Resource planning occurs at the project planning stage to produce a detailed description of required resources and assignments. It intends to determine type of resources and
its quantities of each required to perform project activities.
Human Resources Equipment Material
Labors Container oﬃce space Stationary
Draftsmen Telephone line Measuring tools
Manager Water and electrical supply Map
Architect Machineries Paper
Quantity Surveyor Plotter Preliminary drawing
Landscape Architect Calculator Supplier Catalogue
M&E Engineer
C&S Engineer

CHAPTER 9.0 GANTT CHART
5 19 2 16 30 14 28 11 25 9 23 6 20 3 17 1 15 29 12 26 10 24 7 21 4 18 4 18 1 15 29 13 27 10 24 8 22 5 19 2 16 30 14 28 11 25 9 23 6 20 3 17
1 Programming 14
2 Preliminary Design Proposal 14
3 Building Structure Proposal 42
4 Building Services Proposal 14
5 Building Energy Proposal 14
6 Schematic Landscape Design 28
7 Schematic Interior Design 14
8 Setting Project Budget 28
9 Detailed Schematic Drawings 28
10 Detailed Submission Drawings 42
11 Detailed Structural Plans 42
12 Detailed Building System Schematic Diagrams 28
13 Detailed Landscape Design 14
14 Detailed Interior Submission Layout 28
15 Detailed Interior Submission Drawings 42
16 Pre-Tender Cost Estimation 28
17 BP - Building Plans Documentation 14
18 BP - Submission Approval 7
19 BOMBA - Submission Approval 7
20 Tender Table Document Preparation 28
21 Call for Tenders 28
22 Tender Period 49
23 Tender Report Review and Selection of Contract 28
24 Award of Contracts 14
25 Sub-structure works 42
26 Temporary works 28
27 Site preparation 42
28 Structure works 56
29 External works 42
30 Architecture works 42
31 M&E works 42
32 Plasters works 42
33 Interior works 28
34 Landscape works 28
35 MEP works 56
36 Site Clearance 7
37 Practical Completion of Works (CPC) 7
38 Expected BOMBA inspection 0
39 BOMBA Approval 28
40 Expected DBKL inspection 0
41 Obtaining CCC 28
42 Removal of Machineries 14
43 Final Account 7
44 Handing Over 7
4 weeks
JAN. FEB.AUG. SEPT. OCT. NOV. JAN. FEB. MARCH APRILDEC.
2020
ID Task Name
Duration
(Days) JUNE JULY AUG. SEPT. OCT. NOV.MAR. APRIL MAY JUNE JULY DEC.
2018
MAY
Submission and Authority Approval
Project Completion and Close Out
2019
Design Development
Schematic Design
Submission Approval
Tender Phase
Construction Period
10 weeks
20 weeks
4 weeks
20 weeks
40 weeks
6 weeks

CHAPTER 6.0 MAINTENANCE STRATEGY
6.1 Programme Maintenance
The building programme revolves around economical and recreational activities, which mainly function as a communal space of the local neighbourhood. It is also a part of culture and experience congregation place, where it provides
community workshops and activities for the neighbourhood and exhibitions and gallery for the visitors. Therefore, the maintenance aims to ensure the smooth operation of activities and well maintained spaces in order to provide proper
ambience for user and workers.
Items Frequency Strategy
1 Market space Cleanliness Daily Scheduled maintenance. To ensure the vendor stalls are always in minimum satisfactory level of cleanliness after daily operation and activities. Respective vendors were to ensure the disposal of waste of activities and
janitors to clean the place after usage of public daily.
2 Market stalls Breakdown maintenance. To guarantee the stalls achieve minimum satisfactory level of organisation and functionality. All issue to be repaired pr replace if necessary.
3 Crafting workshop studio Breakdown maintenance. To ensure no damage and disruption caused by users that obstruct the usage of space and operation of activity.
4 Crafting tools and equipment Breakdown maintenance. To make sure equipments, tools, and materials are organised with assurance to its function and management always store and place everything at the right place after usage. Management to
check, replace and repair if necessary.
5 Culinary workshop tools and
equipment
Breakdown maintenance. To guarantee tools and equipment provided are in good condition and are well kept to enable long lasting usage. All issues to be repair and replace if necessary, by management.
6 Community kitchen cleanliness Daily Scheduled maintenance. To ensure kitchen space is always in minimum satisfactory level of cleanliness and everything is organised to achieve its optimal operation flow whilst improving the workshop experiences.
8 Community goods storage space Daily Scheduled maintenance. To ensure sufficient space is available for the vendors and donation of goods from community. Management to clear off items once it is not in good form.
9 Exhibition space Monthly Scheduled maintenance. To make sure exhibited pieces are well kept and stored in proper mannered, to ensure it is long lasting. Monthly cleaning and conservation to be done for every piece.
10 Book collection Weekly Scheduled maintenance. To manage and ensure all books are in good condition and organised. All impairment to be repair by the management.
11 Central common space Daily Scheduled maintenance. To guarantee the achievement of minimum satisfactory level of cleanliness and functionality, and ensure structure and elements are well aligned and organised for daily usage.
12 Gardening tools and equipment Breakdown maintenance. To guarantee tools and equipment provided are in good condition and are well kept to enable long lasting usage. All issues identified to be repair and replace if necessary.
13 Basement Monthly Predictive maintenance. To ensure basement parking functionality and free of obstruction that will affect the vehicular accessibility.

6.2 Building and Site Maintenance
The maintenance intends to keeps the building constantly in good condition and provide proper atmosphere for user and management team, as well as maintain the impression of building. The building and site maintenance needs to be
done occasionally to ensure each facilities in building spaces operates and functions well and always up to standard. It also performs general repairs to buildings and preventive maintenance of systems and equipment.
Items Frequency Strategy
1 Pedestrian walkway and pavement Breakdown maintenance. To ensure the walkway surfaces and finishes are in good condition and safe to be access by the public. Management to check on defects and specialist to replace immediately when
damage is reported and identified.
2 Service Lifts Monthly To make sure inspections are carried out by professionals for well maintenance, and smooth and safe operation and condition for usage of building.
3 Electrical Appliances Yearly To guarantee the electrical appliances are in good condition and function appropriately at all times. Technicians to check on all wiring and appliances occasionally.
4 Landscape and plantation Fortnightly Scheduled maintenance. To ensure all plantations are taken care of properly, trimmed for safety usage of spaces and free from garbage. Gardeners to be hired to maintain the condition of plantations.
5 Fire protection appliances Monthly Scheduled maintenance. To guarantee fire protection equipment are in proper condition for its functionality. Replace if equipment is not in goof form or misplaced.
6 Water Supply Appliances Yearly Predictive maintenance. To make sure piping systems are well maintained with no defects and no clogged condition. Professionals to review on connection and system operation flow of pipe and to repair immediately if
issue identified.
7 Basement parking Monthly Predictive maintenance. To ensure mechanical ventilation system, entrance and exit points and loading bay are in proper condition for its function. Technicians to be hired if defects identified.
8 Air conditioning system Quarterly Scheduled maintenance. To enable good air ventilation regulating the building temperature and atmosphere for comfortable usage of user and worker. Regular inspections to be carried out and issue to be fixed if
identified.
9 Rainwater and drainage system Yearly Predictive maintenance. To ensure drainage and down pipes are free of defects to allow smooth operation flow of water discharge process. Specialist to check and replace faulty pipes if issues identified.
10 Green wall Monthly Scheduled maintenance. To enable smooth operation of urban farming activity. Repairs and replace of equipment to be carried out when issue identified.
11 Refuse chamber Weekly Scheduled maintenance. To ensure cleanliness of building and enable proper disposal system operation.

CHAPTER 7.0 RISK ANALYSIS

Phase Likelihood Severity Effect Mitigation Contingency
Schematic Design
1 Unclear specification by client
regarding design brief.
1/5 4/5 Confusion with how to proceed with design. Conduct a thorough meeting with the client and list down a cleat set of project
goals / requirements and restrictions.
Modify and prepare a new scheme and design of meet expectations of client.
2 Failure to meet with specialists
regarding the application pf
photovoltaic glass modules.
2/5 3/5 Design dos not respond to requirements of application of photovoltaic glass
modules.
Consult with specialists and obtain set of guidelines to complement the
technology of photovoltaic glass modules.
Architect to refine and modify, thus producing alternative design.
3 Client’s requirement does not
comply with planning authority.
2/5 3/5 Architect needs to spend longer time in refining the drawings and design to
fulfil both client’s expectation and also authority requirements, it might causes
delay in project.
Architect to negotiate with client on changes to make on design scheme, to
provide alternative solutions to the client with the same idea and intention.
Architect needs to refine changes on design and drawing which compete both
client’s requirement and authorities.
4 Not getting proper feedback
from the local tenants about the
proposed project at site.
5/5 4/5 The project will disrupt the business of nearby stalls, causing potential shift
away of local tenants.
To ensure proposed programme compliments the activities nearby increases
the inflow of public to that the tenants too benefit.
To negotiate a location for the relocation of stalls and provide better placing and
ambience of business.
5 Unclear budget and project
duration of each phase given
by client.
3/5 4/5 Project team and consultants are not aware of the cost baseline, might
causes confusion in planning of budget which might lead to over budget in
project.
Project team and consultants to always clarify and update client on the
spending in each phase.
Project manager to monitor and manage the project progression and cost along
the way until completion of project to avoid additional costs due to mistakes
made.
Design Development
6 Poor communication between
client and consultants on
marketplace design structure
and other details proposal.
3/5 4/5 Possible mistakes made on end product of work phases due to faulty
exchange in information, initial instruction given gets misunderstood.
Project manager to hold meeting weekly and gather all consultants to make
sure everyone is aware of own and also other’s tasks in each phase of the
project.
Mistake related to specific consultants should be responsible of the loss and
amend said defect of the building structure.
7 Insufficient effort and
cooperation given by
consultants and specialists in
finalised design and structures.
3/5 4/5 Project might be off track due to the lack of effort put in by consultants causes
the work to not be done up to expectation and doesn't meet with decline.
Project team and consultants to monitor, control and manage the work
progress and update from all consultants, to hold meeting weekly to keep track
of their performances.
Project manager to recruit batch of consultants or suggest on alternative ways to
work things out faster and easier in a more comfortable environment for all
consultants.
8 Requirement to make last
minute additional seating space
for open amphitheatre.
3/5 5/5 Possibility the space to be overcrowded by user, causing improper user
experience.
To allocate more informal seating spaces for public usage. To repurpose art and craft workshop as the seating area for multipurpose usage
to accommodate users if needed.
Contract documentation
9 Delay of drawing approval from
authorities and stakeholders.
3/5 4/5 Delay overall completion time and subsequent operations. To fins alternative way of executing said task and work. To proceed with any approved processes or simultaneous tasks according to
Gantt Chart.
10 Low response of contracts and
tenders.
2/5 4/5 Limited option and potentially exceeding budget. To post request on any media to request addition tender options. Proceed with the most desirable tender option while revising budget allocation.
Contract Management and Implementation
11 Lack of proper management in
resources, manpowered, and
materials usage.
3/5 4/5 Overworked labor and insufficient building materials. To prepare excess building materials and manpower as contingency plan. Contractor to hire and stock up insufficient building materials whilst reallocating
budget.
12 Delay of work die to unforeseen
weather and site condition
3/5 4/5 Delay overall completion time and subsequent operations. To find alternative way of executing said tasks and work. To proceed with any approved processes or simultaneous tasks according to
Gantt Chart.
13 Conflicts and clashes in site
works with on going river of life
construction site.
3/5 3/5 Delay execution of on site tasks thus delaying overall completion time. To tally timeline and schedule of opposing construction process and avoid
potential dashes.
To proceed with any approved processes or simultaneous tasks according to
Gantt Chart.
Final Completion
14 Improper usage of common
space and green wall.
2/5 4/5 It affects the normal operation of spaces if properly used and maintained by
the vendors, management and users.
Management to give proper instructions and briefing to all users and visitors
also that they are aware of the function of each elements.
Strengthen surveillance during active period of building operation to prevent
improper usage occur.
15 Lack of acknowledgment by
local vendors to the new
market space.
4/5 5/5 The building might face difficulty in operation due to the lack of usage by
public and expected vendors.
The management to inform and advertise the usage of new market space
designed for local vendors.
Building management to propose more events and activities to be held at the
market space to draw more crowd in to the new environment.

CHAPTER 8.0 WORK BREAKDOWN STRUCTURE

Schematic Design
Design brief and project requirements
Project goal and scope
Building management (Liaising with neighbouring building tenants)
Soil survey (Geotechnical consultant appointed by PM)
Site visit and analysis
Consulting with stakeholders and specialists involved in
photovoltaic glass module technology
Programming
Preliminary Design Proposal
Building Structure Proposal
Building Services Proposal
Building Energy Proposal
Schematic Landscape Design
Schematic Interior Design
Setting Project Budget
Design Development
Finalisation of Design Proposal
Detailed Submission Drawings
Detailed Schematic Drawings
Detailed Structural Plans
Detailed Building System Schematic Diagrams
Finalised Landscape Layout
Detailed Interior Submission Layout
Detailed Interior Submission Drawings
Pre-Tender Cost Estimation
Bill of Quantity
Tender Submission
Tender Documentation
Call of Tender
Tender Notice
Tender Period
Bidding
Tender Review and Selection
Award of Contractors
Compiling Contract Documents
Construction Period
Issue of Construction Drawings for major MC works
Sub-structure works
Temporary works
Site preparation
Structure works
External works
Architecture works
M&E works
Plasters works
Interior works
Landscape works
MEP works
Site Clearance
Practical Completion of Works (CPC)
Submission and Authority Approval
Expected BOMBA Inspection
BOMBA Approval
Expected DBKL Inspection
Obtaining Certiﬁcate of Completion (CCC)
Expected Achieving CCC
Project Completion and Close Out
Removal of Machineries
Final Account
Local Authorities Submission
BP - Building Plans Submission
BP - Submission Approval
BOMBA - Submission Approval (Active and Passive)

CHAPTER 3.0 DESIGN SUITABILITY
3.1 Design Layout and Proposal
GROUND FLOOR FLOOR PLAN
NOT TO SCALE
FIRST FLOOR FLOOR PLAN
NOT TO SCALE
SECOND FLOOR FLOOR PLAN
NOT TO SCALE

THIRD FLOOR FLOOR PLAN
NOT TO SCALE
PERSPECTIVE

BSC (H) IN ARCHITECTURE DEGREE SEM 6 PROJECT MANAGEMENT FINAL REPORT

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BSC (H) IN ARCHITECTURE DEGREE SEM 6 PROJECT MANAGEMENT FINAL REPORT