Defining & Documenting a Project (Building Technology II)

PROJECT MANAGEMENT P1 : DEFINING AND DOCUMENTING A PROJECT NATIONAL INSTITUTES OF HEALTH, SETIA ALAM

N I H NATIONAL INSTITUTES OF HEALTH, SETIA ALAM

GDP ARCHITECTS

Chang Huey Yi 0322898 . Tan Min Chuen 0322938 . Tang Ying Jien 0322357 Lim Woo Leon 0322180 . Ng Kwang Zhou 0322802 . Teoh Jun Xiang 0322099 Ar. Sateerah Hassan

I.

CONTE N T S 1.0 Project Information

001

1.1 Project Information 1.2 Project Background, Objectives & Goals

2.0 Organization Structure Of Project 3.0 Team Members Of Project 3.1 External Project Management Team 3.1.1 Company 3.1.2 Company Introduction 3.1.3 Roles Of Project Management Team 3.1.4 Scope Of Work During Project 3.2 Project Manager 3.2.1 Company 3.2.2 Company Introduction 3.2.3 Role Of Project Manager 3.2.4 Scope Of Work During Project 3.3 Architect 3.3.1 Company 3.3.2 Company Introduction 3.3.3 Role Of Architect 3.3.4 Scope Of Work During Project 3.4 Civil & Structural Engineer 3.4.1 Company 3.4.2 Company Introduction 3.4.3 Role Of Civil & Structural Engineers 3.4.4 Scope Of Work During Project 3.5 Mechanical And Electrical Engineer, ICT & GBI Consultant 3.5 Company 3.5.2 Company Introduction 3.5.3 Role Of Mechanical And Electrical Engineer, ICT & GBI Consultant 3.5.4 Scope Of Work During Project 3.6 Quantity Surveyor 3.6.1 Company 3.6.2 Company Introduction 3.6.3 Role Of Quantity Surveyor 3.6.4 Scope Of Work During Project

004 005

II.

CONTE N T S 3.7 Interior Architect 3.7.1 Company 3.7.2 Company Introduction 3.7.3 Role Of Interior Architect 3.7.4 Scope Of Work During Project 3.8 Landscape Architect 3.8.1 Company 3.8.2 Company Introduction 3.8.3 Role Of Landscape Architect 3.8.4 Scope Of Work During Project 3.9 Town Planner 3.9.1 Company 3.9.2 Company Introduction 3.9.3 Role Of Town Planner 3.9.4 Scope Of Work During Project 3.10 Laboratory Consultant 3.10.1 Company 3.10.2 Company Introduction 3.10.3 Role Of Laboratory Consultant 3.10.4 Scope Of Work During Project 3.11 Traffic Consultant 3.11.1 Company 3.11.2 Company Introduction 3.11.3 Role Of Traffic Consultant 3.11.4 Scope Of Work During Project 3.12 Independent Checker Consultant 3.12.1 Company 3.12.2 Company Introduction 3.12.3 Role Of Independent Checker Consultant 3.12.4 Scope Of Work During Project

4.0 Stakeholders 5.0 Implementation Phases 5.1 Schematic Design Phase 5.1.1 Conceptual Design 5.1.2 Design Proposal 5.1.3 Client And Development Order

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III.

CONTE N T S 5.2 Design Development Phase 5.2.1 Preparing Drawing 5.2.2 Client Approval 5.2.3 Building Plan Submission 5.3 Contract Documentation Phase 5.3.1 Documentation Management 5.3.2 Open Tender To Sub-contractor 5.4 Contract Implementation And Management Phase 5.4.1 Construction Period 5.4.2 Authority Inspection 5.5 Final Completion Phase 5.5.1 Certification 5.5.2 Post Construction

6.0 Implementation Tools 7.0 Monitoring Tools, Strategies & Management Techniques 7.1 Project Timeline (Gantt Chart) 7.2 Project Progress Control (Technical Progress Report) 7.3 Site Inspection 7.4 Non-compliance Report 7.5 Status Of Defect 7.6 Environment Health And Safety Summary 7.7 Site Progress Meeting 7.8 Meeting Minutes 7.9 Daily Field And Logistic Records 7.9.1 Manpower Record 7.9.2 Site Management Record 7.9.3 Machinery And Equipment Record 7.10 Weather Record 7.11 Submission Of Material For Approval 7.11.1 Overview 7.11.2 Approval Workflow For Nih 7.11.3 Examples From Case Study 7.12 Request For Information (RFI) 7.12.1 Overview 7.12.2 Details Set Out In A RFI 7.12.3 RFI Categories 7.12.4 Case Study

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IV.

CONTE N T S 7.13 Site Memo (Reminders, Instructions, Informal To Highlight Issues) 7.14 Architect’s Instruction (AI) 7.14.1 Overview 7.14.2 Case Study 7.15 Engineer Instructions (EI) 7.15.1 Overview 7.15.2 Case Study 7.16 Project Quality Plan 7.16.1 Overview 7.16.2 Components Of PQP 7.16.3 Function Of PQP

8.0 Risks And Solutions

063

8.1 Issues

9.0 Procurement

065

9.1 Procurement System - Design And Build 9.2 Contract

10.0 Success Criteria Of Project 11.0 References 12.0 Appendix 12.1 Technical Progress Report 12.2 Construction Progress 12.3 Site Visit

068 070 074

001

1.0 P RO J ECT I N F O R MA T I O N Project Name : National Institutes Of Health (NIH) Project Function : Researching Institute Project Location : Jalan Setia Murni U13/52, Alam Nusantara, Setia Alam, 40170 Shah Alam, Selangor.

Project Scale And Dimension : 40 Acres (Total GFA : 1.5 Million Square Feet, With 2000 Car Parks) Project Budget : RM 850 Million + Project Duration : 6 Years (2013 to 2018) Client : Setia Federal Hill Sdn. Bhd. Owner : Ministry Of Health (KKM - Kementerian Kesihatan Menteri)

1.1 Project Background, Objectives & Goals

Figure : GDP Architects’ rendering of the National Institutes of Health.

Located in Setia Alam, the National Institutes of Health (NIH) is a network of Ministry of Health (MOH) research institutes, which aims to be Malaysia’s first integrated research complex with state-of-the-art facilities comparable to centres in Singapore and the United States.

002

The proposal of the National Institutes of Health project was made by Setia Federal Hill Sdn. Bhd. to provide 6 new institutions of medical research for the Ministry of Health. The proposal was made as Setia Federal Hill Sdn. Bhd. intended to obtain a land in Bangsar which was owned by the Ministry of Health.

A land swap was initiated to allow Setia to obtain the land, and in exchange, the National Institutes of Health project was proposed in Setia Alam for the Ministry of Health.

Occupying 40 acres of land, the complex consists of 6 distinct research institutes which are connected via carefully designed pedestrian linkages as well as landscaping elements. This allows seamless continuum between research institutes to be achieved, thus allowing its users to circulate and utilize the spaces efficiently and conveniently.

A multitude of amenities are provided within the complex, which include 3 auditoriums, a multipurpose hall, a library, canteen and meeting facilities.

The 6 institutes which make up the National Institutes of Health are : - INSTITUTE FOR MEDICAL RESEARCH (IMR) - INSTITUTE OF PUBLIC HEALTH (IPH) - CLINICAL RESEARCH CENTRE (CRC) - INSTITUTE FOR HEALTH SYSTEMS RESEARCH (IHSR) - INSTITUTE FOR HEALTH MANAGEMENT (IHM) - INSTITUTE FOR HEALTH BEHAVIOURAL RESEARCH (IHBR)

Figure : Block A of the National Institutes of

Figure : Landscaping elements between

Health.

research institutes. The pedestrian linkages are also visible.

003

Figure : National Institutes of Health Architectural Drawing

004

2.0 OR GA N IZ A T IO N S T R U C T U R E O F P R OJE CT SETIA FEDERAL HILL S/B

KEMENTERIAN KESIHATAN MALAYSIA

PENGURUSAN PROJEK

PROJECT OWNER

SETIA PRECAST S/B

KONSORTIUM OPUS

DESIGN & BUILD CONTRACTOR

PROJECT MANAGEMENT

CONSULTANTS

PERUNDING SIVIL & STRUKTUR

PERUNDING ARKITEK

PERUNDING MEKANIKAL, ELEKTRIKAL, ICT & GBI

PERUNDING ID

PERUNDING ARKITEK LANSKAP

PERUNDING UKUR BAHAN

PERUNDING MAKMAL

PERUNDING MAKMAL

T&T KONSULTS S/B

GDP ARCHITECTS S/B

PERUNDING KMN S/B

GDP ARCHITECTS S/B

URBAN DESIGN GROUP

JURUKUR BAHAN MAJU BINA

EMEC TECHNOLOGY S/B

EMEC TECHNOLOGY S/B

JURUTERA PENYEMAK BEBAS

PERANCANG BANDAR

PERUNDING TRAFIK

HACENT CONSULTANT S/B

GDP PLANNERS S/B

PERUNDING TRAFIK KLASIK S/B

SUB-CONTRACTORS

KONTRAKTOR KERJA TANAH

KONTRAKTOR CERUCUK & PILECAP

KONTRAKTOR UTAMA PACKAGE A

KONTRAKTOR UTAMA PACKAGE B

KONTRAKTOR UTAMA PACKAGE C

KONTRAKTOR INFRASTRUKTUR

SANDAR BINA SDN BHD

JUNTTAN PILING SDN BHD

LAUBROS HOLDING (M) SDN BHD

HJ. SAID BINAAN SDN BHD

DWITASIK SDN BHD

UNIQUE BUDGET SDN BHD

BLOK : SEMUA

BLOK : SEMUA

BLOK : A, B & D

BLOK : C & E

BLOK : F1, F2 & G

BLOK : SEMUA

Figure : Organization Structure

This project involves a separate owner and a client/developer, which is the Ministry of Health and SP Federal Hill Sdn. Bhd. respectively. Therefore, a project management company, Konsortium Opus INT. (M) Bhd., was hired to supervise the project on behalf of the Ministry of Health.

As this is a large scale project, a Design and Build contractor, Setia Precast Sdn. Bhd. was directly appointed by the client, Setia Federal Hill Sdn. Bhd. The project was then subdivided into Package A, Package B and Package C.

005

3.0 TE A M M EM B ER S O F P R O J E C T 3.1 External Project Management Team 3.1.1 Company

Konsortium OPUS Group Berhad

3.1.2 Company Introduction Konsortium Opus Group Berhad is a subsidiary of UEM Edgenta Berhad. This company is a leading multidisciplinary consultancy with over two decades of experiences. Until now Opus has served over 12,000 clients worldwide for major projects spanning Expressways & Highway, Built Environment, Airports & Railways, and Utilities. Opus’ headquarters is in Malaysia but its presence extends to New Zealand, Australia, United Kingdom, Canada, the United States and the MENA region. Besides, Opus’ consultancy expertise and experience allows it to apply innovative methodologies to aspects of asset development and asset management services across the whole-life cycle of an asset.

3.1.3 Roles of Project Management Team A project management team has a wide variety of roles during the construction process. A project management team plays an important part in the construction project, and is usually involved from its inception to its completion. In Malaysia, a project management team should fully understand Project Management Consultancy and authority to ensure that the consultancy can be fully maximized at each stage of construction. Usually the job is managed by the Project Manager and supervised by the Construction Manager, allied team of design engineer, construction engineer or project architect.

006

3.1.4 Scope Of Work During Project In the National Institutes of Health (NIH), Konsortium OPUS Group Berhad was hired by the Ministry of Health as part of the project management team to oversee the progress of the project and to inspect all of the following construction phases (From Phase 1 to Phase 4) on behalf of the Ministry of Health.

Konsortium OPUS Group Berhad acted as a mediator between the Ministry of Health and Setia Precast Sdn. Bhd. (Project Manager).

3.2 Project Manager 3.2.1 Company

In this project, Setia Precast Sdn. Bhd. is awarded as the design and build contractor, hence, the consultants are novated to Setia Precast after they are directly appointed by the client. Therefore, the project manager from Setia Precast Sdn. Bhd. will be the team leader of this project to manage and monitor the project.

3.2.2 Company Introduction Setia Precast Sdn Bhd is a specialist IBS contractor producing Precast components for residential units and commercial buildings.

Besides, Setia Precast Sdn Bhd is a Class A contractor registered with Pusat Khidmat Kontraktor (PKK) of Unit Penyelarasan Perlaksanaan, and also a Grade 7 contractor registered with CIDB Malaysia.

007

3.2.3 Role of Project Manager The amount of planning of work required can seem overwhelming at the start of the project. Hence the role of a project manager is to organize and manage the entire team during construction stage. There are a total of five phases in project management and it provides a systematic, timely, and controlled process that benefits the project’s stakeholders.

1. Initiating Phase Initiation is the first phase of the project lifecycle. Project’s value and feasibility are measured in this phase. Project managers normally use two evaluation tools to determine whether or not to pursue a project - Business Case Document & Feasibility Study. However, projects that pass these two test can be assigned to designated project office or a project team.

2. Planning Phase Once the project is approved, it requires a solid plan to guide the team at the same time to keep them on time and within budget. A well-written project plan gives guidance for obtaining resources, acquiring financing and required procuring materials. A proper project plan can lead the team to the

right

direction for producing quality outputs, handling risk, creating acceptance, communicating benefits to stakeholders and managing suppliers.

3. Executing Phase The execution phase is most commonly associated with project management.

The aim of execution is about building deliverables that satisfy the client’s needs. Team leaders are the one’s responsible by allocating resources and keeping team members focused on their assigned tasks.

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4. Monitoring & Controlling Phase Monitoring and control are sometimes combined with execution due to the reason that they often occur at the same time. Constant monitoring progress is a must to execute their own project plan in their own teams. Teams must monitor each and every task to avoid scope creep, calculate key performance indicators and track variations from allotted cost and time to guarantee deliveries that are promised.

5. Closing Phase Once a project is closed, project managers will deliver the finished project to the client and at the same time communicating completion to stakeholders and releasing resources to other projects. However, the essential step in a project lifecycle allows the team to access and document the project, by using mistakes and successes from previous projects to build stronger and even more successful teams.

3.2.4 Scope Of Work During Project A Project Manager was appointed by Setia Precast Sdn. Bhd., the Design and Build contractor, for the National Institutes of Health project. The Project Manager monitored the progress, mutual interactions and tasks of various parties in such a way that reduces the risk of overall failure, maximizes benefits, and minimizes costs from planning, procurement to the building completion phase.

Apart from that, the Project Manager,upheld the responsibility for making major or minor decisions. The Project Manager also ensured that risks were under control and to minimize uncertainty by making decisions that benefited the NIH project. During the construction of NIH, a project manager defined the scope of work of the project from its inception to its completion.

009 3.3 Architect 3.3.1 Company

GDP Architects Sdn Bhd

3.3.2 Company Introduction (A) Type of Architectural Practice Architectural

practices

in

Malaysia

can

be

categorised

under

Sole

Proprietorship, Partnership, Body Corporate and Multi-Disciplinary Practice.

This is determined by Lembaga Arkitek Malaysia (LAM) with the requirements listed under Section 7A of the Act and General Circular No. 2/2004.

GDP Architects Sdn. Bhd. is a large organization which comprises of over 100 members and 7 design teams. It is categorized as a Body Corporate as they fulfill the requirements below: 1. The board of directors shall be an Architect; 2. The body corporate shall have a minimum paid-up capital of RM 50,000; 3. The shares shall be held by members of the board of directors solely or with any other persons who are Architects; 4. Name of body corporate shall refrain from being pretentious or ostentatious or of such nature that may negatively affect the dignity of the profession or place it in a position of possible ridicule.

010 (B) Organization Culture : Adhocracy

Working culture in GDP is dynamic, which focuses on creativity and innovation.

As a large organization, GDP Architects encourage the culture of learning from peers. GDP is committed to creating innovative, workable solutions to respond to the unique characteristic of each project. GDP’s approach to design is thus a collective effort, which guides design decisions and the individual thinking processes.

Pin-Up Session : All 7 teams will gather once every week for a pin-up session to exchange knowledge and brainstorm for new ideas. This creates opportunities to receive opinions and ideas from different teams and from the CEO/ Directors, enriching the content and design of the projects, thus allowing more possibilities for the development of creative building designs.

011 Originality : GDP Architects emphasizes on originality of work and design, to refrain from using the same ideas or architectural language applied in previous projects. This encourages its members to think critically and to go beyond their comfort zones during design.

3.3.3 Role of Architect (A) Advisory Services - Ascertaining the objectives, brief and constraints for the project and advising on how to achieve the objectives, selection of site, feasibility studies, preliminary project planning and implementation schedule and resource planning.

(B) Basic Services - Schematic Design : At this stage, architects required to prepare preliminary conceptual sketch proposal to interpret the Design Brief. Once the conceptual proposal is approved by the client, the sketch proposal will develop into sketch designs and transform to a stage which is sufficient to enable an application for planning approval. Architects will produce work out approximate estimates of costs based on area, volume or other unit costs for client approval.

- Design Development : Once the schematic design stage is approved, it is developed in greater detail and forwarded to their consultants to start producing their own detailed design work. Preliminary cost estimates should be updated by architect for client’s approval. Apart from that, working drawings are also prepared for Building Plans (BP) submission for the approval from the authorities (eg: BOMBA).

- Contract Documentation : At this stage, all the Building Plans(BP) are approved and detailed with specification to produce tender drawings for tender process.

012

- Contract Implementation and Management : In this phase,the architect should perform all the functions and duties under the terms of the Building Contract including certifying the works and occupancy of the building.

- Final Completion Phase : At the end of the construction phase, the architect will assists the client with the handover of the building. The architect then will need to deal with issues regarding the Certificate of Completion and Compliance (CCC), Certificate of Practical Completion (CPC) and Certificate of Non-Completion. The architect should advise the client on liquidated damages whilst the start and end date of a

Defects

Liability

Period

is

established.

The

client

will

also

receive

maintenance manuals, warranties to certify as-Built drawings. Lastly, the issuance for the Certificate of Making Good Defects is done, Final Accounts is prepared and Final Certificate of Payment is then issued.

(C) Additional Services - Survey and investigations - Measured Drawings, Dilapidation, Building Survey - Planning and development services - Land Use Planning, Feasibility Studies - Supplementary Design Services - ID, Landscape, Signage - Financial Advisory Services - Cost Estimates & Tendering Evaluation - Exceptional Negotiations or Protracted Involvement - Court or Arbitration Issues, Lengthy Services - Project Management and Administration - Site Supervision, Construction Management, Facilities Management

3.3.4 Scope of Work during Project The scope of work of GDP Architects included all five implementation phases of the project by providing advisory, basic and additional services. For the National Institutes of Health project, GDP Architects performed solely as a consultant instead of a project manager.

013

There were a total of 4 project architects involved who were in charge of the different phases of the project. Phase 1 was handled by Ar. Muhammad Faizal Jamaluddin, Phase 2 was handled by Ar. Hedzril Jaffar, Phase 3 was handled by Ar. Nur Ilham Saiful Azhar and Phase 4 was handled by Ar. Khairul Afif. From the interview session conducted with Ar. Hedzril on site, the NIH project is currently at its Final Completion Phase and is awaiting for the approval for lifts (G Form) to obtain the Certificate of Completion and Compliance (CCC) from MBSA. Besides, GDP Architects also acted as a supervising officer (S.O.) to supervise on-site building works. GDP Architects required the contractors to submit the specifications of materials, which included material brands and sizes, through the submission of material for approval to be approved before any construction works were initiated. Once the materials were approved, subcontractors were required to submit a method statement which states the method for constructing, in accordance to the specification of each material. After reviewing the method statements, the architect provided the contractors with the method and quality for specific construction works. GDP Architects also requested a mock up from the subcontractors to visualise the details and workmanship of the particular construction. For example, when the contractor wanted to build a brick wall, GDP Architects requested a mock up for a bay of brick wall to be completed. After the architect was satisfied with the outcome of the construction, they will then allow the contractor to proceed with construction works.

Apart from that, GDP Architects worked as a contract administrator and an independent certifier to issue certifications under the contract and to certify acceptance of completed works in conformity to contract specifications and accepted standards.

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3.4 Civil & Structural Engineer 3.4.1 Company

T & T Konsult Sdn. Bhd.

3.4.2 Company Introduction T&T Konsult Sdn Bhd is an established Civil, Structural & Geotechnical Engineering Consultancy firm based in Taman SEA, Petaling Jaya. The firm started in 1991 and has been maintaining over 60 personnel. It is involved in various buildings and infrastructure works both in Malaysia and overseas.

3.4.3 Role of Civil & Structural Engineers T&T Konsult Sdn Bhd (TTK) is an award winning diversified engineering consultancy based in Kuala Lumpur, Malaysia. TTK offers a diverse suite of consulting engineering services including highway and rail, sanitary landfill and coastal engineering. It is primarily focused on civil, structural and geotechnical engineering. This includes the supervision of large scale infrastructure and construction projects.

015

3.4.4 Scope of Work during Project T&T Konsult Sdn Bhd (TTK) provided technical structure engineering consulting services on NIH structural plan. TTK was able to provide designs for both raft and piled foundation, sub basements and retaining systems. Besides, TTK designed and analyzed the main structure’s cast in-situ development. TTK was also responsible to supervised the NIH’s site development, construction and utilities requirements.

For civil engineering services, TTK was tasked to deliver a comprehensive planning of NIH’s road, drainage, water storage and other infrastructure aspects. TTK was required to conduct soil investigation to establish the condition of the ground below where the proposed building was to be constructed.

016

3.5 Mechanical and Electrical Engineer, ICT & GBI Consultant 3.5.1 Company

Perunding KMN Sdn. Bhd.

3.5.2 Company Introduction Perunding KMN Sdn. Bhd. is a consultancy firm specialising in Mechanical & Electrical Engineering and Project Management with an extensive experience and a diverse field of expertise. They are here to offer a comprehensive multi disciplinary service and provide a one-stop solution for our clients.

Their team members consist of trained professionals and semi-professionals who are equipped to handle all stages of a project to ensure the success of implementation and delivery.

3.5.3 Role of Mechanical and Electrical Engineer, ICT & GBI Consultant As a mechanical and electrical engineer, KMN tasked in creating initial feasibility studies, detailed engineering design in the range of a given estimated cost. They mainly look after design and specification of the mechanical and electrical aspects of the building. They also provide services to produce contract documentation and site supervision. They liaise with the authorities on mechanical and electrical approval requirements for the project.

3.5.4 Scope of Work during Project Perunding KMN Sdn. Bhd. managed the mechanical and electrical parts of the NIH building. KMN certified CCC Form G for the completion of mechanical and electrical works.

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(A) Under mechanical engineering services, they provided the following aspects, - Thermal Energy Storage & District Cooling - Air-conditioning and Mechanical Ventilation Systems - Fire Protection and Alarm Systems - Cold Water & Sanitary Plumbing - Lifts, Hoists, Escalators and Travelators (B) Under electrical engineering services, they provided the following aspects, - General Plant Installation - Electrical Lighting and Power - Street and Compound Lighting - Telephone Equipment and Distribution System - Public Address, Personal Location and Calling System - Close Circuit TV - Security and Alarm - Information, Communication and Telecommunication (ICT)

3.6 Quantity Surveyor 3.6.1 Company

Jurukur Bahan Maju Bina Sdn. Bhd.

3.6.2 Company Introduction Jurukur Bahan Maju Bina Sdn. Bhd. (JBMSB) was established in 1983, the practice has grown to become one of the respected consultant practices in providing quantity surveying and project management consultancy services and has branch offices in Johor Bahru and Terengganu.

018 They will analyze and consider the financial implications at every project stage, attaching great importance to cost control, budgeting and financial appraisal.

They meet deadlines, stick to budgets and achieve the target.

3.6.3 Role of Quantity Surveyor As quantity surveyors, JBMSB creates initial budget estimating to assess the feasibility of design proposals while advising comparative cost on alternative materials and construction systems. They create detailed cost planning and monitoring to ensure that designs are developed within the approved budget and time. They also give advice on appropriate contract packaging, tendering procedures and procurement options and manages selected procurement route. They take charge on financial post contract management including progress payment valuations, regular reporting of expenditure and final account.

3.6.4 Scope of Work During Project Through the NIH project, Jurukur Bahan Maju Bina Sdn. Bhd. (JBMSB) coordinated with GDP Architects from the beginning of the preliminary designing stage until post construction stage to report on every stage’s costing. The following are the phases and the quantity surveying done in every stage.

- Phase 1 : Preliminary costing - Phase 2 : Updated costing - Phase 3 : Bills of Quantities for tender - Phase 4 : Update cost during construction after tendering - Phase 5 : Final Account, claim, final figures - Payments and claims

019

3.7 Interior Architect 3.7.1 Company

GDP Interior Sdn. Bhd.

3.7.2 Company Introduction (As stated in GDP Architects Sdn Bhd)

3.7.3 Role of Interior Architect Interior architecture is the balance of the art and science of designing an interior space by taking into account of all elements of the build. GDP Interiors role is to create a space that is both functional and aesthetically pleasing. They interact with clients to identify their needs and design the interior furnishings accordingly. The practice of interior architecture requires GDP Interiors to consider pretty much everything to do with the building of an interior space that will affect human habitation.

3.7.4 Scope of Work During Project While planning the interior of NIH, GDP Interiors had to coordinate with a lab consultant and Ministry of Health (MOH). GDP Interiors custom made built-in and loose furniture according to lab consultant and MOH standards. This ensured the interior’s furniture were professionally accustomed to standard lab usage and MOH’s standard space allocation for different officer ranking. GDP Interiors also managed material finishing of ceiling and walls, choices of paints and texture and so on.

020

3.8 Landscape Architect 3.8.1 Company

Urban Design Group

3.8.2 Company Introduction Urban Design Group, LLC (UDG) is committed to reduce the ecological footprint while creating an environment of sustainable buildings. Their architecture intends to stimulate and inspire society to reflect and renew its commitment to the environment. It is the driving force behind our design endeavors. UDG affects our society not only through our architecture, but with proactive civic engagement and professional leadership.

3.8.3 Role of Landscape Architect Landscape architects generally responsible for creating natural and built environments that are aesthetically pleasing as well as practical, in both urban and rural areas. Usually landscape architects and designers advice on plan, design and oversee the creation, regeneration and development of external land areas such as gardens and recreational areas. Landscape architect also in charge in preparing the Landscape Tender Documents and Landscape Contract Documents. Apart from that, Landscape Architect has the responsibility of monitoring the progress of landscape works on site and ensures the landscape specifications are complied with standard requirement.

021

3.8.4 Scope of Work During Project Since the design development stage, Urban Design Group (UDG) works with Setia Federal Hill Sdn. Bhd. (client) and the consultant team to meet the vision they had for their outdoor space. From the interview with the landscape architect (Ar. Michael Lim), we knew that their team communicated and discussed with the client and consultant team during the initial meetings to capture the composition of hardscape and softscape. Amendments and progress were updated with plans and reports during the meeting to all the consultants and client for approval and agreeing on time-scales.

3.9 Town Planner 3.9.1 Company

GDP Planners Sdn Bhd

3.9.2 Company Introduction (As stated in GDP Architects Sdn Bhd)

3.9.3 Role of Town Planner GDP Planner’s task mainly compromise of coordinating and working in a team of town planner consultants engaging in township planning development. They require to carry out site analysis and appraisal of surrounding and existing infrastructure. They produce Land Use Zoning Plan, Layout Plan and Schematic design with compliance to authority guidelines and requirements. They are also require to prepare LCP and submission documents for the application of Development Order to local authority.

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3.9.4 Scope of Work During Project GDP Planners Sdn. Bhd.’s job scope was to plan and manage the surrounding context of NIH. They produced a complete site analysis and land use to assist GDP Architects on designing. Their aim was to balance out the conflict demands of other facilities and services provided within NIH, in order to allow appropriate development to take place. They ensured that NIH is a strategic development not only for NIH itself, but also beneficial for any other development.

3.10 Laboratory Consultant 3.10.1 Company

Emec Technology Sdn. Bhd.

3.10.2 Company Introduction Emec Technology Sdn. Bhd is a consultancy practice specializing in the planning, design and engineering of laboratories and medical facilities, ventilation systems and planning of equipment. Areas of experience include advanced education and post-graduate research institution, high containment facilities, contract research organizations, materials research and development, renewable energy, engineering laboratories, oil and gas, biotechnology, biomedical and medical research facilities.

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3.10.3 Role of Laboratory Consultant EMEC Technology Sdn. Bhd. possess vital experience in providing independent advice to clients of development of laboratory facilities and laboratory products. They are specialized in designing facilities and planning equipment for all types of laboratories. EMEC also offer specialized consultancy on laboratory safety.

3.10.4 Scope of Work During Project EMEC Technology Sdn. Bhd. plays a vital role in the consulting of laboratory facilities as most of the NIH building consist of researching and development quarters. They were required to advice GDPA(architect) on the standard dimensions of laboratory rooms; and GDPI(interior architect) on analyzing laboratory

density,

fume

cupboard

and

equipment

density,

laboratory

furniture system and ensured that systems were on standard protocol, to prevent any misconduct. As mechanical and electrical wiring were under KMN’s(M&E Engineer) work scope, EMEC needed to comment on the HVAC control systems, density of piped services, technology integration, making sure they were up to standard. As laboratory safety were also EMEC’s priority, they gave emphasis on the ventilation equipment needed to ensure that they were functioning according to international standards and regulation. They also advised directly, addressing any particulars on laboratory safety.

3.11 Traffic Consultant 3.11.1 Company

Emec Technology Sdn. Bhd.

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3.10.2 Company Introduction Founded by Dr. Tai Tuck Leong in 1994, Perunding Trafik Klasik (PTK) Sdn. Bhd. is a Transportation Planning & Traffic Management Consultancy in Malaysia. PTK draws its expertise and skills from the collective knowledge, experience and commitment of a team of professional transport planners and traffic engineers.

They ensure an effective blending of transportation planning knowledge and expertise with the deployment of advanced computing facilities and software.

3.11.3 Role of Traffic Consultant Members of the team have extensive local and international experience in transport

planning,

traffic

management,

transport

information

system

technology, transport project economic analysis, and highly technical and advanced computing skills. In particular, PTK are knowledgeable in aspect of the transportation sector in Malaysia and a comprehensive appreciation of the available transport database in the country.

3.11.4 Scope of Work during Project As NIH comprises a big build up area, the vehicular movement pattern in the compound needed expertise to manage the transport circulation. This is when Perunding Trafik Klasik (PTK) Sdn. Bhd. was called to advice on the flow of vehicular transport movement. They needed to chart and analyze the events of vehicular pattern in different types of scenarios to create a perfect route, reducing traffic problems and creating smooth paths. PTK needed to take into consideration of the circular road and carpark, as special adjustments were implied compared to the conventional straight roads, such as parking slot widths and road curvatures. Special parking lots for OKU were also added, complying with UBBL rules and regulations. With all these standards and guidelines, PTK will then assists GDP Architect to ensure that the allocated pathway and car parking lot location was designed according to their specification.

Aside from vehicular circulation, PTK needed to take into account of pedestrian movement pattern with designated walkways and crosswalks, for end user safety. They included special designated bus drop-off points, creating a more diverse transportation system into the building.

025

3.12 Independent Checker Consultant 3.12.1 Company

Hacent Consultant Sdn. Bhd.

3.12.2 Company Introduction Hacent Consultant has been incorporated since 12th July 2006. The Company is duly registered with the Board of Engineers, Malaysia and provides independent consultancy services in Civil, Structural, Geotechnical and Project Management Consultant as demanded in commercial projects, utilities and infrastructural works for the government, quasi government, corporate clients, developers and other similar establishment.

3.12.3 Role of Independent Checker Consultant (A) Geotechnical Engineering Consultancy - Advice on slope stability for hilly site, all kinds of vertical structure - Specialists in slope stability, soft ground treatments; remedial works, value engineering; reinforced earth walls; contiguous bored pile walls - Expertise in field of soft ground engineering, PVD methods, preloading; stone columns, and pile embankments - Consult on retaining walls greater than 6m high (B) Dynamic & Seismic Engineering Consultancy - Specialize in Finite Element 3D Seismic Engineering Software to advice on structural engineering on high-rise buildings experience particularly with Seismic & Dynamic Design Requirements Knowledgeable in UBC97 earthquake design for Zones 1 to 4

026

3.12.4 Scope of Work During Project The National Institute of Health (NIH) building was constructed on a hilly terrain where some areas had existing high slope. Hacent Consultant Sdn. Bhd. was tasked to consult on NIH topography and check on site’s slope stability while proposing vertical structure design, reinforced retaining wall.

On Dynamic and Seismic Engineering service, parts of the building were designed to be earthquake proof. As NIH was built as a whole unit, there were smaller units branching from the main building, which were prone to crack or terrain

movement,

leading

to

structural

difficulty.

Therefore,

Hacent

commented on the design that enabled the branching parts to move independently,reducing structural failure in the future.

Figure : Hacent needs to comment and advice on structural design on such hill terrain

Figure : The thick separation between two different section are structure that helps branching unit to move independently

027

4.0 STA K EHO L DER S Stakeholder is defined as any individual or party that might be impacted or affected positively or negatively by the process or completion of the project. In the construction industry, various stakeholders are involved due to the nature of construction projects. The stakeholders can be categorized as internal stakeholders and external stakeholders.

Internal Stakeholders : Individual or group involved within the project or people who will directly influence or be affected by the project.

External Stakeholders : Individual or group who will indirectly influence or be affected by the project in a significant way.

INTERNAL STAKEHOLDERS

EXTERNAL STAKEHOLDERS

CLIENT : Setia Federal Hill Sdn. Bhd.

LOCAL AUTHORITY : Majlis Bandaraya Shah Alam (MBSA)

OWNER : Ministry of Health (Kementerian Kesihatan Malaysia) PROJECT MANAGEMENT TEAM ON BEHALF OF MINISTRY OF HEALTH : Konsortium OPUS Group Berhad CONSULTANTS : Architect : GDP Architects Sdn. Bhd. Quantity Surveyor : Juruukur Bahan Maju Bina Sdn. Bhd. Civil, Structural & Geotechnical Engineering Consultant : T & T Konsult Sdn. Bhd. Mechanical & Electrical Engineer + ICT + GBI Consultant : Perunding KMN Sdn. Bhd. Laboratory Consultant : EMEC Technology Sdn. Bhd. Landscape Architect : Urban Design Group Interior Architect : GDP Interiors Sdn. Bhd.

SEWERAGE COMPANY : Indah Water Konsortium (IWK) ELECTRICITY UTILITY : Tenaga Nasional Berhad (TNB) WATER UTILITY : Syarikat Bekalan Air Selangor Sdn. Bhd. (SYABAS) FIRE AND RESCUE DEPARTMENT : BOMBA END USER : Students, Researchers

028

Town Planner : GDP Planners Sdn. Bhd. Independent Checker : Hacent Consultant Sdn. Bhd. Traffic Consultant : Perunding Trafik Klasik Sdn. Bhd. DESIGN & BUILD CONTRACTOR : Setia Precast Sdn. Bhd. SUB-CONTRACTORS : Haji Said Binaan Sdn. Bhd. LAUBROS Holding (M) Sdn. Bhd. Dwitasik Sdn. Bhd. Unique Budget Sdn. Bhd. Sandar Bina Sdn. Bhd. Junttan Piling Sdn. Bhd. NOMINATED SUB-CONTRACTORS : (ACMV) Sunline Technical Services Sdn. Bhd. (ELV System) Pristine Gateway Sdn. Bhd. (Sanitary & Cold Water System) Best Plumbing Work Sdn. Bhd. (Building Management System) Itech System Engineering Sdn. Bhd. (Fire Protection System) Kejuruteraan Segar Sdn. Bhd. (Electrical Telephone System) Letrikon Engineering Sdn. Bhd. (Gas Services) Instyle Solution Sdn. Bhd. (ICT Services) Tridimas Sdn. Bhd. (Lift) Sigma Elevator (M) Sdn. Bhd.

SUPPLIER : (Aluminium Window and Door Frame Shop Drawing Block C9) Tycotech Aluminium Sdn. Bhd. (Glass) Ajiya Safety Glass Sdn. Bhd. (Internal Painting for Block C5) JOTUN

029

(Laboratory Furniture) Steelab (M) Sdn. Bhd. / MDC Planner Sdn. Bhd. (PU Ceiling) Rigid Foam Industries (M) Sdn. Bhd. (Vinyl Flooring) Perunding Endah Alam Sdn. Bhd.

2009

SCHEMATIC PHASE 5 years

2013

DESIGN DEVELOPMENT PHASE 1 years

DEVELOPMENT ORDER DRAWING SUBMISSION

ARCHITECT

INTERIOR ARCHITECT

C&S ENGINEER

LABORATORY CONSULTANT

TRAFFIC CONSULTANT

2 years

BUILDING PLAN DRAWING SUBMISSION

-Initiate the designing of conceptual design of the building -Development order drawings

-Building plan drawing -Conduct client consultant meeting -Cost adjustment sccording to client

-Tender drawings

-Daily on-site inspection -Issue Non-Compliance Reports to consultants and subcontractors -Conduct meeting to update the client regarding the subcontractors’ work progress

JBMSB (Quantity Surveyor)

JBMSB (Quantity Surveyor)

JBMSB (Quantity Surveyor)

JBMSB (Quantity Surveyor)

-Preliminary Costing

-drafted out an overall cost estimation to tally with the budget given -obtained specifications of the materials from other parties and started to scout for suppliers

-Configures a precise Material Bill of Quantities and submit the report to Setia FH for contract document -Analyse the selected tender with the initial cost plan and draw a conclusion

-Be by GDPA side to report on any additional cost and construction fee

GDP Planners (Town Planner) -Site analysis - Urban planning exercise

GDP Interiors (Interior Architect)

GDP Interiors (Interior Architect)

-conceptual moodboard for texture, material, finishing and furniture

-Listing down specification for material and texture for drawing documentation

T & T Konsult (Civil & Structure Engineer)

T & T Konsult (Civil & Structure Engineer)

T & T Konsult (Civil & Structure Engineer)

-Structural plan and load report

-Prepare detailed structural plans

-Assist on completing tender drawing on structural aspect

Perunding KMN Sdn Bhd (Mechanical & Electrical Engineer)

Perunding KMN Sdn Bhd (Mechanical & Electrical Engineer)

-Prepare detailed mechanical and electrical plans

-Assist on completing tender drawing on mechanical and electrical aspect

Urban Design Group (Landscape Architect)

Urban Design Group (Landscape Architect)

-Softscape design according to requirements of local authorities

-Ensure that the landscaping is done according as planned

Emec Technology Sdn Bhd (Laboratory Consultant)

Emec Technology Sdn Bhd (Laboratory Consultant)

-Assist the design of laboratory facilities, ensuring the lab designs comply with Australia’s laboratory standards

-Have site inspection to ensure that the building are according to standards

Hacent Consultant Sdn. Bhd. (Independent Checker Consultant) -Consult on NIH topography and check on site’s slope stability -Advice structural engineering on high-rise buildings experience particularly with seismic & dynamic design requirements

FINAL PHASE

CONSTRUCTION

GDP Architect (Architect)

-Comment on development order plan

INDEPENDENT CHECKER CONSULTANT

TENDER DRAWING SUBMISSION

GDP Architect (Architect)

Perunding Trafik Klasik Sdn Bhd (Traffic Consultant)

2018

2 years

GDP Architect (Architect)

M&E ENGINEER

LANDSCAPE ARCHITECT

2016

CONTRACT IMPLEMENTATION AND MANAGEMENT PHASE

GDP Architect (Architect)

QUANTITY SURVEYOR

TOWN PLANNER

2014

CONTRACT & MANAGEMENT PHASE

GDP Architect (Architect) -submit Certificate of Completion and Compliance (CCC) -Certify as-built drawings and submit maintenance manuals -issue a Certificate of Making Good Defects (CGMD) to the subcontractors

JBMSB (Quantity Surveyor) -Create a final account to be issued by both JBMSB and Setia Precast for an overall costing

031

5.0 IM P L EM EN T A T I O N P H A S E S 5.1 Schematic Design Phase 5.1.1 Conceptual Design Setia Federal Hill Sdn. Bhd. envisioned and proposed 6 new institutions of medical research, which is the National Institutes of Health, for the Ministry of Health in Setia Alam, in order to obtain a piece of land in Bangsar, which is owned by the Ministry of Health, through a land swap process. GDP Architects was called upon to design, plan and furnish the research institute through GDP Architects, GDP Planners, and GDP Interiors respectively. Konsortium OPUS Group Berhad was enlisted by the Ministry of Health to overlook and manage the overall project, ensuring that the building is designed according to Ministry of Health guidelines. GDP Planners was hired to carry out site analysis, which includes land use, of the project site, conduct urban planning exercises and many more. After the site was thoroughly observed and analyzed, GDP Architects began to develop the conceptual design of the building form and spaces. The initial conceptual sketches were then presented to Setia Federal Hill Sdn. Bhd. as a brief interpretation of the project design. Later, Setia Precast Sdn. Bhd. was appointed by Setia Federal Hill Sdn. Bhd. as the Design and Build contractor as well as Project Manager to overlook the project’s construction.

5.1.2 Design Proposal Development Order drawings were prepared and reviewed by consultants. The Civil & Structural engineer, T&T Konsult Sdn. Bhd. (TTK) started to design and complete the structural plans and load report of the building to be submitted to local authority for approval. The interior architect, GDP Interiors (GDPI), designed the interior layout and developed conceptual moodboards for textures, materials, finishings, and furniture. The landscape architect, Urban Design Group (UDG), designed the landscaping elements of the project in accordance to local authority’s standards. The laboratory consultant, EMEC Technology Sdn. Bhd. advised the laboratory facilities, ensuring the lab designs comply with Australia’s laboratory standards. After all comments on the Development Order drawings were made by consultants, the quantity surveyor, Jurukur Bahan Maju Bina Sdn. Bhd. (JBMSB) evaluate the client’s budget and to tally it with the overall design prepared by GDP Architects and other consultants.

032

5.1.3 Client and Development Order GDP Architects conduct meetings with the client, Setia Federal Hill Sdn. Bhd. to discuss the budget and design of NIH’s preliminary design. GDP Architects consulted the Ministry of Health to ensure that the building’s design conforms to the government’s standards. Once the Ministry of Health commented on the project’s design, GDP Architects returned to other consultants to make amendments

until

the

overall

design

satisfied

the

client’s

needs

and

preferences. When the design and planning have been approved by Setia Federal Hill Sdn. Bhd., the completed development order drawings are then submitted to the local authority, MBSA, for approval.

5.2 Design Development Phase

5.2.1 Preparing Drawing While the submitted Development Order drawings await approval, the architect and consultants started to translate the design proposal into digital language by preparing building plan drawings and more specific detail drawings. GDP Architects and GDP Interiors revise the plans with elaborated floor plans, sections, detailings as well as door and window schedules. They also started to list down the materials and textures for drawing documentation. GDP Architects will distribute the elaborated drawings to other consultants for further detailing according to their respective work scope. The Civil & Structural engineer, T&T Konsult Sdn. Bhd. (TTK), prepared detailed structural plans based on Hacent’s advice on geotechnical as well as dynamic and seismic engineering. Perunding KMN Sdn. Bhd. (KMN) prepared detailed mechanical

and

electrical

plans.

Based

on

GDP

Architects

and

other

consultants’ drawings and detailings, the quantity surveyor, Jurukur Bahan Maju Bina Sdn. Bhd. (JBMSB) drafted out an overall cost estimation to tally with the budget given. JBMSB also obtained specifications of the materials from other parties and started to scout for suppliers for the best price.

033

5.2.2 Client Approval With the completed drawings and a set of preliminary cost estimation, a Client Consultant Meeting (CCM) was held with Setia Federal Hill Sdn. Bhd. to update the project’s progress and to obtain approval. Aspects from status of design, building plan drawings and other consultants’ job progress will be discussed during the meeting. Amendments and cost adjustments were made to come to an agreement between the client and architect.

5.2.3 Building Plan Submission After Setia Federal Hill Sdn. Bhd. approved all drawings and specifications prepared, the building plan drawings are submitted to the local authorities, such as Bomba and MBSA, to obtain building approval and permit on safety, as well as to obtain approval regarding rules, regulations, and building codes under the Uniform Building By-Law. Technical meetings were later arranged among GDP Architects and local authorities. The purpose of the meeting is to allow the local authorities to inspect the building plan drawings’ detailing and specifications as well as to advice on what is needed to be improved to ensure the plans will be approved as soon as possible. The design development phase ends when the building plan drawings were approved.

5.3 Contract Documentation Phase 5.3.1 Documentation Management GDP Architects produced tender drawings based on building plan drawings with detail specifications and shop drawings. Other consultants also helped to prepare all documents necessary for obtaining tenders for the works. During the Client Consultant Meetings held, GDP Architects ensured that other consultants use the latest drawings to ensure that they all tally and to produce the final tender drawings. With elaborated tender drawings produced, the quantity surveyor, Jurukur Bahan Maju Bina Sdn. Bhd. (JBMSB), produced and formalised a contract document, which consists of the bill of quantities, accompanied with tender drawings, and submit it to Setia Federal Hill Sdn. Bhd.

034

Setia Precast Sdn. Bhd. helped to manage the tender drawings by advising Setia Federal Hill Sdn. Bhd. on the bidding matters, drawing specifications, timeline, cost as well as conditions of the construction contract between the contractors and Setia Federal Hill Sdn. Bhd.

5.3.2 Open Tender to Sub-contractor With Setia Precast Sdn. Bhd. as the Design and Build contractor, an open tendering process was carried out, whereby an invitation in a form of contract documents which include tender drawings, bill of quantities and scope of works offered was sent out. Setia Precast Sdn. Bhd. manages the pricing information, schedule of works, tender condition of quality assurance as well as risk of limitation, and proceeded to present tendering data to interested subcontractors. Interested subcontractors will then offer their quotation to Setia Precast Sdn. Bhd. Eventually, Setia Precast Sdn. Bhd. will award contracts to subcontractors that won the tender based on their quotation and company profile. Laubros Holding (M) Sdn. Bhd. was awarded the contract for phase A; Haji Said Binaan Sdn. Bhd. for phase B, Dwitasik Sdn. Bhd. for phase C; and Unique Budget Sdn. Bhd. for the overall phase. With the subcontractors selected, the quantity surveyor, JBMSB, will analyse the subcontractors’ quotation based on the initial cost plan and draw a conclusion on the final costing for the client’s reference. An arrangement was later made for the subcontractors to complete a contract sign off with the client, Setia Federal Hill Sdn. Bhd. and construction phase can be executed.

5.4 Contract Implementation and Management Phase 5.4.1 Construction Period After the contracts were awarded to the subcontractors, the consultants will then

prepare

construction

drawings.

Setia

Precast

Sdn.

Bhd.

provides

subcontractors with construction drawings and schedules which include the project’s milestone and the initial start and finishing dates.

035

Details of the projects, management of site safety hazard, information boards, hoardings, workers’ quarters, meeting room and other facilities are being managed and constructed by Setia Precast Sdn. Bhd. before the construction works of NIH began. Setia Precast Sdn. Bhd. and GDP Architects were responsible to be the representatives to conduct site inspections and to issue Non-Compliance Reports to consultants and subcontractors to identify and acknowledge any defects during construction. Setia Precast Sdn. Bhd. managed the overall construction process whereas GDP Architects conducted daily inspections on-site to ensure every constructed works were completed according to construction drawings. The architect also issued Architect’s instruction during the construction works. Site meetings were held periodically for consultants to update the client regarding the subcontractors’ work progress. For any inquiries regarding information that is not stated in the contracts otherwise, the subcontractors will then submit a Request For Information (RFI) to consultants to retrieve it. The quantity surveyors, JBMSB, were also present to report any additional costs and construction fees.

5.4.2 Authority Inspection GDP Architects arranged for authorities to be present on site and conduct inspections in order to obtain authority approval. Authorities such as TNB, Sewerage Services Department (SSD) and SYABAS will examine and test the performance of electrical installations, sewage systems and water pump systems respectively.

036 5.5 Final Completion Phase 5.5.1 Certification Currently, the construction works for the National Institutes of Health is completed and the final inspections were completed with approval and confirmation from all parties. The NIH project is still awaiting the approval for lifts (G Form) to obtain the Certificate of Completion and Compliance (CCC) from MBSA. After the CCC is approved and received, only then will GDP Architects certify as-built drawings and submit maintenance manuals together with all warranties to the client, Setia Federal Hill Sdn. Bhd.

5.5.2 Post Construction After delivering the CCC and building to the Ministry of Health, GDP Architects will do a round of inspection to identify defects in the building within the defect liability period. Subcontractors are also responsible to rectify the defects and make any alignments prior to GDP Architects’ comment. After the building defects are rectified, GDP Architects will issue a Certificate of Making Good Defects (CGMD) to the subcontractors to signify that all works are completed. A final account will be issued by both the quantity surveyor, Jurukur Bahan Maju Bina Sdn. Bhd. (JBMSB), and the Design and Build contractor, Setia Precast Sdn. Bhd., to indicate the overall costing which the client, Setia Federal Hill Sdn. Bhd., will have to pay to Setia Precast Sdn. Bhd. and subcontractors.

037

6 . 0 I MP L E ME N T A T I ON T O O LS As

the

project

consists

of

many

components

that

require

coordination, various softwares were used by the architect and consultants acting to share information. Special programs were also needed

to

get

the

job

done

and

the

program

varies

from

responsibilities and roles within the project.

Computer-aided

design,

computer-aided

forecast

basic

and

tax,

components, resources and scheduling.

To facilitate the planning and tracking of project

charts

calculate

producing

performance,

payroll,

future

calculating revenues.

completing

To

storing and sorting data.

To create budgets, produce graphs and charts, and for

3D.

manufacturing, computer-aided engineering, PLM and

For

user interfaces.

data, implementation of algorithms, and creation of

For matrix manipulations, plotting of functions and

For 3D modelling and perspectives renderings.

construction documents.

For preparation of drawings from conceptual design to

PURPOSE

Microsoft Excel

SketchUp

Vectorworks

ARCHITECTS & I.D.

SolidWorks

MATLAB

SketchUp

AutoCAD

ENGINEERS

QUANTITY SURVEYORS

Project Libre

CostX

Project Libre Microsoft Excel Microsoft Excel

PROJECT MANAGER

002 038

038

7.0 M ON I T O RI N G T O O L S , S T R A T E G I E S & MANAG EM EN T T EC H N I Q U E S 7.1 Project Timeline (Gantt Chart) Project Managers will keep track of the project timeline by referring to a gantt chart to ensure that every phase in the project is completed within the stipulated time. The gantt chart keeps the client informed of the status of the project and also functions as a communication mechanism for keeping the whole team up to date. It also includes the roles and responsibilities of consultants in each implementation phase of the project.

7.2 Project Progress Control (Technical Progress Report) 7.2.1 Overview Project progress monitoring and control is one of the most important tasks of construction project management. Every project team member should be informed, in a timely and accurate manner, how is the project progressing, where they are currently in comparison to the initially set plans, whether deadlines are met and whether budgets are safely measured and followed. As such, project progress control is considered as one of the most significant success factors in construction projects.

It is mainly the responsibility of the contractors or subcontractors to update the architect/engineer, who, in turn, updates the owner regarding the progress of the project.

7.2.2 Physical Progress Control In the case of the National Institutes of Health project, the physical progress is controlled by measuring the percentage of physical works completed per meter square project. The physical progress of each building blocks were tabulated systematically per 2 weeks.

039

Figure : Executive summar y of physical progress of package B managed by Haji Said Binaan Sdn. Bhd. from 14 August to 28 August 2016.

Figure : One of the pages of the master programme covering physical progress of package B of NIH.

040

Figure : Specific tabulation of physical progress and scope of work for block C1 and C2 of NIH.

7.2.3 Financial Progress Control In the case of the National Institutes of Health project, the financial progress is controlled by measuring the total certified workdone amount and the total contract amount, as well as the certified percentage.

These figures provide a baseline for the assessment of the project’s financial performance during construction as they determine the amount of money spent for the construction work which was completed.

Figure: Financial progress report of NIH Package B as provided in the Technical Progress Report of Haji Said Binaan Sdn. Bhd.

041 7.3 Site Inspection Regular site inspections are carried out by the architects, site managers and all the other parties involved in the project. The site office is constantly used as the venue to discuss any defects occurred during, before and after their inspections.

For the National Institutes of Health (NIH), the project architect may inspect the site 5 times a day. The architect ensures that working drawings are understood and complied with, and shortcuts are not taken. In addition, the architect deals with workmen and contractors to ensure that works are completed

in

compliance

with

contract

documents,

in

terms

of

time

management and budgets.

A Non-Compliance Report will then be issued to record any errors which arise from the site inspections.

7.4 Non-Compliance Report A Non-Compliance Report is used and issued by the Quality Assurance/Quality Control (QA/QC) engineers on site to any concerned party whose works deviated from the plan and/or specifications of the construction project. For the National Institute of Health (NIH), concerned parties to be issued include, GDP Architects Sdn. Bhd., Perunding KMN Sdn. Bhd., contractors involved, consultants and other project teams.

The report is necessary as there will always be members of the construction team or subcontractors who, say, deliberately or unknowingly went off-plan due to the tight time schedule and or restrictions. This report has to be issued within one working day for faster circulation of the document, thus, lesser time is consumed for rectification.

The report issued by the QA/QC engineers may include items such as failure in the design strength, construction methodology as per clients’ choice is not followed, materials not approved by the client and several other reasons.

042 As a result, they can eliminate the mistake or error created and, at the same time, to record the corrective actions and preventive actions. This is to resolve issues on site and prevent the same mistakes from recurring. It will serve as an alarm bell.

Figure : Status of Non-Compliance Report (NCR) from 22 September 2015 to 16 November 2015.

7.5 Status of Defect A defect status will be issued to summarise and record the total number of defects inspected monthly for each block of the project and also to record the date of inspections within the particular month.

Figure : Defect status recorded from 6th April 2016 to 18th July 2016.

043 7.6 Environment Health and Safety Summary The main contractor of the project, Setia Precast Sdn. Bhd. (SPCSD), will be updated on the latest safety score during the monthly site progress meetings.

The updated score will be based on the overall result of the Quality Assurance/Quality Control report (QA/QC) which comprises of the latest updated Non-Compliance Report, Instruction Received Record, Contractor Material Approval (CMA) and Variation Order (VO).

7.7 Site Progress Meeting GDP Architects Sdn. Bhd. holds regular construction progress meetings which are attended by the contractor and, if necessary, members of the consultant team. The client, client representative or project manager also attend these meetings.

For the National Institutes of Health, the attendees include : Setia Precast Sdn. Bhd. – Client GDP Architects Sdn. Bhd. – Architect GDP Architects Sdn. Bhd. – Assistant Resident Architect GDP Interiors Sdn. Bhd. – Interior Designer T&T Konsult Sdn. Bhd. – C&S Resident Engineer Perunding KMN Sdn. Bhd. – M&E Engineer EMEC Technology Sdn. Bhd. – Lab Specialist Jurukur Bahan Maju Bina Sdn. Bhd. – Quantity Surveyor Haji Said Binaan Sdn. Bhd. – Building Work Contractor

The meeting will normally be chaired by GDP Architects Sdn. Bhd. Some agendas that were discussed during the meetings include contract matters, Environment, Health and Safety (EHS) matters, site matters, Progress Report, Site Progress Report/Coordination, architectural matters and C&S matters.

044 In addition, the meeting provides an opportunity to discuss major issues raised, such as : - Any special circumstances which may affect the contract at any stage - Testing regimes - Mock-ups - Quality issues - Weather reports - Issues that may impact costs - Health and safety issues - Issues with neighbours (such as noise, dust, vibrations, rights of light, access, safety, etc.)

- Off-site fabrication and off-site payments - Earned value analysis - Design issues - Warranties - Look ahead to the next period (including specific requirements for progress photos during the next period, which may include off-site fabrication photos)

7.8 Meeting minutes Meeting minutes prepared may state the issues brought up by the meeting participants, and related responses or decisions related to the issues. Any disagreement with the items recorded in the minutes is raised within a pre-defined period, which is within 3 days of the issuance in writing. Otherwise the minutes are assumed to be correct. The progress meetings will also result in the preparation of a construction progress report for the client.

045

Figure: Page 1 of meeting minutes stating the list of attendees.

046

Figure : Page 2 of meeting minutes which includes contract details.

047

Figure : Page 3 of meeting minutes record the matters discussed.

048

Figure : Page 4 of meeting minutes record the matters discussed.

049

Figure : Page 5 of meeting minutes record the matters discussed.

050

Figure: Page 6 of meeting minutes record the matters discussed and adjournment.

051 7.9 Daily Field and Logistic Records Daily field records is a monitoring tool which is used to record the activities conducted on site daily and deals with the quantity aspect of construction. For the National Institutes of Health (NIH), it includes a manpower record, a site management record and a machinery and equipment record.

7.9.1 Manpower Record A manpower record records the number of specialised or skilled personnel involved in a construction work daily. Parties involved include barbenders, carpenters, plastering, tiling, brick layering and many more. It is recorded daily to monitor the progress and completion of a construction phase.

Figure : Manpower record recorded from 15th August 2016 until 28th August 2016.

7.9.2 Site Management Record A site management record records the number of organizational parties present daily in the construction site.

052

Figure : Site Management Record recorded in August 2016.

7.9.3 Machinery and Equipment Record The Machinery and Equipment Record is a record similar to a logistics record whereby the total number of machinery and equipment used on site daily are recorded. It is used to determine whether there are any shortages of machinery or equipment, to determine the number of dysfunctional equipment, and to control the completion time of construction by monitoring the quantity of machinery and equipment used.

Figure: Machiner y and Equipment Record recorded in August 2016.

053 7.10 Weather Record If a request for extension is made during the construction phase, the architect will check the weather record to determine the validity of the request made.

Figure : Weather report in August 2016.

054 7.11 Submission of Material for Approval 7.11.1 Overview Contract documents, and specifically the contract specifications, often require the contractor or subcontractors to submit materials to be used on a building project.

Submittals which require review and approval are submitted to the design team, which consist of the architect, as well as the engineers, for approval of equipment, materials, etc. before they are fabricated, purchased and delivered to the project. This is to ensure that the correct products and quantities will be installed on the project in compliance with the design documents/contract documents.

Common submittal formats include: - Shop drawings - Cut sheets on equipment - Material samples 7.11.2 Approval Workflow For NIH Subcontractor (submits) > Main contractor (reviews) > Architect (reviews) > Main contractor (distributes) > Subcontractor (receives and prepares work) 7.11.3 Examples From Case Study (A) Aluminium window and door frame shop drawings Block C9

055 Cover sheet which includes information on : Main contractor : Setia Precast Sdn. Bhd..

Subcontractor : Haji Said Binaan Sdn. Bhd. Supplier : Tycotech Aluminium Sdn. Bhd. Architect : Ar. Hedzril

Figure : Aluminium extrusion schedule

(B) Material Approval

Figure : Material approval form

056 Figure : Cover sheet which includes information on: Main contractor : Setia Precast Sdn. Bhd..

Subcontractor : Haji Said Binaan Sdn. Bhd. Supplier : JOTUN Architect : Ar. Hedzril

Figure: Paint distribution for Block C5 (Level 2).

7.12 Request for Information (RFI) 7.12.1 Overview A Request for Information (RFI) is a formal question used to obtain information not contained or inferable in the contract documents during all phases of a project

(design,

tender,

construction).

A

subcontractor,

who

requires

information from a design or engineering professional will submit a RFI to retrieve it.

Contractually, the RFI is issued to request for further information, or when errors, conflicts, or omissions are discovered. As such, it is a contractual obligation and fundamental process for the successful delivery of a project.

057 7.12.2 Details Set Out in a RFI : - The details of project.

- The details of the party requesting the information.

- The date the query was raised.

- The nature of the information being requested.

- The date by which a response is required.

- Any supporting explanatory documents provided.

7.12.3 RFI Categories - Design clarifications (conflicts, incomplete plans, specifications) - Requests for a design change (often due to errors in construction, sequencing problems) - Requests for substitutions (value engineering, material availability, ease of use) - Constructability issues - Differing site conditions

7.12.4 Case Study In the case of NIH, the Request of Information was issued from the contractor to the client’s consultant team, which includes architects, as well as engineers.

The RFI issued records the dates that RFI’s are despatched, specific reference numbers, descriptions of the information being requested, remarks as well as the dates that responses are received to provide evidence in the event that a dispute arises.

058

Figure : Request for Information issued

Figure : Request for Information issued by

by Haji Said Binaan Sdn. Bhd. to the C&S

Haji Said Binaan Sdn. Bhd. to the

engineer (T&T Consultant).

architect (GDP Architect).

7.13 Site Memo (Reminders, Instructions, Informal To Highlight Issues) Site memos are informal management tools used by the architects to act as reminders of works, to give out instructions as well as to highlight issues identified on site.

7.14 Architect’s Instruction (AI) 7.14.1 Overview Contract administers, such as architects, are given the power to issue instructions by construction contracts to the contractor.

059 The PAM 2006 Form of Building Contract permits the architect to issue instructions in regard to any matter about which the contract expressly authorises instructions. An instruction on a printed ‘Architect’s Instruction’ form is valid if signed by the architect.

Architect’s Instructions are issued to: - To vary the works.

- To postpone the works.

- To remedy workmanship, goods or materials which are not in accordance with the contract.

- To sanction a variation made by the contractor.

- In relation to the expenditure of provisional sums.

- To open up work for inspection.

- To carry out tests.

- To exclude persons from the site 7.14.2 Case study In the case of the National Institutes of Health project, the Architect’s Instructions

issued

were

systematically

recorded

under

the

Quality

Assurance/Quality Control section of the Technical Progress Report. The record indicates the date the instructions were received, the reference number and description of the AI as well as the contract number related to the instruction given.

Figure: Instruction Received Record provided in the Technical Progress Report of Haji Said Binaan Sdn. Bhd.

060 7.15 Engineer Instructions (EI)

7.15.1 Overview Contract administers, such as architects, are given the power to issue instructions by construction contracts to the contractor.

Most standard forms of building contract provide for written instruction by the architect/ engineer/ SO prior to ordering any variation works. The contractor is obliged to carry out any variation works instructed.

7.15.2 Case Study In the case of the National Institutes of Health project, the Engineering Instructions

issued

were

systematically

recorded

under

the

Quality

Assurance/Quality Control section of the Technical Progress Report. The record indicates the date the instructions were received, the reference number and description of the EI as well as the contract number related to the instruction given.

Figure: Instruction Received Record provided in the Technical Progress Report of Haji Said Binaan Sdn. Bhd.

061 7.16 Project Quality Plan

7.16.1 Overview A project quality plan (PQP), sometimes referred to as a quality management plan, quality assurance plan or project quality management plan, is a project-specific quality plan that describes the activities, standards, tools and processes necessary to achieve quality in the delivery of a project.

In the case of the National Institutes of Health project, the PQP is used to exert ‘quality assurance’, categorised as a set of planned, systematic actions to ensure that products and services comply with specified requirements.

PQP also helps to track and control projects which can progress erratically and intermittently, describing the project and processes in such a way that competent people could take over the project and maintain the program, service and performance.

7.16.2 Components of PQP

I. Responsibility of Management II. Document Management and Control III. Requirements Scope IV. Design Control V. Development Control and Rigor VI. Testing and Quality Assurance VII. Risks & Mitigation VIII. Quality Audits IX. Defect Management X. Training Requirements

062 7.16.3 Function of PQP : - Provide explanatory text describing the nature of the project and the quality expectations.

- Set out the organisations quality policies (for example, if they are ISO 9001 certified) and how these policies will apply to the project.

- Identify other quality criteria or policies that may need to be followed, such as the requirements of clients or funders.

- Describe how quality requirements will cascade down through the supply chain.

- Describe the activities necessary to deliver the project and the order in which they will be carried out.

- Describe the resources required.

- Set out quality roles and responsibilities.

- Identify the standards that will apply.

- Describe monitoring and reporting procedures and the process for delivering continuous improvement.

- Describe procedures for dealing with defects.

- Describe document control procedures.

- Describe change control procedures.

- Set out any training requirements.

- Schedule tools that will be used.

- List reference material - Although some of these elements may be common to all projects, the PQP should be project specific and should not duplicate information that is available elsewhere (but rather should reference it).

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8.0 RI SK S & S O L U T I O N S 8.1 Issues (A) Project Suspension And Time Delay Initially, earthworks were conducted on site by contractors until 2013 without obtaining approval from relevant local authorities. In addition, unapproved building works were conducted from 2013 till 2015. Eventually, local authorities discovered this problem and instructed the works on site to be suspended for a period of 6 months from March till September of 2015.

Due to the suspension, stakeholders, especially contractors pulled out from the project due to the uncertainty of the project. The contract requirements allowed them to do so if construction of work on site is not commenced for a certain period of time, which may result in financial losses to the contractor’s side.

This problem was solved when a re-tender process was conducted to award contracts to new contractors, such as Haji Said Binaan Sdn. Bhd. The initial suspension period of 6 months, as well as the re-tender process of 6 months, caused project works and progress to be delayed for 1 year. This explains why the project could not be completed within the estimated project completion duration of 36 months.

(B) Conforming with Government Standards I In the Ministry of Health, ministry officers were entitled to use working areas of different dimensions based on their rankings. However, as the head of health department changes every 2-3 years, many changes regarding the entitled working area dimensions were made based on his/her instructions and preferences. These changes caused drawings, such as plans, to be constantly amended, which ultimately affected the completion of sign off drawings.

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(C) Miscommunication between Architects and Mechanical & Electrical Engineers More than often, if the specific locations of mechanical and electrical fixtures were not determined by architects in their drawings at early stages of the project, the M&E engineers would locate these fixtures at places which they see fit. However, the location of M&E fixtures determined by engineers may affect the

outlook

of

architectural

spaces,

leading

to

communication

and

coordination problems in the project.

To solve this issue, architects ensured that the M&E engineers seek his approval before carrying out any works. The careful coordination between both parties decreased miscommunication problems, leading to a favourable overcome for the project.

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9 .0 P R O CU REM EN T Core objective of a procurement system is identifying responsibilities and task for of each and every participant in a signed project.

There are five functions carried out by the construction industry and the parties involved with it, which is design, build, management, finance and operation. It can be understood that, a procurement system defines scope or responsibilities of each parties (Client, Consultant & Contractor). In other words, procurement system is very important term to understand properties of construction contract.

Commonly, the procurement systems that are being practiced includes, traditional system (design-bid-build), design and build system, management contracting and collaborative working.

9.1 Procurement System - Design And Build The procurement system used in this project is design and build. Design and build is a term describing a procurement route in which the main contractor is appointed to design and construct the works, as opposed to a traditional contract, where the client appoints consultants to design the development and then a contractor is appointed to construct the works.

Design and build can be seen as giving a single point of responsibility for delivering the entire project. Normally, a contractor is appointed to complete the design and carry out the construction with their own in-house designers to design the building, or they can appoint consultant designers. But in this case, due to the complexity of the project and for more control over quality and cost, the design team, GDP Architects is employed by the client (Setia Federal Hills) initially to negotiate and obtain planning permission, prepares outline designs, specifications and a detailed brief according to requirements. GDP Architects is then novated to the contractor, when the design and build contractor is directly appointed by the client after the approval by the local authority for the Development Order. Particularly, more complex buildings are required under this procurement method.

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Design and build is one of the three procurement routes favoured by the government for publicly-funded projects, as it allows a fully integrated team to work together on the project from the beginning. Design and build contract for this project is awarded on a fixed price, lump sum basis, but price certainty is then dependent on not making any subsequent changes as these could prove to be expensive (as prices charged by the contractor for those changes will not be subject to competition).

ADVANTAGES 1. The single point of the contract between the client and the contractor means that the client has the advantage of dealing with one single organisation that is responsible for all aspects of the project. At the same time, the need to commit resources and time to contracting with designers and contractors separately is significantly reduced.

2. Provided that the client's requirements are accurately specified, certainty of final project costs can be achieved, and this cost is usually less than when using other types of procurement systems.

3. The strategy enables an integrated contractor contribution to the design and project planning. Traditional procurement has often been criticised for its inability to integrate the design and construction functions separately as well as the impossibility of the contractor becoming involved sufficiently in the early stages of the procurement process to make any significant contribution. Design and build provides the necessary multi-disciplinary approach and integration because the formation of a designer-contractor team at early stage in the process can bring all the participants onto the same side.

067 DISADVANTAGES 1. Difficulties can be experienced by clients in preparing an adequate and sufficiently comprehensive brief. As a result of an insufficiently defined client’s brief which does not communicate his precise wishes to the contractor, great difficulty can be experienced in evaluating proposals and tender submissions. (Solution : GDP Architects is employed by the client to design the project) 2. Relatively fewer firms offer the design and build service so there is fewer competition. The performance of design and build contractors is subject to considerable variation dependent upon whether they are pure, integrated or fragmented organisations.

3. Although well-designed and aesthetically pleasing buildings can be obtained using this method, the client's control over this aspect of the project is less compared to when using other methods of procurement.

9.2 Contract JKR PWD DB Standard Form of Contract is used in this project between Setia Federal Hills (client) and Setia Precast (Design and Build Contractor). It is the only dedicated design and build Standard Form of Contract developed for the domestic Malaysian construction market apart from FIDIC Standard Forms. This standard form is for Government projects but has been amended for use by private clients. Under the PWD DB Form there is no requirement for novation of the design team which is employed under the Contractor.

Subsequently, the PWD DB Form of Contract is suitable where the client requires a firm lump sum price and where the required standards and quality can be easily defined in the Employers Requirements before tenders are sought.

Due to the complexity of the project, the design and build contractor, which is Setia Precast, carried out a tendered process and subdivided the project into Package A, B, C, and overall infrastructure which was headed by 3 respective subcontractors, where Agreement and Conditions of PAM Contract 2006, published by Pertubuhan Arkitek Malaysia (PAM) was used.

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10 . 0 S U C C E S S C R I T E R I A O F P R O J E CT Project Success Criteria is defined in measurable terms of what must be done for the project to be acceptable to the client, stakeholders and end-users who will be affected by the project.

There are three core, interrelated factors in determining the success of a project: Time, Scope and Cost. The triple constraints are the three most important and opposing constraints that all project undergo. Changing one constraint will affect one or both of the constraints. In any project, GDP Architects aims to satisfy all these triple constraints.

069 SUCCESS CRITERIA SCOPE From an architect’s point of view, he emphasized on the final outcome of the project whereby it meets the client’s expectation whilst maintaining the high quality standards of his company.

MEASURABLE GOALS ACHIEVED Completed building is at least 90% close to the intended design.

Meet client’s expectation.

Satisfies end users especially the community since it is a public building.

Completed projects construction defects.

have

no

Completed building provides effective design solutions in terms of functionality.

TIME

Smooth and consistent workflow.

5 Years (design phase started at 2009)

Estimated project completion time is met, with accordance to scheduled Gantt Chart.

24 Months (initial estimated construction duration, started since 2013)

Transportation of materials or components arrived safely to site on time.

36 Months (final construction duration, to be completed in 2018)

COST The project is built within the approximate budget of RM 850 million.

Controlled budget not exceeding estimated cost.

Wise spending on products and resources.

quality

Minimal wastage of construction materials on site.

Long term beneficial spending of materials and resources approved by client.

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11. 0 RE F EREN CES (A) Report (Technical Progress Report) Haji Said Binaan Sdn. Bhd. (2016). Progress Report (Report No. 12). Setia Alam, Selangor: Haji Said Binaan Sdn. Bhd.

(B) Online Resources Ahmed Memon, Z., Zaimi Abd. Majid, M., & Mustaffar, M. (2006, September 3).

A SYSTEMATIC APPROACH FOR MONITORING AND EVALUATING THE CONSTRUCTION PROJECT PROGRESS. Retrieved from http://dspace.unimap.edu.my/dspace/bitstream/123456789/13560/1/026-032_ systematic%20approach.pdf Bisk. (2018). Five Phases of the Project Management Lifecycle. Retrieved from https://www.villanovau.com/resources/project-management/5-phases-projectmanagement-lifecycle/#.W63NAGgzZPZ Board of Architects Malaysia. (2018). Body Corporate | Architectural | Practices | Board of Architects Malaysia. Retrieved from http://www.lam.gov.my/index.php/practices/architectural/body-corporate.htm l BUILD UP. (2017, September 29). What are the main types of procurement in the construction industry? Retrieved from http://www.buildup.eu/en/learn/ask-the-experts/what-are-main-types-procure ment-construction-industry CKUB. (2015). STANDARD FORM OF DESIGN AND BUILD CONTRACT PWD FORM. Retrieved from https://www.jkr.gov.my/ckub/a_main/folder/a6/pdf/DNB/dbt_eng_07.pdf DAS THURAISINGHAM, T. (2011, November 12). The Architect as Contract Administrator. Retrieved from http://pamsc.org.my/wp-content/uploads/2012/07/The_Architect_as_Contract _Administrator_-_A_Legal_Perspective_-_Presentation_Paper1.pdf

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Designing Building Ltd. (2017, April 11). Architect's instruction - Designing Buildings Wiki. Retrieved September 28, 2018, from https://www.designingbuildings.co.uk/wiki/Architect%27s_instruction Designing Buildings Ltd. (2014, February 5). Request for information RFI Designing Buildings Wiki. Retrieved September 28, 2018, from https://www.designingbuildings.co.uk/wiki/Request_for_information_RFI Designing Buildings Ltd. (2017, November 1). Construction progress meeting Designing Buildings Wiki. Retrieved September 27, 2018, from https://www.designingbuildings.co.uk/wiki/Construction_progress_meeting Designing Buildings Ltd. (2018, May 1). Project quality plan PQP - Designing Buildings Wiki. Retrieved September 28, 2018, from https://www.designingbuildings.co.uk/wiki/Project_quality_plan_PQP Designing Buildings Ltd. (2018, September 5). Design and build procurement route - Designing Buildings Wiki. Retrieved September 28, 2018, from https://www.designingbuildings.co.uk/wiki/Design_and_build_procurement_ro ute EMEC TECHNOLOGY. (2016). Emec Technology. Retrieved from http://www.emectech.com/ Grey Campus. (2018). Procurement Statement Of Work | Project Management Professional (PMP). Retrieved from https://www.greycampus.com/opencampus/project-management-professional /procurement-statement-of-work Hacent. (2017). Hacent Consultant. Retrieved from http://www.hacent.com.my/ Hexagon AB. (2018). Progress Measurement For Project Performance Management by EcoSys. Retrieved from https://www.ecosys.net/reference/progress-measurement/ INeoSyte. (2017, December 29). Importance of daily records and construction site field reports - iNeoSyte - daily reports app. Retrieved from https://ineosyte.com/2017/12/importance-of-daily-records-and-construction-si te-field-reports/

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Kamha, J. (2018, May 28). What is a Construction RFI? Retrieved from https://news.tenderfield.com/what-is-a-construction-request-for-information-r fi Katebi, A. (2016). Techniques and Steps of Project Physical Progress Control through the Comparison of Site Images with Prototype Models. Retrieved from https://popups.uliege.be/0037-9565/index.php?id=5138&file=1 KnowledgeBase. (2016, August 7). Architect’s instructions |. Retrieved from https://lawexplores.com/architects-instructions/ Mades, N. (2018, February 14). Nonconformance Report (NCR) and Its Purpose. Retrieved from https://www.qualityengineersguide.com/non-conformance-report-ncr-and-itspurpose MALCONLAW. (2011, December 4). Procurement through Design and Build.

Retrieved from https://simplymalaysia.wordpress.com/articles/choice-of-contract/procuremen t-through-design-and-build/ MALCONLAW. (2012, January 11). Does the Architect have power to Issue Instructions after Practical Completion? Retrieved from https://simplymalaysia.wordpress.com/articles/valuation-of-variations/does-th e-architect-have-power-to-give-instructions-after-practical-completion/ Perunding KMN Sdn. Bhd. (2015). Perunding KMN - Mechanical & Electrical Engineers. Retrieved from https://www.kmn.com.my/ Perunding Trafik Klasik Sdn. Bhd. (2015). Perunding Trafik Klasik. Retrieved from http://ptk.my/ PlanGrid. (2018, June 4). Building 101: What Is a Construction RFI? - PlanGrid Construction Productivity Blog. Retrieved from https://blog.plangrid.com/2017/11/building-101-what-is-a-construction-rfi/

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PROCORE EDITORIAL STAFF. (2018, June 18). Construction Communication RFI | The Jobsite. Retrieved from https://jobsite.procore.com/the-anatomy-of-a-request-for-information-rfi Procore. (2018, May 9). What is a submittal? Retrieved from https://support.procore.com/faq/what-is-a-submittal Quora. (2017, November 21). What is material submittal? - Quora. Retrieved from https://www.quora.com/What-is-material-submittal Rodriguez, J. (2014, November 15). Non-Conformance Report: How to Report a Quality Issue. Retrieved from https://www.thebalancesmb.com/non-conformance-report-how-to-report-a-qu ality-issue-844987 Shafie, F. (2018). Fazali Shafie’s Activity. Retrieved from https://my.linkedin.com/in/fazali-shafie-6413a136 The Board of Quantity Surveyors Malaysia. (2012). Juru Ukur Bahan Maju Sdn. Bhd. Retrieved from https://www.bqsm.gov.my/bqsm/a_public/images/folder/juruukurbahanmajubi na.pdf The Masterbuilder Bureau. (2017, January 12). Role of Project Management Consultancy in Construction Project. Retrieved from https://www.masterbuilder.co.in/role-of-project-management-consultancy-in-c onstruction-project/ Turina, N., Radujkovic, M., & Car-Pusic, D. (2015). "DESIGN AND BUILD" IN COMPARISON WITH THE TRADITIONAL PROCUREMENT METHOD AND THE POSSIBILITY OF ITS APPLICATION IN THE CROATIAN CONSTRUCTION INDUSTRY. Retrieved from https://bib.irb.hr/datoteka/362416.65-Turina_Radujkovic_Car-Pusic.pdf Tutorialspoint.com. (2018). Project Quality Plan. Retrieved from https://www.tutorialspoint.com/management_concepts/project_quality_plan.h tm

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12.0 APPEN DI X 12.1 Technical Progress Report

Figure: Cover page of Technical Progress Report prepared by Haji Said Binaan Sdn. Bhd.

075

Figure: Content page of Technical Progress Report prepared by Haji Said Binaan Sdn. Bhd.

076

Figure: Content page of Technical Progress Report prepared by Haji Said Binaan Sdn. Bhd.

077

12.2 Construction Progress

Figure: Construction progress as recorded in Technical Progress Report prepared by Haji Said Binaan Sdn. Bhd.

078

Figure: Construction progress as recorded in Technical Progress Report prepared by Haji Said Binaan Sdn. Bhd.

079

Figure: Construction progress as recorded in Technical Progress Report prepared by Haji Said Binaan Sdn. Bhd.

080

12.3 Site Visit

Figure: Ar. Hedzril giving our team members a brief introduction before the start of the site visit on 14th September 2018.

Figure: Ar. Hedzril explaining the roles of the project team members in the site office.

081

Figure: Ar. Hedzril showing documents to our team members during the site visit.

Figure; Ar. Hedzril showing our team members around during the site visit.

082

Figure: Group photo taken with Ar. Hedzril in front of the National Institutes of Health building.