TAYLOR’S UNIVERSITY LAKESIDE CAMPUS

SCHOOL OF ARCHITECTURE, BUILDING AND DESIGN

PROJECT MANAGEMENT (MGT60403)

ASSIGNMENT 2:
FINAL PROJECT MANAGEMENT REPORT
(4-Storey Building at Jalan Tuanku Abdul Rahman)

Tutor: Ar. Nurul Alia Ahamad

Name: Premdyl Singh Shadan

ID: 0321979
CONTENT

1.0 INTRODUCTION TO THE PROJECT 4.0 RISK ANALYSIS

1.1 THE SITE 4.1 PRE-CONSTRUCTION

4.2 DURING CONSTRUCTION
1.2 OBJECTIVES AND GOALS
4.3 POST-CONSTRUCTION
1.3 TEAM MEMBERS
1.4 STAKEHOLDERS
5.0 MAINTENANCE STRATEGY

2.0 DESIGN ANALYSIS 5.1 BUILDING MAINTENANCE

2.1 SWOT ANALYSIS 5.2 PROGRAMME MAINTANENCE

2.2 PESTLE ANALYSIS

2.3 DESIGN DEVELOPMENT AND ANALYSIS 6.0 SUCCESS CRITERIA
6.1 WORK BREAKDOWN STRUCTURE

3.0 PROCUREMENT 6.2 GANTT CHART

3.1 TRADITIONAL PROCUREMENT

3.2 STANDARD FORM OF CONTRACT 7.0 CONCLUSION

3.3 RESOURCE PLANNING

3.4 ESTIMATION OF BUDGET COSTING
1.0 INTRODUCTION TO THE PROJECT
The project aims for us students to produce the documentation
needed of our respective Studio Vl Architectural Design Project by
introducing the application of management techniques in the control
and direction of project resources, evaluation of the dynamic changes
which occur during a project’s life cycle and the nature of a project’s
success and understanding the means of evaluating and managing
risks that can lead to success and failure in a project’s performance.

The assignments urges student to define project characteristics,

objectives, organisations and success, apply Project Management
tools and techniques to control and communicate to achieve a
common goal and to summarise strategies for the execution of the
development process in response to the client's
objectives.

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1.1 THE SITE 1.2 OBJECTIVES AND GOALS
The site was once viewed as a gem as it was the core of trade in 1.2.1 PROJECT OBJECTIVES
Kuala Lumpur as it is located between the crossroads of Jalan Tuanku
1. Based our proposed sketch design, consider and include
Abdul Rahman, Jalan Raja Laut and Jalan Tun Perak. Congregation
expanded aspects of design development in tandem with the
originally occurred by the groups of merchants that sold extraordinary
design of spaces, e.g. fire safety, materials, construction,
products, for example, spices, tapestry and gold, bringing in new
sustainability, feasibility, etc.
lifestyles and dreams of many immigrants that we call Malaysians
2. The building height must be of 3 storeys minimum and 5 storeys
today. The site has contributed such a great amount to our country's
maximum and consists of an area not more than 2000 square
great history, yet is underestimated as it is dismissed by people in the
metres.
general eye. Our site combines many elements such as an oasis of
3. The building must include activities that are related to working,
nature by Laman Tun Perak, safe means of travel through zebra
meeting, living and any other activity deemed appropriate by the
crossings and bicycle lanes and a variety of styles of architecture that
designer. 

create a synthesis of human well-being.

1.2.2 DESIGN OBJECTIVES

1. The design must be able to create a place for users that are
interested in cooking and the musical arts to explore and share
with another.
2. The building should be of biophilic design- allowing the integration
of nature throughout the building regardless of height and space.
3. The design must be sensitive to the urban setting and fabric of the
area as it is deemed historical and has been famous in Kuala
Lumpur for many decades.

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1.3 TEAM MEMBERS

1.3.1 ORGANIZATION STRUCTURE AND CULTURE 1.3.2 ROLES AND RESPONSIBILITIES

The ideal culture that is adopted in this project is  hierarchy-oriented
ROLES RESPONSIBILITIES
due to several reasons. The adoption of hierarchy allows the project
Architect 1. Production of schematic design
team members involved to have a clear idea of decision-making, to refer with client
2. Submission of drawings in
authority, rules and procedures and accountability during the entirety various stages such as
of the project. Using the organisation chart as a reference, the Development Order, Building
Plan and Tender Drawings.
architect is indirectly appointed as leader during this project, as the 3. Involvement of other consultants
in the project
architect is the facilitator between the contractor, the design team and
4. Commencement of construction
the client. Hierarchy-oriented allows the leader to ensure a reliable on site
5. Ensure site works run as
and smooth-flowing production by solving problems that may arise smoothy as possible and lease
and create solutions that with other consultants
6. Obtainment of CPC and CCC to
will be as minimal effect to officiate use of building
7. Activation of the Defect Liability
time, cost and quality of Period
the project. Hierarchy-
Contractor 1. Inspects building to verify
oriented also introduces structural integrity
2. Estimates costs in material,
formality into its structure, machinery, labor, etc
a l l o w i n g e f fi c i e n t 3. Provides Site Progress Reports
4. Oversight of Construction Site
organisation, monitoring, Progresses
5. Carries out work as per contract
consistency and stability requirements
that are most crucial to any
project. 

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1.3.2 ROLES AND RESPONSIBILITIES
ROLES
Quantity Surveyor
Mechanical & Electrical Engineer
Civil & Structural Engineer
Landscape Architect
RESPONSIBILITIES ROLES RESPONSIBILITIES
1. Feasibility and budget of the client GBI Specialist 1. Assess the ‘green index’ of the
2. Dealing with contractual and legal project during and after
matters construction
3. Managing costs to make sure that 2. Award the project if needed
the initial budget isn’t exceeded 3. Provide advice to the design team
4. Settling the final accounts to improve design in order to
achieve award
1. Agreement on budget, timescales
and specifications with architect
2. Provides technical advices
3. Oversight of Mechanical Matters
on Site (e.g Electrical, Ventilation,
Fire Fighting Services, Lighting
etc)
4. Coordinate with Authorities on
Matters that Require Approval
1. Advise architect on structural
limitations of the project
2. Calculation of loads and stresses
3. Selection of appropriate
construction materials
4. Monitors on-site labor of
infrastructure systems
1. Choose appropriate vegetation
that is suitable for conditions on
site
2. Accommodate to the
neighbouring park and water
feature
3. Prepare drawings for approval
and estimates
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1.4 STAKEHOLDERS
1.4.1 KEY STAKEHOLDER
The key stakeholder, PAPER + TOAST is the main stakeholder of a project in which they have a main impact as they can affect
or be affected by the project. They are the paymaster for the whole project as they are the first co-working space in Malaysia.
They believe that all of their programs are trained by professionals of the relevant industry and believe they will be able to deliver
what is required for the participants to achieve their goal.

Type of Stakeholder Position of Stakeholder Name of Stakeholder Impact of Stakeholder Estimated Priority

Key Stakeholder Client PAPER + TOAST High 1

1.4.2 INTERNAL STAKEHOLDER

Internal stakeholders are the people who work directly with the project which include the consultants from both the
construction team and design team. The impact of these stakeholders are medium as they are replaceable by the client’s
command if needed, however they are high in liability when problems occur.

Type of Stakeholder Position of Stakeholder Name of Stakeholder Impact of Stakeholder Estimated Priority

Internal Stakeholder Architect Arkitek Prem High-Medium 2

Quantity Surveyor Arcadis Malaysia High-Medium 2

M&E Engineer FITTERS Engineering High-Medium 2

Services Sdn Bhd

C&S Engineer LTE Consultants Sdn High-Medium 2

Bhd

Landscape Architect Landart Design Sdn Bhd Medium 2

GBI Specialist Shinryo (M) Sdn Bhd Medium 3

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1.4.3 EXTERNAL STAKEHOLDER
External stakeholders are the people who are not directly involved in the project however they are affected by the project.
The impact of stakeholders varies from a range of High-Medium to Low as it is determined by the involvement in the project.

Type of Stakeholder Position of Stakeholder Name of Stakeholder Impact of Stakeholder Estimated Priority

External Stakeholder Local Authorities TNB High-Medium 4

SYABAS High-Medium 4

DBKL High-Medium 4

Public Swiss Hotel Users Medium-Low 5

White Collar Workers Low 5

Blue Collar Workers Low 5

Students Low 5

Families Low 5

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2.0 DESIGN ANALYSIS
2.1 SWOT ANALYSIS
2.1.1 STRENGTH 2.1.2 WEAKNESSES
1. Good Walkability
 1. Noise 

Pedestrian routes are fully Noise from the LRT railway line and
equipped with zebra crossing to traffic from the crossroads of Jalan
ensure maximum safety. Tun Perak, Jalan Raja Laut and Jalan
2. Softscape and Hardscape 
 TAR.
Good mix of softscape and 2. Softscape and Hardscape 

hardscape ensures shaded, clean Users’ view from vehicles are limited
and comfortable paths to walk on. due to surrounding tall buildings and

2.1.3 OPPORTUNITIES 2.1.4 THREATS

1. LRT 
 1. Demographic 

Possible visual exposure from Lack of diversity on site.
height ensured by the LRT. 2. Vehicular Congestion 

2. Laman Tun Perak 
 Position of entrances and exits are
Node for interaction and vital to avoid vehicular congestion.
integration of nature into future 3. Heritage Act 

designs. Neglecting the shophouses on site
3. Sitting Area 
 could harm the surrounding
Integration of rest areas could environment.
ensure users to stop at the site.

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2.2 PESTLE ANALYSIS
2.2.1 POLITICAL there is ‘not enough time’ to do what we love, therefore the co-
working space provides an environment that balances the work, meet
Malaysia was once governed by the same party for almost 60 years till
and play aspects that us humans need.
recent events when a new coalition party took over with the mindset of “a
new change for a new Malaysia”. With that in mind, introducing new
change by proposing the international concept of a co-working space. 2.2.4 TECHOLOGY
With globalisation happening vastly, a co-working space could potentially
With the current LRT line in play that connects the suburbs to the
bring communities together by sharing knowledge and resources with
main city centre, the station is huge potential for people to visit the co-
one another.
working space without having to spend bug sums of money on
transport. The co-working space also introduces new technology to
2.2.2 ECONOMY the market such as SMART Boards and improving visual aids.
The site is located within proximity of many tourists landmarks such as
Medan Pasar, Masjid Jamek, SOGO Shopping Mall and Dataran 2.2.5 LEGAL
Merdeka therefore a constant flow of visitors from various destinations.
Since the site is located in between the crossroads of Jalan TAR and
Not only that, but the site is also surrounded by many textile, gold and
Jalan Raja Laut, a setback requirement of 3 metres set by DBKL was
spices stores that are family owned. Having this co-working space
required for further expansion for road in the future. There is also a
creates a centre where everything combines under one roof, making
setback a 3 metres from the neighbouring building, Swiss Hotel.
selling and buying more convenient and easier.

2.2.6 ENVIRONMENTAL
2.2.3 SOCIOLOGICAL
The greenery on the site creates opportunity for integration of current
With Kuala Lumpur being a city with folks that are hustling to earn and
and proposed vegetation. Introducing urban farming through
provide a living for themselves or loved ones, the neglect of self and
greenhouse and rooftop gardens also create a more eco-friendly
human contact has been on a uprise. The reason for this is because
environment by reducing carbon footprint of food waste.

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2.3 DESIGN DEVELOPMENT AND ANALYSIS
The co-working space of 4 storeys with a total of 2,191 square metres 2.3.1 TARGET USER
was designed allowing the interlocking of thoughts, opinions and
The site is located between several prominent spaces that events are
habits of the community. Through the integration of work, meet, live
held such as Dataran DBKL for KL Car Free Morning, Dataran
and the multiple complex layers of dynamic activities that are created
Merdeka for IFTAR KL, Jalan Raja for KL Street Jam and Medan
by events, the ability to create a place that is more enhanced,
Pasar for Hiburan Rakyat. With this taken into consideration, the co-
revitalised and sustainable could exist- bringing back the synergy that
working space focuses on two main target users that involves
was once lost.
gastronomy and the musical arts. The potential users are:
Face views of Entrance at Lorong TAR 1. Gastronomy- Food enthusiasts, chefs, culinary experts, people
high level (secondary road) to avoid
activities to main traffic congestion and who are interested to learn cooking, urban farming.
roads to easy accessibility to site.
2. Musical Arts- Buskers, musicians, singers, song writers, music
increase
awareness and producers. 

curiosity of
pedestrians

2.3.2 PROGRAMME
The programme of the co-working space is mainly designed to pay
homage to the arts of food and music that Malaysia has to offer.
East-West
Orientation for Spaces such as cooking lab, gastronomic pods, sound rooms and
fenestration to
allow natural performance stages create opportunities for personal development
light to enter.
and to create relationships within the communities itself. However,
without neglecting the majority of the public, bicycle rental,
amphitheater, farmer’s market and cafe supplement the sustainability
of the co-working space by creating a public realm that can be used
Integration of the
Laman Tun Perak with by all.
the Ground Floor

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3.0 PROCUREMENT
3.1 TRADITIONAL PROCUREMENT
The type of procurement that would be most suitable for this project is the design stage will only
the traditional contract procurement method as it breaks down the proceed to bidding when the
design, bid and build of the project. In reference to the chart, the client client is satisfied with the
has separate contracts with the two parties involved- the architect with designs. Not only that, but
the other consultants that make up the design team and the the client’s instructions
construction contractor. allows for the project to be
The architect is in charge of preparing tender documentation that flexible, making decision-
include tender drawings, work schedules and bills of quantities. These making easier on the
documents will then be passed onto a main contractor that is consultants and architect in
appointed by the architect through open tender also known as charge.
competitive or public tender. Open tender is a bidding process that is
open to all contractors.
To choose the most appropriate tenderer for the project, assessments
were made through the contractor’s past projects that they were
3.2 STANDARD FORM OF CONTRACT
involved with, taking note on their workmanship, scale of project and
Malaysia PAM Form, Standard Form of Building Contract 2006 (With
etc. Priority to select the best tenderer was through experience and
Quantities) was used as guideline for this project. It is used because it
recommendation first, then to quality, on to cost, and time needed to
has a well defined BQ is necessary to reduce any disputes and
complete the construction.
discrepancies, even a small error or miscalculation may arise to a
Traditional procurement was the method for this project due to several
huge financial loss.
reasons. The implementation of this method ensures better quality
control and much better client control. With this coming hand in hand,

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3.3 RESOURCE PLANNING
A comprehensive resource plan is analysed and done at the project planning stage to ensure that all of the resources needed to complete the
project are identified. The type of resource and the quantity needed will ensure a smooth-flowing reject without any discrepancies during
construction of the project.

Stage Task Labour Equipement Material

Schematic Design Phase Site Analysis 1. Consultants 1. 3D Scanner

2. Land Surveyor 2. Laser Scanner
3. Theodolite
4. Total Station

Design Concept 1. Architect 1. Plotter

2. Assistant Architect 2. Modelling Material
3. Draughtsman 3. Desktop and Software
Planning Submission 1. Architect 1. Printer
2. Assistant Architect 2. Plotter

Design Development Phase Detailed Drawing 1. List of Consultants 1. Printer

2. Plotter

Detailed Design 1. Architect 1. Printer

2. Assistant Architect 2. Plotter
3. Draughtsman

Building Plan Submission 1. List of Consultants 1. Printer

2. Draughtsman 2. Plotter
Contract Documentation Costing 1. Quantity Surveyor 1. Printer
Phase 2. Plotter

Tender 1. Quantity Surveyor 1. Printer

2. Plotter

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 Stage Task Labour Equipement Material

Contract Implementation Temporary Works and Setting Out 1. Excavator Operator 1. Excavator Operator
Phase 2. Surveyor 2. Surveyor
Ground Works and Earthworks 1. Excavator Operator 1. Excavator
2. Piling Rig Operator 2. Piling Rig

Structural Works 1. Ironworkers 1. Steel Bender

2. Concreter 2. Cement Mixer
3. Crane Operator 3. Crane

Building Works 1. Woodworkers 1. Electric Saw Machine

2. Bricklayers 2. Cement Mixer
3. Plasterers

Roofing 1. Roofing Workers 1. Welding Machine

2. Welder 2. Crane
3. Crane Operator
Roadworks and Drainage 1. Machine Operator 1. Compactor
2. Asphalt Road Paver

Mechanical and Electrical 1. Lift Specialist 1. Crane

2. Wireman
3. Construction Plumber

Interior and Finishes 1. Tilers 1. Screeder

2. Painter 2. Paint Equipment

External Landscape Works 1. Landscape Workers 1. Augers

2. Trimmer
Post-Construction 1. Contractor 1. Printer
2. Quantity Surveyor 2. Plotter

Handling Over Handling Over 1. Project Manager 1. Printer

2. Quantity Surveyor 2. Plotter

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3.4 ESTIMATION OF BUDGET COSTING
Estimated Pricing = RM200/ sqft Ground Floor First Floor
1. Plaza 1. Cooking Lab
Total Construction Cost = Gross Floor Area X Estimated Pricing 2. Amphitheater 2. Gastronomy Pods
3. Bicycle Rental 3. Greenhouse
per sqft 4. Discussion Pod
4. Oasis
Total Development Cost = Total Construction Cost X 15%
Consultant and Contribution Fees

Ground Floor Area = 595 sqm

First Floor Area = 480 sqm
Second Floor Area = 523 sqm
Third Floor Area = 593 sqm
——————————————————————————————
Gross Floor Area = 2,191 sqm
= 23,584 sqft

Second Floor First Floor

Total Development Cost = (23,584 X 200) X 15% 1. Sound Room 1. Bedroom with
2. Writer’s Pods Ensuite
= RM 4,716,800 X 15% 3. Performance 2. Rooftop Garden
Stage 3. Living Area

= RM 5,424,320

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4.0 RISK ANALYSIS
4.1 PRE-CONSTRUCTION
RISK Client is indecisive about project needs Specifications of drawings do not tally from Miscommunication amongst consultants/between
and wants one consultant to another consultants and client

DESCRIPTION The client keeps changing the design of The drawing’s details has not been thoroughly Miscommunication between consultant leading to
the intended building resulting in the delay discussed and agreed upon by all parties of poor workflow and scheduling in regards of work
of time the consultants progress and site needs

SEVERITY Low High High

SCENARIO The client keep changing the design, Assumptions of materials used are made, Verbal request from contractors and consultants
therefore the consultants have to comply increasing cost of the client and delay of work were not noted down formally and when
by amending the drawings needed for re- due to the delay of delivery of the needed requested for work progress, issue occurs
submission which delays work due to the materials
pending of approval from the respective
authorities

MITIGATION The consultant will need to be thorough Consultants would need to liase with each Site meeting is carried out every 2 weeks to avoid
with the client during the schematic other and confirm the type of materials used any possible delays and group discussion to
design phase, advising the client of all that would benefit all. The architect would have solve any issues that arise. As a mitigation plan,
possibilities before concluding the final to run through all the plans given by other prompt response from architect’s side to avoid
design consultants to make sure information given any miscommunication and playing the role of
tallies with one another ensuring proper channel of communication is
used

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4.2 DURING CONSTRUCTION
RISK Unforeseen site conditions Sudden requirement of change Site disturbance, complaints and Limited accessibility to site
from local authority petitions

DESCRIPTION Situations that are inevitable Claused stated by local authority E x t e r n a l s t a k e h o l d e r s ( p u b l i c ) The site is surrounded by three
such as bad weather and stating they may implement any complaints may results in project main roads with high traffic
shallow drainage sudden change and requirement being an unpopular spot density
even after BP Submission.

SEVERITY Medium High Low Medium

SCENARIO Heavy rain resulting in delay of Sudden incident of fire outbreak Upsets from local stakeholders due to M a t e r i a l s t h a t n e e d t o b e
Façade installation, exterior at nearby site, resulting in certain noise level, improper waste disposal, transported to site may fall from
works and insufficient curing of need of change of escape blocking of views and destruction of lorries, creating hazards for other
concrete r o u t e s , p a s s i v e d e s i g n “heritage area users such as surrounding
requirement, and etc. pedestrians, drivers and
motorcyclists.

MITIGATION Proceed with interior works Add clause in terms of contract to Proceed with works only allowed by H a v e p r o p e r l o a d i n g a n d
available on the Gantt Chart to state clearly that additional work LA, ensuring that proper scheduling is unloading times which is during
m i t i g a t e c o n s t a n t c o s t o r is needed when required. Clause made to prevent any need to conduct non-peak hours, either early
outsource for precast systems may include sudden increase of work off-working hours and proper morning, mid-afternoon or late
that could lessen cost and time cost and work extension which management of site clearing system n i g h t t o p r e v e n t u n w a n t e d
delay parties have to state clearly on is implemented. Also inform the public incidents.
who to bear the cost. of the advantages of the project,
boosting popularity between locals.

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4.3 PRE-CONSTRUCTION
RISK The occurrence of defects of work Maintenance of the project is too high Delay of Issuance of CCC

DESCRIPTION Visual defects that affect appearance of The maintenance budget was not calculated Without the issue of Certificate of Compliance
the building or structural defect that correctly (CCC), the completed project may not proceed
carries safety concern with occupation of people and would be deemed
uninhabitable.

SEVERITY Medium Medium Low

SCENARIO Client complaint of visual defects on site The client needs to spend unnecessary costs Work could be done and CPC was released,
to upkeep the building which includes possible however CCC is not issued therefore additional
water leakage from weathering or cleaning of cost is being spent without any income leading to
facades client losing money.

MITIGATION Ensure that contractor’s work are carried Make sure that the future costs are thought off Remind LA of the submission and its urgency.
out as per specification listed out in the before commencing the project. It is the Ensure that all requirement set by the LA have
Tender Document. Defect Liability Period consultant’s duty to make sure that the building been complied with and architect’s role of
(DLP) is listed clearly on its duration and and its environment are sustainable for the ensuring that the building is safe and fit for
should there be any defect found on any future occupation.
work carried out, contractor will need to
proceed with any rectification work.

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5.0 MAINTENANCE STRATEGY
Maintenance Strategy is used to define the sequence of planned maintenance work to upkeep the project for future usage. Most of the maintenance
work in this project are of scheduled nature as it is preventive and low in risk. The cost of the maintenance is medium as the project does not have
extensive usage of expensive features such as kinetic facades. For this reason, hiring experts are not needed to maintain the building, however
upkeep will need to carry forth to ensure a clean and comfortable environment for the users.

5.1 BUILDING MAINTENANCE

Items Frequency Strategy

Fire Safety Equipment Yearly To conduct fire safety lessons, drills and testing of all fire safety equipment which may include
extinguishers, alarms, fire doors, etc. If any are not working, the items need to be fixed or/and
replies as soon as possible.

Pipework Quarterly Ensure there is no leakage of water to prevent health risks from fungal growth. To also
ensure that pipes are in good condition so that rusting does not take place.

Roofing Quarterly Check for condition of tiling and structure to ensure no leaks, rotting and/or rusting occurs.

Water Feature Quarterly Check the pump system is working in good condition to avoid stagnant water and moss from
growing.

Mechanical and Electrical Works Monthly To check that all mechanical lighting and ventilation equipment are working to ensure a
healthy work environment.

Landscaping Weekly Ensure that all softscape and hardscape are in good condition to avoid slippery surfaces and
remains its intended aesthetics.

WIndows Weekly Remove dirt and dust that causes visual disruptions to and from the building. Clean windows
ensures maximum daylight from entering the spaces.

Floor Daily Ensure clean floors due to high usage. To also check for cracks of tiles as they may be
hazardous to young users such as toddlers and adolescences.

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5.2 PROGRAMME MAINTENANCE
Items Frequency Strategy

Musical Instrument Storage Monthly Check that all musical instruments are in good working conditions. To replace or fix any that
are in a state that cannot be played.

Greenhouse Weekly Ensure no weeds or unwanted pests are causing hazards or infections to the vegetation in
the greenhouse.

Amphitheater/ Oasis Weekly Ensure that all softscape and hardscape are in good condition to avoid slippery surfaces and
remains its intended aesthetics.

Farmer’s Market Weekly Remove food waste and litter that may occur during market timing. Cleaning of the dirt
ensures no rats or cockroaches breed on the site.

Lift Lobbies and Staircases Daily Ensure clean floors and no obstruction due to high usage and BOMBA requirement. To also
check for failures or defects such as broken tiles, railing or non-working lifts.

Hostel Residency Daily To ensure that guests are living in a clean and comfortable environment. Housekeeping to
make sure that everything is in place every week during cleaning times.

Cooking Lab Daily Ensure there is no gas leakage and clean floors to avoid slippery accidents and health
hazards.

Sound Room Daily To check condition of room acoustics, cleaning of carpets and condition of pianos.

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6.0 SUCCESS CRITERIA
In any construction project, the triple constraints- scope, time and cost 6.0.1 SCOPE
has direct effect to the end quality that is usually evaluated by the
PRIMARY CONSTRAINT
client and the future users of the building. For this project, scope and
Assessment for Quality:
cost are more notable constraints compared to time due to several
1. Scope creep is limited and/ or non-existent or controlled.
reasons. This project consists of a co-working space which is a 2. Compromises in scope are limited.
concept that is being newly introduced into Malaysia. With this in 3. Finished construction is almost original to the idea that
mind, as the project is serving community needs, the programmes was approved by the Architect.
4. Fulfils Silver Award as per GBI.
introduces new ways of approaching the public by creating spaces
that are needed for the sustainability of this building. The features and 6.0.2 COST
details drawn by the Architect in charge need to be of great innovation
SECONDARY CONSTRAINT
with minimal problems in order to gain public awareness and to
Assessment for Quality:
promote the ways of this new concept. Also, hiring an Architect that is
1. Wastage and scope creep is limited.
fully scoped with much experience under their belt, may require higher 2. Overall costs do not exceed client’s budget.
cost due to the potential of using more advance technology, out-
sourced materials and experimenting with newer construction 6.0.3 TIME
techniques. A NGO such as PAPER+TOAST who is established in TERITARY CONSTRAINT
Malaysia could afford this and has high potential to collaborate with a Assessment for Quality:
knowledgeable Architect could make this project a huge success. 1. Finished construction by 2021.
Finally, this project does not rely heavily on time as the client has not 2. CCC granted within he first month of end of
construction.
any consideration of any opening, however a careful consideration of
3. Opening launch to be opened with most recent event or
two years/ 24 months is enough time for the project to be completed festival from the time of approval and certification.
and is habitable for human usage.

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 6.1 WORK BREAKDOWN STRUCTURE
CO-WORKING SPACE

1.0 SCHEMATIC 2.0 DESIGN 3.0 CONTRACT 4.0 CONTRACT 5.0 FINAL
DESIGN DEVELOPMENT DOCUMENTATION IMPLEMENTATION COMPLETION
1.1 SITE STUDY 2.1 DESIGN STRATEGY 3.1 TENDER 4.1 TEMPORARY WORK • CCC
• Site Study • Finalisation of Design DOCUMENTATION • Site Planning & • CPC
• Site Survey & Proposal • Call for Tender Management • Handling Over
Evaluation • Material Selection • Tender Notice • Temporary Services
• Site Documentation • Quantity Control & • Tender Period Supplies
• SWOT Analysis Management • Tender Bidding • Setting Up Hoarding &
• Detailed Submission • Tender Review & Signs
1.2 CONCEPTUAL Drawings Evaluation • Machineries
DESIGN • Detailed Structural • Tender Results
• Design Requirement Plans • Award of Contract 4.2 EARTHWORKS
Briefing • Detailed Building 4.6 ARCHITECTURAL
• Programming System schematic 4.3 FOUNDATION FINISHES
• Conceptual Design Diagrams • Piling • Door & Window
Proposal • Finalised Landscape • Footing Installation
• Building Structure Layout • Staircase Finishes
Proposal • Detailed Interior Layout 4.4 STUCTURE • Sanitary Fittings
• Building Energy • Pre-tender Cost • RC Beam, Column, Slab • Wall Finishes
Proposal Estimation • Staircase • Ceiling Finishes
• Building Services • Bill of Quantity • Roof System • Floor Finishes
Proposal
• Schematic Landscape 2.1 AUTHORITY 4.5 M & E 4.7 LANDSCAPE
Design • Building Plan • Electrical Fittings • Surface Water Drainage
• Schematic Interior Submission • Plumbing Works • Softscape/ Vegetation
Design • BOMBA Plan • Fire Protection System • Hardscape
• Setting Project Budget Submission • Sewerage System
• Submission Approval • Stormwater Drainage 4.8 INTERIOR
System DESIGNING WORKS

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6.2 GANTT CHART

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7.0 CONCLUSION
In conclusion, the project requires:
1. More attention to be given to the pre-construction phase as risk
are higher in severity followed by during constriction phase and
finally post-construction phase.
2. Quality of the project should be prioritised and not compromised
however should maintain in the estimated budget of
RM5,424,320.00 and project should be completed by 2021.
3. Good communication between all the parties involved which
include the client, contractor, consultants, their respective teams,
respective authority and the public to ensure a smooth project.
4. The listed resources should not be limited as additional resources
may be required to enhance the project quality and constraints.
5. Looking into the community needs through PESTLE and SWOT,
analysing that this co-working space project could be better for the
future.
6. Ability to follow the Work Breakdown Structure and Gantt Chart as
exact as possible to establish a well organised project.
7. Achieve silver in the Green Building Index as a measurement of
quality.

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