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SCHOOL OF ARCHITECTURE · BUILDING · DESIGN
PROJECT MANAGEMENT [QSB 4424 / MGT 60704]
GROUP PROJECT (30%)
HAJI MUHD SYAFIQ BIN HJ ABD ZARIFUL (0314702)
MUHAMMAD HASIF BIN ALIAS (0316413)
LEE KIM THIAM (0310710)
WONG GENG SEN (0321690)
LIEW YONG SHENG (0315108)
JACK LIAM TININCZKY (0332368)
WONG YUN SHI (0315225)
Lecturer: Mr. Leong Boon Tik
Submission date: 4pm, 30th
November 2017

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1.0 Project Background
Taylor’s University Lakeside Campus is a private university from the Taylor’s Education
Group. Taylor’s Lakeside Campus started in 2010 with a 27 acre of tropical greenery and
surrounded by its trademark 5.5 acre man-made lake. Surrounding the tranquil lake are buildings
that consist of 3 academic blocks and a commercial block named ‘Syopz’. Taylor’s University
Lakeside Campus was built with a cost of around RM450 million during the early 2007.
Figure 1 – Taylor’s University, Lakeside Campus
The academic block in Taylor’s consists of 22 lecture theatres, 2 blocks of administration
centre, computer labs comprising of Apple and Dell computers, classrooms, science laboratories
and one grand hall. Other than that, a restaurant was built in the commercial block to help along
students with their studying materials and methods.
As for the commercial block ‘Syopz’, it is a combination of retail and F&B outlets. The
slogan for ‘Syopz’ is “Work.Chill.Hangout” as it’s stated where students are able to enjoy their

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favourite meal, chat with friends or get their work done over a cup of coffee in the coffee shops.
Adding in the beautiful atmosphere of a serene lake, it is the perfect place to unwind.
Taylor’s did not overlook the sports facilities and provided multi-purpose courts for
futsal, basketball, badminton and much more. A ‘uniGym’ gym centre was also built for students
to not only train their minds but also their physical strength.
A businessman client which holds a rental contract with Taylor’s for 20 years is planning
to built a functioning new development that should complement with Taylor’s University
existing facilities. The rental of the land is RM15,000 per month for the entire 20 years. Thus,
once the developer has built and run the development for a total of 20 years then they will return
to Taylor’s University at the end of their 20 years tenure at no cost.

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2.0 Project Justification
By developing a new business, many factors must be taken into consideration to check
whether the project’s viability. Therefore, by inspecting the economy, social and political view
of the project is an important consideration to ensure lesser risk and gain maximum advantages
to ensure the project objective are met. Project justification will also help the client to decide
whether to continue on with the project after all the considerations.
As for the The area beside Syopz mall consist of an open-air carpark which is made of
rock and sands. Results from a survey made on the parking situation in Taylor’s Lakeside
University have shown that students are not satisfied with the current carparks. Other than that,
the available convenient stores in Syopz are only 7-Eleven and Family Mart. As for the products

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from both of these shops are more higher priced and limited choices, it is also proposed to build
a bigger convenient store on the roof level of the multi-storey carpark for students to buy their
everyday needs. Therefore, the proposed development is aimed to construct a three-story car
park with a convenient store at roof level. As for the convenience for students, a connected via
walkway to the existing Syopz Mall is also proposed to allow easier access. The land area for
this project is 1200m2
and an average parking lot size is 4.8m by 2.4m. This development shall
derive from the long-term financial return from the carpark area through the multi-storey carpark
and business profit of the convenient store on roof level. It is recommended to use design and
build method for this project.
Figure 2 – Design of the proposed multi-storey carpark

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2.1 Economical perspective
As for most projects, it is the main objective to gain financial profit upon the building’s
operation and value. As stated before, the client will be holding a land from Taylor’s with a
monthly rental cost of RM15,000 for 20 years. Therefore, the client is to generate his income
through the operation of the building mainly from the carpark. However, it is proposed to the
client that the client buys the franchise of 99 Speedmart and gain profits from the business.
As for the 99 Speedmart franchise, it is proposed because of the lower price of products
compared to 7-Eleven and Family Mart and therefore will have more students buying from it.
With cheaper price wars among all 3 marts, tenants from the hostel named U Residence above
Syopz, then DK Senza and D’Latour which is also located within Taylor’s Lakeside University
Campus area most probably will choose the cheaper mart to buy products from. The other
advantage to 99 Speedmart is that it also sells pre-packed fresh vegetables, fruits and frozen
seafood which allows Taylor’s students to buy their ingredients from the mart rather than driving
out of Taylor’s to the nearest market which is at PJS 7 which takes about 10 minutes drive
without considering traffics and a walking time estimation of 12 minutes only with the access
card to go through PJS 7 from Taylor’s due to the safety regulations.
The main component of the building which is the car park. It is well known as a student
in this campus that it suffers from a lack of parking spaces. The problem arises every year as
there is increasing numbers of enrolment. On the other hand, this is an advantage on financial
benefits on the clients point of view as the demand for car parks are high. Car parks are high in
profits because of it is relatively cheap and requires low maintenance. It is estimated that there is
going to be 160 car parks space per level with a charge of RM3 per entry same as the existing
basement car park charges.

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Car park space : 160 lots per level
Levels of car park : 3
Estimated income from car park per month : RM 57,600
2.2 Social perspective
Social feasibility pinpoints the effect that a proposed project may have on the social
system of the project’s environment. This proposed 3 storey car parks will prove beneficial for
students. During peak hours, students are forced to hunt for parking spaces and walk under the
sun or rain to get into class. Therefore, by building this car park, students will now have lesser
worries and stay healthier walking to their class.
Other than that, 99 Speedmart will benefit to the building as business profits are expected
to rise. Moreover, the client may be able to save cost on workers as the mart may have an
agreement with Taylor’s to have students working in the mart same as the Taylor’s Merchandise
Store. This will help the student’s ability in management control, financing and many more
scopes.
As stated by the facts above, this proposed project is considered to be socially reasonable
as it will solve the issues faced by Taylor’s Lakeside Campus for a long time.
2.3 Political perspective

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Political parties normally have the higher power in proposing projects. This is because
the proposed building is required to meet the objectives and requirements of the designated
building. As this project is located in a university, the rules shall be strictly followed with the
Malaysian Education Department.
As stated by the Malaysian Education Department, the average income to high-income
status needs to be fuelled by talented and knowledgeable parties rather than unskilled labour. It is
important for Malaysia to have a globally competitive education system that produces widely
knowledgeable and multi-skilled graduates that is able to compete globally.
This goes for Taylor’s University’s vision as they aim to achieve a balanced excellence
and be recognized as a leading international university ranked in the top 100 universities in Asia
by 2022. By then, graduates will be ready for the future in order to complement the persons in
middle-income status and high-income status. In conclusion, this project is feasible, as it equals
with the Malaysia Education Department’s political goals.

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3.0 Project Objectives
The complete outcome of the project must comply with the objectives set out as they function as
a goal to be achieved. Any form of the design or influence will be in consideration with the
objective designed beforehand. Therefore, it is utmost importance to consider the target audience
or users of the completed project as well as allocation of its values and functions in order to
justify the use of budget and workforce. The following are objectives identified while
constructing the multipurpose building project of Taylor’s University.
1. Provide students additional parking space.
2. Provide Taylor’s University cheaper option in shopping areas
3. Allow a smoking area better ventilated and designed to properly separate smokers and
non-smokers for promotion of better health
4.0 Project Merits/Benefits
Improvement in parking spaces by increasing the amount through elevation of space would
improve Taylor’s University’s internal traffic jams. The constant frustration of unable to find a
proper parking leave users to wander around Taylor’s and eventually increasing the traffic jams.
This improvement, though seemingly unimportant could even lead to lesser amount of accidents
that could have been avoided.
Student’s greatest issue in Taylor’s University have always been, especially from other parts of
Malaysia, expensive retail product. Even Taylor’s University’s cheapest option, Family Mart that
opened recently was considered to be considerably expensive. Therefore, it would certainly be
beneficial to both users and you, a businessman, to provide Taylor’s University users a cheaper
option in retail store. While the quality can be compromised, the option to allow users to gain
access to cheaper product would certainly be greatly beneficial and appreciated. Construction of
99 speedmart as the retail store also allows customer to sit atop and watch the lakeside view
along with the majestic Block C, D and E, emphasizing on the well-built architectural design of
Taylor’s University even at a cheap supermarket store as 99 speedmart.

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Smoking areas were placed at ground floor which, as physics dictates, smoke would rise causing
the first and second floor to inhale second-hand smokes. The placement of constructing a
smoking area above the parking area would mean non-smokers will need to suffer secondary
smoking as the project should provide a room with proper ventilation to allow them to smoke to
their desire. The mart being close to the smoking area benefit smoking to gain access to cigarette
packets easier and at a more convenient time.

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5.0 Project Control and Completion
5.1 Project control
When talk about project control it will never run away from cost, time and quality
control. A good project control is an important part of successful project management. Planning
and monitoring plays a major role as the cause of project failures. Project Management Triangle
is to express each project should complete within cost or budget, complete on time and achieve
client quality requirements. In this project, the project team is more concern about time and cost
control due to the nature of the building.
Figure 5.1 Project Management Triangle
5.2 Time control
Although time is not the main concern of the project, while there are variety of method of
saving construction time. For example, focusing on time-saving materials and techniques such as
steel and metal products because of they are ready made before delivery to site. Therefore, it may
reduce the labour time.

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Analyse worker productivity could be another method as labours are the one working
throughout the construction. Paying higher wages will not encourage the labour become more
hardworking or more efficient. Thus, study have been carried out and outcome showed poor
employees productivity will somehow linked to poor planning, dangerous working
circumstances, accident rates, lack of necessary or compulsory equipment and poor company
morale.
The seven important process in the project time management are, Plan schedule
management is a technique of set up the policies, operation and documentation for outlining,
managing, developing, executing and supervision the work program. Define activities are a
process to classify and analyse the certain activity to be implement for a project.
Sequence activities, a process of classify and analyse the link throughout the overall
activities. While, Estimate activity resources are process of evaluation the nature and the material
quantities, human resources, equipment, or supplies needed to carry out in every single activities.
In addition, estimate activity durations, is a process of evaluate the time period require
to complete each activity with certain resources. Develop schedule, is a process of summarize
the activity sequences, time, requirement, and schedule to form a project schedule model.
Control schedule, is a process of supervision the progress of the activities to modify or update
to baseline in order achieve the plan.

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5.3 Cost control
In this project, there will be a group of people who are specialized in cost control and
value management to administer the cost control of the entire project. The estimated cost is
RM3millions to complete the project. This project will get 50% loan fund from the bank as a
support for capital cost.
As mention before, the project is very concern with the cost. Hence, The cost control
team will carry out a detailed resources planning and cost estimating to ensure there is no
resources is overused or incur extra cost for the project. While planning for the resources, it will
also include cost budgeting and cost controlling. The cost control team will determine the
qualities of all resources and allocate to every work section as it required.
In this project, due to the nature of the proposed building, the multi-storeys did not have
to apply high ended finishes and painting for aesthetic purposes. Hence it in term of finishes it
could save a lot of cost for project itself. However, the building will need to take extra care on
the waterproofing for the ground floor due to the low ground level at the construction site which
will have potential flood problem. Thus, the project will allocated an extra cost for waterproofing
for the ground floor. In this case, the employer has introduced one of his suppliers which could
help on supplying goods and materials for the project with a lower market price which could help
the project to saving cost. Procurement method can be one of the ways of cost control. The
project is using DnB method, thus the construction cost somehow will be fixed at the beginning
where it could provide cost certainty for the employer.

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5.4 Quality control
As discussed before the project will not prioritise on the quality of product but it did not
mean the project will tolerance on the quality of work. The quality control for project is to make
sure the project satisfied the need for which it undertakes. Project quality management required
to address both management and product of the project to provide a good quality of work. Hence,
all product of the project will still have to meet the standards and requirements set by the
management team. This project will implement six sigma as the quality guideline where will be
focus on the five phases DMAIC.
• Define the system, requirements, specifications and project goal to provide a better
understanding of the idea of project and move toward the goal with the team.
• Measure the key aspects of the process and collect relevant data
• Analyse the data to investigate, verify and determine cause-and-effect relationships, and
attempt to ensure that all factors have been considered.
• Improve or optimize the current process based upon data analysis using techniques such
as design of experiments or mistake proofing. Using the standard work to create a future
process and set up a pilot run to establish process capability.
• Control the future state process to ensure that any deviations from the target are
corrected before they result in defects. Implement control system and continuously
monitor the process.
This process of DMAIC will be repeating until the desired quality level is obtained.
Project quality management includes all the activities of the overall management function
that determine the quality policy, objectives, and responsibilities and implement them within the
quality system. In order to have a good quality control of a project, the project team will conduct
the quality planning, quality assurance and quality control where most the time the process will
happen concurrently. The project team will identify the quality standard required for the project

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which will impose quality policy given a direction of an organization with regard to quality, as
formally expressed by the top management. The project team will also provide a working
flowchart and checklist to ensure all work are properly done according to it standards and
requirements.. The project team will monitor all project results to determine if the product
relevant standards and identifying ways to eliminate causes of unsatisfactory results. This could
standardize the quality of work and produce a good quality product for the employer and user.

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6.0 Work Breakdown Structure
6.1 WBS diagram

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6.2

WBS
Detailed
Schedule

ID Activities Duration Start Finish
1 Feasibility Stage 30 Mon
01/01/18
Fri
09/02/18

1.1 Conceptual Design 24 Mon
01/01/18
Thu
01/02/18

1.1.1 Opportunity Study 12 Mon
01/01/18
Tue
16/01/18

1.1.2 Prefeasibility & Feasibility Study 12 Wed
17/01/18
Thu
01/02/18

1.2 Conceptual Review 6 Fri
02/02/18
Fri
09/02/18

1.2.1 Appraisal Report 6 Fri
02/02/18
Fri
09/02/18

2 Pre-Construction Stage 66 Mon
12/02/18
Fri
18/05/18

2.1 Contract Documentation 43 Mon
12/02/18
Fri
13/04/18

2.1.1 Tender Preparation 28 Mon
12/02/18
Fri
23/03/18

2.1.2 Tender Evaluation 10 Mon
26/03/18
Fri
06/04/18

2.1.3 Tender Award 5 Mon
09/04/18
Fri
13/04/18

2.2 Mobilization 5 Mon
16/04/18
Fri
20/04/18

2.2.1 Plant & Machinery etc 5

2.3 Site Preparation 18 Mon
23/04/18
Fri
18/05/18

2.3.1 Site Clearing 3

2.3.2 Site Surveying/Investigation 3

2.3.3 Site Leveling/Benchmarking 6

2.3.4 Install Temporary Site Service 6

3 Construction Stage 230 Mon
28/05/18
Fri
31/05/19

3.1 Substructure Works 10 Mon
28/05/18
Fri
08/06/18

3.1.1 Foundation - Piling 10

3.2 Superstructure Works 80 Mon
10/06/18
Fri
05/10/18

3.2.1 Frame 60

3.2.1.1 Slabs 20

3.2.1.2 Beams 20

3.2.1.3 Columns 20

3.2.2 Vertical Transportation 20

3.2.2.1 Staircase 10

3.2.2.2 Elevator Shaft 10

3.3 Masonry Works 30 Mon
08/10/18
Fri
23/11/18

3.3.1 External Walls 10

3.3.2 Internal Walls 10

3.3.3 Partitions 10

3.4 Metal work 10 Mon
26/11/18
Fri
07/12/18

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3.4.1 Roofing – Frame & Covering 10

3.5 Finishing Works 45 Mon
10/12/18
Thu
14/02/19

3.5.1 Doors and Windows 10

3.5.2 Fixtures and Fittings 5

3.5.3 Internal & External Wall Finishes 10

3.5.4 Floor & Ceiling Finishes 10

3.5.5 Staircase Finishes 10

3.6 M&E Works 45 Mon
18/02/19
Fri
19/04/19

3.6.1 Plumbing 10

3.6.2 Electrical 10

3.6.3 Ventilation 5

3.6.4 Fire Protection 10

3.6.5 Lift 10

3.7 Infrastructure Works 30 Mon
22/04/19
Fri
31/05/19

3.7.1 Sewerage works 10

3.7.2 Sanitary works 5

3.7.3 Road works 10

3.7.4 Connection to Existing Building 5

4 Post-Construction Stage 28 Mon
03/06/19
Wed
17/07/19

4.1 Testing and Commissioning 20 Mon
03/06/19
Fri
05/07/19

4.2 Site Landscaping 5 Mon
08/07/19
Fri
12/07/19

4.3 Demobilization 3 Mon
15/07/19
Wed
17/07/19

4.4 Handover Building (after 20 years) - Mon
01/08/39

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7.0 Project Cost Estimation
Project underestimation of resources and costs is one of the most common sources of
project failure. Due to this, project managers should have clear knowledge of the various
construction techniques and tools in defining and executing the project’s cost estimation. As
defined by the Project Management Body of Knowledge (PMBOK), cost estimation is the
iterative process of developing an approximation of the monetary resources needed to complete
project activities.
The cost that is associated with this project includes both the initial capital cost and the
subsequent operation and maintenance costs. As always, the client will want to achieve the
lowest possible net project cost keeping in mind the investment cost and how to recover his
money. But the scale of these cost components will be subjected to the nature, size and location
of the project itself. In order to accurately produce a properly ranged cost estimate for this
project, construction cost handbook for like JUBM and Langdon Seah Construction has been
used to obtain cost data which are up to date. Construction cost data fit for this project are related
to underground car park, medium rise offices and retail outlets. Other costs such as development
costs which include numerous costs like professional fees, legal fees, administrative fees,
planning fees and contingencies are based on percentage of the total construction cost.
7.1 Data used for estimating project cost (Elevated Parking)
The following data represents the costs to construct the elevated parking of three floors.
(1) Construction Cost (L&S Costs Subjected within Kuala Lumpur)
i. Elevated Carparks ( < 4 Floors) RM 1125/m2 (inclusive of services)

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(2) Development Cost
i. Professional Fees : 8% of construction costs
ii. Administrative Fees : 2% of construction costs
iii. Plan Fees : 2% of construction costs
iv. Legal Fees : 1% of construction costs
v. Contingencies : 5% of construction costs
7.1.1 Gross Development Cost
(a) Construction Cost
No Type
No. of
Floors
Net Build Up
Area (m2)
Construction Cost
(RM/m2)
Construction Cost
(RM)
1 Elevated Car Parks
3 3600 1,125.00 4,050,000
NET TOTAL
3 3600 4,050,000
Assumption: The cost data include circulation spaces and ancillary services like toilets, staircases,
lifts and walkways.
(b) Development Cost
No. % Allocation Construction Cost (RM) Development Cost (RM)
1 Professional Fees 8%
4,050,000
324,000.00
2 Administrative Fees 2% 81,000.00
3 Plan Fees 2% 81,000.00
4 Legal Fees 1% 40,500.00
5 Contingencies 5% 202,500.00
NET TOTAL 729,000.00

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7.2 Data used for estimating project cost ( 99 Speedmart Outlet )
The following data represents the costs to operating a 99 Speedmart Outlet at the roof top level
of the elevated parking. Due to privacy of data, the data obtained for this analysis is followed up
by a manager of the said franchise. The costs that are depicted do not focus on the construction
costs but its overall costs of operations.
7.2.1 Gross Development Cost
(a) Construction Cost
No Type
No. of
Floors
Net Build Up
Area (m2)
Construction Cost
(RM/m2)
Construction Cost
(RM)
1 99 Super SpeedMart
1 800 85 68,000.00
NET TOTAL
1 800 68,000.00
(b) Development Cost
No. % Allocation
Construction Cost
(RM) Development Cost (RM)
1 Professional Fees 8%
68,000.00
5,440.00
2 Administrative Fees 2% 1,360.00
3 Plan Fees 2% 1,360.00
4 Legal Fees 1% 680.00
5 Contingencies 5% 3,400.00
NET TOTAL 12,240.00
Gross Development Cost = Construction cost + Development Cost
= RM 4,050,000+ RM 68,000.00 + RM 729000.00 + RM 12,240.00
= RM 4,859,240.00

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7.3 Operation and Maintenance Cost
A building like this project which is dedicated to the students of the Taylor’s University
would carry a consequent cost for operating and maintaining the whole building. Since the client
will rent the land for RM 15,000 per month for a period of 20 years and that he will do the whole
development under his expense, it is assumed that the client will bear the whole operation and
maintenance cost without any financial support from Taylor’s University. However, without
proper communication with the management of university, the client will be unable to accurately
estimate the monthly operation and maintenance cost. It is imperative that the client liaise with
the university. In addition, to accommodate for any inflation in price, it is assumed that the
monthly expenses should be subjected to a 5% increase every 5 years. The monthly expenses
obtained for the entire building is as followed:
Electricity and water : RM 12,000
Repairing cost : RM 8,000
Cleaning cost : RM 3,000
*Note that the cleaning and repairing costs are not included during the construction stage
Element Monthly expenses
Electricity and
water 12,000.00
Repairing cost 8,000.00
Cleaning cost 3,000.00
Land Rental 15,000.00
NET TOTAL 38,000.00

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%
increase
Monthly
Expenses for
new building
(RM)
Yearly
Expenses
(RM) TOTAL
Expenses (RM)
Year 1 (12months) 15,000.00 180,000.00 180,000.00
Year 2 to 5 (48 months) 38,000.00 456,000.00 1,824,000.00
Year 6 to 10 (60 months) 5% 39,900.00 470,800.00 2,394,000.00
Year 11 to 15 (60 months) 5% 41,895.00 502,740.00 2,513,700.00
Year 15 to 20 (60 months) 5% 43,989.75 527,877.00 2,639,385.00
NET TOTAL 9,551,085.00
Therefore, the following outlines the whole estimated project cost;
Gross Development Cost RM 4,859,240.00
Operation & Maintenance
cost RM 9,551,085.00
Total Estimated Project
cost RM 14,410,325.00

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8.0 Projected Earnings
This section will show the yearly earnings calculated to conclude the income of the client for
his 20 years’ of rental contract with Taylor’s University. The following earnings below are the
significant assets that benefits the client in renting the area:
1. Season Parking charges
2. 99 Speedmart
The following subtopics will show the projected earnings for the season parking and 99
Speedmart. It is to be noted that the first year and a half is dedicated to the construction period,
thus there will not be any earnings during the period which will end around July 2019.
8.1 Season Parking
The current season parking fee for Taylor’s University is RM 120/month. To maintain
consistency along with Taylor’s University charges, the season parking fee will also be RM
120/month. The projected earnings are as followed:
Season Parking/lot = RM 120/ month
Number of Parking Lots = 480 lots (3 levels x 160 lots/level)
Monthly Earnings = RM 120 x 480
= RM 57,600
Yearly Earnings = RM 57,600 x 12
= RM 691,200

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Note that for the 2nd
year, the earnings are only about half of the year due to the construction
period that ended in July 2019, assuming 40% of yearly earnings generated for the 2nd
year.
40% of RM 311,040 = RM 124,416
Year Remarks Yearly Earnings
(RM)
Total Earnings (RM)
2 - 5 40% of yearly earnings on 2nd
year
691,200.00 2,350,080.00
6 - 10 Fees increases by 5% 725,760.00 3,628,800.00
NET TOTAL 13,789,872.00
8.3 99 Speedmart
99 Speedmart will be priced at RM31,500 each month. A following assumption has been made:
According to a 99 Speedmart staff, the outlet earns RM450,000 monthly but that is not
considered to be their earnings as they need to pay for suppliers, logistic and others. The staff
furthermore stated that they would only get roughly around 6% - 7% of income monthly
Allow 7% of RM450,000 = RM31,500
The projected earnings are calculated:

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99 Speedmart = RM 31,500/ month
Number of Outlet = 1
Monthly Earnings = RM 31,500 x 1
= RM 31,500
Yearly Earnings = RM 31,500 x 12
= RM 378,000
Year Remarks Yearly Earnings (RM) Total Earnings (RM)
2 - 5 40% of yearly earnings on 2nd
year 378,000.00 1,285,200.00
NET TOTAL 7,541,336.25
8.4 Summary of Project Earnings
Season Parking = 13,789,872.00
99 Speedmart = 7,541,336.25
TOTAL = 21,331,208.25

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8.5 Net Present Value (NPV)
Year Inflow Outflow Net Cash Flow
PV
Factor
@ 5%
PV Value @ 5%
0 5,039,240.00 -5,039,240.00 1 -5,039,240.00
1 1,069,200.00 456,000.00 613,200.00 0.9524 584,011.68
2 1,069,200.00 456,000.00 613,200.00 0.907 556,172.40
3 1,069,200.00 456,000.00 613,200.00 0.8638 529,682.16
4 1,069,200.00 456,000.00 613,200.00 0.8227 504,479.64
5 1,122,660.00 470,800.00 651,860.00 0.7835 510,732.31
6 1,122,660.00 470,800.00 651,860.00 0.7462 486,417.93
7 1,122,660.00 470,800.00 651,860.00 0.7107 463,276.90
8 1,122,660.00 470,800.00 651,860.00 0.6768 441,178.85
9 1,122,660.00 470,800.00 651,860.00 0.6446 420,188.96
10 1,178,793.00 502,740.00 676,053.00 0.6139 415,028.94
11 1,178,793.00 502,740.00 676,053.00 0.5847 395,288.19
12 1,178,793.00 502,740.00 676,053.00 0.5568 376,426.31
13 1,178,793.00 502,740.00 676,053.00 0.5303 358,510.91
14 1,178,793.00 502,740.00 676,053.00 0.5051 341,474.37
15 1,237,732.65 527,877.00 709,855.65 0.481 341,440.57
16 1,237,732.65 527,877.00 709,855.65 0.4581 325,184.87
17 1,237,732.65 527,877.00 709,855.65 0.4363 309,710.02
18 1,237,732.65 527,877.00 709,855.65 0.4155 294,945.02
19 1,237,732.65 527,877.00 709,855.65 0.3957 280,889.88
NET PRESENT VALUE 2,895,799.90
*First year cash outflow = RM 4,859,240 + RM 180,000 (rental for first year)
= RM 5,039,240
*The reason to why we have only 19 years while calculating the NPV is that the first financial
year is accounted as the year 0 in the NPV table.

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28

8.6 Viability of project
The reason why the NPV was calculated is to find whether this project will benefit the client or
not. By having a positive NPV at a PV factor of 5% which is RM 2,895,799.90, It shows that this
project is viable and can proceed with the development.
8.7 Net Profit over the 20 years
Estimated project earnings for 20 years RM 21,331,208.25
Invested GDC - RM 4,859,240.00
Operation and maintenance cost for 20 years - RM 9,551,085.00
NET PROFIT RM 6,920,883.25
9.0 Project Summary/ Conclusion
In conclusion, the proposed project, which is a proposed construction of multi-storey car
park building with 3 level of car park and a shop lot on the roof floor in the current land used for
open paid parking within the property of Taylor’s University, located beside their commercial
building, Syopz, are proved to be beneficial, workable and profitable. In term of function, the
building would be able to provide more parking space in order to cater the ever increasing
student intakes and provide a proper and larger smoking area compared with the current
allocated area. Furthermore, student would be able enjoy the benefit of having affordable super
market while enjoying the breeze air and view on the open roof space. As for the estimation on
the projected earnings, the project showed positive profitability to the client within its 20 years of
usage with the NPV of RM 2,895,799.90 which is considered viable. Lastly, this project would
benefit both party, whereby the client would be able to fund more project or opportunity that
arises throughout the building usage, while Taylor’s University will be able to fortify their
reputation with the increases of positive feedbacks and new facilities.

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29

10.0 References
• Project Management Triangle - Time, Cost and Quality - Iron Triangle.
(2017). Stakeholdermap.com. Retrieved 29 November 2017, from
https://www.stakeholdermap.com/project-management/project-triangle.html
• Haughey, D. (2011). Understanding the project management triple constraint. Retrieved
from https://www.projectsmart.co.uk/understanding-the-project-management-triple-
constraint.php
• Project Time Management Based on PMBOK 5th Edition. (2016). CMCS. Retrieved 29
November 2017, from http://www.cmcs.co/p603-project-time-management-based-pmbok-
5th-edition/
• Graves, A. (2012). What is six sigma. Retrieved from
http://www.sixsigmadaily.com/what-is-six-sigma/
• Fichtner, C. (2017). PMBOK Knowledge Areas for Project Management Guide 5th
Edition - Process Groups and Processes - The Complete Guide. [online] Project-
management-prepcast.com. Available at: https://www.project-management-
prepcast.com/pmbok-knowledge-areas-and-pmi-process-groups
• Costengineering.eu. (2017). Which are the best techniques for project cost estimating?.
[online] Available at: http://www.costengineering.eu/blog-article/which-are-the-best-
techniques-for-project-cost-estimating
• Anon, (2017). [online] Available at:
http://www.langdonseah.com/en/sg/files/download/3796

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