Project Management Assignment 2

Project Management (MGT 60704)

Assignment 2

Final Project Management Report

Name : Chow Wei Qi Student ID : 0331447 Tutor : Ar Edwin Chan

TABLE OF CONTENT 1.

Project Introduction ……………………………………. 3 1.1.

1.2.

1.3.

1.4.

1.5.

2.

4.

5.

Site Introduction Swot Analysis PESTLE Analysis

Preliminary Phase Construction Phase Operation and maintenance Phase

7.

Maintenance Strategy ……………………………………… 15 8.1. Preventive Maintenance 8.2. Breakdown Maintenance

8.

Success Criteria ……………………………………………. 17 9.1.

9.2.

9.3.

9.4

Project Suitability……………………………………….. 7 4.1. Contextual response 4.2. Programmatic response Project Viability…………………………………………. 8 5.1. Gross Floor Area

Risk Analysis ……………………………………………….. 13 1.1.

1.2.

1.3.

Site Analysis…………………………………………….. 5 2.1.

2.2.

2.3.

3.

Design Brief Proposed Programmes Project Objectives Client Stakeholders

6.

Scope Cost Time Quality

9.

Work Breakdown Structure ……………………………….. 18

10.

Gantt Chart …………………………………………………… 19

Project Procurement…………………………………… 9 5.1.

5.2.

Contract Procurement Resource Planning

2

1

PROJECT INTRODUCTION

1.1

Design Brief

1.3

The client intends to build a Socio-Cultural Centre in the city centre of Johor Bahru to provide a platform for public interaction extending beyond lifestyle centre. It serves as ‘A City Lobby’ where it encourages positive engagement between the public, an opportunity for youth, elderly, and adult public to stamp and define the place through their own or collaborative activities. The client also intends the design to reflect and respond to the site context.

1.2

Proposed Programme

● ● ● ●

1.4

Project Objectives To design spaces that will create positive impact to the public To fully explore design through a series of test to identify the possibilities and potentials To incorporate elements of sustainability through to design to promote a healthier living environment To deliver project efficiently with compliance to the guidelines and regulations, buildability, safety standards and user requirements.

Client

The intention of the proposed programmes are to provide highly engaging activities spaces to that acts as a catalyst for community interaction as well as to re-energies the city centre. This aims to promote inclusiveness and provide a strong sense of place within the site.

Play fountain

This project is proposed by Jabatan Kebudayaan & Kesenian Negara Johor (JKKN Johor) which is one of the agencies under Ministry of Tourism and Culture Malaysia to promote and implement cultural and arts activities in Malaysia.

Amphitheatre

1.5

Cafe/ Restaurants

Gallery

Cty Library

Stakeholders Majlis Bandaraya Johor Bahru (MBJB) is the key stakeholder of the project in which they have direct impact to affect or being affected by the execution or outcome of the project. They influences and have the authority to dictate whether a project is a success or not.

Theatre

3

Internal Stakeholders

External Stakeholders

Internal stakeholders are individuals or groups who are directly and/or financially involved in the operational process of the project

External Stakeholders are individuals or groups outside a business or project, but who can affect or be affected by the business or project.

Client (JKKN JOHOR)

Client (JJKN JOHOR)

Consultants

WQ Architects One Alpha M&E

Contractor

Subcontractor

Majlis Bandaraya Johor Bahru (MBJB) Jabatan Kejuruteraan Jabatan Bangunan Jabatan Pengaliran dan Saliran Jabatan Perancangan Jabatan Belia dan Sukan Service Providers Tenaga Nasional Pos Malaysia Indah Water Konsortium (IWK) Telekom Malaysia

C&S Enterprise JKR KBC Quantity Surveyor Sdn. Bhd.

BOMBA Suppliers

Ming Landscape Sdn. Bhd.

End Users Communities Foreign/Local Tourist Consumers Administrative workers

4

2

SITE INFORMATION

2.1

Site Introduction

2.2

COMMERCIAL VACANT UNDEVELOPED FINANCIAL SITE B

SWOT Analysis

SWOT Analysis is a strategic planning technique used to identify the strength, weakness, opportunity and threat of the site, intended to specify the objective of the project and study the internal and external factors which are favourable and unfavourable in achieving the objectives.

OPEN CARPARK EDUCATIONAL RELIGIOUS

Strength

Weakness

- Adaptation to the modern era - Convenient transportation - Government initiative in building a livable city - Variety of business - Interesting topography

- Not OKU friendly - Lack of cultural identity - Lack of night activities - Urban coarse grain

Opportunity

Threat

- Linkage between the 2 streets - Contact point - Dual experience - Improving walkability - Introduce social space

- Lack of surveillance - Weak civic consciousness - Robbery cases - Dodgy alleyways

GOVERNMENT HEALTHCARE

The site is located along Jalan Wong Ah Fok and Jalan Trus in Johor Bahru city centre. Jalan Wong Ah Fok is situated amongst the high rise buildings with a wide pedestrian friendly walkway which is in contrast to Jalan Trus that has a narrower road that provides a more intimate walking experience. However, the site is no OKU friendly, hence stating the need to design with consideration for the disabled.

Within the site itself, there are a wide range of uses available and is easily accessible from JB sentral where most locals and foreigners would travel to and fro singapore. Therefore, the design aims to cater for the local communities and tourist as well as to fulfil the needs of the site which is lacking in public realm.

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2.3

PESTLE Analysis

PESTLE Analysis is a framework to analyse the key factors (Political, Economic, Sociological, Technological, Legal and Environmental)

influencing the project externally.

Political

Economy

Technology

The land is owned and managed by Majlis Bandaraya Johor Bahru (MBJB). Collaboration with the ministries would provide a legal framework that permits documentation which have to be obtained during the various stages of the project.

The economy of the site is generated by the commercial, financial, educational and cultural facilities which are in close proximity to the proposed site. This makes the site a strategic location to attract local communities and tourist. Therefore, the proposed programmes in the social cultural centre should benefit the users in order for the project to be economically beneficial for the client.

Urban building strategy is incorporated into the building in consideration of GBI with elements of sustainability. The form and materials of the building facade and roof allows natural lighting and ventilation which makes the building to function more effectively.

Social

Legal

Environment

The proposed programmes are specifically designed to cater and benefit a wide range of user group of various demographic and social backgrounds. Along with the wide range of facilities around the site, the social cultural hub would serve as a gathering spot for people to gather and engage in social activities.

The design, buildability, safety standards and user requirements of the building should comply to the pertinent guidelines and regulations according to the Uniform Building By-Laws (UBBL 1984). Compliance with Universal Design and Accessibility in the Built Environment - Code of Practice (MS1184:2014) is also required

Due to the lack of public realm and greeneries at the surrounding site context, an amphitheatre with landscape design is incorporated into the building design to enhance the urban landscape in response to the existing wide pedestrian walkway to create a lingering impression for the pedestrian to gather and socialize.

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3 3.1

PROJECT SUITABILITY Contextual Response

3.2

The design of the building respond to the site context and take into consideration the characteristic of buildings and roads within the site. The focus of the two main building facade are the ones facing Jalan Wong Ah Fok and Jalan Trus. There is a huge contrast in terms of topography between these two roads where Jalan Trus is 4.8m higher than Jalan Wong Ah Fok. The main entrance for vehicle would be on Jalan Trus as to not disrupt the wide pedestrian walkway Jalan Wong Ah Fok. Hence, on the floor level facing Jalan Wong Ah Fok are mainly open spaces such as amphitheatre which aims to promote human interaction as well as to increase the permeability between the building and the designated pedestrian walkway.

3.3

Programmatic Response

The design of the social cultural centre focuses on the intention to acts as an identiďŹ able meeting place and transitional space that allows users to generate familiar or new interest through engaging in social interaction. A lingering impression is given to the building by inserting an amphitheatre at the frontage of the building facing Jalan Wong Ah Fok not only to act as catalyst for community interaction but also to re-energies the city centre as a new centrality within the site.

Jalan Wong Ah Fok

Key Features Public Realm Emphasis on the frontage of the building as an amphitheatre to be a vibrant urban node with fair appreciation of greenery in response to the wide pedestrian friendly walkway as well as to create a lingering impression for pedestrian to gather and socialise.

Symmetry Main axis across the site dividing the building into two main parts in response to the site while creating a strong sense of place with strong visual interest.

Jalan Trus

Contemporary vs Conservative Geometry is manipulated to compliment the urban visual profile along Jalan Wong Ah Fok while enhancing the overall appearance of spatial richness inherent in the built form.

Traditional shophouse feature (arch frame) injected into the building facade facing Jalan Trus as to respond and respect the existing character of the site.

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4 4.1

PROJECT VIABILITY Gross Floor Area

Basement Car Bay

GFA 1235 m2

First Floor

GFA

Second Floor

GFA

Cafe/ Restaurant

250 m2

Theatre

250m2

Loading Bay

36 m2

City Library

74 m2

Lounge

50 m2

Refuse Chamber

19 m2

Temporary Accommodation

63 m2

Observation deck

20 m2

Lift Lobby

45 m2

Retail

180 m2

Lift Core

19 m2

Services

17 m2

Clinic

27 m2

Services

17 m2

Fire Staircase

33 m2

Lift Core

19 m2

Fire Staircase

33 m2

1385 m2

Services

17 m2

Washroom

44 m2

Fire Staircase

33 m2

Walkway

156 m2

Washroom

44 m2

Total

589 m2

Walkway

167 m2

Total

874m2

Total

Ground Floor

GFA

Amphitheatre

Second Floor

GFA

376 m2

Gallery

70 m2

City Library

74 m2

Lift Core

19 m2

Lobby / Reception

46 m2

Services

17 m2

Administration Office

44 m2

Fire Staircase

33 m2

Lift Core

19 m2

Washroom

44 m2

Services

17 m2

Walkway

156 m2

Fire Staircase

33 m2

Total

339 m2

Washroom

44 m2

Walkway

700 m2

Total

1350 m2

Medium cost - RM 300/sqft Floor without basement = 3152 sqm = 33928 sqft Gross construction Cost = RM10,178400 Low Cost RM 200/sqft Basement = 1385 sqm = 14908 sqft Gross Construction Cost = RM2,981000 Total Gross Construction Cost = RM13,159400 Total Gross Development Cost = Total Gross Cost + Regulatory and Service Providers Fee (3%) + Consultant Fees (10%) + Contingency Fee (10%) = RM 16,184064

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5

PROJECT PROCUREMENT

5.1

Contract Procurement

Traditional Procurement Method

Lump Sum Contract

This project will adapt the traditional procurement method whereby the client will appoint architect and consultants to complete the design and produce specifications of the building in detail then prepare tender documentation, including drawings, work schedules and bills of quantities. Upon completion of the design, the client will appoint a main contractor through bidding to complete the construction works. The contractor will prepare the tender documents based on the specifications and drawings. Usually the lowest tenderers will be awarded the contract. The responsibility of the design of the development will lie with the consultants, whereas the contractor will be solely responsible for the construction activities.

Under a lump sum contract, a single ‘lump sum’ price for all the works is agreed before the works begin. It is a fixed price contract where contractors undertake be responsible for executing the complete contract work for a stated total sum of money. However, the sum is likely to be subjected to fluctuation such as tax and other changes that are not foreseeable a the time of tendering. A lump sum contract also requires the production of a complete set of documents before tenders are invited and adequate time must be allowed for this. This is considered a beneficial contract agreement if the work is well defined when tenders are sought and significant changes to requirements are unlikely.

Advantages ●

●

design lead and the client is able to have a direct influence on the project which can facilitate a high level of functionality and improve the quality of the overall design. competitive equity as all tendering contractors bid on the same basis

Disadvantages ●

Time consuming process to produce the full contract documentation. Tenders documents from an incomplete design can be produced but can lead to less cost and time certainty as well as disputes.

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5.2

Resource Planning Tasks/ Deliverables

1.

Controller

Resource Type/ Quantity

Equipments

Skills Required

Client, Consultant Team

Safety Equipments, Manual Tools

Ability to understand site context and conduct analysis on the site potentials.

Schematic Design

1.1

Site Visit & Survey

Client

1.2

Site Documentation and Analysis

Architect

1 Architect, 1 Land Surveyor, 1 Soil Investigator

Stationery

land surveyor and solid investigator should be present

1.3

Conceptual Sketches

Architect

1 Architect

Stationery

-

1.4

M&E and Landscape Planning

M&E Engineer, Architect

1 M&E Engineer, 1 Landscape Architect

Computer, Plotter

Autocad, Revit

1.5

Cost Estimation

Quantity Surveyor

1 Quantity Surveyor

Computer, Plotter

Microsoft Excel

Computer, Plotter

Autocad, Revit

2. Design Development Phase 2.1

Detailed Design Drawings

Architect

1 Architect, 2 Draftsman

2.2

Structural Design Drawings

C&S Engineer

2 C&S Engineer

Computer, Plotter

Autocad, Revit

2.3

Local Authority Submission

Architect

All Consultants

Documents and Drawings

Experience in building approval application

3.

Contract Documentation Phase

3.1

Tender Documentation drawings complete

Architect

3 draughtsman and all consultant

Computer Plotter

Autocad, Revit

10

Tasks/ Deliverables

Controller

Resource Type/ Quantity

Equipments

Skills Required

Preparation of Bills of Quantities

Quantity Surveyor

1 Quantity Surveyor

Computer, Plotter

Experience in preparing, negotiating and analyzing cost for tenders and contracts

3.3

Tender Period

Architect

1 Architect, 1 Project Manager

Computer, Plotter

-

3.4

Tender Evaluation

Architect

1 Client, Consultants, 2 Contractor

Computer Printer

-

3.5

Letter of Award

Architect

All Consultants

Computer, Printer

Microsoft Word

3.2

4. Contract Implementation and Documentation Phase

4.1

Setting Out

Contractor

4.2

Site Cleaning and Site Leveling

Contractor

4.3

Excavation of Earth

Contractor

4.4

PIling construction and installation

Contractor

4.5

RC Columns, Beam, Floor

4.6

RC Slabs, Ramp

4.7

Precast Concrete Walls

C&S Engineer C&S Engineer

C&S Engineer

1 Architect, 2 contractor and 30 team workers

Safety Equipments, Fencing, Signage, Ropes, Machinery Refuse Lorries, Excavation Equipments Excavation Equipments

1 Architect, 1 Project manager, 1 C&S Engineer 2 contractor, 30 team workers

Machineries, Safety Equipments

Cement Mixer, Concrete Mixer, Crane, Construction Equipments, Safety Equipments

- Understanding and competency of installation and construction of all services -Ability to comprehend construction drawings provided -Ability to utilises all equipments required to carry out work

11

4.8

Tasks/ Deliverables

Controller

Resource Type/ Quantity

Equipments

Curtain wall installation

Manufacturer Specialist

Product of manufacturer specialist

Cranes, installation equipments

C&S Engineer

1 Architect, 1 Project manager. 1 C&S Engineer, 2 product manufacturer specialist, 2 contractor and 30 team workers

Architect

1 Architect, 1 Project managers, 2 contractor, 30 team workers

Construction Equipments

M&E Engineer

1 Architect, 1 Project Manager, 1 M&E Engineer, 2 Contractor, 30 team workers

Wiring Equipments, Plumbing Equipments

Architect

1 Client, 1 Architect. 1 Project Manager, 1 Quantity Surveyor, 1 M&E and 1 C&S Engineers, 1 Landscape Architect, 2 Consultants, 3 Contractors

Testing Equipments, Camera

Contractor

1 contractor and 30team workers

Cleaning equipments

-

4.9

Roof Construction

4.10

Door and Window Installation

4.11

M&E Services Installation

Cranes, Construction Equipments

Skills Required

- Understanding and competency of installation and construction of all services -Ability to comprehend construction drawings provided -Ability to utilises all equipments required to carry out work

5. FInal Completion Phase

Ability to utilise all equipments required

5.1

Testing, Commissioning

5.2

Cleaning

5.3

Inspection by consultants

Architect

1 Architect, consultants, 1 Client

Stationery, Camera

-

5.4

Granting of CPC

Architect

1 Architect, 1 Client

Computer, Printer

Microsoft Word

5.5

Granting of CCC

Architect

1 Architect, 1 Client

Computer Printer

Microsoft Word

5.6

Final Accounts Certificate

Architect

1 Architect, 1 Quantity Surveyor

Computer, Printer

Microsoft Excel

12

6

RISK ANALYSIS

6.1

Preliminary Phase

No 1

2

3

4

Risk Client expresses dissatisfaction of design proposal Local communities pose objections

Communication breakdown with project team Consultants unable to meet deadlines

5

Unsuitable selection of materials

6

Changes in design due to insufficient cost to reduce budget

7

Discrepancy in drawings

8

Tender drawings not approved by authorities

9

Low response from consultant and contractor

Likelihood

Severity

High

LowMedium

Low

LowMedium

Mitigation Strategy

Contingency Plan

Delay in project, quality of work reduces.

Effective communication and negotiation to meet client requirements.

Ensure client is aware of the planned schedules and limit changes of designs.

Change of design and delay in project

Conduct market research to obtain community agreement

Convince community with positive impact of the project

Medium

Result in misunderstanding affecting project workflow

Ensure team members communicate to achieve common goals

Conduct meeting to clarify and resolve issues

Low

Medium

Delay in project and affect quality of work

Recognition of WBS and Gantt Chart for the given time duration

Consultants should be experienced and competent

Low

Medium

Wastage of resources and materials

Consultant should advice on suitability of materials

Conduct preliminary cost estimation

Low

MediumHigh

Change of design, materials and construction method

Consultants should provide advice on pricing for materials

Conduct preliminary cost estimation to not exceed budget

High

High

Conflict amongst team members

Ensure drawings are being checked regularly

Conduct meetings to clarify and resolve issues

Medium

High

Delay in project duration and additional submission cost

Ensure drawings comply to authorities’ requirements

Provide updated drawings frequently to the authorities

Limited options and does not meet the budget

Extend tender period and post request through various platforms

Proceed with most efficient tender option

Low

Low

High

Effect

13

6.2

Construction Phase

No

Risk

1

Insufficient storage on site for building materials

3

Delayed deliveries and disruptions

5

Difficulties in constructing roof and facade system

6

Insufficient workforce

2

Damage to persons or property

No

Effect

Mitigation Strategy

Contingency Plan

Delay in subsequent project operations

Ensure adequate float for environmental factors

Reschedule construction works according to weather conditions

Medium

Low

Medium

Low

Authorities would ask to stop the operation on site

Ensure enough storage space to store materials

Effective planning on allocation of materials

LowMedium

Delayed project duration and completion

Ensure proper planning and scheduling is conducted

Ensure sufficient time frame for deliveries

Low

Medium

Increment of project cost and disrupted project workflow

Ensure clear specifications are provided in detailed drawings for construction

Consult with engineers and contractor to discuss on problems and issues

Low

Medium

Delay in project and low labour workforce

Prepare for the amount of labour needed for each task

Efficient allocation of suitable task

High

Poor project impression to the public resulting in failure of project

Ensure safe standards comply to the by-Law

Conduct site inspection regularly

Low

Low

Operation and Maintenance Phase Risk

1

Delayed issuance of CCC

2

High maintenance cost of building

3

Severity

Poor weather conditions

4

6.3

Likelihood

Basement level damping issue

Likelihood

Severity

Medium

MediumHigh

Low

LowMedium

Medium

High

Effect

Mitigation Strategy

Contingency Plan

Additional cost and unable to handover on stated date

Ensure compliance with local authority requirement

Provide update frequently to the authorities

Does not meet client’s satisfactory level

Implement passive and active design strategy

Work with consultants to minimize cost and conduct value engineering

Structure integrity affected and causes discomfort to users

Use suitable waterproofing materials according to building requirement

Additional waterproofing in the interior space

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7

MAINTENANCE STRATEGY

7.1

Preventive Maintenance Items

Frequency

Strategy

1

Flooring

Daily

Ensure that flooring is cleaned everyday. Examine the condition of floors for evidence of deterioration.

2.

General Cleaning

Daily

Basic cleaning procedure to ensure building is well maintained in a good condition

3.

Office Equipment

Monthly

Ensure all equipments are functioning properly and restock any office supplies if necessary.

4.

Clinic Equipment

Monthly

Ensure all medical equipments are functioning properly.

5.

Restaurant Equipment

Monthly

Ensure all electrical equipment are functioning properly and are in good condition

6.

Landscaping

Monthly

Ensure all softscape and hardscape are in good condition and well maintained. Trim plants and lawns frequently to avoid overgrowth.

7.

Roofing

Monthly

Inspect the condition of roof and ensure no leakage.

8.

Windows and Doors

Monthly

Check all doors for proper operation, ensure exits are not obstructed. Remove dirt and dust to ensure a clean environment.

9.

Railings

Monthly

Ensure all railing are well maintained and are in good condition.

10.

Mechanical and Electrical Works

Quarterly

Ensure all lightings and ventilation equipments are properly installed and functioning.

11.

Car Park

Quarterly

Ensure ramps, parking gate and autopay machine is functioning well.

12.

Building Safety Inspection

Yearly

Ensure safety signs and equipment labels are in good condition. Check inventory and restock all first aid kits.

15

7.2

Breakdown Maintenance Items

Strategy

1

General Lighting

Replace when burnt out

2

General Plumbing

Replace when damaged

3

Fixtures and Equipments

Replace when is broken or is health and safety threatening

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8

SUCCESS CRITERIA

8.1

Scope

This is part of project planning that involves determining and documenting a list of specific project goals, deliverables, features, functions, tasks, deadlines, and costs in order to deliver a project effectively with the most favourable outcome. This project requires a well coordination between the team members and consultants. Each and everyone who are involved in this project are given a specific role and are required to complete their tasks and responsibilities at each phase of the project.

1.

The progression of the project has to strictly follow the Work Breakdown Structure (WBS) which is a chart that illustrate project tasks to reflect the relation to each other and the project in general 2.

Gantt Chart to show the schedules of the key stages of the project to monitor the progress of workflow.

8.2

Cost

The total estimated cost for this project is RM 16,184064 including all stages from preliminary phase, construction phase and completion phase.

1.

The costs of fees, materials and labours to be controlled and discussed throughout the project progression as to not exceed the given budget.

2.

Materials selection to be based on quality, cost, durability and sustainability, to be discussed with client and consultants.

3.

Periodical monitoring and supervision during construction phase is important to avoid possibilities of additional costs.

8.3

Time

The project is subjected to be completed within the time frame of 32 months. The project will start in November 2019 and expected to complete in June 2021. The duration would be dependant on the project workflow and deliverables required for completing the project .

1.

Project carried out according to scheduling planning provided in Gantt Chart to avoid any risk or delays that would affect the project workflow.

2.

All consultants should work on a similar pace in order to meet deadlines to avoid any delays in project.

3.

Progression of project to be monitored and checked periodically

8.4

Quality

The main focus of the success criteria in a project. Quality should be prioritized on all phases of the project in order to achieve a positive outcome.The maintenance strategy is important to ensure that the building is always in an optimal quality where the surrounding of the site is always well maintained to achieve a quality product. Striking a balance between the three elements which are scope, cost and time would also contributes in producing a quality product that meets all the success criteria.

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9

WORK BREAKDOWN STRUCTURE Social Cultural Centre

1. Schematic Design Phase 1.1 Project briefing by client 1.2 Site Visit 1.3 Site Analysis 1.4 Spatial Planning and Tabulation 1.5 Preliminary Design Proposal 1.6 Building Structure Proposal 1.7 Building Services Proposal 1.8 Landscape Design Proposal 1.9 Preliminary Bill of Quantities

2. Design Development Phase 2.1 Detailed architectural drawings complete 2.2 Detailed structural drawings complete 2.3 Detailed service drawings complete 2.4 Detailed landscaping drawings complete 2.5 Pre-tender cost estimation 2.6 Building Plans submission to MBJB 2.7 Fire compliance drawings submitted to BOMBA 2.8 Electrical drawings submitted to TNB 2.9 Plumbing and sewerage submitted to IWK 2.10 Gain submission approval from all authorities

3. Contract Documentation Phase 3.1 Tender documentation drawings complete 3.2 Structural tender documentation drawings complete 3.3 M&E tender documentation drawings complete 3.4 Preparation of Bills of Quantities 3.5 Tender estimates 3.6 Call for tender 3.7 Review and evaluate tender offers 3.8 Tender report and recommendation 3.9 Awarding of tender contract to appointed contractor

5. Final Completion Phase 5.1 Testing and Commissioning 5.2 Cleaning 5.3 Inspection by consultant 5.4 Pre-CCC Inspection by authorities 5.5 Project handover 5.6 Granting of CPC 5.7 Granting of CCC 5.8 Marketing and advertisement of programmes 5.9 Implement maintenance strategy 5.10 Practical completion of works

4. Contract Implementation Phase 4.1 Preliminary 4.1.1 Site handing over 4.1.2 Site mobilisation 4.1.3 Erect hoardings and signages 4.1.4 Setting Out 4.1.5 Site clearing and site leveling 4.2 Foundation 4.2.1 Excavation 4.2.2 Identify sewage 4.2.3 Piling activities 4.2.4 Pile caps installation 4.2.5 Noise abatement procedures 4.3 Basement Works 4.3.1 RC Retaining wall erected 4.3.2 RC floor slab installed 4.3.3 Ramps installed 4.3.4 Lift pit installed

4.4 Superstructure 4.4.1 RC Columns erected 4.4.2 RC Beams erected 4.4.3 RC Floors erected 4.5 Walls 4.5.1 Precast concrete wall for services cores erected (basement to 3rf floor) 4.5.2 Precast concrete load bearing walls erected 4.5.3 Precast concrete non-load bearing wall erected 4.5.4 Curtain walls with tinted glass installed 4.6 Roofs 4.6.1 Casting of metal cladding roof 4.6.2 Stormwater drainage system installation

4.7 M&E 4.7.1 Lift installation 4.7.2 Cabling and wiring works 4.7.3 Electrical wiring works 4.7.4 Air-conditioning and mechanical ventilation installation 4.7.5 Fire protection system 4.7.6 water supply and plumbing works 4.7.7 Sewerage works 4.7.8 Rainwater downpipe 4.7.9 Water tank installation 4.7.10 Stormwater reticulation system 4.7.11 Security surveillance and enforcement system 4.7.12 Fire water storage installation 4.7.13 Fire sprinkler installation 4.7.14 Smoke detector installation 4.7.15 External lighting works 4.7.16 Civil works

4.8 Architectural Finishes 4.8.1 Doors installation 4.8.2 Windows installation 4.8.3 Ceiling finishes 4.8.4 walls plastering 4.8.5 Floor finishes 4.8.6 Sanitary fixtures 4.8.7 Staircase finishes 4.8.8 Staircase handrail 4.8.9 Ramp railings 4.8.10 Platform railings 4.8.11 Ironmongery fixtures 4.9 Landscaping 4.9.1 Trees planting 4.9.2 Road 4.9.3 Signages

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10

GANTT CHART

19