project management project 1

School of Architecture, Building and Design Project Management (MGT 60403)

DeďŹ ning & Documenting A Project The Grand Sofo, Kelana Jaya Charlotte Chin Ya-Le Khoo Sue Ling Kua Zexin Lin Shan En Neo On E Nurul Rihana Bt. KK Sihabutheen

0326940 0326470 0327784 0331085 0326727 0326468

Tutor: Ar Edwin Chan

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1.

Introduction /1 1.1 Project Information 1.2 Site Information

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Project Team/4 2.1 Architect 2.2 Quantity Surveyor 2.3 Land Surveyor 2.4 Town Planner 2.5 Mechanical and Electrical Engineer 2.6 Civil and Structural Engineer 2.7 Contractor 2.8 TraďŹƒc Consultant

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Organisation Structure/13

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Stakeholders/15 4.1 Internal & External Stakeholders

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Project Information/16 5.1 Project Objectives & Goals 5.2 Implementation Phase 5.2.1 Schematic Design 5.2.2 Design Development 5.2.3 Contract Documentation 5.2.4 Contract Implementation 5.2.5 Final Completion 5.3 Implementation Tools 5.4 Monitoring Tools & Strategies 5.5 Risk & Solution 5.6 Procurement 5.7 Success Criteria

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References/120

1.0

Introduction 1.1 1.2

Project Information Site Information

1.1

Project Information Project Project Site Architect Client Final Completion Date

: The Grand Sofo, Kelana Jaya : Lot 62224 (Pt 3901), Jalan SS6/2, Kelana Jaya, Petaling Jaya, Selangor, Malaysia. : LYN Architect : Mediaraya Sdn. Bhd. : 6th November 2015

Client Mediaraya Sdn Bhd was founded in 2005 and is the property division of food and beverage operator Cinta Subang Development Sdn Bhd which also owns the Asia Cafe chain. Its main office is located in Subang Jaya. The Grand SOFO is the first of its line of projects which carries the same branding of The Grand currently in development such as The Grand Subang and The Grand SS13.

Figure 1.1: Photo of the completed The Grand SOFO (Propertyguru, 2017)

Project Scope The Grand SOFO (registered officially as Kelana Damansara Suites) is a Small Office Flexible Office suite. The original development intent for the project was for a hotel but the plan was revised after considering the marketability and the cost. The project consists of two tower blocks with 430 units of residential suites and retail units on the Ground Floor. The concept is to offer a trendy environment for the residents to work and live in while having convenient amenities nearby. The main criteria given from the client to the architect was to look into the cost and the marketability for the design consideration of the project.

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1.2

Site Information

Figure 1.2: Key Plan of the Site

PARADIGM MALL

GIANT SUPERMARKET

Figure 1.3: Satellite Location of the Site.

The Grand SOFO is located at Kelana Jaya along the Lebuhraya Damansara Puchong highway. This provides it with a strategic location as it is a highly visible and accessible location. Access to other highways are also very convenient, with federal highway located just 5km away, NKVE and NPE 6km away. The site is also located in close proximity to Paradigm Mall, Giant Supermarket, Kelana Jaya LRT and Kelana Jaya Medical Centre.

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2.0

Project Team 2.1 2.2 2.3 -2.4 2.5 2.6 2.7 2.8

Architect Quantity Surveyor Land Surveyor Town Planner Mechanical and Electrical Engineer Civil and Structural Engineer Contractor TraďŹƒc Consultant

2.1

Architect

LYN ARCHITECT Established in 2006, LYN Architect is a dynamic, progressive and fast growing architectural practice in Rawang, Selangor. It is a sole proprietorship practice headed by Ar. Lin You Nan who has been practising for over 25 years in the building industry as an Accredited Architect under LAM and trained as a GBI Facilitator. The culture of the practice is a clan where teamwork and participation is important.

LYN Architect offers professional consultancy services in Architectural, Urban & Regional Planning, Project Management, Development Feasibility Studies, Property Inspections, Green Building Facilitator, Interior Design and Decoration.

Role of the Architect 1.

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4.

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7.

Analysed the project brief by the client and translated it into design.

Understood the limitations and potential of the site.

Communicated with the client to make ideas and interpretation to come to life.

Translated design ideas into a buildable project.

Made sure that the design and the contractor abide to the building by-Laws and operational codes of the design.

Supervised the construction of the building from start to end during the construction phase with a different job scope than the contractor.

Coordinated with the design consultants to ensure an efďŹ cient and effective process.

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2.2 Quantity Surveyor

VM CONSULTANT SDN. BHD.

Roles of Quantity Surveyor Quantity surveyor calculates the construction cost by calculating the quantity of material required in construction and deals with contractual relationships.They are responsible for the cost of any building project from the initial estimates, right through to the final acquisition of materials.

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Preparation of contracts, including details regarding quantities of required materials Feasibility studies of client requests and cost estimation Preparing, negotiating and analyzing costs for tenders and contracts.

Advising on a range of legal and contractual issues Preparation of contract documents and rationalize contract rates Conduct site evaluation to monitor the contractor’s progress Acting as financial advisors and monitoring progress for the client.

Prepares the certificate of progress payment Assessment of building replacement values for insurance purposes

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2.3 Land Surveyor

JURUKUR PERPADUAN SDN. BHD.

Roles of Land Surveyor Surveyors work on a diverse variety of projects from land subdivision and mining exploration, to tunnel building and major construction, which means no two days are the same. They are experts in determining land size and measurement. They also give advice and provide information to guide the work of engineers, architects and developers.

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2.

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Perform duties related to land surveying for identifying land ownership and property boundaries.

Conduct standard calculations to identify areas of ďŹ eld survey notes in order to locate and prepare the boundary line adjustments Provide consistent and superior quality documents for survey, design and building projects for all clients in region.

Pick up levels of the site for civil and structural engineer to produce earthworks, roads, building platform and drainage drawings.

Provide Development Proposal Report (LCP) for local authorities approval

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2.4 Town Planner

FOURMATE DESIGN Roles of Town Planner Town planners are part of a smaller category of urban and regional planners who focus on making an individual town economically efďŹ cient and environmentally friendly. They work with local ofďŹ cials, analyzing and researching how to improve things and add new additions in a particular town.

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2.

3.

4.

5.

Working within the planning system helping in the administration and enforcement of the planning process, determining planning applications and developing local planning policy and local plans.

Monitor and review the existing planning policy documents.

Visiting sites to assess the effects of proposals on the environment and local community.

Prepare and produce planning submissions, design and access statements for the local planning authority Provide Layout Plan and Development Proposal Report

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2.5 Mechanical and Electrical Engineer

JUTERA PERUNDING GEN SDN BHD. Jutera Perunding Gen Sdn. Bhd. is a local well established Mechanical & Electrical Engineering Consultancy.

They are a team of experts delivers the combination of technical expertise and real-world experience necessary covering various Mechanical & Electrical works. Committed in providing total engineering solutions in the industries which contribute to nation building and achieve preferred status by performing work of outstanding value which satisfies customers’ requirements, fulfils employees’ needs for job satisfaction and upholds the public interest for integrity, safety and environmental sensitivity.

Roles of Mechanical and Electrical Engineer 1.

2.

3.

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5.

Jutera Perunding Gen designs the specification of building services by specifying system components or direct modification of products to ensure conformance with engineering design and performance specifications.

Managing, supervising and visit contractors on site and advise on electrical and mechanical issues Research, design, evaluate, install, operate, and maintain mechanical products, equipment, systems and processes to meet requirements, applying knowledge of engineering principles.

Evaluating tenders received for mechanical works Supervising the installation of building services, ensuring that specifications for standards, performance and safety are met

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2.6 Civil and Structural Engineer

LIENG CONSULT Roles of Civil and Structural Engineer 1.

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Lieng Consult conducts a soil investigation to inspect the soil condition of proposed ground site Design and calculate load and stresses of building structures for construction.

Provide technical advice and design on infrastructure and building works Coordinating with the authorities on the civil and structural designs and approval requirement of the building project.

Prepare technical report/assessment on tender submissions regarding civil and structural works Responsible for the organisation and delivery of materials and equipment for the needs of the construction project.

Monitors and inspect the progress of the civil and structural works on site.

Verifying completion of Infrastructure works for Stage Completion certiďŹ cation by the Architect Certifying Form G of the CCC for completed Infrastructure and Structural works.

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2.7 Contractor

SIN SEONG HIN SDN. BHD.

Roles of Contractor

Project Planning 1. Carry out soil investigation works, all works must be carried out in BS Specification.

2. Identifying and estimating various project issues like the required materials, equipment, and personal needs.

3. Forecasting any potential changes.

4. The Contractor should provide and allow his quotation for all the requirements of the Specification, necessary for execution of work and completion of work to Engineer’s satisfaction.

Project Management 1. Arranging funds to complete construction tasks.

2. Maintain contact with other consultants at all times in the progress of construction works.

3. Providing required construction equipments.

Project Monitoring 1. Recording the site works into site diary everyday and 2. Following the strict time schedule.

3. Implementing cost-effective methods.

4. Monitoring work quality on site everyday 5. Implementing materials management system.

6. Raise bills for the completed tasks as termed in the contract. All rates must be firm and works must be re-measured upon completion.

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2.8 Traffic Consultant

AZ TRAFFIC MANAGEMENT CONSULT

Roles of Traffic Consultant 1.

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Investigated the traffic impact of the proposed ingress and egress from the development site of the The Grand SOFO. Carried out road inventories to determine the present road characteristics.

Carried out comprehensive peak hour traffic count surveys on a typical working week day at existing roads and junctions.

Estimated the distribution and assignment of development traffics to the road network.

Provided a 10 year traffic forecast on the existing and proposed road.

Carried out roadway capacity analysis on surrounding road network and junctions as a result of additional traffic volume generated by the proposed development site.

Advised on the internal traffic circulation and junction configuration designs adjacent to the development site to ensure a smooth and safe movement of traffic.

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3.0

Organisational Structure

3.0

Organisational Structure

CLIENT:

MEDIARAYA SDN BHD

LAND SURVEYOR:

JURUKUR PERPADUAN SDN. BHD.

TOWN PLANNER:

MAIN CONTRACTOR:

FOURMATE DESIGN

SIN SEONG HIN SDN BHD.

TOWN PLANNER:

LANDSCAPE ARCHITECT:

AR RANCANG BINA (New Planner)

FITRA MAJU SDN. BHD.

PROJECT MANAGER: MR. CHAN KAH WAH (SIN SEONG HIN SDN BHD.) ARCHITECT:

AR. LIN YOU NAN (LYN ARCHITECT)

QUANTITY SURVEYOR:

C&S ENGINEER:

VM CONSULTANT SDN. BHD.

LIENG CONSULT

CONSTRUCTION MANAGER: MR.GAN SIEW YOONG (SIN SEONG HIN SDN BHD.)

M&E ENGINEER:

TRAFFIC CONSULTANT:

JURUTERA PERUNDING GEN SDN BHD.

AZ TRAFFIC MANAGEMENT CONSULT

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4.0

Stakeholder

4.0

Stakeholders Stakeholders are identiямБed as the groups or organizations that could impact or be impacted by a decision, activity or outcome of the project. They may be individuals or organization that are actively involve in project or whose interests may be affected by the execution or completion of the project. The Grand Sofo stakeholders are:

STAKEHOLDERS

PROJECT TEAM

REGULATION BODIES

END USERS

ARCHITECT:

MAJLIS PERBANDARAN

SHOP OWNERS

AR. LIN YOU NAN

QUANTITY SURVEYOR:

BOMBA

RESIDENCES

VM CONSULTANT SDN. BHD. M&E ENGINEER:

JURUTERA PERUNDING GEN SDN BHD.

LAM

TNB

C&S ENGINEER:

LIENG CONSULT

JKR

LANDSCAPE ARCHITECT:

FITRA MAJU SDN. BHD.

POS MALAYSIA

TOWN PLANNER:

TM

FOURMATE DESIGN LAND SURVEYOR:

JURUKUR PERPADUAN SDN. BHD.

LWK

SYABAS TRAFFIC CONSULTANT:

AZ TRAFFIC MANAGEMENT CONSULT

EXTERNAL STAKEHOLDER KBS

INTERNAL STAKEHOLDER

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5.0

Project Information 5.1 5.2

5.3 5.4 5.5 5.6 5.7

Project Objectives & Goals Implementation Phase 5.2.1 Schematic Design 5.2.2 Design Development 5.2.3 Contract Documentation 5.2.4 Contract Implementation 5.2.5 Final Completion Implementation Tools Monitoring Tools & Strategies Risk & Solution Procurement Success Criteria

5.1

Project Objectives & Goals Objectives: 1.

To ensure completion of each phases of the project fulfilled accordingly and structurally as agreed in the scheduled timeline

2.

Minimize changes during construction process stages toward the design, thus budget and time management are under control

3.

Able to perform strict supervision and initiates problem solving toward occured problems efficiently and accurately, decrease the risk factor of failing project

4.

Proper management of construction and design to achieve the requirements in every aspects in terms of progress, standards, finance, and time as stated in the needed criteria

Goal: To achieve developer’s goal on a commercially built for sale end product, which promises both cost and marketability but suiting the demand of market.

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5.2 Implementation phase 5.2.1 5.2.2 5.2.3 5.2.4 5.2.5

Schematic Design Design Development Contract Documentation Contract Implementation Final Completion

5.2.1 Schematic Design 5.2.1.1 5.2.1.2 5.2.1.3 5.2.1.4 5.2.1.5 5.2.1.6 5.2.1.7 5.2.1.8

Feasibility studies Site studies Sketch proposal Issue of Fee Proposal and Memorandum of Agreement (MOA) Appointment of Consultants Preliminary Cost Estimation Planning Approval Documents Resubmission of Planning Approval Documents

5.2

Implementation Phase 5.2.1 Schematic Design

Figure 5.1: Rough calculation of built up areas

Figure 5.2 & 5.3: Basic composition of space

5.2.1.1 Feasibility studies Before purchasing the land, the client, Mediaraya Sdn. Bhd. consult the architect on what can be achieved of the land. There is no project brief in this case as the client does not have a particular end product on what he wanted.

By analysing the client’s objectives & constraints for the project, the architect formulated the brief before coming up with a preliminary design proposal on hotel suites which focus on the cost and marketability. These are the two main criteria the developer is looking into as the goal is a commercial project built for sale.

The architect worked on calculation of built up area (as shown in figure 5.1) to estimate the revenue to be gained in terms of profitability and some basic composition of spaces (as shown in figure 5.2 & 5.3).

However, at this stage, the client has yet to sign a contractual agreement to hire the architect. This is also known as pre-consultation phase, where the architect is still under a probation period.

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5.2

Implementation Phase 5.2.1 Schematic Design

Figure 5.4: Land surveyor, Juruukur Perpaduan Sdn. Bhd. reported to architect regarding demarcation and topographical survey

Figure 5.5: Soil investigation report by soil specialist, Global Geotechnics Sdn. Bhd.

5.2.1.2 Site studies After purchasing the land, the client, Mediaraya Sdn. Bhd. appoint Juruukur Perpaduan Sdn. Bhd. as the land surveyor. The land surveyor was in charge of demarcation and topographical survey.

The client also appoint Global Geotechnics Sdn. Bhd. as the soil specialist to carry out soil investigation which will later determine the design of foundation by C&S engineer in later stages.

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Figure 5.6: General view of site contained in the soil investigation report

Figure 5.7 & 5.8: Results of soil investigation contained in the soil investigation report

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5.2

Implementation Phase 5.2.1 Schematic Design

Figure 5.9: Cover page of sketch proposal submission to Mediaraya Sdn. Bhd. from LYN Architect

Figure 5.10 & 5.11: Sketch proposal developed from initial sketch during feasibility studies

5.2.1.3 Sketch proposal The initial sketches on spaces composition from feasibility studies formed the basic of sketch proposal, which was further developed based on the guidelines from Manual Garis Panduan dan Piawaian Perancangan Negeri Selangor where the plot ratio, plinth area, set back, and facilities required were referred to (as shown in ďŹ gure 5.12 & 5.13) .

The architect also looked at similar projects nearby, for example PJS SOHO at Kelana Jaya and Empire SOHO at Subang Jaya to study their planning of spaces and economic feasibility. At the same time, the architect took an overseas project, Bureau Ginza, Tokyo Luxury Serviced SOHO as precedent.

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Figure 5.12: Manual Garis Panduan dan Piawaian Perancangan Negeri Selangor as design guidelines

Figure 5.14: PJS SOHO, Kelana Jaya

Figure 5.13: Plot ratio, plinth area, set back, facilities required referred

Figure 5.15: Empire SOHO, Subang Jaya

Figure 5.16: Bureau Ginza, Tokyo

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5.2

Implementation Phase 5.2.1 Schematic Design

Figure 5.17 & 5.18: Sample of memorandum of agreement between client and architect (the real copy is conďŹ dential and should not be disclosed)

5.2.1.4 Issue of Fee Proposal and Memorandum of Agreement (MOA) Upon approval of the preliminary design proposal, the client then here on agrees to hire the architect, LYN architect as the main consultant, by signing contract documents. A fee proposal is then released to the client, Mediaraya Sdn. Bhd. by LYN Architect, which includes a contractual agreement involving copyright information, liabilities, reimbursement of expenses list, rates, legislations, and the various scopes of work provided by the architectural ďŹ rm in each stage.

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5.2

Implementation Phase 5.2.1 Schematic Design

Figure 5.19: Appointment of town planner by client as requested by MBPJ

Figure 5.20: First CCM attendance list

5.2.1.5 Appointment of Consultants As the lead consultant of the project, LYN architect was responsible in hiring the quantity surveyor, C&S engineer, M&E engineer and trafďŹ c consultant.

However, the town planner, was directly appointed by client. This is a requirement by the authorities to make sure the town planner was always under the authorisation of client in terms of legal commitment. This is because the town planner will be responsible to acquire the town planning approval (Kebenaran Merancang) in the following stage.

The ďŹ rst Client Consultant Meeting is then held between the client, the architect, the C & S engineer & the M&E engineer.

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5.2

Implementation Phase 5.2.1 Schematic Design

Figure 5.21: Preliminary cost estimation by quantity surveyor

5.2.1.6 Preliminary Cost Estimation A preliminary estimation of costs was conducted by the QS based on the architect’s proposal, alongside the consultant team.

ModiďŹ cations were then made on the preliminary design with the help of other consultants to reduce cost. From two individual service core for each block (refer to Figure 5.10 & 5.11), the design were improvised to a single service core (as shown in Figure 5.22 & 5.23) between two blocks. This is achieved with the rationalization of other consultants, especially the M & E engineer. The client’s objectives in terms of economic feasibility was achieved .

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Figure 5.22 & 5.23: ReďŹ ned design with a single service core instead of two individual cores. Also with structural details compared to previous version.

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5.2

Implementation Phase 5.2.1 Schematic Design

Figure 5.24: Checklist for KM submission

Figure 5.25: Cover letter for KM submission

5.2.1.7 Planning Approval Documents Town planner appointed by the client, Fourmate Design prepared for KM (Kebenaran Merancang) submission, or Planning Permission submission to MBPJ. This submission is also known as DO (Development Order).

The town planner led the application for KM approval, with the inputs from Architect (Building Plan & Perspective), Civil Engineer (MASMA report and plan), Landscape Architect (landscape plan), Traffic consultant (TIA report), Land surveyor (certified survey plan) and documents from the client. (as shown in figure 5.24).

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5.2

Implementation Phase 5.2.1 Schematic Design

Figure 5.26: KM Notice board was placed at Site for public objections (if any) during the application for KM approval

Figure 5.27: Arahan Bertulis from Jabatan Perancang

5.2.1.7 Planning Approval Documents KM submission to the One Stop Center (OSC) was circulated to respective internal and external technical departments to obtain their approvals. Meanwhile the developer/client erected a signboard on the proposed development at project site to notify the public for 21 days (as shown in figure 5.26). MBPJ also advertised the notice in local major newspapers for 3 consecutive days concurrently. Public may object and submit to MBPJ for consideration.

Upon receiving feedbacks from various authorities (as shown in figure 5.28 & 5.29) , OSC MBPJ conducted a OSC meeting to decide on the KM application. The resulting approval with conditions is notified to the town planner. The town planner then followed up with Jabatan Perancang MBPJ to obtain Arahan Bertulis (as shown in figure 5.27) which contained the conditions of KM approval for compliance.

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5.2

Implementation Phase 5.2.1 Schematic Design

Figure 5.28: Approval in principle from SYABAS

Figure 5.29: Rules to comply from Department of Landscape and Urban Greenery

5.2.1.7 Planning Approval Documents Having complied with the conditions, Jabatan Perancang MBPJ issued KM approval in the form of Borang C(1) and endorsed layout plan (as shown in ďŹ gure 5.30).

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Figure 5.30: Endorsed layout plan for KM submission (hotel suites)

Figure 5.31: Pre-computation plan by land surveyor

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5.2

Implementation Phase 5.2.1 Schematic Design

Figure 5.32: Resubmission of KM

Figure 5.33: Approval in principal received after OSC meeting

5.2.1.8 Resubmission of Planning Approval Documents After the Building Plan submission at the following stage (Design Development) is approved, resubmission for KM was done due to client’s change of mind on the desired end product. The decision was made from a commercial point of view, to change from hotel suites to office suites, so that the cash flow can be continuously generated to run the project.

The process of getting planning approval documents was similar as before, however a new town planner was appointed to complete the KM submission this time.

Having complied with all the conditions (as shown in figure 5.34 & 5.35), Jabatan Perancang MBPJ issued KM approval in the form of Borang C(1) (as shown in figure 5.36) and endorsed layout plan. (as shown in figure 5.37)

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Figure 5.34 & 5.35: Approval with conditions received after OSC meeting

Figure 5.36: KM approval in the form of Borang C(1)

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Figure 5.37: Endorsed layout plan for KM resubmission (ofďŹ ce suites)

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5.2.2 Design Development 5.2.2.1 Borang A 5.2.2.2 Building Plan (BP) Submission 5.2.2.3 Involvement of Other Departments of the authority 5.2.2.4 Temporary Structure 5.2.2.5 Fire ďŹ ghting plans (Bomba) 5.2.2.6 External Supply System Application 5.2.2.7 Handicapped Accessible (OKU) Plan 5.2.2.8 OSC approval procedure 5.2.2.9 Borang B

5.2

Implementation Phase 5.2.2 Design Development

Resubmission Back to KM stage due to the change in clients’ need & market’s change

KM

Building Submission (BP)

Approved on 16/5/2012 (3 months)

1st BP Submission (hotel suites)

Principal Submitting Person (PSP) or Submitting Person (SP) to submit documents to the OSC counter

+

Borang A

2nd BP Submission (office suites)

Submit to OSC counter

+

Approved on 17/1/2013 (4 months)

Other documents required in the checklist

OSC Meeting

OSC Approval Letter

Borang B

Before 4 days of construction works commence

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5.2

Implementation Phase 5.2.2 Design Development

Figure 5.38: Borang A

Figure 5.39: Certificate to proof construction works has not been commence on site

5.2.2.1 Borang A Borang A is a form to prove that the design drawings are complying with the Uniform Building By-Laws 1984, is submitted by the Project Architect for approval by the local authorities. This form was filled up manually and stamped with official stamp of LYN Architect.

The Certificate is to proof that construction works has not started (as shown in Figure 5.39) and is to be acknowledged and signed by the architect to prove that construction works are not ongoing on site. This document is to be submitted together along with the Borang A. Penalty of 9 times the processing charge will be imposed if the construction is started before obtaining Building Approval.

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5.2

Implementation Phase 5.2.2 Design Development

Figure 5.40: Request for Building Plan Submission

Figure 5.41: Result from Meeting of OSC

5.2.2.2 Building Plan (BP) Submission Building Plan is to be submitted to the authority to obtain approval to build. This drawing is important as it determines the building to be built exactly as the drawing is submitted until the end of construction.

This process takes up to 3-6 months for approval, but this project took less than 3 months of awaiting the approval from the MBPJ authority.

With 2 times of checking process and resubmission, with the ďŹ nal submission approved in less than 3 months of time.

1st Building Plan Submission Originally with the proposed hotel project, the building was approved up to the stage of Building Plan, however, due to the change of function as response to market change (as mentioned in Chapter 5.2.1.8), this process of obtaining approval that took around 6 months, eventually went to waste.

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5.2

Implementation Phase 5.2.2 Design Development

Figure 5.42: Cover Letter to the Building Control Department for 2nd Amendment of Building Plan

Figure 5.43: Notice for Amendment of Building Plan Submission from MBPJ

5.2.2.2 Building Plan (BP) Submission 2nd Submission of Building Plan As Building Plan needs to comply with no errors and must be accurate in translating drawings into reality, amendment of Building Plan needs to be done within one (1) month of the notice of the letter sent to the architect. If it exceeds the 1 month time limit, the application for building approval would be disqualiďŹ ed.

Finally, this Building Plan is approved with terms and conditions, with details to be amended notiďŹ ed to the architect. (as shown in Figure 5.42) Approved Building Plan Submission must be stamped and signed by the director of the Town Planning Department.

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Figure 5.44: Approved 1st Submission of Building Plan Drawing stamped and signed by the director of the Town Planning Department

Figure 5.45: Result of OSC Meeting on resubmission of BP

Figure 5.46: Charging fees for submission of documents

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5.2

Implementation Phase 5.2.2 Design Development

Figure 5.47: Permission Cover Letter to Jabatan Kawalan Bangunan

Figure 5.48: Permission Cover Letter to Jabatan Bomba Selangor

5.2.2.3 Involvement of Other Departments of the authority The submission of building plans to OSC must be attached with cover letters to other departments that are concerned on the building plan submission.

The department involved are as such, Department Town & Country Planning Department (JBPD), Department of Building Control, Department of Fire and Rescue Department of Selangor to receives copies for building plan submissions.

OSC counter collects all submissions and distributes it to different departments. Upon approval of submissions, the speciďŹ c comments will only be given through individual departments.

Other works like roads and drainage plans needs to be also prepared by the Civil and Structural engineer to the Department of Irrigation and Drainage.

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5.2

Implementation Phase 5.2.2 Design Development

Figure 5.49: Cover letter to request permission for building temporary structure

Figure 5.50: Information on temporary structure & tools required on site

5.2.2.4 Temporary Structure The temporary building plan is necessary to inform about the temporary construction structure that are constructed on site. This is to have speciďŹ cations on the equipments, safety of the site and to have proper documentation on the temporary works on site.

There is also a collateral for the temporary building plans to prevent violation of law abiders.

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5.2

Implementation Phase 5.2.2 Design Development

Figure 5.51: Building Volume Tabulation for Fire Appliance Access

Figure 5.52: Fire Protective corrections by Bomba

5.2.2.5 Fire fighting plans (Bomba) Bomba plans are separated into two types which are active and passive plans. The fire fighting passive plans to be prepared by the architect to inform the fire fighting considerations, passive fire safety equipments and exit routes during an emergency fire.

The specifications must be included in the fire fighting drawings as to be compliant to the Uniform Building By-Law 1984 for fire safety in a building. The active fire fighting plans are to submitted by the Mechanical and Electrical engineer to provide active fire safety system to the occupants in the building depending on its’ building capacity.

The building volume tabulation is also calculated in the requirement of Island Site Fire Appliance Access (as shown in figure 5.50).

Corrections to be done on Bomba Plan submission according to the comments given by the authority (Figure 5.51) regarding on fire safety issues, for example, dead end limit, staircase to the tower, and fire lobby should be properly compartmentalised against fire.

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5.2

Implementation Phase 5.2.2 Design Development

Figure 5.53: Permission for telephone line by Tenaga Malaysia Berhad (TNB)

Figure 5.54: Permission for electrical supply

by Tenaga Malaysia Berhad (TNB)

5.2.2.6 External Supply System Application The request for approval from the external authorities for supply systems for the building.

Authorities such as electrical supply from Tenaga Nasional Berhad (TNB) requires Mechanical and Electrical engineer to submit the required electrical plan to the approval of the supply system.

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Figure 5.55: Approval Letter for Earthworks Plan from OSC

Figure 5.56: Permission for Erosion and Sediment of Control Plan

Figure 5.57: Guarantee Letter by Client for Approval of Earthwork Plans

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Figure 5.58: Drawing Plan for application of address

Figure 5.59: Approval of authority of the Name and Address of the proposed site

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5.2

Implementation Phase 5.2.2 Design Development

Figure 5.60: Application of Development Plan for Handicapped (OKU) accessibility

Figure 5.61: Technical Meeting for presentation of OKU accessibility plans

5.2.2.7 Handicapped Accessible (OKU) Plan There is a special required plan in this project that needs to be submitted which is another approach on catering for handicapped accessibility in this SOFO building.

As this project is designed properly with the consideration of handicapped, there are safety measures and design considerations to be included to be submitted to the authority. This implementation of inclusivitivity needs to be carefully designed, by attending technical meetings and presented with Powerpoint slides to the MBPJ authority.

Powerpoint slides are to include any design considerations and construction to be implemented for handicapped friendly building and environment to stay.

49

Figure 5.62: Presentation slides prepared on considerations for OKU

Figure 5.63: Calculation of Exit Widths of the 12-storey building

Figure 5.64 & 5.65: Drawings indicating handicapped parking space and ramp as part of presentation slides

50

5.2

Implementation Phase 5.2.2 Design Development

Figure 5.67: Forms to be ďŹ lled up upon Figure 5.66: OSC Online submission portal to submit drawings (source: http://osconline.mbpj.gov.my:8080/eOSC/penyerahan.page) submission of drawings and documents (source: http://www.mbpj.gov.my/ms/rakyat/e-per khidmatan/maklumat-osc)

5.2.2.8 OSC approval procedure Principal Submitting Person (PSP) or Submitting Person (SP) to submit documents to the One-Stop-Center (OSC) counter. Other than physical submission of Building Approval Drawings, there are also forms and documents that are necessary to be submitted and uploaded online by the Principal Submitting Person (PSP).

One-Stop-Center (OSC) presentation is carried out and conducted by the local authority to understand the project in a faster speed and the function of the building to obtain approval.

When the building plans are approved, OSC will issue a formal approval letter to describe generally regarding the project. Thus, for a more detailed and speciďŹ c corrections and comments, the architects will have to visit other departments like the Jabatan Bangunan, Perancang, Bomba to inform about the approval in MBPJ.

51

5.2

Implementation Phase 5.2.2 Design Development

Figure 5.68: Borang B

5.2.2.9 Borang B Borang B is the approval to commence construction works Project Planning Schedule to kickstart project. Borang B should be acquired 4 days before construction works start.

52

5.2.3 Contract Documentation 5.2.3.1 Tender Documentation 5.2.3.2 Tender Notice 5.2.3.3 Tender Evaluation 5.2.3.4 Award of Contract 5.2.3.5 Contract Agreement

5.2

Implementation Phase 5.2.3 Contract Documentation

Figure 5.69 : BQ cover page

Figure 5.70 : Sample of specification of material

5.2.3.1 Tender Documentation Tender documents are prepared in order to seek tenders for contractors and subcontractors. In this project, LYN Architects undertake coordination with involved consultants such as M&E engineers and C&S engineers to prepare detailed and finalised tender drawings and specification broken down into package to be issued by the main contractor to potential sub-contractors.

The quantity surveyor will also prepare the tender documents stating the form of tender, condition of contract, bills of quantities and schedules of rates. The bill of quantities provides the specific measured quantities of the items of work for the project which is identified by the drawings and specifications in the tender document.

54

Figure 5.71 : Drawing issued record sheet

Figure 5.72 : Tender Document issued to shortlisted tenderer

Figure 5.73 : Tender Drawing List by architect

55

5.2

Implementation Phase 5.2.3 Contract Documentation

Figure 5.74 : The list of tenderer shortlisted by consultants and client

5.2.3.2 Tender Notice As this project practices the selective tender method, the consultants and client short listed potential tenderers, the project shortlisted a total of 9 main contractors, all with CIBD level of 7, to call for tender based on a joint evaluation by the client (Mediaraya Sdn. Bhd.) and recommendation of the architect in terms of their suitability for the contract of the size, nature and complexity required for the project. There were 5 tenderers invited for interview after shortlisting, however 1 tenderer declined to participate after collected the tender document. (as shown in Figure 5.74)

56

5.2

Implementation Phase 5.2.3 Contract Documentation

Figure 5.75 : Tender invitation for interview

Figure 5.76: Tender document content list

5.2.3.3 Tender Evaluation As the tenderers submit their tenders, they are invited for a mid-tender interview to allow for further evaluation and clarification of matters to prevent any inaccuracies of the tender. (as shown in Figure 5.75) For more in-depth evaluation, tender questionnaire (as shown in Figure 5.79)is also issued to tenders from the architect to obtain specific information of the company’s products specification required for the project. For this project, the interview had gone through few rounds.

57

5.2

Implementation Phase 5.2.3 Contract Documentation

Figure 5.77 : List of tenderer for interview

Figure 5.78 : Tender Questionnaire

Figure 5.79 : List of Questionnaires

58

5.2

Implementation Phase 5.2.3 Contract Documentation

Figure 5.80 : Tender report produced by consultants

5.2.3.3 Tender Evaluation The quantity surveyor will produce a tender report and analysis (as shown in Figure 5.80) which compiles a summary of the tender process and the evaluation of all the tenders.

The report shows a comparative analysis for pricing anomalies, errors, and compliance with the required speciďŹ cations among all tenders to shortlist the lowest prices and best offers (as shown in Figure 5.81) . The report is concluded with an appropriate recommendation to assist the client in the selection of the best tender.

For this project, the client unable to decide which tenderer to choose, hence they submit an extension of tender validity period to tenderer as notice. (as shown in Figure 5.82)

59

5.2

Implementation Phase 5.2.3 Contract Documentation

Figure 5.81 : Tender result after comparative analysis

Figure 5.82 : Extension of tender validity period

Figure 5.83 : Tender addendum

60

5.2

Implementation Phase 5.2.3 Contract Documentation

Figure 5.84 : Property inspection report on completed project and on construction project

5.2.3.3 Tender Evaluation After the consultant team has shortlisted the most suitable contractor based on their technical reviews, the architect reviewed the previous works of this contractors.

Completed projects of the contractor are inspected to check on their quality of workmanship while the review on the contractor’s current project is to inspect how the contractor manage the site.

A Property Inspection Report (as shown in Figure 5.84)was then made based on the shortlisted contractors on-construction project and completed project, to convince the client and ease the making of decision.

61

5.2

Implementation Phase 5.2.3 Contract Documentation

Figure 5.85 : The Letter of Acceptance

5.2.3.4 Award of Contract Once the consultant team has shortlisted the most suitable contractor based on their technical review, the client then meet this contractor for further negotiation. Any revised tenders are then submitted while the quantity surveyor submits a revised tender report.

After revision and negotiations, the letter of award/acceptance (as shown in Figure 5.89) is issued to the selected tender to be signed. The earnest money deposit submitted by each tender is refunded to the unsuccessful tenderers by the Quantity Surveyor.

62

5.2

Implementation Phase 5.2.3 Contract Documentation

Figure 5.86: Agreement and Condition of PAM Contract 2006

5.2.3.5 Contract Agreement The tender documents and the letter of acceptance will then become the baseline for the contract agreement. The contract agreement which stated the contract details (PAM Contract 2006) (as shown in Figure 5.90) and conditions will be prepared by the architect which is then signed by the selected contractor and the client.

63

5.2.4 Contract Implementation 5.2.4.1 Pre-commencement of work 5.2.4.2 Commencement of work -Project Administration -Inspection and Testing -Project Claim and Payment

5.2

Implementation Phase 5.2.4 Contract Implementation

Figure 5.87: The Third Schedule

Figure 5.88: The Fourth Schedule

5.2.4.1 Pre- Commencement of Work Phase Before any commencement of work for the Grand Sofo, the developer had to ensure that a certain percentage of units of the Sofo was sold for a continuous cash flow.

From the Architect’s point of work, they requested a copy of the Sales and Purchase Agreement to check on the items relevant to architecture such as the specifications under the Third Schedule which lists out the number of fittings and types of finishes. The architect also made sure that the drawings under the Fourth Schedule, which includes Building Plans, Storey Plans, Layout Plans and Floor Plans, are arranged in the correct order based on each of the unit types. He also ensured that the areas of the units were calculated correctly because it will affect the selling price of the units.

65

5.2

Implementation Phase 5.2.4 Contract Implementation

Figure 5.89: Issuance of Standard Project Title

After the acceptance of award by the contractor, the tender drawings were changed to contract drawings. The architect issued a standard project title for all the construction drawings, this is to standardise all the drawing format between the consultants. The construction drawings were then issued within 2 weeks from the acceptance of award. At this point, the Bill of Quantities is ďŹ xed unless there is a variation order.

66

5.2

Implementation Phase 5.2.4 Contract Implementation 5.2.4.1 Pre- Commencement of Work Phase

Before the possession of the Site, the contractor was informed beforehand on the documents to be compiled and prepared, which are: 1) -

Letter of Acceptance A signed copy of this was provided by the contractor to certify that they have accepted the contract for the construction of the Grand SOFO at Kelana Jaya.

2) -

Work Record The contractor had to submit a documentation of their past work record to show the quality of their previous work.

3) -

Dilapidation Survey The contractor was required to conduct a dilapidation survey of the site and its roads to document its existing condition before construction. This survey was produced using a photographic report with dates.

4) -

5) -

6) -

Work Programme The contractor had to draft out their work programme to show the timeline of their working schedule for the construction period. The critical period in the timeline was highlighted in red.

NotiďŹ cation of Commencement of Work The contractor had to prepare a notice for the commencement of their work and issue it to the immediate neighbours of the site to notify them about the construction.

Insurance Cover Note and Policy The contractor prepared their insurance cover note and policy which provides coverage to any kind of risk that may occur during construction and also for workmen compensation in case of accidents. These documents were submitted to the Superintendent OfďŹ cer (The Architect).

67

5.2

Implementation Phase 5.2.4 Contract Implementation

Figure 5.90: Contractor’s Provision of Documents

Figure 5.92: Dilapidation Survey and Photographic Report by the Contractor

Figure 5.91: Acceptance of Contract

Figure 5.93: Letter of NotiďŹ cation for the Commencement of Work

68

5.2

Implementation Phase 5.2.4 Contract Implementation

Figure 5.94: Programme of Work Flow

Figure 5.95: Insurance Cover Note for Contractor All Risks

Figure 5.96: Insurance Cover Note for Workmen's Compensations

69

5.2

Implementation Phase 5.2.4 Contract Implementation 5.2.4.2 Commencement of Work Phase General supervision from the project architect and other consultants is done from the start till the completion of the project to ensure that the works were carried out according to plan. Stated below are various aspects that has been supervised in this project.

I.

Project Administration

Figure 5.97: Kick - off meeting agenda

a)

Figure 5.98: Meeting attendance list from the ďŹ rst site meeting.

Site Meeting, Client- Consultant Meeting (CCM) and Nominated Sub- Contractor Agreement Site meetings were conducted by the project architect as a means to carry out regular site visits which is mandatory in ensuring the construction progress, quality of work and speciďŹ ed elements are in accordance with the contract requirement.

70

Figure 5.99: Meeting minutes from the first site meeting.

Figure 5.100: Subcontractor Award Checklist

The project architect usually provides some ground rules on where is required by preparing a kick-off meeting agenda as a summary of the contract’s specifications. This acts as a guideline of the flow of the meeting, laying out what needs to be discussed.

The Nominated Sub-Contractor Agreement happens simultaneously.

During the meeting, the contractor prepares a standard format of progress report that needs to be shared with all the consultant Representatives to review the concerns that are brought up, solving the issue together. There are two types of progress report, where one is reviewed monthly, and the other is shared fortnightly as a summary of the work progress. Both reports are to be submitted monthly to the banker to ensure the cash flow control.

Besides the issues in the progress report, the project architect also brings up matters through the meeting minutes of the previous meeting and is discussed accordingly when every representative are present.

71

Figure 5.101: The standard format for contractor’s progress report .

.

Figure 5.102: Summary of work progress from site meeting.

b) Site Memo The site memo is an ofďŹ cial medium for the consultants to update and notify issues that arise to the contractors. The correspondent will expect for either request for an approval letter or to take prompt actions as indicated by the information mentioned in the memo.

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Figure 5.103: Request for Information by the contractor.

Figure 5.104: Sketch provided by the architect after the issue is reviewed.

c) Request for Information (RFI) This document acts as a tool to settle and propose solutions during ambiguities and conict of information in drawings especially during the early stages of construction. In this project, the contractor requested the architect to look at the proposed drop height that is to be approved, which is then acknowledge by the architect by attaching a sketch for easier understanding after the issue is discussed.

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Figure 5.105: Confirmation of Verbal Instruction initiated by the contractor

Figure 5.106: Architect’s Instruction

d) Architect’s Instruction (AI) Project architects are given the right to issue instructions to the contractors based on the construction contracts. These set of instructions can be called Architect’s Instruction, In this project, the architect has appointed Liat Ng Enterprise to execute the work with the agreed price of RM100 000. This instruction is formalized into the written form which is derived from the verbal instruction given during the site meeting. e) Engineer’s Instruction (EI) The engineer may issue to the contractor instructions and additional drawings which may be necessary for the execution of works and remedying of any defects, all in accordance with the contract.

In this project, the engineer's instruction was given to ask for confirmation about certain specifications of the project such as the relocation of existing water pipe, the shifting of basement wall and the revised drain size before further progress.

74

Figure 5.107: Variation Order Letter

Figure 5.108: List of all variation orders.

f) Variation Order When an alteration to the scope of work in the form of addition, substitution or omission arise, a variation order is implemented in the construction contract This variations can be comprised of qualities, quantities, design or even the sequence of work of the construction process.

A variation order happens when there is a need of alternation in design, where the contractors will have to request instructions from the other consultants. In this project, the lift core pile cap design is revised due to the addition and omission of certain materials as can be seen from the table above. This is an outcome of the discussion with consultant representatives where budget, and the approval in the change of design is taken into consideration. The architect will then notify the contractor about the new changes via the Architect’s Instruction.

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Figure 5.109: Progress Claim

Figure 5.110: Interim Valuation

Figure 5.111 : Invitation to tender.

76

g) Progress Claim A progress claim refers to claims for payment being made progressively as the works are completed. This term is used in contracts which allow the contractor to make claims for payment either: at the completion of certain stages in the works or at certain time period. In this project, payment is claimed from the developer every 25th of the month, based on the evaluation by the QS.

Figure 5.112: Progress of work reminder by the architect.

Figure 5.113: Contractor’s appeal for the Extension of Time to the project architect.

h) Extension of Time (EOT) An extension of time is when a construction contracts allows the construction period to be extended where there is a delay that is not caused by the act of the contractor.

77

Figure 5.114 : Extension of Time (EOT) granted to the contractors.

Figure 5.115: Reviewed Work Programme prepared by the contractor

In this project, the architect has issued a reminder to the contractor about the slowness of work progress which cause a delay of 18%, approximately 126 days.

The contractor Sin Seong Hin Sdn Bhd then appealed to LYN Architect for an extension of time due to the delay caused by the slowness in excavation and piling work. This is due to the unforeseen circumstances as underground services are found during the excavation process, which requires to be moved and relocated before the construction work could be proceeded. This process could not be taken lightly as the public utilities is depended on other stakeholders.

After submitting for EOT, he project architect then analyses the reason that caused the delay to appeal for an extension of time. This is in order to oppose the interest of the client when is questioned during CCM meetings.

The appeal for EOT was then granted by LYN Architect, where an ofďŹ cial CertiďŹ cate of Delay or Extension of Time is issued to the contractor. This is then followed up by a new work programme chart produced by the contractor.

78

Figure 5.116 : CertiďŹ cate of Non- Completion of Works

However, after a follow up site inspection, it is found that the works have not been completed on the date of completion. Site photographs are taken on site and is sent to the contractor as prove. The architect has the right to impose Liquidated and Ascertained Damage.

Figure 5.117 : The Updated Work Programme

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Figure 5.118 : The Recovery Plan by the contractor

Figure 5.119 : CertiďŹ cate of Practical Completion

i) Catch Up Program During the mid-stages of construction, the works on site was getting slower which contributes to the further delay in construction. To reduce and resolve this problem ,the contractor has implemented a catch-up session which included creating a recovery plan, consisting of a revised master programme, listing out the speciďŹ cations such as the number of workers and machineries.

The progress is then monitored every fortnight where the progress of each activity is recorded in a schedule.

80

II. Inspection and Testing

Figure 5.120 : Excerpt from the material speciďŹ cation.

a) Materials The contractor must notify the project architect and engineer to appeal for the approval of materials used in construction. Consequently, the consultants in charge will then refer to the dimensions and speciďŹ cation mentioned in construction drawings and counter check if the proposed material selection comply to the contract requirement and a code of practice and standards.

Some materials have to undergo external texting and analysis to verify the speciďŹ cation of the material, if it is suitable to be used in the construction.The analysis report is submitted to the consultant for approval and the material approval form is issued to the contractor.

81

Figure 5.121 : Sample of RWI by the contractor for quality control.

b) Request for Work Inspection (RWI) Regular inspection is an essential part of ensuring that the works progress as intended, both in terms of quality and compliance. In this project, the company has seperated the construction work phase into stages by preparing an inspection checklist for the various architectural works.

Upon completion of each stage, the consultant representatives will counter check with the construction drawings, shop drawings and an inspection checklist prepared by the contractor, which was produced from the early stage of the project when the project quality plan was submitted.

82

Figure 5.122 : NCR issued by the engineer due to the non-compliance of the Standard Procedure

c) Non Conformance Report (NCR) The Non Conformance Report is issued if the completed works are deemed not acceptable by the consultant’s representative. This requires the contractor to amend the issue immediately. In the case that the contractor does not comply immediately, the NCR will be issued to the contractor. The contractor must then sufficiently complete out the corrective works mentioned in the NCR, as payment will be withheld if otherwise.

In this project. the pile cap over-casting level was not levelled as discussed by the respective consultants. Despite several reminder on the ‘control levelling and quality was given, the workers under the contractor failed to liaise with the Standard Procedure.

The NCR serves as a final reminder as the “Setting Out and Levelling” stage plays an important role of in the building construction.

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III. Project Claim and Payment

Figure 5.123 & 5.124 : Progress Claim and Valuation of Interim Payment Certificate issued to the contractor.

a) Payment to Contractor When a construction stage is completed, the contractor submits the progress claim to the QS consultant which showcases the amount of work that has been done including the breakdown of the components used in the project.

The QS then prepares and issues the valuation certificate to the architect.

The architect then distributes a payment certificate and sends it to the consultant representatives to check on the payment. The QS then issues the certificate of payment once the client approves of the recommended payment.

84

Figure 5.125 : Architect’s Progress Certificate

Figure 5.126 : Progress Billing

b) Progress Billing A progress billing is an invoice that is delivered to obtain payment from the client for the percentage of the project that has been completed on the date specified These billings are intended usually for a project that has a long duration, so that the contractor could gain adequate funding in order for the project to continue as planned.

When a stage of construction is completed, the respective consultant prepares and delivers the final delivery of vacant possession to the client to inform that the construction has reached practical completion. The certificate of billing is then produced and forwarded to the architect, to request for the issue of certificate. The development consultant is then notified about the commencement of completed project.

85

III. Project Claim and Payment

Figure 5.127 : Approval by Indah Water regarding the Sewerage pipes system.

Figure 5.128 : NotiďŹ cation of the cost for electrical connectivity by TNB.

c) Approval of Service Providers The project architect has to notify the utilities providers of the ready for service date. The project manager receives application for service providers from the contractor and forwards the forms to Sales & Marketing Department to pass to purchaser for processing and signature. The ďŹ nance department prepares payment for deposit, The forms and payments are passed to the contractor for submission to the relevant authorities

86

5.2.5 Final completion 5.2.5.1 Certificate of Completion and Compliance (CCC) 5.2.5.2 Certificate of Practical Completion (CPC) 5.2.5.3 Final Accounts Certificate 5.2.5.4 Certificate of Making Good Defects (CMGD) 5.2.5.5 Vacant Possession

5.2

Implementation Phase 5.2.5 Final Completion 5.2.5.1 Certificate of Completion and Compliance (CCC) The CCC is a document required to ensure that every aspect of the project has complied with the necessary laws and regulations, ensuring that it is safe for occupancy prior to the official handover to the client, The CCC is issued by the (PSP) or Principal Submitting Person who is a certified professional.

The (PSP) Ar. Lin You Nan is obligated for building plan submissions to the local authority (MBPJ) Majlis Bandaraya Petaling Jaya Terms and condition to be met in order to issue a (CCC): -

All technical conditions set by the local authority (MBPJ) must be satisfactory in compliance with the code and regulations.

-

All 21 forms G1-G2 are to be signed by their respective (SP/Submitting Person) contractors/subcontractors certified by (PSP)

a) b) c) d) e) f)

All six essential services is confirmed and provided Electric Power Supply (TNB) Water Supply (SYABAS) Sewerage Connection (Indah Water) Lift (JKKP) Bomba Certified (BOMBA) Road Drainage (JKR)

BORANG F -

-

-

-

Certification of Form F (Borang F) by the Principal Submitting Person after supervision of construction and completion in accordance to Act 133 UBBL. Borang F consist of 4 copies printed in four different colours specific to the Person keeping it The process of issuing the CCC actually begins during the design development stage when Form A (Borang A) is submitted during building plans submission.

Then, Form B (Borang B) is submitted four days before construction commences. After construction works are completed,the PSP will then submit Form G/Borang G and Form F/Borang F to issue the CCC

88

5.2

Implementation Phase 5.2.5 Final Completion

Figure 5.129 : BORANG F SALINAN ASAL (Given to Client)

Figure 5.131 : BORANG F SALINAN PIHAK BERKUASA (Given to Local Authority)

Figure 5.130 : BORANG F SALINAN UTAMA (Given to Architect)

Figure 5.132 : BORANG F SALINAN LEMBAGA ARKITEK MALAYSIA (Given to P.A.M)

89

5.2

Implementation Phase 5.2.5 Final Completion BORANG G1-G21 Form G or Borang G consist of 21 forms, numbering from G1-G21.

Each form is respective to the components of the building, issued to their respective (SP) Submitting Person, to be signed, the Form is usually signed by a Contractor/Subcontractor, a Consultant and the (SP) Submitting person. The (PSP) has to ensure all personnel involved in the signing must be certified and recognized by an external Authority e.g Suruhanjaya Tenaga, (SPAN) Suruhanjaya Perkhidmatan Air Negara, & (JKKP) Jabatan Keselamatan & Kesihatan Pekerjaan Malaysia.

PSP shall notify the local authority through OSC after forms G1-G3 are certified. A progress checklist is provided for the firm to monitor the status and the consultant and local authority in charge of the following components.

● G1 - Earthwork (Kerja-kerja Tanah) ● G2 - Setting Out ( Pemancangan Tanda) ● G3 - Foundation (Asas Tapak) ● G4 - Structural (Struktur) ● G5 - Internal Cold Water Plumbing (Perpaipan Dalaman) ● G6 - Internal Sanitary Plumbing (Perpaipan Sanitari Dalaman) ● G7 - Internal Electrical (Elektrik Dalaman) ● G8 - Fire Fighting Passive (Menentang Kebakaran Pasif) ● G9 - Fire Fighting Active (Menentang Kebakaran Aktif) ● G10 - Mechanical Ventilation (Pengudaraan Mekanikal) ● G11 - Lift/ Escalator (Pemasangan Lif/Eskalator) ● G12 - Building (Bangunan) ● G13 - External Water Supply (Sistem Bekalan Air Luaran) ● G14 - Sewerage Reticulation (Retikulasi Pembetungan) ● G15 - Sewerage Treatment Plant (Logi Rawatan Pembentungan) ● G16 - External Electrical (Sistem Bekalan Elektrik Luaran) ● G17 - Road and Drain (Jalan Dan Parit) ● G18 - Street Lighting (Lampu Jalan) ● G19 - External Main Drain (Parit Luaran Utama) ● G20 - Telecommunication (Telekomunikasi) ● G21 - Landscape (Pandangan Darat)

-

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Figure 5.133 : Checklist for CCC Checklist for Borang G1-21 according to the respective Contractor/Subcontractor & SP (Submitting Person)

91

JADUAL PROSES PERAKUAN BERPERINGKAT

BORANG

KOPONEN

KONTRAKTOR

KONTAKTOR TRED

PROFESIONAL

GI

Kerja-kerja Tanah

✔

G2

Pemancangan Tanda

✔

G3

Asas Tapak

✔

SP

G4

Struktur

✔

SP

G5

Perpaipan Dalaman

Tukang Paip Berlesen

SP

G6

Sanitari Dalaman

Tuang Paip Berlesen

SP

G7

Elektrik Dalaman

Orang Yang Cekap Mahir

SP

G8

Kebakaran Pasif

G9

Kebakaran Aktif

G10

Pengudaraan Mekanikal

✔

SP

G11

Pemasangan Lif/Eskalator

✔

SP

G12

Bangunan

G13

Bekalan Air Luaran

✔

SP

G14

Retikulasi Pembentungan

✔

SP

G15

Logi Rawatan Pembentungan

✔

SP

G16

Bekalan Elektrik Luaran

Orang Yang Cekap Makhir

SP

G17

Jalan & Parit

v

SP

G18

Lampu Jalan

Orang Yang Cekap Makhir

SP

G19

Parit Luaran Utma

✔

✔

SP

G20

Telekomuikasi

✔

✔

SP

G21

Pandangan Darat

✔

✔

Arkitek Landskap

SP Jurukur Tanah Berlesen

✔

PSP

PSP SP

✔

PSP

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5.2

Implementation Phase 5.2.5 Final Completion

Figure 5.134 : CPC Certificate of Practical Completion Issued on 6th Nov 2015 issued and signed by Ar.Lin You Nan .

5.2.5.2. Certificate of Practical Completion (CPC) Under the Agreement and Conditions of PAM Contract 2006 (with or without quantities) Clause 15.1 The Conditions of Contract state that the Works are practically complete when in the opinion of the Architect, the Employer can have full use of the works for their intended purpose, notwithstanding that there may be works and defects of a minor nature still to be executed and the Contractor has given to the Architect a written undertaking to make good and to complete such works and defects within a reasonable time specified by the Architect.

93

5.2

Implementation Phase 5.2.5 Final Completion 5.2.5.3 Final Accounts Certificate Within six month of Receiving the Certificate of Practical Completion the Contractor is obliged to sent the architect and Consultants, all documents necessary for preparing the Final Account including all documents with relations to the accounts of the nominated Sub-Contractors or Suppliers, such documents will contain all the latest construction drawings & details, details of all quantities ,rates and prices with adjustments of contract sums & additional payment or compensation claimed by the contractor under his contract. This is necessary to allow the Qs to prepare the Final Accounts, The Final Accounts shall be conceived within 6 months from receipts of all documents handed over by the contractor.

The contract sum may need to be adjusted for a number of reasons, including ● Payments to nominate sub-contractors or nominate suppliers ● Statutory fees ● Payments relating to the opening up and testing of the works ● Loss and expense ● Liquidated and ascertained damages ● The release of any remaining retention The financial statements and the completed Final Accounts Certificate are prepared by the Quantity Surveyor. The quantity surveyor ensures that all the contracts instructions have been accounted for any potential cost related items. Finally the Certificate is to be signed by all Stakeholders involved

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Figure 5.135 : Architect Call For Final Account Meeting

Figure 5.137 : Contractor Submitted Docs for Final Accounts

Figure 5.136 : Final Account Meeting Attendance

Figure 5.138 : Final Accounts Cert Prepared by QS For Signing by Stakeholders

95

5.2

Implementation Phase 5.2.5 Final Completion

Figure 5.139: CMGD Inspection Notice

Figure 5.140: CMGD Joint Inspection Attendance

5.2.5.4 Certificate of Making Good Defects (CMGD) Joint Inspection Before undergoing joint inspection the Architect has to issue a CMGD inspection notice, attendance of all stakeholders involved are taken.

Schedule of Defects Any Defects identified during the Defects Liability period (Joint Inspection ) shall be specified by the Architects in a schedule of defects which the Architect will deliver to the contractor, not more that (14 days) after the expiration of Defects Liability period. Within 28 days of the issue of Schedule of Defects the contractor is obliged to make good the defects (A longer period may be granted if the Architect approve in Black & White ).

In the case of our project it was decided by the architect to grant the contractor 21 months of (DLP) Defect Liability Period an addition of 9 months from the usual 12 months for most typical projects.

96

Figure 5.141 : It was decided by the Architect to extent to 21 months for the Defect Liability Period to allow the contractors more time to make good with the defects.

97

Defect Schedules

Figure 5.142 & 5.143 : Photos of defects on site, compiled to be charted into DEFECTS SCHEDULE

Figure 5.144 : Defects Schedule compile and stated into Black & White

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5.2

Implementation Phase 5.2.5 Final Completion

Figure 5.145 : Contractor’s 4th request for Certificate of Making Good Defects

Figure 5.146 : Architect’s Reply & Justification to Non Issuance of Certificate of Making Good Defects

Making Good Defects Upon completion of making good all defects which may have been required to be made good , the contractor shall forthwith give written notice to the Architect. However the architect think the Defects have not been made good, a notice will be given to the contractor and copies to the subcontractors stating the reason for the( Non Issuance Of The Certificate of Making Good Defects ) in this instant due to prolonging of issues and the inability of the contractor to rectify the issues plaguing the building, it was in the interest of the Architect not to grant the Certificate of Making Good Defects.

The architect refuses to issue CMGD despite of a total of 4 official applications by the contractor based on the ground of outstanding recurring defects yet rectified.

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5.2

Implementation Phase 5.2.5 Final Completion

Figure 5.147 : Vacant Possession

VI. Vacant Possession (VP) Delivery of vacant possession (VP) is allowed to be issued when a building is completed and ready to be handed over to the purchasers. This entails that all the infrastructures and amenities in the building are ready with utility connections. Usually, an initial project meeting, In a standard Sale and Purchase Agreement (SPA) for residential accommodation signed with a developer, a purchaser is guaranteed the right to receive vacant possession of a completed building within the period stipulated in the agreement.In the event of any delay beyond the duration, the developer is obliged to compensate the purchaser at the rate of 10 percent per annum based on the purchase price.

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5.3 Implementation Tools

Figure 5.148 : Free hand sketches

Figure 5.149 : Autocad Drawings

Throughout this project, various implementation tools have been used to ensure operations run smoothly and efďŹ ciently.

Design Tools Free hand sketching: At the early stage of the design, the architect manually sketched out his ideas to kickstart the design, drafting out his concept and doing rough calculations of the built area.

Modelling and Prototyping AutoCAD: Free hand sketch drawings for the designs were converted digitally through a computer aided drawing software to obtain better accuracy. LYN ARCHITECT uses their own plotting style and organises their drawings accordingly using a naming system.

Sketchup: With the use of Sketchup, a 3D modelling software, the architect transformed his drawings from 2D into a 3D model, enabling him to better visualize the design and to explore different prototypes.

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5.3 Implementation Tools

Figure 5.150 : Gantt Chart produced with Microsoft Project

Figure 5.151 : Table Chart produced with Microsoft Excel

5.3.1 Construction Project Management Microsoft Project Microsoft Project is a project management software and is used by LYN Architect to create the work schedule and programme, helping to track the progress of projects.

Microsoft Word Microsoft Word was used throughout the project by LYN Architect to write letters that are to be issued to other consultants and also to draft out the project meeting minutes.

Microsoft Excel Microsoft Excel was used to create table and Gantt Charts to tabulate data as well as to organise the project, allowing the architect to easily update the status of certain matters.

Microsoft Powerpoint LYN Architect also uses Microsoft Powerpoint as a tool to create their presentation slides for presentations to the client as well as the the consultants regarding the project.

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5.4 Monitoring Tools & Strategies

Figure 5.152 : CCM meeting attendance

Figure 5.153 : CCM meeting minutes

5.4.1 Client Consultant Meeting (CCM) Client Consultant Meetings or (CCM) are meetings conducted between the Architect, clients and fellow Consultants, the attendance of each parties are taken, every verbal instruction during this meeting will be digitised into black and white to ensure clarity between internal stakeholders.

The leader of the meeting is typically the project manager or the Architect who will start off by addressing the meeting agenda,

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5.4 Monitoring Tools & Strategies

Figure 5.154 : Site meeting

Figure 5.155 : Site meeting minutes

5.4.2 Site Meeting Site meetings are conducted routinely, usually every fortnight.

Discussion are made between architects, consultants, safety supervisors and contractors the meeting mainly centers on the progress and issues on site, through these meeting the architect can be updated and inform with the continuous development on site, to ensure successful completion.

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5.4 Monitoring Tools & Strategies

Figure 5.156 : Attendance & meeting minutes of NSC meetings

5.4.3 Nominated Sub-consultant Coordination Meeting Nominated Sub-consultant (NSC) will meet up with the Main Contractor of this project. With many NSC involved, the Main Contractor chairs the meeting where they coordinates each component by each NSC that contributes to the completion of the building. Sometimes, the Architect will attend to understand the progress and work scope of all NSC and Contractor, to do a spotcheck on the meeting.

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5.4 Monitoring Tools & Strategies

Figure 5.157 : Work programme by contractor

5.4.4 Work Programme The Contractor comes up with the Work Programme to assist on the progression using the distribution of works. By using deadlines and a restricted time frame period, the efďŹ ciency of consultants and construction works can be ďŹ nished within the given time frame.

The critical task or progress of the work would be indicated in red to specify the urgency and issue to be solved of the speciďŹ c progress.

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5.4 Monitoring Tools & Strategies 5.4.4 Checklists

Figure 5.158 : Checklist on authorities approval status

Figure 5.159 : Checklist on first meeting agenda

5.4.5 Schedule of Authority Approval Status A schedule to assist on the progress for the approval update from the authority. This schedule is important to know the date of approval and file number for reference of files submitted to the authority.

5.4.6 First Meeting Agenda List As the lead consultant of the team, a list of meeting agenda is prepared by the architect to start discussing matters arouse on the project. This is to resolve any issues or present preliminary workflow on the project progression. This meeting is also to introduce the other consultants and their responsibilities on the project.

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5.5 Risks and Solutions 5.5.1 Schematic Design 5.2.2.1 Inexperience client as developer Upon the starting of project, the uncertainties of the selection of this project and site caused the change from hotel to SOFO building.

The lack of use of Gantt chart to have a timeline for the project causes unreliable sources and content for the continuation of project. The risk of working without the guarantee of appointment of job.

Architect has to work closely according to client’s intention and progress.

5.2.2.2 Appointment of new town planner for KM resubmission Due to the change of function of hotel to SOFO building, previous town planner cannot meet deadline for resubmission and has complication of commitment issues. Therefore, appointment of new town planner for KM resubmission.

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5.5 Risks and Solutions 5.5.2 Design Development

KM Building Submission (BP)

Approved on 16/5/2012 (3 months for approval)

1st BP Submission (Hotel Suite)

+

Borang A

2nd BP Submission (Office Suite)

9 months of delay time

Approved on 17/1/2013 (4 months for approval)

5.5.2.1 Change of function of building delays building approval time The risk of a change of mind of the client delays more time as the product is not suited to the market demand. From hotel suite to ofďŹ ce suite, the cash ow generated while project is running increases.

The resubmission of working drawings causes a delay of time in getting approval from authority, which slows down the process of starting construction works on site.

The second approved building plan approval is delayed by 9 months to get approval from MBPJ Authority.

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5.5 Risks and Solutions 5.5.2 Design Development

Figure 5.160 : Charging fees for resubmission of drawings to authority

5.5.2.2

Figure 5.161 : Charge for collateral for temporary building structure

Increment of Cost in resubmission and construction works

Many extra unintended costs are incurred during the documentation process of getting approval of submission. As the client targets the project to be proďŹ table, the extra costs are considered and sorted out. This strategy may be risky if building approval does not get fulďŹ ll the expected approval time which will further delay the progression of project.

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5.5 Risks and Solutions 5.5.3 Contract Documentation

Figure 5.162 : Extension of Tender Validity Period

Figure 5.163 : Tender Addendum

5.5.3.1 Insufficient of information in tender document Tenderer have to go through few rounds of questionnaires to confirm in terms of costing and specifications due to the lacking information provided.

Tender addendum had issued to tenderers to revise on the Bill of Quantities.

This process delayed the client decision on awarding which tenderer. Client have to make extension of tender validity period from 16 Nov 2012 to 23 January 2013.

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5.5 Risks and Solutions 5.5.4 Contract Implementation

Figure 5.164: Contractor All Risks Insurance Cover Slip

Figure 5.165: Workmen Compensation Insurance Covered Slip

5.5.4.1 Insurance Policy This construction work is insured to minimize the risk of accidents and damage on site.

Before the construction starts, it is crucial to apply for insurance cover for the safety awareness. This project purchased a safety policy to get insured before the beginning of construction, being the Contractors’ All Risk (CAR) and Workmen’s Compensation (WC) Insurance.

Contractor’s All Risk insures the contractor’s risk on temporary building, materials, stocks and all property of whatsoever nature or description forming part of the contracts.

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5.5 Risks and Solutions 5.5.4 Contract Implementation

Figure 5.166: Existing service lines to be relocated found during excavation

Figure 5.167: Relocation of TNB service lines approved with cost

5.5.4.2 Delay of works due to unexpected circumstances Unexpected existing service lines (Telekom Cable, Power Cable & Water Pipe) from TNB & SYABAS found during excavation works (as shown in ďŹ gure ) need to be relocated. In this case, TNB and SYABAS were the external stakeholders who the consultant team and the contractor need to deal with.

For the external authorities to relocate the service line, certain charges were imposed, which were bore by the developer .

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5.5 Risks and Solutions 5.5.4 Contract Implementation

Figure 5.168 : Proposal to use aluminium formwork

Figure 5.169 : Proposal to use post tensioning beam

5.5.4.2 Delay of works due to unexpected circumstances At the same time, this relocation was part of the the reason for the delay of work. To compensate for the time delay, the contractor proposed the use aluminium formwork (as shown in Figure 5.168)and post tensioning beam (as shown in Figure 5.169 )instead of the conventional ones.

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5.5 Risks and Solutions 5.5.4 Contract Implementation

Figure 5.170 : Letter to immediate neighbours to inform them about commencement of work

Figure 5.171 : Letter to notify Giant Kelana Jaya about the encroachment of their fence into site boundary

5.5.4.3 Encroachment of fence by immediate neighbour Due to the encroachment of Giant Kelana Jaya fence into the north boundary of the site, the construction works on site could not be facilitated.

The architect thus issued a letter to Giant Kelana Jaya, with survey plan attached, prompting them to remove the encroached fence from the project site boundary.

Communication with external stakeholders like immediate neighbours proved important here. As mentioned in 5.2.4 earlier on, notiďŹ cation of commencement of work has been issued earlier on to immediate neighbours, including Giant, before commencement of work, to notify them about the construction, so that any disputes can be resolved smoother or faster.

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5.5 Risks and Solutions 5.5.4 Contract Implementation

Figure 5.172 : KM plan of new proposed development at neighbouring site which linkbridge will disrupt access to the client’s project

Figure 5.173 : Objection to MBPJ regarding the new proposed development on neighbouring site

5.5.4.4 New project’s link bridge at neighbouring site While the construction work was going on, the client, Mediaraya MBPJ, being the immediate neighbour of the proposed new SOFO project near the site, was notified by MBPJ regarding their town planning proposal.

Realising the placement of link bridge at the new proposed project will block the access and worsen the traffic congestion , causing a detrimental effect to the sales and purchase of the client’s project, the client wrote to MBPJ regarding his objection.

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5.6 Procurement

Traditional Procurement Method, also known as the most commonly used method in Malaysia construction industry was utilized in this project. For this method, client appointed consultants to design the project and then the invited contractor to construct the work, giving rise to a procurement method that separates the design and construction work. Due to the large scale and complexity of contracts, selective tendering was chosen for the project. Selective tendering tends to be faster than open tendering and is time efďŹ cient due to the pre-selected list of suppliers already known to be capable and appropriate as requested to prepare the tender.

LYN Architects Sdn. Bhd. is appointed by the client (Mediaraya Sdn. Bhd.) as a consultant to design the project and prepare a tender documentation, including speciďŹ cation of the building and detailed brief based on the requirement. Architects will work together with engineers, landscape architect and town planner to produce the required drawings which is then passed to quantity surveyor to provide the bills of quantity based on the drawings.

Contractors are then appointed to carry on the project into construction process through bidding process. Prepared tender documents with the most suitable items is then awarded the contact. The chosen contractor (Sin Seong Sdn. Bhd.) then will be responsible for all workmanship and materials for the project as stated in the agreed contract. As the contractor will be in charge in construction work only, therefore the contractor team does not need to take responsibility for the design work.

Separated consultant and construction work in the traditional procurement method, thus allows a lump sum basic contract to be obtained before the construction is started. Yet, making any subsequent changes after the contractor has been appointed could make an additional signiďŹ cant cost to the client as charged prices by the contractor due to the changes will not be subject to competition.

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5.6 Procurement

Pros: 1.

2.

3.

Accuracy of client’s requirement on specifications, fixed cost on final projects can be certainly obtained which contribute to lesser cost compared to other procurement system.

Design lead and client can have a direct influence which can facilitate a high level of functionality and improve the quality in the overall design, variations or changes to the contract are relatively easy to arrange and manage.

Commonly used procurement method which the market is familiar with, trusted and high change success rate in developing a project.

Cons: 1.

2.

3.

Client’s supervision may be lesser compared to the other method of procurement due to lesser requirement for them to supervise on.

Detailed and meticulous approach by traditional procurement method causing overall project duration to be longer than other procurement methods due to the sequential and construction cannot be commenced prior to the completion of the design.

Difficulty during evaluation of proposal and tender submission might happen due to unclear client’s brief which does not communicate their precise requirements and criteria to the contractor.

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5.7 Success Criteria When managing a project, there are several aspects that might cause constraint which will then influence the execution of the construction process. Defining "project success" can be identified through recent developments which combines multiple measurable factors that is considered acceptable to the customers, stakeholders and end users. To determine whether one’s project is successful or vise versa, the factors that contributes to The Triple Constraint are analyzed and reviewed. The three factors are time, scope and cost.

Figure 5.174: shows The Triple Constraint

A project is considered successful based on The Triple Constraint when it fulfills the requirements and criterias such as getting the job delivered on time agreed (time), within the budget allocated (cost) and meets the qualification and needs of the client (scope).

Time Even though the project delayed during the construction process and extension of time was appealed by the contractors, the project was still completed within the time frame as the developer got to hand in the project on the date specified at the beginning of the project.

Cost The project team tried their best to comply to the budget that is discussed from the beginning of the project. Cost variation reports are done frequently to take note of the increase or decrease in cost that may arise, subsequently creating modifications in the construction process.

Scope The project brief criteria was modified along the way to meet the criteria of the clients, as the cost and marketability of the project to the end user. LYN Architects made sure that the client’s demand is taken into consideration during the design process until the construction process.

The project is successful!

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6.0

References

6.0 References

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CPC - Certificate Of Practical Completion. (n.d.). Retrieved from http://monyetbesi.blogspot.com/2010/10/cpc-certificate-of-practical-completion.html.

Designing Buildings Wiki Share your construction industry knowledge www.designingbuildings.co.uk. (n.d.). Retrieved from https://www.designingbuildings.co.uk/wiki/Selective_tendering.

Luther, C. (2018, July 1). What Tools Does an Architect Use? Retrieved from https://work.chron.com/tools-architect-use-10408.html.

MBPJ (2011). Retrieved from http://www.mbpj.gov.my/sites/default/files/mbpj/sumber/muat_turun_borang/borang-bo rang_online_unit_pusat_setempatosc/borang_permohonan_bangunan_baru_-_banglo .pdf Mediaraya to launch SoFo project in Subang Jaya by early December. (n.d.). Retrieved from https://www.edgeprop.my/content/966445/mediaraya-launch-sofo-project-subang-jaya-earl y-december.

One Stop Centre - OSC Online. (2019). Retrieved from http://osconline.mbpj.gov.my:8080/eOSC/penyerahan.page Practical Completion – Explained (but not defined). (2012, March 6). Retrieved from https://simplymalaysia.wordpress.com/articles/certificates-payment/practical-completio n-explained-but-not-defined/.

Steps for MBPJ Approval - Demolish and Rebuild. Retrieved from http://baitalks.blogspot.com/2017/08/steps-for-mbpj-approval-demolish-and.html Selangor Town and Country Planning Development. (2007) Selangor State Planning Guidelines and Standards Manual Persatuan Arkitek Malaysia. (2006) Agreement and Conditions of PAM Contract 2006 (Without Quantities)

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