Final Project Management Report

Project Management MGT60704
FINAL PROJECT MANAGEMENT REPORT
Name : Carmen Chan Shen Wen
Student ID : 0326485
Tutor : Mr Edwin

TABLE OF CONTENTS
PROJECT INTRODUCTION
1.1 Introduction
1.2 Project Client
1.3 Project Objectives
1.4 Proposed Programmes
1.5 Stakeholders
SITE INFORMATION
2.1 Site Introduction
2.2 SWOT Analysis
2.3 PESTLE Analysis
PROJECT SUITABILITY
3.1 Contextual Response
3.2 Programmatic Response
PROJECT MANAGEMENT
4.1 Procurement Method
4.2 Organisation Structure
4.3 Resource Planning
PROJECT VIABILITY
5.1 Economic Feasibility
5.2 Technical Feasibility
5.3 Legal Feasibility
5.4 Social Feasibility
RISK ANALYSIS
6.1 Pre Construction Phase
6.2 Construction Phase
6.3 Post Construction Phase
MAINTENANCE STRATEGIES
7.1 Preventive Maintenance
7.2 Breakdown Maintenance
PROJECT DELIVERABLES
8.1 Success Criteria
8.2 Work Breakdown Structure (WBS)
8.3 Gaant Chart
5
6
7
8
1
2
3
4

1.3 Project Objectives
Iskandar Investment Malaysia (IIB) propose a social cultural hub to as a
solution to bring communities of Bandar Johor Bahru together using
social economic sustainability as the main approach.
I. To create a 3-5 storey building which would be a focal gathering
point of cultural and social exchange among the communities of
Bandar Johor Bahru
II. To connect the public community and the neglected communities
by designing programmes that can provide opportunities for jobs,
social interaction and leisure in the midst of the urban hecticness
III. To create a socially, economically and environmentally
sustainable building that can self maintain in terms of building
and programme
Goals of the project :
Short term goal :
I. To achieve optimum understanding of the client’s goals and
interpret in the most sustainable and impactful way
II. To get timely approval by relevant regulatory bodies
Mid term goal :
I. To complete the project with minimum conflict
Long term goal :
I. To ensure building is self sustaining and able to engage with both
public and neglected communities.
1.0 PROJECT INTRODUCTION
80000 Johor Bahru
all backgrounds
1.1 Introduction to City Lobby - Social Cultural Hub
Project Scope :
Project Client : Iskandar Investment Malaysia (IIB)
Architect : CC Architect
Site : Lot 23008, Jalan Trus, Bandar Johor Bahru,
Typology : To provide a social cultural hub to gather people of
Budget : 13 Million
Final : 2022
Completion
Date
1.2 Project Client - Iskandar Investment Malaysia (IIB)
The client, Iskandar Investment Malaysia (IIB) is a developer that
focuses to create projects that create a high impact on the Johor
community specifically on the projects centered around the
aspects of education, tourism and leisure, creativity, health and
wellness to encourage dynamic and sustainable systems.

1.4 Proposed Programmes
Basement
Floor
1. 30 Parking Bays
2. 2 Handicapped Parking
Ground Floor 1. 2 drop off areas
2. 2 Service parking bays
3. Children entrepreneurship hub
4. Amphitheatre
5. Vendors Hub
6. Communal dining area and open gallery
7. Private Dining Areas
8. Customer service and administration centre
9. Community Clinic
10. Toilets (including child and parent cubicle)
11. Food preparation and storage area
First Floor 1. Formal learning space
2. Informal learning space
3. Children communal library
4. Children lookout point
Second Floor 1. Co Working Pods/Meeting Room 1
2. Meeting Room 2/ Event Rental Space
Third Floor 1. Temporary Accommodation
2. Toilets with showers
3. Staff quarters
Fourth Floor 1. Roof communal event space
1.5 Stakeholders
The client and the architect play the main stakeholders as both
parties are involved throughout all stages of construction
progress, hence both have the biggest influence on the outcome
of the project. The consultants and other specialists have a
medium to low impact on the project due to their scope of work
on only certain stages of the project.
Internal Stakeholders
Category/Body Stakeholder Impact Level
Client Iskandar Investment
Malaysia (IIB)
High
Consultants CC Architects High
LSK M&E Engineering Medium
CCa C&S Engineering Medium
Ca QS Consultants Medium
CW Planning and
Landscaping
Medium
Other specialist
consultants
Specialists Low

1.5 Stakeholders
The role of the external stakeholders in general have a medium to low impact on the project. This is because categories such as the regulatory
bodies are involved only in the approval stage of the project, whereas the roles of the end users is involved in either the schematic stage where
their opinion on preferred programmes are required, and the after completion stage where they will officially be occupying the building.
External Stakeholders
Category/Body Stakeholder Impact Level
Regulatory (Majlis Bandaraya
Johor Bahru - MBJB)
Majlis Bandaraya Johor Bahru (MBJB)
I. Jabatan Kejuruteraan
II. Jabatan Bangunan
III. Jabatan Pengairan dan Saliran
IV. Jabatan Perancangan
Medium
Regulatory
(others)
I. BOMBA
II. Syarikat Bekalan Air Johor (SAJ)
III. Indah Water Konsortium Sdn Bhd (IWK)
IV. Department of Occupational Safety and Health
(DOSH) Johor
Medium
End Users (Communities) I. Homeless
II. Traders of Pasar Karat and their families
III. Owners of cultural and landmarked restaurants
around the site
IV. Tourist and locals
Low
End Users (NGO) I. Anjung Singgah
II. ThinkCity Johor
III. Tourism Malaysia Johor
IV. Hainan Association Johor
Low

2.0 SITE INFORMATION
2.1 Site Introduction
The site is initially a sloped parking lot which was supposedly
transformed to be the location of a high rise residential building
called Causeway Regency. It is in a strategic location within Zone
A of Iskandar Malaysia, surrounded by Jalan Tan Hiok Nee,
Jalan Trus, Jalan Segget and Jalan Dhoby. Due to the high
heritage characteristic of these streets, landmarks that attract
tourists and the locals alike for social engagement are abundant,
and highly accessible from this site. Such landmarks range in
activities from major eateries, cultural education, galleries,
trendy cafes and banks and old businesses. The site is active
throughout the whole day, witnessing a transformation of events in
the morning to night. Hence, because of this reason, the site has
also welcomed a diversity of communities to curate a series of
cultures, traditions and activities.
The communities that exist around the site range from local senior
citizens, working adults, tourists and families, to homeless
communities and traders of Pasar Karat. Although there is a
diverse range of communities, different communities are
selectively active throughout the time of day due to the existing
programmes.
Jalan Tan
Hiok Nee
Jalan Dhoby
Jalan
Ibrahim
Jalan
Segget
JalanTrus
Eateries
Commercial
malls
Religious/
cultural institutions
Hotels
Services/oﬃces
Figure 1 : Building uses around the site
Figure 2 : Main attraction of day and night around the site

2.2 SWOT Analysis
The aspect of this analysis focuses on its cultural and social aspect of the site, supported by the environmental factors that exist on site.
Strength I. Sensitive site as it is accessible by all four heritage and cultural focused streets
II. Highly active site that has approximately 18 hours of activities daily (from 7am to 1am), catering
to a diversity of social and cultural activities
III. A balance of public open space and buildings
Weakness I. Dormant and vacant shophouses exist at intersections in the road between Jalan Segget and
Jalan Dhoby
II. Less interaction between the communities despite the robust environment
III. The post compulsory education school for the children of the Pasar Karat traders is located
about 100m away from the site, this is not in an optimum surveillance radius of the parents
Opportunities I. Site is surrounded by shophouses of two to three storeys only. Hence, building can create an
attraction observation deck at the maximum of a fourth floor
II. Proposed sustainable programmes to provide more job opportunities to the neglected
communities such as families of the Pasar Karat traders and the homeless
Threat I. Majority of the homeless community are left on the streets, discouraging the other communities
to not visit certain areas around the site, leading to dormant spaces

2.3 PESTLE Analysis
Analysis on the external environmental factors is conducted to curate the proper design approaches and functional programmes that will ensure the
social economic sustainability of the social cultural hub.
Politics I. As the client Iskandar Investment Berhad (IIB) is a local authority driven body, regulations are ensured to carefully
abide to while realising its vision and mission during the construction process. Such measures taken include the
aspects of sustainability and environmental responsibility.
II. As some of the activities around the site are regulated by associations such as the Hainan Association, the
programmes proposed for the social cultural hub are required to be sensitively curated to respect the cultures and
traditions that are heavily embedded in the site.
Economics I. Approximately 60% of the economics of the site is contributed by combination of the owners of the cultural and
heritage restaurants and vendor activities traders of Pasar Karat.
II. Due to this, homeless communities in Anjung Singgah are potential contributors to 10% of the site in the form of job
opportunities by the restaurant owners and traders of Pasar Karat.
Social I. The children of Pasar Karat traders have the opportunity shift from the limited resourceful Sekola Beroka to the site be
be closer to their parents and receive a more proper post compulsory education in a more conducive environment.
II. The issue of homelessness can be reduced to the increase of job opportunities generated from the proposed
programmes of the social cultural hub.
Technology I. The existing materials on site are taken into consideration to curate the approach of an environmentally sustainable
building.
II. The approach of social economic relations generated from the restaurant owners and Pasar Karat traders have also
influenced a self sustaining system.
Legal I. Design guidelines such as setbacks and boundaries, and fire safety should be complied in the construction design.
Environment I. A balance of greenery, public spaces and dense robust building typologies provides the opportunity for the site to
extend out and enhance the existing environmental features.

3.0 PROJECT SUITABILITY
3.1 Contextual Response
The design begins by responding to the cultural nodes of the site
which are the eateries by first, laying out its axis as a form of
navigability and invitation for the users to experience the spaces.
The existing landscape on site are also utilised to ‘draw’ in the
people from the greenery to walk along its axis. Furthermore, the
low skyline of the shophouses are taken advantage by
implementing strategic lookout points at higher level of the
building, increasing its attraction for the users to go up and enjoy
the inspiring views.
3.2 Programmatic Response
In response to the cultural restaurants on site, the proposed
programmes are designed to connect the public communities and
the neglected communities in the sensational route of the food
process.
The featured spaces are strategically planned to suitably
accommodate the scale of the targeted audience. In this project, it
is the children of the Pasar Karat traders. Proposed programmes
are designed to educate them in an exciting approach to raise
awareness on self sustainability by growing own edible food. At the
same time, this provides increased job opportunities for the
homeless communities to contribute and educate on self
sustainability as well.
Figure 3 : Contextual response diagram - axis
Figure 4 : Contextual response diagram - skyline permeability
Figure 5 : Zoning of programmes in response to cultural nodes on site

4.2 Organisation Structure
Since the client requires high control over the whole construction progress,
especially to ensure smooth scheduling, the organisation adopts a hierarchy
culture, where the organisation is very systematic. This organisation is
procedure oriented to ensure optimum efficiency and consistency are achieved.
4.0 PROJECT MANAGEMENT
4.1 Procurement Method - Traditional Procurement
Since IIB emphasises in ensuring the project will be a
catalyst creator in the community, the client will require
high control over the development of this project to ensure
that this project will also achieve the same goal whereas at
the same time to ensure smooth scheduling of the project.
Therefore, the most suitable procurement method is the
conventional approach whereby the client, Iskandar
Investment Berhad (IIB) is under two obligations which are
the design consultant team and the contractor team.
The client will work closely with the architect in determining
design and programmatic decisions that will influence the
outcome of the project. The client will also work closely
with the main contractor to ensure resources are procured
efficiently and procedures are complied to to ensure timely
completion of the construction stage.
Selective tendering is the approach implemented to
ensure quality of work and resources to be procured and
executed with proper efficiency. This is because the project
has specific parts that requires specialised skills of
contractual work. Using this approach, a short listed set of
contractors with the required skills and experiences are
selected to execute the tasks efficiently.
Client
Iskandar Investment Berhad (IIB)
Architect
CC Architect
Quantity Surveyor
Ca QS Consultants
C&S Engineer
C&S Cca Engineering
M&E Engineering
LSK M&E Engineering
Landscape Designer
CW Planning and
Landscaping
Other specialist
consultants
Main contractor
Chin Sdn Bhd
Domestic sub
contractors
Nominated sub
contractors
Suppliers
Contractual links
Information
exchange
Design consultant Team Contractor Team

STAGE TASK LABOUR RESOURCE COMPETENCIES
Position Quantity
Schematic Design Site analysis and
task management
Architect 1 I. 2 year experiences designing public civic and
sustainable, affordable, GBI certified projects
II. Competent ability to understand social culture and
economy of the context
Design
Development
Detailed design and
development
Architect,
draughtsman
1 each Well versed in Autocad and BIM Modelling
Vertical food wall
prototype
Specialist consultant 1 each Experience with sustainable food projects, well versed in
providing information on installment
Structural Brickwork
facade prototype
Specialist consultant 1 each Demonstrate good knowledge on passive yet structural
brick designs, ability to provide relevant information on
brickwork and safety of construction
Landscape design Landscape designer 1 Ability to retain and utilise trees on site, knowledge with
edible and low maintenance softscape to be installed on
site
Contract
Documentation
Contractual
management of all
stakeholders
Contract manager 1 5 years of experience with contractual management, able
to communicate information well during term of
employment
Bill of quantity and
cost control
Quantity surveyor 1 3 year experience in strategic budget control, well versed
with relevant building and project codes

STAGE TASK LABOUR RESOURCE COMPETENCIES
Position Quantity
Contract
Implementation
Site and
construction
inspection
Resident Architect,
Main Contractor, C&S
Engineer supervisor
1 each Good inspection skill for workmanship issues and ability
to communicate efficiently to contractor
Final accounts and
Completion
Maintenance of
edible green wall
Specialist 1 To give advice in maintaining the edible green wall
installation

5.1 Economic Feasibility
***Excluding land cost
5.0 PROJECT VIABILITY
GROSS CONSTRUCTION COST
Gross Floor with Basement RM 11 632 620
Gross Floor without Basement RM 9 259 320
Landscaping Cost (5%) RM 581 631
TOTAL DEVELOPMENT COST
Total Gross Construction Cost RM 11 632 620
Consultant Fee (10%) RM 1 163 262
Compliance Fee (3%) RM 348 978.60
Contingency Fee (2%) RM 232 652.40
TOTAL DEVELOPMENT COST RM 13 377 513
Basement 1582.2 m2
Ground Floor 1079.7 m2
First Floor 654.1 m2
Second Floor 550.9 m2
Third Floor 563.2 m2
Fourth Floor 403.5 m2
Shear walls
1135.2 m2
Gross Floor Area (GFA)
= (Basement + Ground Floor + First Floor + Second Floor + Third
Floor + Fourth Floor + Shear walls) m2
= (1582.2 + 1079.7 + 654.1 + 550.9 + 563.2 + 403.5 + 1135.2) m2
= 4889.1 m2
Gross Construction Cost (excluding Basement)
3306.9 m2
X RM2800/m2
= RM9 259 320
Gross Construction Cost (Basement only)
1582.2 m2
X RM1500/m2
= RM 2 373 300

5.0 PROJECT VIABILITY
5.2 Technical Feasibility
Construction of the building, including its main design feature will be
brick due to its thermal insulating qualities that has high capability in
moderating building temperature, hence it keeps the building cool and
reduces energy cost efficiently.
The construction of the framework of the edible green wall and the
outer shell facade will be utilising structural steel due to its lightweight
and durable characteristic, encouraging lightness into the overall
building aesthetics and thus, does not overwhelm the more important
design features of the building, which is the sustainable aesthetics by
the vertical planting and solar panel screens.
5.3 Legal Feasibility
The building is designed to fully comply to regulatory requirements set
by the Uniform Building By Law 1984 (UBBL) and guidelines by Majlis
Bandaraya Johor Bahru (MBJB). According to the regulatory
requirements by MBJB, the building is set back at 8m at the front, and
6m at the remaining sides. It does not exceed 5 storeys and has
provided sufficient parking lots at its basement, a total of 30 parking
lots, 2 handicapped parking lots, and 2 service parking lots.
5.4 Social Feasibility
The proposed programmes are designed for all ages. They are
designed to encourage social engagement between the public
communities such as the locals and tourists, and the neglected
communities which are the homeless community and the children of
Pasar Karat traders. Hence, the users will get to enjoy a variety of
spaces to engage in social interaction and educate themselves on
assisting the neglected, whereas the neglected can be aware on
connecting with the public, thus forming a interdependent relationship of
giving back to one another.

6.0 RISK ANALYSIS
No Risk description Likelihood Severity Consequence Mitigation Strategy Contingency Plan
1 Discrepancy in submission drawings
due to misunderstanding of the
drawing conventions
High High-
medium
Miscommunication
between design
consultants and specialist
consultants
Reinforce a base framework
and template that is agreed
among the whole consultant
team.
Utilise procedure
framework to
resolve conflicts
immediately
2 Frequent changes in the schematic
design proposal due to insufficient
satisfactory from the client.
High Low-
Medium
Delay in submission for
Development Order,
resulting in delay in
overall construction
process
Ensure weekly communication
and update between client and
architect.
Ensure design does not stray
away from the Client’s Brief.
Utilise the legal and
contractual
agreements to set
limits and range in
design
amendments.
3 Reduction of project cost due to
increased dependency on passive
sustainability aspect of building
Low Medium-
high
Changes in material
choices and scope, delay
in design scheme due to
using more time to
procure sustainable
alternatives
Acquire the advice of a
specialist consultant to find
cost effective yet sustainable
solutions to building design
Discuss with client
on selective
comparison
between priorities of
sustainable design
features
4 Proposed programmes of the social
cultural building not well received by
the public community due to
negligence of minority communities
Low Low-
medium
Change in the proposed
programmes, low
attraction to majority
communities
Gather public support from
major communities by raising
awareness on the neglected
communities and strategic
marketing on the benefits of the
proposed programmes.
Network with more
influential non-profit
organisations to
conjure more public
support
6.1 Pre Construction Phase

6.0 RISK ANALYSIS
1 Insufficient time to complete required
deliverables
High
-medium
High Delay in
construction
stage, increased
project cost
Increase labour
manpower to quicken the
completion of task items
Hold immediate meetings to
discuss the work programme to
identify adequate floats to
achieve the same goal within
the time constraint
2 Unpredictable site climate conditions Medium High-
medium
Delay in
construction
period, increased
project cost
Analyse the work
programme to identify
adequate float to
compensate the
unexpected factors that
impact the project
Discuss with contractor to
strategically adjust the work
programme to prioritise task
items to ensure continuity of
project despite under
unfavourable conditions
3 Additional requirement by the local
authorities even after approval of the
Building Plan
Low Medium Delay in
construction
period, changes in
building
components,
additional project
and submission
cost
Regular check and
update on local authority
requirements
Adopt legal statements to
negotiate with the local
authorities to limit design
change
6.2 Construction Phase

6.0 RISK ANALYSIS
1 Difficult and high maintenance of
feature shear wall
Medium-
high
High Aesthetics of
shear wall
decrease
Implementation of self
protective approaches to
the shear wall
Acquire advice from consultant
specialist to find cost efficient
and low maintenance solutions.
2 Defects identified during site
inspection by consultants
Medium -
high
High-
medium
Increase in
rectification works
to main
contractor,
possible issuance
of CNC, increased
project cost
Immediate report and
update to main contractor
to resolve defect issue
Hold immediate meetings with
consultants/contractor
responsible to execute the most
suitable approach to resolve
rectification work
3 Difficult and high maintenance of
edible green wall facade due to
unforeseen site condition
Medium
-high
Medium Wilting of plants,
aesthetics of
facade decrease
Implementation of regular
maintenance procedure
on facade
Acquire advice from consultant
specialist to find cost efficient
and low maintenance solutions.
4 Delay in issuance of CCC Low High Building becomes
uninhabitable, no
profit income for
the client,
increased project
cost
Weekly update on the
condition of the building,
regular and efficiency
check with related
regulatory compliance
Constant contact and update
with the local authority
responsible to grant CCC
6.3 Post Construction Phase

7.0 MAINTENANCE STRATEGIES
7.1 Preventive Maintenance
No. Items Frequency Strategy
1 Building safety inspection Yearly Conduct fire drill sessions and fire safety appliance test
to ensure compliance to fire safety regulation.
2 Pipework Quarterly Ensure no water leakage to prevent deterioration of
building components and health effects
3 Mechanical and electrical
works
Quarterly Ensure good condition of mechanical and electrical
works to provide comfortable environment for end
users, ensure minimum usage of mechanical and
electrical whenever unnecessary during the daytime
4 Roofing Monthly Ensure no water leakage, rotting, rusting and gathering
of dead leaves on roof
5 Brick shear wall Monthly Ensure no moulding and reinforce repairs on water
damage on brick wall
6 Edible green wall Monthly Ensure irrigation system in good condition, with regular
pruning and removal of dead plants
7 Landscaping works Monthly Ensure all softscape and hardscape in good condition
8 Children informal workspace
equipment
Monthly Ensure child safety and operation of appliances are in
good condition, ensure regular briefing on operation to
children
9 Food hub and temporary
accommodation cleanliness
Weekly Enforce basic cleaning procedure to ensure hygiene of
building is in good condition to prevent health and
hygiene issues.
7.2 Breakdown Maintenance
No. Items Strategy
1 General
lighting
Replace bulb when
burnt
2 General
plumbing
Replace when
damaged
3 Fixture
and
equipment
Replace when
damaged or appear
hazardous to user

8.0 PROJECT DELIVERABLES
8.1 SUCCESS CRITERIA
The triple constraints - time, scope and cost have a direct impact to the end quality of the
building in most of the construction project. For this project, the scope of work and time are
a more emphasised constraint compared to the cost constraint.
8.1.1 Primary constraint - Scope
Since this project is a social cultural hub catering to the social needs of the public. The
scope of work of the architect and the client is to ensure good workability of the
programmes that are able to cater to the vast range of target users. This scope also
includes utilising suitable technical approaches ensure sustainability design of the building.
In order to achieve this, setting out specific scope of work to select design consultants is
essential to identify the right people to do the job. Therefore, it is important to take
communication skills as a highly regarded skill that is to be implemented into the scope of
work of these two positions in order, to relay or discuss decisions and ideas effectively to
the design consultant team and the contractual team.
8.1.2 Secondary constraint - Time
The project duration planned is 27 months. As this is a mix development building,
construction and design scheme process will be more complex, hene it will take time.
However, the client has a fixed set of timeline and goals to achieve and be complied to by
the architect as the leading consultant who will manage the course of the project. Hence, to
ensure each milestone is achieved on time and to ensure quality of the building fit for
occupancy, more manpower and labour are employed to speed up the work.
8.1.3 Tertiary constraint - Cost
The client has set aside a budget of
approximately RM13 million that includes
contingency funds for a sensitive scale of a
project such as this. Main factors that will affect
the project cost include delay in construction
process and the efficiency of the passive design
strategies on the building.
Therefore, it is essential to keep constantly
updated on the construction progress as well as
to strategically decide the most suitable
approaches to energy efficiency that will reduce
energy cost on the building.
Time
Scope Cost
Quality
Figure 6 : Hierarchy of constraints

8.0 PROJECT DELIVERABLES
Work Breakdown Structure
Social Cultural Hub
PRE-CONSTRUCTION PHASE
1.0 Schematic Design
1.1 Project Briefing with Client
1.2 Site visit with Client
1.3 Site analysis (S.W.O.T and P.E.S.T.L.E)
1.4 Spatial planning and tabulation
1.5 Schematic drawings for Preliminary design proposal
1.6 Schematic drawings for Building structure proposal
1.7 Schematic drawings for Building Services proposal
1.8 Schematic drawings for Landscape design proposal
1.9 Preliminary estimated cost per square foot
1.10 Client’s approval
1.11 Planning submission for Development Order
2.0 Design Development
2.1 Building Plan Submission to MBJB
2.1.1 Detailed architectural drawings
2.1.2 Detailed structural drawings
2.1.3 Detailed M&E drawings
2.1.4 Detailed landscaping drawings
2.1.5 Pre tender cost estimates
2.1.6 Building plan submission
2.2 Submission for other Authorities
2.2.1 Passive fire compliance drawings to submit to
BOMBA
2.2.2 Active fire compliance drawings to submit to
BOMBA
2.2.3 Electrical drawings to submit to TNB
2.2.4 Plumbing and sewerage drawings to submit to
Syarikat Bekalan Air Johor
2.2.5 Landscape drawings to submit to Landscape
3.0 Contract Documentation Phase
3.1 Architectural tender documentation drawings
3.2 Structural tender documentation drawings
3.3 M&E tender documentation drawings
3.4 Tender estimates and Bill of Quantities
3.5 Invitation for Tender to Selected Tenderers (Selective tender)
3.6 Tender period
3.7 Tender bidding
3.8 Review and evaluate tender offers
3.9 Tender report and recommendation to client
3.10 Letter of award to appointed contractor
CONSTRUCTION PHASE
4.1 Preliminaries
4.1.1 Handing over of site
4.1.2 Compilation of work
programme by main contractor
4.1.3 Site mobilisation
4.1.4 Put up hoardings and
signages to inform public
4.1.5 Site clearing and site
levelling
4.1.6 Setting out
4.2 Foundation
4.2.1 Excavation
4.2.2 Identify sewerage holes
4.2.3 Piling
4.2.4 Constructing pile caps
4.2.5 Pile caps installation
4.3 Basement Works
4.3.1 RC Retaining Wall to be
erected
4.3.2 RC Floor Slabs to be
installed
4.3.3 RC Ramps to be installed
4.3.4 Lift pit
4.4 Superstructure
4.4.1 Basement RC columns
4.4.2 Basement RC beams
4.4.3 Basement RC floors
4.4.4 RC columns (from Ground
Floor to Fourth Floor)
4.4.5 RC beams (from Ground
4.4.6 RC floors (from Ground
POST CONSTRUCTION PHASE
5.0 Final Completion
5.1 Testing and commissioning of building
5.2 Cleaning up and removal of
scaffolding
5.3 Inspection by consulting team
5.4 Pre CCC inspection by authorities and
issuance of clearance letter
5.5 Collect as-built drawings, warranties
and guarantees from contractors
5.6 Granting of CPC to main contractor
5.7 Granting of CCC to regulatory bodies
5.8 Defect liability period
5.9 Granting of CMGD
5.10 Final accounts certificate
4.5 Walls
4.5.1 Precast concrete walls for
service cores to be erected
(Basement to Fourth Floor)
4.5.2 Precast concrete load
bearing wall to be erected
4.5.3 Precast concrete non-load
bearing wall to be erected
4.5.4 Shear wall to be erected
4.5.5 Internal non-load bearing
walls
4.6 Edible green wall facade
4.6.1 Installation of lightweight
steel structural frame
4.6.2 Installation of gantry
4.6.3 installation of planter
boxes to structural frame
4.7 Ramps (Ground Floor to
Fourth Floor)
structural steel frame
composite floor
4.8 Roofs
4.8.1 Casting of composite
concrete footing
4.8.2 Stormwater drainage
system installation
4.9 Outer shell facade
4.9.1 Installation of solar panel
screens
steel screen
4.10 M&E Works
4.10.1 Lift installation
4.10.2 Cabling and wiring works
4.10.3 ELV Wiring Works
4.10.4 Air conditioning and
mechanical ventilation installation
4.10.5 Fire protection system
appliances installation
4.10.6 Water supply and
plumbing works
4.10.7 Sewerage works
4.10.8 Water tank installation
4.10.9 Security surveillance and
enforcement system
4.10.10 Stormwater reticulation
system
4.10.11 External lighting works
4.10.12 Civil works (external
manholes, road works, external
drain, fencings)
4.11 Architectural finishes
4.11.1 Ceiling finishes
4.11.2 Walls plastering
4.11.3 Floor finishes
4.11.4 Sanitary fixtures
4.11.5 Staircase finishes
5.11.6 Ramp finishes
4.11.7 Balcony finishes
4.11.8 Door installation
4.11.9 Window installation
4.11.10 Signages
4.12 Landscaping works
4.12.1 Street pavement into
building
4.12.2 Moving of existing trees
4.12.3 Planting of new vegetation
4.12.4 Planting of edible
vegetation
4.0 Contract Implementation

Task/Deliverables Duration (week) 2019 2020 2021 2022 2024
Dec Jan Feb Mar Apr Jun July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec Jan Feb Mar Mar
1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 2
PRE-CONSTRUCTION PHASE 24 weeks
1.0 Schematic Design
1.1 Project Briefing with Client 3 days
1.2 Site visit with client 1 day
1.3 Site analysis (S.W.O.T and P.E.S.T.L.E) 1
1.4 Spatial planning and tabulation 1
1.5 Schematic drawings for Preliminary design proposal 2
1.6 Schematic drawings for Building structure proposal 2
1.7 Schematic drawings for Building services proposal 2
1.8 Schematic drawings for Landscape design proposal 1
1.9 Preliminary estimated cost per square foot 1
1.10 Client's approval 1
1.11 Planning submission for Development Order 8
2.0 Design Development
2.1 Building Plan Submission to MBJB
2.1.1 Detailed architectural drawings 8
2.1.2 Detailed structural drawings 8
2.1.3 Detailed M&E drawings 8
2.1.4 Detailed landscaping drawings 8
2.1.5 Pre tender cost estimates 2
2.1.6 Building plan submission 12
2.2 Other authorities submission
2.2.1 Passive fire compliance drawings to submit to BOMBA 6
2.2.2 Active fire compliance drawings to submit to BOMBA 6
2.2.3 Electrical drawings to submit to TNB 6
2.2.4 Plumbing and sewerage drawings to submit to Syarikat Bekalan Air Johor 6
2.2.5 Landscape drawings to submit to Landscape 4
3.0 Contract Documentation
3.1 Complete architectural tender documentation drawings 4
3.2 Complete structural tender documentation drawings 4
3.3 Complete M&E tender documentation drawings 4
3.4 Tender estimates and Bill of Quantities 4
3.5 Invitation for Tender to Selected Tenderers (Selective tender) 1
3.6 Tender period 2
3.7 Tender bidding 2
3.8 Review and evaluate tender offers 2
3.9 Tender report and reccommendation to client 2
3.10 Letter of award to appointed contractor 1
CONSTRUCTION PHASE 73 weeks
4.0 Contract Implementation
4.1 Preliminaries
4.1.1 Handing over of site 1
4.1.2 Compilation of work programme by main contractor 1
4.1.3 Site mobilisation 2
4.1.4 Put up hoardings and signages to inform public 2
4.1.5 Site clearing and site levelling 1
4.1.6 Setting out 1
4.2 Foundation
4.2.1 Excavation 8
4.2.2 Identify sewerage holes 1
4.2.3 Piling 8
4.2.4 Constructing pile caps 6
4.2.5 Pile caps installation 6
4.3 Basement Works
4.3.1 RC Retaining Wall to be erected 4
4.3.2 RC Floor Slabs to be installed 3
4.3.3 RC Ramps to be installed 2
4.3.4 Lift pit 6
4.4 Superstructure
4.4.1 Basment RC columns 2
4.4.2 Basment RC beams 2
4.4.3 Basment RC floors 1.5
4.4.4 RC columns (10 days leap time) (from Ground Floor to Fourth Floor) 2 GF 1F 2F 3F 4F
4.4.5 RC beams (10 days leap time) (from Ground Floor to Fourth Floor) 2
4.4.6 RC floors (from Ground Floor to Fourth Floor) 1.5
4.5 Walls
4.5.1 Precast concrete walls for service cores to be erected (Basement to 4th Floor) 8 BF GF 1F 2F 3F 4F
4.5.2 Precast concrete load bearing wall to be erected 8
4.5.3 Precast concrete non-load bearing wall to be erected 8
4.5.4 Shear wall to be erected 8
4.5.5 Brick wall to be erected 8
4.5.6 Internal non-load bearing walls 8
4.6 Edible green wall facade
4.6.1 Installation of lightweight steel structural frame 2
4.6.2 Installation of gantry 1
4.6.3 Installation of planter boxes to structural frame 1
4.7 Ramps (Ground Floor to First Floor)
4.7.1 Installation of lightweight structural steel frame 2
4.7.2 Installation of lightweight composite floor 1
4.8 Roofs
4.8.1 Casting of composite concrete roofing 2
4.8.2 Stormwater drainage system insttalation 2
4.9 Outer shell facade
4.9.1 Installation of solar panel screens 2
4.9.2 Installation of lightweight steel screen 2
4.10 M&E Works
4.10.1 Lift installation 2
4.10.2 Cabling and wiring works 2 2 DAYS 2 DAYS 1 DAY 1 DAY 2 DAYS 2 DAYS
4.10.3 ELV Wiring Works 2 2 DAYS 2 DAYS 1 DAY 1 DAY 2 DAYS 2 DAYS
4.10.4 Air conditioning and mechanical ventilation installation 2
4.10.5 Fire protection system appliances installation 2
4.10.6 Water supply and plumbing works 2 2 DAYS 2 DAYS 1 DAY 1 DAY 2 DAYS 2 DAYS
4.10.7 Sewerage works 2 2 DAYS 2 DAYS 1 DAY 1 DAY 2 DAYS 2 DAYS
4.10.8 Water tank installation 1
4.10.9 Security surveillance and enforcement system 1
4.10.10 Stormwater reticulation system 2
4.10.11 External lighting works 2
4.10.12 Civil works (external man holes, road works, external drain, fencings) 6
4.11 Architectural finishes
4.11.1 Ceiling finishes 3
4.11.2 Walls plastering 2
4.11.3 Floor finishes 2
4.11.4 Sanitary fixtures 2
4.11.5 Staircase finishes 2
4.11.6 Ramp finishes 2
4.11.7 Balcony finishes 2
4.11.8 Door installation 2
4.11.9 Window installation 2
4.11.10 Signages 1
4.12 Landscaping works
4.12.1 Street pavement into building 6
4.12.2 Moving of existing trees 2
4.12.3 Planting of new vegetation 2
4.12.4 Planting of edible vegetation 2
POST CONSTRUCTION PHASE 58 Weeks
5.0 Final Completion
5.1 Testing and comissioning of building 2
5.2 Cleaning up and removal of scaffolding 2
5.3 Inspection by consulting team 2
5.4 Pre CCC inspection by authorities and issuance of clearance letter 1
5.5 Collect as-built drawings, warranties and guarantees from contractors 2
5.6 Granting of CPC to main contractor 1
5.7 Granting of CCC to regulatory bodies 1
5.8 Defect liability period 24 months 24 months
5.9 Granting of CMGD 1
5.10 Final accounts certificate 1

Final Project Management Report

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Final Project Management Report