RDB 314 DESIGN MANAGEMENT: DESIGN MANAGEMENT FOR THE INTERIOR PART - DOCUMENTING AN INTERIOR

RDB 314: Design Management

Documenting An Interior

Task 1: Design Management For Interior Part

By: Lim Yu Qin 152923

Lecturer: Ts. Dr. Roslan Talib | Date of Submission: 27th April 2023

1.0 Introduction 1.1 Project

1.1.1. Existing Project

Hotel Grand Baron is the existing 3-storeys hospitality building located at Jalan Bukit Larut, 34000 Taiping, Perak. It is a hotel built in February 2018 with site area of 5,217.16 square metres and gross floor area of 12,357.50 square metres. The family-owned hotel consists of 80 rooms for accommodation purpose, and other facilities incorporates swimming pool, gymnasium, sauna, rooftop viewing deck and column-less ballroom for public activies. It was designed by CG Cheng Architect and owned by High Baron Sdn Bhd.

1.1.2.

Hygge Center, a proposed adaptive re-use institutional project, occupied solely the ground and first floors of the Hotel Grand Baron building The two-level space, Ground and 1(A) Floors were designed as a training center, focusing on arts and skills developments The center is opened to the public especially those who are in the age stage of midlife and early adulthood. It mainly focuses on reconnecting the target users with their inner selves, conquering their inner fears, and helping them attaining emotional and spiritual release. A series of activities planned within the spaces designed guide them to have an in-depth relook at their mind and consciousness. The project was completed in 10 months, which the completion date was January 2023 with RM 23million of the whole payment cost.

Figure 1.1: Perspective view of Hotel Grand Baron

Interior Renovation Project

Figure 1.2: Perspective view of Hygge Center

1.2 Client

1.2.1. Existing Client

The client of the existing Hotel Grand Baron building is High Baron Sdn Bhd, which the company was registered on 26th July 2011 in Malaysia with registration number of 0954337V The company runs wide range of business, including convenient store, hotels, restaurants, bars, motels, amusement parks, cinemas, theatres, milk bars, and cafes.

1.2.2. New Client (Proposed)

The client of the proposed institutional project, Hygge Center is Federation of Taoist Associations Malaysia (FTAM). It is an association located in Kuala Lumpur that was officially established in 1996 under the Malaysian Association of Societies. The association aims to promote friendship and ties among the national religious organizations and assist the government in advocating the spirit of mutual assistance and contribute to the creation of a caring society.

1.3 Company’s Profile

1.3.1. Existing Architect Firm For Existing Project

Figure 1.3: Logo of FTAM

Figure 1.4: Logo of CG Cheng Architect

Figure 1.5: Design team of CG Cheng Architect

CG Cheng Architect is an architecture firm that covers diverse variety of projects mainly in the northern region of Peninsular Malaysia. It was established in 2005 and located at No 52, Lebuh Bukit Kecil 5, Taman Sri Nibong, 11900 Bayan Lepas, Penang, Malaysia. It was founded by Ar. Cheng Chew Giap. The firm holds its philosophy of “Great Design Without Compromise”. The designers strive to develop a spatial experience that seamlessly integrates the users and the environment into a single and harmonious entity.

MOO Design is an interior design firm that manages various projects from Malaysia, Singapore, and Thailand. It was founded by Idr Celeste Lim in 2020. The firm is located at 16A, Persiaran Tembok, Taman Seri Desa, 30010 Ipoh, Perak. Their design philosophy is “Perfection Is In The Details” . The team's mission is to support the growth of its individual companies while preserving their unique identities and independence. They provide necessary resources for designing, constructing, and promoting their products and services through strategic channels.

1.3.2. New Interior Design Firm For Interior Renovation Project

Figure 1.6: Logo of MOO Design

Figure 1.7: Design team of MOO Design

2.0 Project Team For Interior Renovation Project

2.1 Team Members

PARTY

POINT OF CONTACT

Client Federation of Taoist Associations Malaysia (FTAM)

Daozhang Tan Hoe Chieow

Architect CG Cheng Architect

Ar. Cheng Chew Giap

Interior Designer MOO Design

Idr. Celeste Lim

Quantity Surveyor TT Consult Sdn Bhd Sr. Law Yan Yan

Contractor Kumo Construction Sdn Bhd

M&E Engineer FY Roger Consultant Sdn Bhd

C&S Engineer T.P.Y Taiping Sdn Bhd

Supplier Sun Furniture Trading Sdn Bhd, Arts&Skills Expert Fusion Art & Cultural Center (FACC)

2.2 Roles and Responsibilities

2.2.1. The Client/Owner

On behalf of Federation of Taoist Associations Malaysia (FTAM), Daozhang Tan Hoe Chieow was a crucial stakeholder, as the client in this institutional project. He was responsible for appointing architect, contractor, and the design team. At the outset of the project, he provided the project brief, established project objectives, and ensured alignment with goals. Throughout the project, he monitored design progress, conducted on-site project reviews and renovation observations, reviewed and approved contractor pay applications, project changes, and other project documentation, and ensured adherence to the agreed-upon budget and timeline. Regular meetings were held to address issues and ensure project success.

2.2.2. The Contractor

The main contractor, Kumo Construction Sdn Bhd was operated under the direct supervision of the client, Daozhang Tan Hoe Chieow. They were responsible for executing the renovation work according to the project specifications, drawings, and other required documents prepared by the design team. They managed all aspects of the renovation process, including labor, materials, and equipment. During the renovation process, they were required to communicate regularly with the design team to ensure that the project is being constructed according to the design and specifications. Additionally, the contractor was responsible for delivering the completed project to the client and addressing any issues that arose during the defects liability period.

2.2.3. The Architect

Ar. Cheng Chew Giap, a representative from CG Cheng Architect, was appointed as the architect for the proposed institutional project that involves the adaptive reuse of Ground and 1(A) Floor of

Table 2: Project team members

the existing hospitality building, Hotel Grand Baron. As the main consultant for the existing building, Ar. Cheng provided detailed information about the building's layout plans and elevations to the interior designer and client. He also participated in regular meetings and provided valuable advice to ensure the successful reuse of the building for the proposed project.

2.2.4. The Interior Designer As Lead Consultant

The interior designer appointed was the representative from MOO Design, Idr. Celeste Lim Idr. Celeste Lim played the critical role in transforming the client's project brief into a design. She was in-charge of the interior space planning, floor finishes, interior lighting and furniture arrangement. She actively communicated with the client and held regular meetings with the contractor to ensure that the completed work adhered to the plans and resolved any issues that arose. Additionally, schematic drawings were utilized to aid in further discussions and make any required adjustments, with the guidance of the architect's advice on the building's existing structure. She also ensured that the submission drawings complied with UBBL, UD, GBI and Malaysian Standards For Fire Safety And Protection, and verified that the building was constructed according to the construction drawings.

2.2.5. Other Consultants

i. Quantity Surveyor

The representative from TT Consult Sdn Bhd, Sr. Law Yan Yan was responsible for estimating costs, preparing tender and contract documents, managing costs, and ensuring value for money. She also handled cost control, monitor progress, and provided financial reports. She also participated in every meetings with the contractor, other stakeholders such as interior designer and client to review and finalize project budgets, cost estimates, and contract terms.

ii.

Mechanical and Electrical Engineer

FY Roger Consultant Sdn Bhd was tasked with coordinating M&E subcontractors’ on-site work including mechanical, electrical, and plumbing systems The firm also ensured that the quality of the engineers’ work was up to standards as well as ensuring that the operations adhered to the construction drawings and work schedule. The engineers from the firm collaborated closely with the interior designer to discuss and advise on mechanical and electrical issues that were relevant to the schematic and construction drawings proposed based on the project specifications.

iii. Civil and Structural Engineer

In this project, T.P.Y Taiping Sdn Bhd managed and oversaw the interior renovation and structural works. The company also worked closely with the architect and interior designer to ensure that the materials and load and stress factors of the building were properly analyzed and accounted for in the renovation design. P.M.K. Taiping Sdn Bhd also liaised with the authorities to ensure that the civil and structural designs complied with building codes and regulations

iv. Supplier

The appointed supplier, Sun Furniture Trading Sdn Bhd played a crucial role in sourcing, purchasing, and delivering the required materials to the renovation site. They ensured that the materials are of good quality, delivered on time, and within the project's budget. They worked closely with the interior designer, contractor, and other stakeholders to ensure that the materials used are suitable for the project's design and requirements.

v. Arts&Skills Expert

Fusion Art & Cultural Center (FACC) was responsible for providing inputs and recommendations on the artistic elements of the project such as color schemes, materials, textures, and decorations for better sensory experiences. They collaborated with the interior designer to integrate art and craft elements into the space, selected appropriate materials, and managed the installation process.

3.0 Organisation Structure

4.0 Stakeholders

Stakeholders are individuals or organizations who have a vested interest in the project and can be positively or negatively affected by its execution or completion. Their role is to provide input, support, and feedback to ensure the success of the project. They can also influence the decision-making and project outcomes. Effective stakeholder management is essential for project success.

Figure 3: Organisation structure chart

5.0 Project Information

5.1 Objectives and Goals

5.1.1.

Project Objectives

 To deliver the project with high-quality standards, adhering to the set budget and timeline.

 To identify and analyze any potential risks during the early stages of the project.

 To effectively manage and resolve any issues that will arise during the project execution.

 To manage the project properly and achieve the success criteria in terms of cost, time, and quality

5.1.2. Project Goals

 Short Term Goal

To guarantee the project quality and meet the client's specifications, while ensuring timely and cost-effective completion of the project.

 Long Term Goal

To ensure successful design of the building that fosters the development of users' arts and skills, while facilitating their reconnection with their body, mind, and spirit for emotional and spiritual release.

Figure 4: Stakeholders structure chart

5.2 Site Analysis

5.2.1. Site Introduction

The site selected for the proposed project, Hygge Center was deemed suitable due to its location is surrounded by lush vegetation, which provides a peaceful and serene atmosphere for the visitors. The site is also closer to the target group of the center, which is school-going individuals in their early adulthood. Additionally, the location is easily accessible by public transportation, making it convenient for visitors to reach the center. The site's suitability was a critical factor in the decision-making process, and it was selected after careful consideration of these factors, therefore can provide a conducive environment for individuals seeking to improve their mental and emotional well-being.

Furthermore, smart design approaches were implemented during the construction of the Hotel Grand Baron, the proposed site for the Hygge Center project. The building was thoughtfully oriented to take advantage of natural elements such as wind flow and views of the nearby Larut Hill. The designers also aimed to seamlessly integrate the building with its natural surroundings by increasing the number and size of openings, allowing for a continuous visual connection with the landscape. To enhance natural ventilation, louvres were installed in the entrance lobby and atrium. The waiting area featured a chimney-like structure to create a stack effect that drew out

Figure 5.1: Site analysis (location, zoning, climate, acoustic)

Figure 5.2: Site plan of the existing building

hot air and allowed cooler air to circulate in. In addition, the glass panels on the stairwell were fitted with shading devices to produce a captivating light and shadow effect.

5.2.2.

To identify the internal and external factors of the site that could impact the success of a project.

Strength

 Strategic location which is near to tourist spot including Taman Botani Perak, Taiping.

 Natural ventilation within large space through large openings.

 Transmission of natural daylight through large windows helps saving electricity assumption.

 High accessibility as the site located next to main road.

Weaknesses

 Prone to noise and sound pollution as the site is located next to main road and surrounded with outdoor activities including ATV and archery.

 Illumination intensity might be insufficient during cloudy day

 The building's orientation towards the south and southwest for wind flow may result in some rooms being less comfortable during certain times of day or year.

Opportunities

 Design can be integrated with exterior environment

 Potentially create a central point that can improve the nearby prominent features while also preserving the culture of the site.

 The unique architecture and design of the building could be leveraged for marketing and branding purposes.

Treats

 High maintenance cost since the building provides various facilities and services

 Prone to attract pest as the site is surrounded with lush vegetation.

 Competition from other hotels or accommodations in the area

 The changing climate can disrupt the events at the open space of rooftop.

SWOT Analysis

5.2.3. The Chosen Existing Floor Plan

Ground Floor Plan

Figure 5.3: Ground floor plan of the existing building

Figure 5.4: 1(A) floor plan of the existing building

5.2.4. Existing Fire Evacuation Plan For The Chosen Floors

Figure 5.5: Fire evacuation plan of the existing building

5.3 Implementation Phases

5.3.1. Schematic Design

Schematic design involved creating preliminary sketches and drawings that provided a basic understanding of the project's key elements and estimated renovation costs, helped to determine if the initial concept aligned with the project budget. This stage was crucial in translating the project program into tangible drawings that depicted the intended spatial arrangement. Schematic design marked the initial stage of the design phase, where the project scope, objectives, and site analysis were discussed and incorporated into the design approach by the client, interior designer, and architect. At this stage, design intentions were established, and a preliminary project plan was created to guide the remainder of the design process.

i. Client Approach

Federation of Taoist Associations Malaysia (FTAM) approached MOO Design with the proposition of adaptive reusing the two-level space, Ground and 1(A) Floor within the Hotel Grand Baron building for the establishment of Hygge Center. Following a thorough site survey and analysis, the interior designer created schematic design drawings that outlined the basic concept of the project. Several preliminary design solutions and alternatives were presented to the client in the form of sketches and drawings to enable selection of the most suitable design approach.

ii. Design Intention/Concept

The Hygge Center aimed to establish a strong connection with its surroundings, promoting a tranquil atmosphere. The interior design of the center emphasised the concept of CONTINUITY, connecting the body, mind, and spirit through the flow of energy, known as “Qi” in Taoism concept. To achieve this, natural materials and textures such as wood, stone, and plants would be incorporated into the design to create a seamless flow between the interior and exterior spaces. The design of the open space center incorporated several design elements including water feature, box of ideas, light box, tight space, and glass box, as well as triple factors such as intersection, intervention, and interlocking of spaces. It also introduced the use of natural light and ventilation while the overall design aimed to provide a visual and sensory experience that would be in harmony with the natural environment, fostering a sense of interconnectedness with the nature and natural self.

iii. Client and Planning Approval

Consultants were involved in developing the schematic design drawn by the interior designer, to advise on the gross estimation cost, sustainability factors and assure the success of the “Project Management Triangle” that consisted of quality, time and cost to fulfill the client’s needs. The involvement of consultants also helped the client gained a better understanding of the project

5.3.2. Design Development

In this phase, the schematic design was refined into detailed and specific design solutions. The interior designer worked on defining the project scope and technical aspects, created detailed drawings and specifications, and selected materials and finishes. The focus was on developing a cohesive and functional design that met the client's requirements, while adhering to budget and timeline constraints.

i. Initial Ideas

 Selected Areas For The Proposed Project

Ground Floor 1(A) Floor

Figure 5.6: Selected areas of the chosen floors within the existing building

Ground Floor and 1(A) Floor were selected as these floors offered the most suitable space for the size and layout of the center, with easy access to the entrance and parking facilities. These floors also provided the most direct access to the surrounding nature and natural light, suitable for the design of the center that emphasized the integration of indoor and outdoor spaces Additionally, lower floors are more cost-effective as the upper floors may have higher rental or maintenance costs due to additional amenities.

 Sketches and Diagram

Figure 5.7: Sketches of initial ideas

Major Space

Public i. Qi-orbital (Qigong practice - physical body)

ii. Laconic Kiosk (Sculpture and memorials quotes - visual)

iii. POOW Station (Interactive area - Law of Attraction)

Semi-private

i. Tea House (Tea ceremony - smell and taste)

ii. Sound Bath (Singing bowl - hearing)

iii. Fine Sense (Sand art experience mini studio - tactile)

Minor Space

Public Foyer, lobby, lounge area, reception area, resol cynefin (cafe), research lounge, stand and stare (recreational area), souvenir shop, walkway, sitting area, toilet

Private Office, meeting room, management room (including service area, changing room, janitor room, worker room), prayer room, ablution

Figure 5.8: Bubble diagram for the interior renovation project

Table 5.1: Lists of major and minor spaces

ii. Design Drawings

 Layout Plans

Figure 5.9: Layout plans for ground and first floors of Hygge Center

Scale: N.T.S

Scale: N.T.S

 Elevation

Figure 5.10: Sectional drawings of Hygge Center

Figure 5.11: Elevation of Hygge Center

Scale: N.T.S

Scale: N.T.S

Scale: N.T.S

iii. Visualization



Major Space Perspectives

Major space is designated for conducting core activities that prioritise the advancement of an individual's artistic and skill-building abilities. This area is designed to facilitate deep concentration and focus, providing an immersive experience that encourages visitors to engage with their inner selves. The space is carefully crafted to promote a sense of calm and relaxation, making it an ideal setting for individuals to unwind and connect with their inner creativity.

Figure 5.12: Perspective of Sound Bath

Figure 5.13: Perspective of Laconic Kiosk

Figure 5.14: Perspective of Qi-orbital

Figure 5.15: Perspective of POOW Station

Figure 5.16: Perspective of Tea House

Figure 5.17: Perspective of Fine Sense

Figure 5.18: Perspective of Stand and Stare

Figure 5.19: Perspective of Resol Cynefin

Figure 5.20: Perspective of Research Loung

Figure 5.21: Perspective of Reception Area

Figure 5.22: Perspective of Foyer

Figure 5.23: Perspective of Lounge Area

iv. Sustainability Factors (GBI)

Green Building Index is a rating tool for buildings in Malaysia to promote sustainability and environmental responsibility in the built environment. It assesses the environmental performance of buildings in six categories, including energy efficiency, indoor environmental quality, sustainable site planning and management, materials and resources, water efficiency, and innovation.

Key Criteria Aspect

Energy Efficiency

Full-width glass windows were installed to harvest natural daylight for indoor activities during daytime, to save electricity consumption by artificial light within the building.

Indoor Environmental Quality

Material & Resources

Sustainable Site Planning & Management

Improvement of indoor air quality was achieved through natural ventilation facilitated by windows, sunlight transmission leading to natural illuminance and the presence of indoor plants.

The project mostly applied sustainable materials that made of recycled or composite materials for finishes, helped to minise environmental impact.

Incorporated a water feature, glass box, and indoor plants such as a vertical landscape had elevated the atmosphere of the indoor environment, created a lively and serene space for the center.

5.3.3. Submission for Building Approval

i. Layout Plan Submission

The building plan that complied with the Uniform Building By-Laws was submitted to the local authority, Majlis Perbandaran Taiping for approval. All drawings from the interior designer and consultants had enlisted the specifications set for the renovation, which made it easier for the client to understand the project during meetings.

Table 5.2: Sustainability Factors in the design of Hygge Center

Figure 5.24: Sample for the layout plan

The BOMBA drawings that complied with the Uniform Building By-Laws was submitted to the local BOMBA authority for approval. The drawings included all the necessary fittings such as fire doors, emergency lighting, exit signs, fire extinguishers, and others, which are crucial to improve the safety measures of the building and interior spaces

Figure 5.25: Sample for approval of building submission (actual document not available)

ii. Fire-fighting (BOMBA) drawings

Figure 5.26: Sample for BOMBA drawings

5.3.4. Contract Documentation

Contract documentation served as a reference for the contractor and ensured that the project was completed in accordance with the agreed-upon terms and conditions. The project followed the Traditional Procurement Method, also known as Design-bid-build (DBB). Initially, architect as advisor and a team of consultants including an interior designer, and engineers were hired by the client to create the necessary documents such as project specifications and drawings. Then, the selection of a contractor to execute the renovation work was done through a competitive tender process.

i. Lump Sum Contract

Lump Sum Contract, also known as Stipulated Sum Contract was adopted by the client to provide a fixed-price renovation agreement where the contractor managed the entire renovation process and delivered the project within the agreed budget and schedule. This contract provided the client with a clear understanding of the project's total cost upfront, reducing the risk of unexpected expenses during renovation. The documents were prepared for a range of contracts as shown in the following:

Note:

a) Technical drawings not included. Refer to the listed table for reference only.

b) Rough estimation cost was done by the interior designer, and the detailed cost was prepared by the quantity surveyor. Disclaimer.

Figure 5.27: Sample for BOMBA drawings

Table 5.3: Space schedule for Hygge Center

Total Floor Area = 1710.16 m2

Gross Renovation Cost = Total Floor Area x Basic Renovation Cost = (1710.16 x 10.76) sqft x RM500/sqft = RM9,200,660.80

 Finishes Schedule

Location: Lobby & Lounge/Sitting Area, Prayer Room

8.00

Wood Plank 600mm (L) x 75mm (W) x 11mm(T) Harvest carbon neutral status, create a very low environmental impact.

Engineered Hardwood 1000mm (L) x 150mm (W) x 12mm (T)

15.00

Natural product made of recycled wood as underlying layers and hardwood veneer as top layer.

Terrazzo Tile 600mm (L) x 600mm (W) x 20mm (T)

30.00

Location: Ablution, Toilet

Utilise mixed marble scraps, recycled glass chips and cement, and crafted from waste materials, suitable for bathroom and toilet to prevent slippery.

Figure 5.28: Floor finishes used in Hygge Center

520.00

Wooden Sliding Window

3000mm (W) x 30mm (T) x 3500mm (H)

Wood colour, clear

Made of Meranti wood, low-e glass

Location: Most Interior Spaces

Top Hung Window

Location: Kitchen, Toilet, Management Room, Ablution, Prayer Room

Table

 Furniture Schedule

210.00

1200mm (L) x 6.7mm (Tglass) x 600mm (H)

Black, clear

Made of uPVC, tempered glass

Most of the furniture are custom made with using recycled and composite materials to reduce to budget while user- and environmental-friendly. The following shows the lists of readymade furniture chosen by interior designer, and agreed by the client.

Dining Chair with Armrests

560mm (L) x 535mm (W) x 725mm (H)

269.00

Tawny Gold Color

Made of teak

Location: Resol Cynefin

599.00

Office Chair (Adjustable)

620mm (W) x 600mm (D), x 130mm (H)

Vissle Dark Grey

Made of polyester

Location: Meeting Room

499.00

Swivel Chair (Adjustable)

700mm (W) x 700mm (D) x 65mm (H)

Murum Black

Made of polyurethane, polyester

Location: Office

1600.00

Meeting Table

2400mm (L) x 900mm (W) x 700mm (H)

Clear

Made of glass, stainless steel

Location: Meeting Room

4199.00

Side by Side Refrigerator with Large Capacity

912mm (W) x 716mm (D) x 1780mm (H)

Silver

Made of aluminium and steel

Location: Kitchen

5.5: Door and wall schedule for Hygge Center

Location: Kitchen

239.00

Super Deep Handcraft Undermount Sink

680mm (L) x 430mm (W) x 228mm (H)

Silver

Made of stainless steel

Wall Hung Basin Set

325mm (L) x 410mm (W) x 175mm (H)

229.00

Location: Toilet

329.00

White Made of Vitreous China

Treviso Close-coupled (Rimless) WC

365mm (W) x 605mm (D) x 800mm (H)

White Ceramic

Location: Toilet

ii. Bill of Quantities (BQ)

Bill of qualities is a detailed document that provides a list of all the materials, parts, and labor required to complete the project. In this project, BQ that includes quantities and descriptions of all materials, as well as the corresponding unit prices and total costs was prepared by the quantity surveyor. BQ is an essential part of the contract documentation in which it provided a clear understanding of the scope of work and the associated costs for all parties involved in the project to ensure that the project was completed within budget and according to the agreed-upon specifications.

Table 5.6: Furniture schedule for Hygge Center

iii. Selective Tender

The procurement method involved a selective tender process, taking into account the contractor's past experience, qualifications, and financial stability to ensure that only qualified and competent contractors are invited to bid on the project. Communication between the selected contractor and the consultants was done due to the contractor was not appointed during the design phase.

Figure 5.29: Samples for Bill of Quantity

5.3.5. Contract Implementation and Management Phase

i. Site Meetings

Regular meetings are held by MOO Design to track the progress and ensure the quality of work aligned with the contract requirements. During the site meeting, progress report was shared by the contractor with the consultants involved in the project. Issues at site were brought into discussion and alternative solutions were proposed during the meeting. The project team was also be notified of the renovation progress at site by the site staffs who were responsible for the periodic inspection works.

5.30: Sample for Meeting Minutes

ii. Interior Designer’s Instructions (IDI’s)

Interior Designer's Instructions (IDI's) are written instructions provided by the interior designer to the contractor during the construction phase of an interior project to ensure that the project is built according to the designer's vision and intent In this project, the IDI's prepared by the interior designer provided the contractor with the additional information and clarification on the plans and specifications, as well as changes to the design and materials

Figure

iii. Construction Schedule

Construction schedule is a detailed timeline that outlines the sequence of activities and tasks required to complete the project. In this project, the schedule that incorporated all the tasks and duration, start and end dates, and dependencies between tasks was prepared by the contractor to ensure that the project was completed on time and within budget. The actual progress on site and remaining works to complete were also being recorded and published periodically in form of report to be delivered to the interior designer to review and forward to the client. There was no Extension of Time (EOT) required by the contractor as the renovation was conducted smoothly aligned with the time scheduled.

iv. Payment Certification

The payment certification was prepared by the quantity surveyor issued to the client to verify the amount of work completed and ensured that the contractor was paid the correct amount without delays according to the contract terms. The certification included the evaluation of the work done, checking of the contractor's claim for payment, and certification of the amount to be paid to the contractor.

v. Approval for Service Providers

The approval for service providers was done by the client to review and evaluate the qualifications and capabilities of the service provider before awarding a contract. This was to ensure that the service provider had the necessary skills, resources, and experiences to deliver the required services in a timely and efficient manner. The testing and inspections were also be carried out to fulfill the approvals from the authorities included TNB, Perak Water Board, JPP and BOMBA.

Figure 5.31: Sample for Interior Designer’s Instructions

5.3.6. Completion and Final Accounts

Completion and Final Accounts part was the final stage of this project where the work was completed, and the final accounts were prepared to finalise the cost required by the project. It had involved the preparation of final invoices and payment requests

i. Certificate of Practical Completion (CPC)

The contract administrator was informed by the contractor about the completion of works. Practical completion was certified by MOO Design after ensuring that all the works specified in the contract were executed. Then, the client, FTAM, acquired the works for occupancy once the Certificate of Practical Completion (CPC) was issued.

ii. Certificate of Compliance (CCC)

The document was issued by the interior designer and engineer after the satisfactory upon the completion of construction phase, inspections and testing, to certify that renovation work had been completed in compliance with the approved layout plans and relevant building codes and regulations. The essential service departments included TNB, Perak Water Board, JPP, JKKP, and BOMBA.

Figure 5.32: Sample for CPC

iii.

Client Handling Over

The keys and relevant documents were transferred by the contractor to the client after the issuance of CPC and CCC. During the handover, FTAM was issued with the documents included Operation and maintenance manual, As-built interior drawings, Certificates and warranties, Interior log book and user guide, and Health and safety file. At this stage, the contractor was no longer liable to any security, facilities and management of the interior of the building.

iv.

Defect Liability Period

For this project, the Defect Liability Period was lasted for 6 months after the date of practical completion of work. During the period, the contractor was responsible for the defects that arose in the completed project.

v.

Final Account Certificate

The certificate was issued by the contract administrator to the contractor at the end of a project, certifying the final amount due to the contractor after all works had been completed and the adjustments required had been made to the contract sum.

Figure 5.33: Sample for CCC

Tools

Microsoft Office Excel Used for creating Gantt Chart, graphical illustration of project schedule for progress monitoring purpose, to ensure project completed on time.

Design and Drafting

1. AutoCAD Used in drafting the layout plans and other 2D detailed drawings to provide clear and readable drawings for drawing submission and reference for other design team members.

2. SketchUp Used to transform the 2D layout plans into 3D interior spaces for better visualization of the proposed design. Amendments were done more effective and easily to meet client’s satisfaction.

3. Enscape Used for rendering purpose as to produce realistic 3D perspectives with clear visualization on the textures, materials and furniture for client and other stakeholders’ reference.

4. LayOut Used convert the solid model into working drawings, to show the accurate dimensions of the spaces designed in the proposed design for the project.

Gantt Chart (sample):

Costing

Cubicost Used to calculate material quantities and cost estimates for items such as flooring, ceilings, walls, and fixtures. They were also used in project planning and budgeting (Bill of Quantities), as well as in the procurement of materials and services

TAS (sample):

Documentation

Microsoft Office Word Used to prepare tor the documents required for the authorities’ approvals such as issuance of CCC, and record the contents of the meetings.

TBQ (sample):

Meeting Minutes (sample):

5. Adobe Photoshop Used to provide client and other stakeholders with clear information about the proposed design in form of presentation boards.

Table 5.7: Implementation tools used in the interior renovation project

5.5 Monitoring Strategies

A few types of monitoring strategies were adopted throughout the project, including site meeting and meeting minutes to ensure the completion of project adhere to the given project scope, budget and time frame, as well as taking actions on solving various issues that might arise.

5.5.1. Site Meeting

Site meeting was held by the interior designer, Chris Lau from the Red Lane Design to involve the participation of all parties included client, architect who acted as advisor, and other consultants. The meeting was held during site analysis, and it will be held twice per month during construction phase to enhance stakeholders’ engagement and foster effective communication among them, as well as ensuring a shared vision and greater likelihood of successful project completion.

5.5.2. Meeting Minutes

Meeting minute was held at the beginning of project, to give brief on the project scope, determination on the time, budget and requirements or clients’ demands. It will be held regularly during construction phase, to involve all stakeholders as to document the discussions, decisions, and actions taken, as well as ensuring clear communication, accountability, and progress tracking. Important information jotted down will be recall and disagreement or any unforeseen issues will be inquired and solved during the meetings.

5.5.3. Technical Meeting

Short technical meeting was held frequently during the construction phase. It involved the technical team and the interior designer, Idr Celeste Lim was the leader in the meetings. Durimg the meeting, the contractor, Kumo Construction Sdn Bhd presented site inspection after reading the meeting agenda. Technical issues were also brought into discussion among the team.

5.5.4. Work Breakdown Structure (WBS)

Work Breakdown Structure (WBS) is a hierarchical breakdown of the project scope into smaller yet more manageable components. It defines the project deliverables and organizes the project team's work into manageable sections, enabling efficient planning, scheduling, and tracking of progress.

Figure 5.34: Involvement of all parties in meeting

A Gantt chart was used to plan, schedule, and track the progress of a project. In this project, it was used to create a timeline for the various tasks involved, such as demolition, construction, electrical and plumbing work, and installation of fixtures and furniture. The project's timeline and dependencies between tasks were visualized to ensure that the project is completed on time

Figure 5.35: WBS chart

5.5.5. Gantt Chart

Figure 5.36: Sample for project management Gantt Chart

5.5.6. Resource Planning

Door & Window Installation Interior Designer, Contractor, Workers

M&E Services Installation Interior Designer, M&E Engineer, Contractor, Workers

Project Completion Testing, Commissioning & Inspection

Client, Interior Designer, C&S Engineer, M&E Engineer, Quantity Surveyor, Contractor

Capability to comprehend the information of the construction / shop drawings provided

Welding Equipment, Concrete Pump, Crane

1, 3, 15 Safety Equipment, Hand Tools

1, 1, 3, 15 Safety Equipment, Installation Equipment

2, 1, 1, 1, 1, 3

Capability to utilise the necessary tools and equipment

Camera, Testing Equipment

Issuance of CCC Client, Interior Designer 2, 1 Microsoft Word Computer, Printer Preparation of Final Account Interior Designer, Quantity Surveyor

5.6 Risk Analysis & Mitigation Strategy

1, 1 Microsoft Excel

Schematic Design Dissatisfactio n by client & contractor over design proposal

Medium High Delay overall project and might reduce its quality

Negotiate with relevant parties and set a specific timeline to meet client’s design requirement s

Contractor must ensure client is aware of project schedule

Preliminary design does not approved by authorities.

Medium High Delay project procurement phase

Thoroughly review and revise any inadequate design to meet the 39equireme nt set by the relevant authorities

Develop a revised design that conforms to the regulations and guidelines set by DBKL and other relevant authorities

Table 5.8: Resource planning for the project

Indecisive client who keeps changing design scheme

Medium Medium Delay project workflow Establish a defined timeline for completing the design

Design Development

Ineffective communicatio n among client and consultants

Medium Medium Misunderstan ding can cause possible mistakes on final outcomes

Contractor must ensure client is aware of project schedule

Consultants are unable to complete the project on time

Low Medium Affect the project work flow which cause delay of the project

Carry out regular meetings to ensure smooth project process

Consultants take responsibilit y for any mistakes and bear the financial losses incurred by the project.

Last minute changes to cut cost

Medium High Alteration of design style and construction method

Contract Documentation Delay of drawing approval from authorities and stakeholders

Medium High Delay the commenceme nt of construction phase

Identify the cause of disruption or replace the inadequate consultants

Project team to propose cost-cutting measures, such as incorporatin g reusable materials

Submit drawings earlier in case of delay drawing approvals

Ensure the experienced and competent consultants are hired

Reutilize or salvage materials from the site to minimize costs

Proceed with any other authorized procedures or simultaneou s tasks as per the Gantt Chart

Construction Management & Implementation

Delay of construction due to unforeseen weather and site condition

Medium High Delay the overall completion schedule issued and extra cost required to cover the delay

Passive tools and equipment to be used against the climate change or other alternative

Keep track on the project construction progress and schedule and update the client

solutions depend on the condition

from time to time

Lawsuit that acquires investigation may occur and additional cost needed for the delay of work

Completion Delay

Hire safety officers to ensure the workers’ safety at site Final Medium High

issuance

Influence the client’s satisfactory level

Introduce active and passive designs during the initial stages

Table 5.9: Risk analysis & mitigation strategy for the project

5.7 Maintenance Strategy

5.7.1. Program Maintenance

Elements

Frequency Strategy

Open Public Spaces Daily Ensure cleanliness of the furniture, water features and environment, and trim plants to prevent overgrowth

Kitchen & Café Daily Ensure the dining area and kitchen environment achieve hygiene, and ingredients and food are up to standard

Toilets And Ablution Daily Ensure cleanliness of the spaces to maintain hygiene quality

Arts and Skill Workshops Quarterly Ensure furniture is clean, well-maintained and functioning properly, replace if necessary, and the cleanliness of the respective spaces

Office & Management Room & Prayer Room Daily

Reception Area & Laconic Kiosk Monthly Ensure information provided is up-to-date and cleanliness of the exhibition space

Storage Space Monthly Check stock regularly and clean the additional equipment

5.7.2. Building & Site Maintenance

Elements

Frequency Strategy

Architectural & Building Light Fixtures Quarterly Ensure functionality and high performance of light fixtures, replace if necessary

Water Supply (Sanitary & Piping) Annually Ensure proper disposal of kitchen waste oil, unclogged drainage system, and leak-free water supply to avoid wastage

Electrical Devices & Equipment Check and maintain electrical wiring, conduct annual inspections by technicians

Rainwater & Drainage System

Check for blockages in drainage and downpipes to prevent rainwater buildup

Staircase & Elevator Inspection by specialists to ensure safe and smooth operation

Service & Mechanical

Doors & Windows Weekly Ensure cleanliness and functionality of doors and windows, replace if necessary

Flooring & Ceiling Monthly Regularly inspect and repair when needed for safe and optimal condition

Interior Partition Wall Annually Inspect wood and gypsum partition walls to prevent moisture damage

Table 5.10: Program maintenance strategy for the project

Table 5.11: Building&Site Maintenance for the project

5.8 Project Deliverables

5.8.1.

Project Success Criteria

Project success criteria are the measures or standards used to evaluate whether a project has achieved its goals based on the project goals, stakeholders' expectations, and objectives. The project's success was evaluated based on three main criteria: cost, time, and quality

i.

Time

Efficient scheduling of the project is essential to meet deadlines without delay, as time and cost are closely related. Special attention was given to the critical path to ensure timely completion. Based on the client demands, the estimated time of the project was 10 months starting from 1st April 2022 to 31st January 2023. Gantt Chart and critical path were used for project planning to avoid unnecessary risks or any delays.

ii. Cost

The total cost estimated was RM23million for material, labor, and equipment costs during the pre-construction and construction phases, as well as the impose cost of building operation, funded by FTAM and community. Effective cost management involved accurately estimating costs, tracking and controlling expenses, and finding ways to minimize costs without compromising the project's quality or scope is necessary.

iii. Quality

Quality refers to the degree of client and stakeholders’ satisfactory level which incorporates functional requirements of the space and the overall design aesthetic qualities, as well as sustainability factors. To achieve the criteria, the project's tasks were broken down into a Work Breakdown Structure (WBS), which helped to track the project's progress and ensure the renovation ran smoothly.

6.0 Conclusion

The successful completion of the interior renovation project was made possible through the collaborative efforts of all the stakeholders, including the client, advisor, consultants, and contractor. The project was completed within the specified time frame, budget, and to a high standard of quality, with a focus on sustainability. The use of Gantt charts, work breakdown structures, and advanced design software and technology significantly contributed to the success of the project. Additionally, thorough risk analysis and contingency planning helped mitigate issues that arose during the renovation work. Effective communication and well-organized meetings among the team members were also key factors in achieving project success. Overall, the successful outcome of this project is a testament to the benefits of a well-planned and executed interior renovation project.

7.0 References

CONSTRUCTION PLUS ASIA. (2018, December 30). Retrieved April 25, 2023, from PROJECTS: Hotel Grand Baron: https://www.constructionplusasia.com/my/hotel-grand-baron/

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