Project Management

TAYLOR’S UNIVERSITY LAKESIDE CAMPUS SCHOOL OF ARCHITECTURE, BUILDING AND DESIGN PROJECT MANAGEMENT (MGT60403) ASSIGNMENT 1: DEFINING AND DOCUMENTING A PROJECT (OFFICE 4-STOREY CORNER SHOP LOT) TEOH WK ARCHITECT TUTOR: AR. NURUL ALIA AHAMAD LEONG DARREN LOW WING CHUN MELANIE SOON YU XIN PREMDYL SINGH SHADAN REBECCA MARIE TANDUBA RENEE TEOH YEN QIN

0323645 0323315 0322327 0321979 0322757 0322438

CONTENT 1.0

INTRODUCTION 1.1

2.0

TEAM MEMBERS 2.1 2.2 2.3

3.0

PRE-CONSTRUCTION DURING CONSTRUCTION POST-CONSTRUCTION

SUCCESS CRITERIA 8.1 8.2 8.3

9.0

SUPERVISION IMPLEMENTATION TOOLS

RISK AND MITIGATION 7.1 7.2 7.3

8.0

TRADITIONAL PROCUREMENT PROCESS STANDARD FORMS OF CONTRACT ADVANTAGES OF TRADITIONAL PROCUREMENT PROCESS DISADVANTAGES OF TRADITIONAL PROCUREMENT PROCESS

MONITORING TOOLS AND STRATEGIES 6.1 6.2

7.0

SCHEMATIC DESIGN PHASE DESIGN DEVELOPMENT PHASE CONTRACT DOCUMENTATION PHASE CONTRACT ADMINISTRATION AND SUPERVISION PHASE FINAL COMPLETION PHASE

PROCUREMENT 5.1 5.2 5.3 5.4

6.0

KEY STAKEHOLDERS INTERNAL STAKEHOLDERS EXTERNAL STAKEHOLDERS

IMPLEMENTATION PHASES 4.1 4.2 4.3 4.4 4.5

5.0

ORGANIZATION STRUCTURE ORGANIZATION CULTURE ROLES AND RESPONSIBILITIES

STAKEHOLDERS 3.1 3.2 3.3

4.0

PROJECT INTRODUCTION

COST SCOPE TIME

CONCLUSION

REFERENCES APPENDIX 2

1.0 INTRODUCTION This project aims to introduce the structure of a architecture project team and the roles played by everyone in the project team through a case study. Students are to be exposed through the phases of an architecture project, from schematic design phase through to the final completion. From there, students will be able to understand the process and actions of each phase done by different roles and job scope of a project team. The report comprise of:i) Project Introduction ii) Roles and responsibilities of team members in a project team iii) Organizational structure iv) Stakeholders v) Project information - Objectives and goals - Implementation phase - Implementation tools - Monitoring tools & strategies - Risks and solutions - Procurement - Success criteria This assignment aims to help students understand the management techniques in Project management as well as to understand the importance of team work and each phases throughout an architecture project.

1.0 Introduction

3

1.1 PROJECT INTRODUCTION 1.1.1 Site Introduction Our chosen case study is a project on a four-storey corner shop lot in Puchong that underwent renovation for a duration of three months. The shoplot is located at the intersection corner of two highly dense roads making it a prominent landmark in the area. The area of the site are famous for a wide array of eateries, therefore making the usage of the selected building, a dim sum shop, a majority in the area. Other prominent landmarks in the area include Four Points by Sheraton, Green Hotel and Public Bank. 1.1.2 Circulation and Accessibility The site is located directly at the corner of a crossroad that enables many potential views of passer-bys by vehicles or by foot. It’s strategic location increases the human density as well as the traffic density, in which the implementation of two way roads to ease congestion and the usage of five foot walkways to provide shade and comfort for pedestrians comes to play. The site is highly accessible by vehicles as it is located 3 minutes off the Lebuhraya Damansara-Puchong (LDP).

Backalley

Vertical Road

There are two streets perpendicular to our site, and on the vertical street, there is an estimate of 55 street parking lots per block, totalling the parking to 110 car parks, however, some car parks are bought by owners of the shop lots, hence reducing the number of carparks, cause people to double park their cars. The alley behind our site is used as a loading area, shop owners tend to park their cars in the loading area, to unload and load goods for their shops. A TNB feeder pillar and a tree are located side by side and is located on the horizontal street of our corner site.

Stairs and Ramp

Horizontal Road

TNB Feeder Pillar

Figure 1: Representational sketch of the site

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1.1.3 Demographics The demographics on our site are mainly white-collar workers during the day especially during peak hours such as lunch time (afternoon) and after work (five-six o’ clock). Also, food vendors are seen as the major business tycoons on our site attracting a chinese demographic due to the majority of non-halal eateries and cuisine. These eateries are active throughout the day especially during lunch, dinner and supper 1.1.4 Architecture Style The architecture style of the shoplot is no different to the other shoplots surrounding it. The shoplot consists of a elements such as a tiled five-foot walkway that is elevated from the street, multiple hopper windows with tint for privacy and designated signage space between the ground and first floor. The site is also disable friendly as a ramp is provided on the horizontal street of our corner site allowing accessibility for wheelchairs, etc. The shoplot also has an unapproved kitchen area which extends out into the five-foot walkway.

Hopper Windows

Designated Signage Space Five Foot Walkway

Figure 2: Sketch of the site perspective

1.1.5

Authority

Our site is located within the area under the authority of Majlis Perbandaran Subang Jaya (MPSJ) and is located within 5 minutes from the MPSJ Puchong Branch. The site is also under the authority of Indah Water Konsortium (IWK), Tenaga Nasional Berhad (TNB) and Syarikat Bekalan Air Selangor Sdn. Bhd. (SYABAS). The nearest BOMBA station is Puchong Fire and Rescue Station located 6 minutes from the site by car whilst the nearest police station is Balai Polis Bandar Puteri located 4 minutes from the site.

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1.1.6 Defects The head consultants, Teoh WK Architect were called in for this project to conduct a minor renovation that included upgrading of the current building and the installation of a lift. Our site has been worn down over time creating a handful of defects such as leaking pipes, cracked walls and multiple tiling issues. Teoh WK Architect were responsible for the rectification of certain defects that include, wall and ceiling finishes touch up, A/C shaft water proofing works, changing of door swing positions, covering up wirings, fixing chipped and cracked wall, rectifying tiling works, installing aluminium framing and so on.

Figure 3: Examples of defects that needed to be rectified by lead consultants

Figure 4: Defect list from client that needed to be rectified and fixed by Teoh WK Architect

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1.1.7 Renovation Our site was previously only used by the dim sum shop on the ground floor, and the being upgraded to office spaces on the top three-storeys, hence the biggest part of the renovation of our site is the installation of a new lift. A specific lift contractor (Ryoden Building Machineries) was requested and called in by our clients. The mechanical lift is not a bomba lift, however it is designed with handrail, braille button, light and sound indication to accommodate to the disabled. The lift however it is a 5.47sqm lift which is estimated to take the weight of 5 people in total. To further accommodate to the disabled, the ramps were renovated to comply to the requirement the Uniform Building By-Law (UBBL) as the ramps were too steep for disabled access. The ramp added has a gradient of 1:12. Finally, aluminium louver screens were added to the facade of the building to conceal the compressors located on the air conditioning ducts.

Figure 5: During the renovation of the site

Figure 6: After the completion of the renovationc

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2.0 TEAM MEMBERS 2.1

Organization Structure

CLIENT

SUB-CONTRACTOR

ARCHITECT

RYODEN BUILDING MACHINERY

TEOH WK ARCHITECT

CONTRACTOR

TENDERER

MATERIAL GEO ENGINEERING

MATERIAL GEO ENGINEERING

MECHANICAL & ELECTRICAL ENGINEER YT CONSULT

CIVIL & STRUCTURAL ENGINEER JASAMURNI KONSULT DESIGN TEAM

CONSTRUCTION TEAM

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2.2

Organization Culture

Teoh WK Architect has a sole proprietorship architectural practice, lead by a sole principal architect assisted by two assistant architects in its organizational structure. The culture adopted by the firm in leading this renovation project team is hierarchy-oriented. Being founded on structure and control, as the lead consultant, Teoh WK Architect emphasised to adhere to official building procedures, inducing formality in its structure. They act on coordinated organisation and monitoring - as evidenced in the details included in project planning, progress reports and meeting minutes. They were liable to guaranteeing work and predictability in their job scopes as it helps convey the wants and needs of the client. Consistency and stability are cores in conducting this project as they were granted a limited time of three months to complete the project with specifications against the limitations of the nature of the site’s conditions. With this structure, the project team members have a clear idea of decision-making, authority, rules and procedures and accountability. Based on the organisational chart, it is clear that the architect holds the most accountability as they become the mediator between the Contractor, Design Team and client. Indirectly appointed as a leader, Teoh WK Architect strives in producing a reliable and smooth-flowing production. Error detection and measurement, process control and systematic problem solving are measures that were taken into consideration and highlighted by their team’s efficiency as problems received prompt responses and were rectified immediately. In comparison, the flow of the project team’s structure cannot be clan-oriented as it is based on human resources development. It is also typically defined by employee involvement programs and semi-autonomous work teams which inherently leads to groupthink, inhibiting innovation. The culture adopted in this project team requires decision-making skills as the project calls for the adherence of the contract documentations and specifications set by the client.

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2.3

Roles and Responsibilities

2.3.1 Design Team 2.3.1.1 Architect

Company Name: Teoh WK Architect Scope of Work: 1. Define Project Brief 2. Carry out site survey and inspection works 3. Production of schematic design to refer with client 4. Submission of Development Order for Renovation for approval 5. Involvement of other consultants in the project 6. Estimating the specs, costs and duration of entire project 7. Submission of Building Plans for approval 8. Preparation of Tender Drawings and Exercise for submission 9. Evaluation of Tender Documents 10. Provides contractual agreements (PAM 2006 with quantities) 11. Production of Construction Drawings 12. Commencement of construction on site 13. Testing and commissioning of all systems and components on site 14. Obtainment of CPC and CCC to officiate use of building 15. Revision of the As-Built Drawing according to site 16. Activation of the Defect Liability Period 17. Obtainment of Certification of Making Good Defects after practical completion 18. Overall completion

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2.3.1.2 Civil and Structural Engineer Company Name: Jasamurni Konsult Scope of Work: 1. 2. 3. 4. 5. 6. 7. 8. 9.

Assisting the architect in estimation of specifications, costs, etc. Advise architect on structural limitations of the existing shoplot Consulted lift contractor in regards to specifications of lift core Calculation of loads and stresses Selection of appropriate construction materials Providing technical advices Submission and obtainment of Engineering Plans to and from local authorities Oversight of Infrastructure Systems such as drainage and sewerage Monitors on-site labor of infrastructure systems

2.3.1.3 Mechanical and Electrical Engineer

Company Name: YT Consult Scope of Work: 1. Assesses project requirements 2. Agreement on budget, timescales and specifications with architect 3. Provides technical advices 4. Oversight of Mechanical Matters on Site (e.g Electrical, Ventilation, Fire Fighting Services, Lighting etc) 5. Coordinate with Authorities on Matters that Require Approval 6. Project Management Evaluation 7. Appraisal of Building Services

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2.3.2 Construction Team 2.3.2.1 Contractor Company Name: Material Geo Engineering Scope of Work: 1. 2. 3. 4. 5. 6. 7. 8. 9.

Inspects building to verify structural integrity Carries out risk assessment Negotiates project objectives Planning of project phases Health and safety specifications Estimates costs in material, machinery, labor, etc Provides Site Progress Reports Oversight of Construction Site Progresses Carries out work as per contract requirements

2.3.2.2 Sub-Contractor Company Name: Ryoden Building Machinery Scope of Work: 1. 2.

Construction and supply of lift Testing and commissioning of lift after installation

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3.0 STAKEHOLDERS Type of Stakeholder Key Stakeholder

Position of Stakeholder Client

Company Name -

Impact of Stakeholder High

Estimated Priority 1

Figure 7: Table of Key Stakeholders of the project

3.1

Key Stakeholder

The key stakeholder is the main stakeholder of a project in which they have a fundamental impact whereby they can affect or be affected by the project. In this project, they key stakeholder is the client. The client is not replaceable and they are the paymaster for the whole project. Type of Stakeholder Internal Stakeholder

Position of Stakeholder

Company Name

Impact of Stakeholder

Estimated Priority

Architect

Teoh WK Architect

High-Medium

2

C&S Engineer

Jasamurni Konsult

High-Medium

2

M&E Engineer

YT Consult

High-Medium

2

Contractor

Material Geo Engineer

High-Medium

2

Specialised Lift Contractor

Ryoden Building Machinery

High-Medium

2

Supplier

-

High-Medium

3

Interior Designer

-

High-Medium

3

Figure 8: Table of Internal Stakeholders of the project

3.2

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.

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Type of Stakeholder External Stakeholders

External Stakeholders

Position of Stakeholder Local Authorities

Public

Company Name

Impact of Stakeholder

Estimated Priority

Tenaga Nasional Berhad (TNB)

Medium

4

BOMBA

Medium

4

Indah Water Konsortium

Medium

4

Syarikat Bekalan Air Selangor Sdn. Bhd. (SYABAS)

Medium

4

Majlis Perbandarayaan Subang Jaya (MPSJ)

High-Medium

3

Shop Owners

Medium-Low

5

Restaurant Customers

Medium-Low

5

Waiters

Medium-Low

5

Chefs

Medium-Low

5

White Collar Workers

Medium-Low

5

Pedestrians

Low

6

Residents

Low

6

Figure 9: Table of External Stakeholders of the project

3.3

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. This is because despite being an external stakeholder, some cause heavier impacts to the projects than others. For example, MPSJ have a high-medium impact, as the project is not able to run smoothly without their approvals on any drawing submissions. The other authorities have a medium impact because the building services would run under them. The shop owners, chefs and so on are of medium-low impact, because their jobs might be affected during the renovation period, whereas the pedestrians and residents are of low impact because their chances of contact with the site are minimal to none. 3.0 Stakeholders

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4.0 IMPLEMENTATION PHASES According to Lembaga Arkitek Malaysia (LAM), any Architectural Consultancy Practise (ACP) should provide the minimum basic services which include five implementation phases. These phases are: 1. 2. 3. 4. 5.

Schematic Design Phase Design Development Phase Contract Documentation Phase Contract Implementation Phase Final Completion Phase

Although other practises may include other services such as supplementary services and additional services, Teoh WK Architect mainly provides the basic services listed above to allow the completion of a project. The job scope of each phase are elaborated below:

Project

Schematic Design Phase

● Project Brief

● Technical Studies/ Survey/ SI Works ● Schematic Design ● Submission of Development ● Design Brief Order (DO) ● Cost Estimates ● Approval of DO ● Involvement of other Consultant I.e C&S, M&E, ID, LA, etc.

● Tender Estimates ● Building Plan (BP) Submission

Contract Documentation Phase

● Approval of BP ● Tender Documentation ● Tender Exercise

● Tender Evaluation ● Tender Award ● Contract Agreement

Contract Implementation Phase

● Construction Drawings ● Construction on Site

● Testing & Commissioning ● CPC ● CCC

● As-Built Drawing ● Defect Liability Period (DLP) ● CMGD

● Final Account

Design Development Phase

Final Completion Phase

Overall Completion

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4.1 SCHEMATIC DESIGN PHASE 4.1.1 Design Brief The Schematic Design phase is initiated by the client who approaches the consultant(s) needed. The client produces a brief that contains the needs and wants of the intended design that usually leads into the development of the future project. In this case, the client approached Teoh WK Architect to request design inputs for renovation of the existing shoplot into better conditions by adding additional disabled ramps, facade on the air conditioning duct and installing a lift to improve vertical circulation. Based on the client’s brief, the consultant will determine whether the project is in their expertise, feasible and fitting to their job scope that the company provides. If so, the client would proceed further discussion with the consultant, however if not, the consultant will negotiate to meet the criteria of both parties, or in some cases, the client would opt for a different consultant that could meet the wants and needs of the project. Once agreed upon between the client and consultant, the schematic design phase is initiated. 4.1.2 Site Analysis Once the design brief is agreed on between both parties, the consultant then goes to site to analyze the current conditions of the shoplot. The dilapidation survey is done by Teoh WK Architect which undergoes an inspection of the existing structural and finishing conditions before the commencement of a the discussed renovation. The survey is done is to provide an accurate record by assisting the building owners, contractors and developers in the event of a claim for damage. However, during the site analysis, changes to the brief are possible depending on the current site condition. Both the client and consultant are to prioritize the needs of the site requirements which is set by the authorities and law rather than what the client and consultant wants. This is when arising issues and limitation are spotted and needed to be rectified in further processes later on during the design process. 4.1.3 Design Process After creating the dilapidation survey, Teoh WK Architect began by designing possible solutions for the renovation of the lift, ramps and facade. Teoh WK Architect undergo this process through many sketches which are then translated to diagrams and presentation drawings for the approval of the client. During this time, the consultant and the client meet the most as changes may need to be amended and improved to meet client's expectations and wants. The client will then approve the revision that is most satisfactory, allowing Teoh WK Architect to proceed.

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This is one of the longest processes of the design phase as it requires a lot of trial and error before the design gets approved by the clients. Issues picked up from the site analysis should be rectified during this process to prevent further complications whilst moving forward through the project. 4.1.4 Development Order Continuing with the schematics that were developed with the client's confirmation, Teoh WK Architect proceeds by submitting the Development Order. The Development Order is the confirmation planning of the development which in later stages the approved drawings must be followed throughout the entirety of the project. The client must settle off land matters, preliminary design and the type of development for example the build up area, number of units, etc. The Development Order submission is made to the local authority department, the One Stop Centre, that acts as a coordinator for the local authority internal department and also toward the external approval agencies like SYABAS, TNB and IWK. The Development Order application is to be submitted to authorities within three months from the date the design is confirmed. Approval for usual Development Order varies between six to nine months for projects of larger scale, however due to the scope of work for this project which is only a renovation work, the Development Order was approved in one month. From now on the architect is to furnish client with all necessary drawings and will act as the Superintendent Officer (S.O).

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4.2 DESIGN DEVELOPMENT PHASE 4.2.1 Approval of Development Order The start of Design Development Phase begins when the Development Order has been approved, which in this case took about a month for confirmation from the local authorities. Once the development order is approved the architect may gather other consultants to carry forward with the project. The architect has to develop the design to enable other consultants to commence their detailed design work. 4.2.2 Tender Estimates Preparation of tender documents by the architect which will specify the construction materials and method. Teoh WK Architect made use of the PAM 2006 with Quantities as a guideline for the tender document. There is an update to the preliminary estimates and submission to the client for this approval. Once tender document is completed, it is tendered out for tenderer’s reference for their submission. After this, the architect will proceed with a throughout check on each tenderer’s background and advise client on the best suitable choice to be awarded. 4.2.3 Involvement with Consultants From then, the architect will work alongside the other consultants involved such as the civil and structural engineer, mechanical and electrical engineer and contractor to work on the necessary plans. The consultants would come together to work on the possibilities of execution for the project looking into a variety of aspects from function, lighting, ventilation and structural integrity. Working with each consultant is crucial to create a project that runs smoothly, safely and most of all feasible to the client's budget. Inputs and recommendations will come from each consultants for the best interest of the project. From structural to electrical all the way down to the materiality, everything should be agreed upon and coordinated between consultants and it is crucial to solve problems of major and minor scale. For example, the installation of the lift as well as identifying the needed size of columns. Once that is settled, the consultants are to draw up the costs as well as the time estimate of the project to be submitted to the client to pend for approval.

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4.2.4 Submission of Building Plan With all the consultants input, the Building Plans are then drawn with the specification which were discussed previously with the mutual agreement of all consultants. In the Building Plan, the consultants uses three colours to indicate the difference in plan from the original layout to the renovation proposal. Teoh WK Architect has kept the original plan indicated in black, followed by blue which are things to be demolished and red being additions. For example, the addition of the lift and additional columns are highlighted in red whilst the demolition of the kitchen wall at the five foot walkway is highlighted in blue. During the submission, Form A is used which is the certification of building and structural plans.

Figure 10: One of the Building Plans that were submitted to the authorities for approval.

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4.3 CONTRACT DOCUMENTATION PHASE 4.3.1 Approval of Building Plans Once building plans and engineering plans are drawn up and ready to be submitted, a qualified person, according to the Uniform Building By-Law, a qualified architect, engineer and draftsmen must be registered under the board. The registered architect can only submit architectural plans whereby reinforced concrete detail or structural detail are not allowed. Registered engineers can submit all engineering plans and registered building draftsman can submit building plans that is endorsed on his certificate. Once qualified person has submitted the plans, the local authorities such as MPSJ and BOMBA will confirm whether is compliant to its requirements then approvals will be given. From there, construction work begins. 4.3.2 Tender Documentation As for tender documentation, the preparation and finalization of the detailed drawings are ready for the Bills of Quantities to be prepared by the Quantity Surveyor. During this time, the preparation of all documents including the form of tenders are necessary for obtaining competitive tenders which are open tenders as done by Teoh WK Architect or invited on behalf of the client. The form of tenders are a standard form for tenderers to fill in particulars that consists of summary of offer/ bid in terms of cost of total tender sum and time of contract period. Three tenderers were chosen during this period. Besides that, tenderers are required to pay a tender deposit to show when collecting the tender documents. This tender deposit from successful tenderer is utilized to sometimes, cover the cost for preparing contract documents. Once chosen, the tenders are evaluated through the results and report that was provided by the tenderers interested in the project.

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4.3.3 Contract Agreement The architect then awards the contract on behalf of the client and moves on to prepare the contract agreement for relevant parties. The Contract Document is the legally binded document agreed upon all parties involved in the project, it includes the articles of agreement, conditions of agreement, contract bills, form of tendering, summary of tender, letter of acceptance, specification and contract drawings. The tender documents were done using the contract of PAM Form 2006 with quantity as a guideline which empowers the Architect to evaluate claims. The quantities used of each material are specified in the contract unlike the PAM Form 2006 without quantity. The Contract Bills are the final form of bills of quantities agreed upon which includes full specification, form of tendering, conditions of tendering, instruction to tenderers, measured work, PC/PS and final sum and appendices including letter of acceptance. 4.3.4 Extension of Time (EOT) The EOT is a particular clauses listed in the contract that allows the construction period to be extended where there is a delay not of the contractor’s fault. When there is an apparent delay that would merit the EOT, the contractor would give a notice towards the lead consultant identifying the event and details that has caused the delay. When the lead consultant accepts the reasoning behind the delay, they may grant an extension of time and the completion date is adjusted. In this project, the completion date was pushed back due to delays on part of the nominated sub-contractor by the client. Hence as stated in the clause under 23.8 (vii), it is deemed that not on fault by the contractor and hence a certification of delay and EOT is issued.

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4.4 CONTRACT IMPLEMENTATION PHASE 4.4.1 Construction on Site After proceeding of construction drawing by the architect, the issuance to allow site work commence. Since this project was of smaller scale, the consultants would meet on site every once in two weeks to make sure that everything runs on time, constantly and as smoothly as possible. However, there were some site issues that had to be rectified. These issues would be solved on site itself to avoid any delay possible. If the consultant was not on site when the issues rose, prompt response was given through various communication tools such as WhatsApp or through architect’s instructions. This was done to avoid the impact of time or cost which could affect the project. Other responsibilities during this phase include performing all functions and duties of Architect under the terms of the building contract. Works include providing information and issuing instructions to contractor when needed, examining the works programme submitted by the contractor, apply for CFO form from appropriate authority when necessary and provide a set of as-built drawings and all warranties and maintenance manuals. On monthly basis, payment certification is released to the contractor as per progress claim work. 4.4.2 Certification of Practical Completion (CPC) Once construction is completed, visits are made to site to ensure no defects or damages are done and to make sure that everything was followed as specified in the tender documentation. The Certificate of Practical Completion (CPC) is issued by the architect to the main contractor when the architect is satisfied with all the physical works being completed in the building, the CPC also allows for full collection of payment for the contractor excluding the retention sum pending the end of the Liability Defect Period (LDP) in which then only the retention sum would be released to the contractor. The CPC also legally declares the end of contractor’s liability other than making good defects. The current project stands with a CPC and yet waits for authority approval for a Certificate of Completion and Compliance (CCC).

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4.4.3 Certification of Completion and Compliance (CCC) CCC is issued by the Principal Submitting Person (PSP) when all technical components imposed by the local authorities are complied with. Forms G1 to G21 has to be certified and received by the local authorities as well. The PSP has to certify in Form F that he supervised the erection and completion of the building and he believes the building has been constructed and completed in accordance with the by-laws and the approved plans. Within 14 days of the insurance of CCC or partial CCC, PSP must deposit a copy of relevant certificates and Forms G1 to G21 with the local authority and the Board of Architects Malaysia or Board of Engineers Malaysia. Once CCC is obtained, the building is now deemed fit for usage and occupation. However, the wait for this is a lengthy process and the necessary approvals are slow. For example, the directors that allow the approval are on leave, delaying the certification from being approved.

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4.5 FINAL COMPLETION PHASE 4.5.1 Practical Completion The architect certifies practical completion when all the works described in the contract have been carried out. Upon certifying the practical completion, half of the payment would be released to the contractor and it ends the contractor’s liability for liquidated damages. The defect liability period would commence right after. Currently Teoh WK Architect had issued practical completion in order for the contractor to collect half of the payment. 4.5.2 Defect Liability Period Once payment is complete, a Certificate of Practical Completion (CPC) is issued by the architect to the main contractor when the architect is satisfied with all the physical works being completed in the building, however Defect Liability Period or known as “product warranty” holds. This is when a retention sum is kept for a 12 month period to ensure that any damages or defects that happen within this period will be covered by the contractor in charge. After the 12 months are over, which in this case would be January 2019, the remaining money will be given to the contractor. The retention sum kept by the architect is at 5% the total contract sum. 4.5.3 Final Certificate of Payment The final certificate is certification by the architect that a construction has been completed. It is issued after the defects liability period and has the effect of releasing all remaining payment due to the contractor, including any remaining retention if it exists. The value of the final certificate is based on the final account agreed by both the cost consultant and the contractor. This means that all the completion of the construction has already met with the satisfaction of the consultant and client. 4.5.4 Final Account Construction contracts generally provide some mechanism for the final payment to be made to the contractor on the completion of the works described in the contract. Generally this payment will be made at the end of the defect liability period provided that all defects have been rectified. Final account is an important document in project management process to show the final cost of a project. It is prepared after the project is completed. Preparing the final account is the process of calculating and agreeing to the final contract cost so that the amount of the final payment can be determined. The consultants and contractors are able to agree to the final account without much trouble as it is a small scale project. Hence the process went smooth-sailing.

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5.0 PROCUREMENT 5.1

Traditional Contract Procurement Process

The type of procurement method used here is the traditional contract procurement method. The traditional contract procurement method breaks down as design, bid and build. The client negotiates separately with the practice architect and consultants, (Teoh WK Architect, Jasamurni Consult & YT Consult) and construction contractor. This would mean that design work and construction work is separated. The client first appoints the architect and consultants to design and prepare tender documentations which are the tender drawings, work schedules and bills of quantities. Once the tender drawings are prepared, a main contractor is appointed by the architect through open tender also known as competitive or public tender. Open tender is a bidding process that is open to all contractors. The contractor was prioritise through experience and recommendation first, then to quality, on to cost, and time needed to complete the construction. Assessment were made through contractor’s past projects that they were involved with, taking note on their workmanship, scale of project and etc. Cost was compared among contractors to ensure that it would not exceed the client's allocated budget for the project. Material Geo Engineering Sdn. Bhd. who fits all qualifications above was awarded as the main contractor from the process.

Figure 11: Table above shows the structure of teams and relationships among parties in traditional contract procurement method.

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5.2

Standard Forms of Contract

Malaysia PAM Form, Standard Form of Building Contract 2006 (With Quantities) was used as guideline for this project. 5.3

Advantages of Traditional Procurement Contract

Traditional contract procurement method ensures better project completion quality due to a full design pre-tender. This means that the design stage will only proceed to bidding when the client is satisfied with the designs. And this allows the project’s design to be flexible as consultants or architects are to follow client’s instructions. Clients would have more control over the design through the architect or contract administrator. Besides that, clients who uses the traditional procurement method are entitled to select from the best and lowest price through competitive tendering. Hence, the expected cost of the project will be more consistent as the tenders are based on the design specifications provided by consultants. 5.4

Disadvantages of Traditional Procurement Contract

Time needed for project completion may be not beneficial with traditional procurement method as it is sequential meaning that it operates stage by stage. Causing the project to take longer to finish. Besides, coordination among involved parties in one project could end up chaotic if communication is not done clear among all parties. Client or the project owner has to make sure to convey mutual understanding to both consultant and contractor in order to avoid any misunderstanding. As for the project cost, should there be any last minute or major changes to the project, the expected cost may be way higher and time needed to complete the project may be required to extend.

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6.0 MONITORING TOOLS & STRATEGIES 6.1 Supervision Supervision and upkeep of a project’s progress and performance are two of the most important tasks that needs to be handled by the project manager. It safeguards the project and at the same time, ensures the project’s planning is put into action and keep track of its development. The common tools used in monitoring a project are Gantt charts, reports and schedule alerts. Gantt Charts Gantt charts were created and utilised throughout the execution of the project, especially in the Contract Implementation Phase. They provide a timeline to illustrate how the project will run and subsequently display the individual tasks, their durations and its sequencing. The use of the Gantt Chart assisted Teoh WK Architect in viewing the project timeline and expected completion dates. Reports With the project’s nature of being a renovation project, to protect their liability, Teoh WK Architect produced a defects list and a dilapidation report, documenting the faults and issues of the existing shop lot. This was done to alert the team as well as the clients of the site’s condition prior to construction works, in case of a problem arising later. Site reports and diaries were recorded as well, inclusive of pictures as proof. This is done to ensure works at each construction stage are completed and allows the contractor to claim payment. Tasks were also delegated prior to works done, all stated in a works checklist. Another report that was prepared were meeting minutes, presenting formal updates of the project’s progress and ensures the full participation of involved parties. The matters discussed during these meetings are: Contractor’s matters Architectural matters C&S matters M&E matters Client’s matters

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Schedule Alerts The use of digital applications become a measure of monitoring tool in this case study as communication amongst the team becomes easier. Applications such as e-mails and text messaging via WhatsApp allow the project team to be alerted of the project in real-time. This monitoring tool is more proactive as it notifies the team of upcoming, pending, ongoing, completed and delayed tasks. Problems that arise were immediately rectified and received prompt response from both design and construction teams. 6.1.1 Schematic Design Phase In the first phase of the project, the schematic design phase, Teoh WK Architect as the lead consultant, liaise directly with the client to produce the project’s design brief. Teoh WK Architect were involved in preparing the Development Order to be submitted for approval to the local authority. Sketch proposals, drawings as well preliminary estimates were done within the project’s design team to ensure the same picture is being painted. The drawings are schematic, purposed to inform of the building’s basic information such as typology, height and gross floor area. A draft planning is scheduled, creating a proposed Gantt chart to give an overall view of the interdependent tasks that needs to be done to accomplishing the project. The chart is also accompanied by a work checklist, describing the tasks involved and target completion dates as well as their statuses and people-in-charge of those tasks. 6.1.2 Design Development Phase Following that, the design development phase received the Development Order approval and require the submission of Building Plan for approval. The whole project’s design team were involved, utilising the software Autodesk AutoCAD to prepare the Building Plan drawings as it documents the complete details of the project. 6.1.3 Contract Documentation Phase Tender drawings are prepared and an open system is used. The tender documentation in which the detailed drawings are prepared. The form of tenders are prepared for the tenderers to fill in particulars of summary of offers and bids. A tender deposit is collected from the tenderers to ensure that they are truly interested in the project and to also cover the cost of tender documentation preparation.

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6.1.4 Contract Implementation Phase Thereafter, under the advice of the lead consultant, a successful tenderer is chosen for the project. After the contract document is signed and agreed upon all parties, construction commences. As this phase involves the construction team, multiple reports and meeting minutes were done and prepared in verifying the execution of each task involved to progress towards the project completion. The Gantt chart that was prepared to estimate time, percentage of completeness and interdependencies of the tasks involved in the project, were put to full use to ensure every step of the project was done accurately. Site inspections and site diary were also used to record the details of the progresses on site alongside site meetings. The project’s design and construction teams would have meetings every two to three weeks to keep updated of the events that happen on site. This eased the project manager’s job to keeping tabs of the ongoing processes as well as enabling the forecast of risks and mitigations. 6.1.3 Contract Documentation Phase Tender drawings are prepared and an open system is used. The tender documentation in which the detailed drawings are prepared. The form of tenders are prepared for the tenderers to fill in particulars of summary of offers and bids. A tender deposit is collected from the tenderers to ensure that they are truly interested in the project and to also cover the cost of tender documentation preparation.

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6.2 Implementation Tools 6.2.1 Autodesk AutoCAD The use of Autodesk AutoCAD software was standardised amongst the project team as it is used regularly and familiar with all the parties involved. In order to ensure that the drawings are constantly updated amongst the whole project team, a standardrised Drawing Management System (DMS) is used, the DMS is used to track and manage all the digital files systematically in the project. The system used by Teoh WK Architect are: [PROJECT CODE]-[TYPE OF DRAWING]-[FILE NAME-][DATE] Project code for this sample project is T1707; 17 – being the year of 2017, 07 as the sequence of the project. The file name is listed as drawing title and the date used for its latest revision. 6.2.2 SketchUp The project’s design team used the three-dimensional modelling tool, SketchUp, to better visualise the project. Teoh WK Architect themselves took the role of preparing this file. From the two-dimensional drawings that were drafted in AutoCAD, they were transferred to the SketchUp for 3D modelling. The drafted drawings were not exported directly into the software due to the requirement of detailed annotations and specifications. 6.2.1 Adobe Photoshop In order to improve the visualisation of the project, Teoh WK Architect then adopted Adobe Photoshop to post-render the drawings and 3D digital model. This production lead to presentation diagrams and boards to showcase to the client. This step verifies the image of the project done by the architect is the same as what the client had envisioned.

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7.0 RISK & MITIGATION Risk and mitigations are developed and planned actions that identify and lessen the risk faced that may jeopardize the project. The following were risks and the mitigation plan by Teoh WK Architect during the project. 7.1

Pre-Construction

RISK

Miscommunication amongst consultants/between consultants and client

DESCRIPTION

Miscommunication between consultant leading to poor workflow and scheduling in regards of work progress and site needs

SEVERITY

High

SCENARIO

Verbal request from contractors and consultants were not noted down formally and when requested for work progress, issue occurs.

MITIGATION

Site meeting is carried out every 2 weeks to avoid any possible delays and group discussion to solve any issues that arise. As a mitigation plan, prompt response from architect’s side to avoid any miscommunication and playing the role of ensuring proper channel of communication is used

RISK

Lift contractor outsourced

DESCRIPTION

3rd Party Contractor as per client request awarded with different schedule of work

SEVERITY

High

SCENARIO

Lift contractor was awarded a separate contract by the client, hence unable to correspond to the same work schedule and completion date, causing issues on site.

MITIGATION

Scope of work and scheduling in contract has to be rescheduled and planned in accordance to the outsourced contractor. Scope of work that are not under the jurisdiction of the outsourced contractor may proceed as accordingly however any work in relation to the contractor’s scope is then delayed to allow corresponding work schedule.

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RISK

Illegal work done by previous owner

DESCRIPTION

Extension or renovation work made by previous owner which did not seek approval from local authority

SEVERITY

Mid

SCENARIO

Extension of kitchen protruding and blocking public pathway.

MITIGATION

Proper documentation prior to site work to be made and to ensure consultant parties are not to be blamed. BP Submission and scope of work in contract to state demolition of all illegal extension.

RISK

Structural limits of a renovation project

DESCRIPTION

Low mobility in terms of design due to the structural limitation imposed for an already built project.

SEVERITY

Low

SCENARIO

Client request addition or removal of walls/columns and any structural elements.

MITIGATION

C&S Engineer to consult with Architect and to advise best possible design solution to fit client’s need.

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7.2

During Construction

RISK

Unforeseen site condition

DESCRIPTION

Situations caused by acts of god

SEVERITY

Mid

SCENARIO

Heavy rain that results in delay of Façade installation and exterior works

MITIGATION

Proceed with interior works available on the Gantt Chart to mitigate constant cost.

RISK

Site disturbance and complaints

DESCRIPTION

Local stakeholders complaints may results in project being an unpopular spot

SEVERITY

Low

SCENARIO

Upsets from local stakeholders due to noise level and improper waste disposal

MITIGATION

Proceed with works only allowed by LA, ensuring that proper scheduling is made to prevent any need to conduct work off-working hours and proper management of site clearing system is implemented.

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RISK

Sudden requirement of change from local authority

DESCRIPTION

Claused stated by local authority stating they may implement any sudden change and requirement even after BP Submission.

SEVERITY

High

SCENARIO

Sudden incident of fire outbreak at nearby site, resulting in certain need of change of escape routes, passive design requirement, and etc.

MITIGATION

Add clause in terms of contract to state clearly that additional work is needed when required. Clause may include sudden increase of cost and work extension which parties have to state clearly on who to bear the cost.

RISK

Political risk

DESCRIPTION

Rules and regulations of government regarding construction activities , frequent changes in the government and its priorities, and incentives or tax levied by the government over different construction related activities.

SEVERITY

Mid

SCENARIO

Incentives or sudden implementation of Sales Tax on construction materials.

MITIGATION

An indemnity provision declared in the contract that ensures a party will pay for the losses or cost incurred. The declaration is also made in such that the client’s budget is not affected.

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7.3

Post-Construction

RISK

Defects of work

DESCRIPTION

Visual defects that affect appearance of the building or structural defect that carries safety concern

SEVERITY

Mid

SCENARIO

Client complaint of visual defects on site

PREVENTIVE MEASURES

Ensure that contractor’s work are carried out as per specification listed out in the Tender Document. Defect Liability Period (DLP) is listed clearly on its duration and should there be any defect found on any work carried out, contractor will need to proceed with any rectification work. The DLP for this project ends in January 2019

RISK

Issuance of CCC

DESCRIPTION

Without the issue of Certificate of Compliance (CCC), the completed project may not proceed with occupation of people and would be deemed uninhabitable.

SEVERITY

Low

SCENARIO

Work has since been done and CPC was released for the release of final payment to contractor, however CCC is not issued yet to the Client, where the client may no proceed with occupation of people in the space.

MITIGATION

Follow thoroughly with the LA in regards to conformity of submission. Ensure that all technical conditions imposed by the LA have been duly complied with and architect’s role of ensuring that the building is safe and fit for occupation

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8.0 SUCCESS CRITERIA The success rate of this project did not require to adhere to any forms of quality benchmarks such as QLASSIC or ISO as the project is of a small scale. The project manager, Teoh WK Architect, ensured that the project’s execution was done properly and as is in the drawings and contract documentations. Instead, they worked with the Triple Constraint in executing this project. The Triple Constraint provides the boundaries and framework for the project to be conducted upon, and at the same time, allows easy monitoring of the project’s progress. The success rate of the project is wholly determined by the fulfillment of three factors of the Triple Constraint: cost, scope and time. Each of these factors cannot be altered without affecting the other as they are interrelated in its structure.

Figure 12: Diagram of the Triple Constraint, which results into quality.

8.1 Cost Cost is the financial constraint, determined by the budget of the project. A rough estimation, the project’s cost is to determine how much money it would take to accomplish the project. The cost of the project ecompasses various aspects, from resources to labour costs, and it fluctuates based on the project’s scope if it requires special requirements or if the time for project completion is shortened. The execution of the renovation project worked around its stipulated budget and managed to keep to it, what was put forth priority was the client’s satisfaction of completed work and the budget allocated.

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8.2 Scope The scope factor involves requirements and tasks of the project. The success in the execution of this factor inherents the quality of its deliverables, thus, affecting the cost and or time factors of the project in order to obtain the desired quality. As the project manager and lead consultant, Teoh WK Architect ensured the contract awarding to be done towards the most suitable contractor by conducting a background check and cross-referencing the contractor’s previous projects. This is important as it guarantees the build-up of the project to be done exactly as in the contract documentation which, in turn ensures the satisfaction of all the parties involved especially the client. 8.3 Time Time is determined by the schedule set to complete the project or a deliverable of the project. It comprises the required tasks needed to progress the project from beginning to end. In studying the Gantt chart provided for this case study, it was easy to see that the project was delayed by 8.37 days by comparing percentage of completeness of the targeted and actual schedule for architectural works of finishes, external ramp works and mechanical and electrical engineering works. Teoh WK Architect issued the Certificate of Delay and Extension of Time which allows adjustments of project completion date as well as extension of the contractor’s insurance period. The Extension of Time (EOT), as reasoned was under the clause 23.8 (vii) as stated delays on the part of Nominated Sub-Contractors. The contract between the client and the Nominated Sub-Contractor for lift works were stated to be four months. This clashes the plan for the overall project completion, as per the contract between the client and architect, to be three months. However, the additional costs and scope of work were not beared by the contractor due to the clauses stated in the EOT which protected them from any liabilities.

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9.0 CONCLUSION The structure adopted by Teoh WK Architect in handling this project resonates well with the rest of the team as it provided a well thought-out organisation, paving way for a smooth progress flow. The execution of the project and its proceedings clearly showcased the clarity and general directions of the project. Evidencing clear team coordination and communication, the project team was able to propel forward towards their common goal in completing the renovation project. Focusing on three aspects that make a good project: services, safety and health, relates back to the project team to collaboratively maintain a consistent performance. These criterias bring out the optimum workforce from the parties involved in both design and construction teams. In phases and times when issues arise, the team was able to rectify those issues immediately. This in turn ties into an emphasis towards balance in time, cost and scope - ultimately deciding the success rate and quality of the project.

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REFERENCES ● ● ●

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(n.d.). Retrieved from http://www.umsl.edu/~sauterv/analysis/488_f02_papers/ProjMgmt.html Bridges, J. (2018, August 16). Top 3 Project Tracking Tools. Retrieved from https://www.projectmanager.com/training/top-3-project-tracking-tools Designing Buildings Wiki Share your construction industry knowledge www.designingbuildings.co.uk. (n.d.). Retrieved from https://www.designingbuildings.co.uk/wiki/Procurement_route_options_pros_and_co ns#Traditional_contract Design and Build vs. Traditional Procurement | Analysis and Comparison. (2018, June 20). Retrieved from http://www.oktra.co.uk/insights/design-and-build-vs-traditional/ Diavega, /. (2015, January 15). DEVELOPMENT ORDER. Retrieved from https://malaysianingenieur.wordpress.com/2015/01/15/development-order/ K. (1970, January 01). Cogitation. Retrieved from http://kamalalwi.blogspot.com/2010/06/with-or-without-bq.html Our Project Success Criteria. (n.d.). Retrieved from http://www.enova.com.tr/en/OurApproach/Pages/Our_Project_Success_Criteria.asp x PAM Contracts. (n.d.). Retrieved from http://www.pamonlinestore.com/pam-contracts/manufacturer/?categorylayout=0&sh owcategory=1&showproducts=1&productsublayout=0 Scope, Time and Cost – Managing the Triple Constraint. (2011, May 02). Retrieved from https://programsuccess.wordpress.com/2011/05/02/scope-time-and-cost-managingthe-triple-constraint/ Westland, J. (2018, March 22). The Triple Constraint in Project Management: Time, Scope & Cost. Retrieved from https://www.projectmanager.com/blog/triple-constraint-project-management-time-sc ope-cost What is CPC, VP, CF, and CMGD & CCC? (n.d.). Retrieved from http://www.gmssolutions.com.my/blog/what-is-cpc-vp-cf-and-cmgd-ccc/ Designing Buildings Wiki Share your construction industry knowledge www.designingbuildings.co.uk. (n.d.). Retrieved from https://www.designingbuildings.co.uk/wiki/Practical_completion Designing Buildings Wiki Share your construction industry knowledge www.designingbuildings.co.uk. (n.d.). Retrieved from https://www.designingbuildings.co.uk/wiki/Final_account Designing Buildings Wiki Share your construction industry knowledge www.designingbuildings.co.uk. (n.d.). Retrieved from https://www.designingbuildings.co.uk/wiki/Final_certificate_for_construction_contrac ts 39

APPENDIX

Appendix 1: Demarcation of working area on ground floor of shoplot.

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Appendix 2: Summary of Implementation Phases information- Part 1.

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Appendix 3: Summary of Implementation Phases information- Part 2.

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Appendix 4: First meeting minute taken during the consultant meeting.

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Appendix 5: One of the meeting minutes taken during the consultant meeting.

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Appendix 6: PAM Contract 2006 (With Quantities)

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Appendix 7: Tender Drawing List

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Appendix 8: Work Checklist

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Appendix 9: Gantt Chart

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