TAYLOR’S UNIVERSITY LAKESIDE CAMPUS

SCHOOL OF ARCHITECTURE, BUILDING AND DESIGN

PROJECT MANAGEMENT (MGT60403)

ASSIGNMENT 1:
DEFINING AND DOCUMENTING A PROJECT
(OFFICE 4-STOREY CORNER SHOP LOT)
TEOH WK ARCHITECT

TUTOR: AR. NURUL ALIA AHAMAD

LEONG DARREN 0323645

LOW WING CHUN 0323315
MELANIE SOON YU XIN 0322327
PREMDYL SINGH SHADAN 0321979
REBECCA MARIE TANDUBA 0322757
RENEE TEOH YEN QIN 0322438
CONTENT
1.0 INTRODUCTION
1.1 PROJECT INTRODUCTION

2.0 TEAM MEMBERS

2.1 ORGANIZATION STRUCTURE
2.2 ORGANIZATION CULTURE
2.3 ROLES AND RESPONSIBILITIES

3.0 STAKEHOLDERS
3.1 KEY STAKEHOLDERS
3.2 INTERNAL STAKEHOLDERS
3.3 EXTERNAL STAKEHOLDERS

4.0 IMPLEMENTATION PHASES

4.1 SCHEMATIC DESIGN PHASE
4.2 DESIGN DEVELOPMENT PHASE
4.3 CONTRACT DOCUMENTATION PHASE
4.4 CONTRACT ADMINISTRATION AND SUPERVISION PHASE
4.5 FINAL COMPLETION PHASE

5.0 PROCUREMENT
5.1 TRADITIONAL PROCUREMENT PROCESS
5.2 STANDARD FORMS OF CONTRACT
5.3 ADVANTAGES OF TRADITIONAL PROCUREMENT PROCESS
5.4 DISADVANTAGES OF TRADITIONAL PROCUREMENT PROCESS

6.0 MONITORING TOOLS AND STRATEGIES

6.1 SUPERVISION
6.2 IMPLEMENTATION TOOLS

7.0 RISK AND MITIGATION

7.1 PRE-CONSTRUCTION
7.2 DURING CONSTRUCTION
7.3 POST-CONSTRUCTION

8.0 SUCCESS CRITERIA

8.1 COST
8.2 SCOPE
8.3 TIME

9.0 CONCLUSION

REFERENCES

APPENDIX
2
1.0 INTRODUCTION

This project aims to introduce the structure of a architecture project team and the roles
played by everyone in the project team through a case study. Students are to be exposed
through the phases of an architecture project, from schematic design phase through to the
final completion. From there, students will be able to understand the process and actions of
each phase done by different roles and job scope of a project team.

The report comprise of:-

i) Project Introduction
ii) Roles and responsibilities of team members in a project team
iii) Organizational structure
iv) Stakeholders
v) Project information
- Objectives and goals
- Implementation phase
- Implementation tools
- Monitoring tools & strategies
- Risks and solutions
- Procurement
- Success criteria

This assignment aims to help students understand the management techniques in Project
management as well as to understand the importance of team work and each phases
throughout an architecture project.

1.0 Introduction 3
1.1 PROJECT INTRODUCTION

1.1.1 Site Introduction

Our chosen case study is a project on a four-storey corner shop lot in Puchong that
underwent renovation for a duration of three months. The shoplot is located at the
intersection corner of two highly dense roads making it a prominent landmark in the area.
The area of the site are famous for a wide array of eateries, therefore making the usage of
the selected building, a dim sum shop, a majority in the area. Other prominent landmarks
in the area include Four Points by Sheraton, Green Hotel and Public Bank.

1.1.2 Circulation and Accessibility

The site is located directly at the corner of a crossroad that enables many potential views
of passer-bys by vehicles or by foot. It’s strategic location increases the human density as
well as the traffic density, in which the implementation of two way roads to ease congestion
and the usage of five foot walkways to provide shade and comfort for pedestrians comes to
play. The site is highly accessible by vehicles as it is located 3 minutes off the Lebuhraya
Damansara-Puchong (LDP).

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

Backalley

Stairs and Ramp

TNB Feeder Pillar

Horizontal Road

Figure 1: Representational sketch of the

site

1.0 Introduction 4
1.1.3 Demographics

The demographics on our site are mainly white-collar workers during the day especially
during peak hours such as lunch time (afternoon) and after work (five-six o’ clock). Also,
food vendors are seen as the major business tycoons on our site attracting a chinese
demographic due to the majority of non-halal eateries and cuisine. These eateries are
active throughout the day especially during lunch, dinner and supper

1.1.4 Architecture Style

The architecture style of the shoplot is no different to the other shoplots surrounding it. The
shoplot consists of a elements such as a tiled five-foot walkway that is elevated from the
street, multiple hopper windows with tint for privacy and designated signage space
between the ground and first floor. The site is also disable friendly as a ramp is provided on
the horizontal street of our corner site allowing accessibility for wheelchairs, etc. The
shoplot also has an unapproved kitchen area which extends out into the five-foot walkway.

Hopper Windows

Designated
Signage Space

Five Foot
Walkway

Figure 2: Sketch of the site perspective

1.1.5 Authority

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

1.0 Introduction 5
1.1.6 Defects

The head consultants, Teoh WK Architect were called in for this project to conduct a minor
renovation that included upgrading of the current building and the installation of a lift. Our
site has been worn down over time creating a handful of defects such as leaking pipes,
cracked walls and multiple tiling issues.

Teoh WK Architect were responsible for the rectification of certain defects that include,
wall and ceiling finishes touch up, A/C shaft water proofing works, changing of door swing
positions, covering up wirings, fixing chipped and cracked wall, rectifying tiling works,
installing aluminium framing and so on.

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

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

1.0 Introduction 6
1.1.7 Renovation

Our site was previously only used by the dim sum shop on the ground floor, and the being
upgraded to office spaces on the top three-storeys, hence the biggest part of the
renovation of our site is the installation of a new lift. A specific lift contractor (Ryoden
Building Machineries) was requested and called in by our clients. The mechanical lift is not
a bomba lift, however it is designed with handrail, braille button, light and sound indication
to accommodate to the disabled. The lift however it is a 5.47sqm lift which is estimated to
take the weight of 5 people in total.

To further accommodate to the disabled, the ramps were renovated to comply to the
requirement the Uniform Building By-Law (UBBL) as the ramps were too steep for disabled
access. The ramp added has a gradient of 1:12.

Finally, aluminium louver screens were added to the facade of the building to conceal the
compressors located on the air conditioning ducts.

Figure 5: During the renovation of the site

Figure 6: After the completion of the renovationc

1.0 Introduction 7
2.0 TEAM MEMBERS
2.1 Organization Structure

CLIENT

SUB-CONTRACTOR ARCHITECT

RYODEN BUILDING TEOH WK ARCHITECT

MACHINERY

CONTRACTOR TENDERER
MATERIAL GEO MATERIAL GEO
ENGINEERING ENGINEERING

MECHANICAL &
ELECTRICAL ENGINEER

YT CONSULT

CIVIL & STRUCTURAL

ENGINEER

JASAMURNI KONSULT
DESIGN TEAM

CONSTRUCTION TEAM

2.0 Team Members 8

2.2 Organization Culture

Teoh WK Architect has a sole proprietorship architectural practice, lead by a sole principal
architect assisted by two assistant architects in its organizational structure.

The culture adopted by the firm in leading this renovation project team is
hierarchy-oriented. Being founded on structure and control, as the lead consultant, Teoh
WK Architect emphasised to adhere to official building procedures, inducing formality in its
structure. They act on coordinated organisation and monitoring - as evidenced in the
details included in project planning, progress reports and meeting minutes. They were
liable to guaranteeing work and predictability in their job scopes as it helps convey the
wants and needs of the client. Consistency and stability are cores in conducting this project
as they were granted a limited time of three months to complete the project with
specifications against the limitations of the nature of the site’s conditions.

With this structure, the project team members have a clear idea of decision-making,
authority, rules and procedures and accountability. Based on the organisational chart, it is
clear that the architect holds the most accountability as they become the mediator between
the Contractor, Design Team and client. Indirectly appointed as a leader, Teoh WK
Architect strives in producing a reliable and smooth-flowing production. Error detection and
measurement, process control and systematic problem solving are measures that were
taken into consideration and highlighted by their team’s efficiency as problems received
prompt responses and were rectified immediately.

In comparison, the flow of the project team’s structure cannot be clan-oriented as it is

based on human resources development. It is also typically defined by employee
involvement programs and semi-autonomous work teams which inherently leads to
groupthink, inhibiting innovation. The culture adopted in this project team requires
decision-making skills as the project calls for the adherence of the contract documentations
and specifications set by the client.

2.0 Team Members 9

2.3 Roles and Responsibilities

2.3.1 Design Team

2.3.1.1 Architect

Company Name: Teoh WK Architect

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

2.0 Team Members 10

2.3.1.2 Civil and Structural Engineer

Company Name: Jasamurni Konsult

Scope of Work:

1. Assisting the architect in estimation of specifications, costs, etc.

2. Advise architect on structural limitations of the existing shoplot
3. Consulted lift contractor in regards to specifications of lift core
4. Calculation of loads and stresses
5. Selection of appropriate construction materials
6. Providing technical advices
7. Submission and obtainment of Engineering Plans to and from local authorities
8. Oversight of Infrastructure Systems such as drainage and sewerage
9. Monitors on-site labor of infrastructure systems

2.3.1.3 Mechanical and Electrical Engineer

Company Name: YT Consult

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

2.0 Team Members 11

2.3.2 Construction Team

2.3.2.1 Contractor

Company Name: Material Geo Engineering

Scope of Work:

1. Inspects building to verify structural integrity

2. Carries out risk assessment
3. Negotiates project objectives
4. Planning of project phases
5. Health and safety specifications
6. Estimates costs in material, machinery, labor, etc
7. Provides Site Progress Reports
8. Oversight of Construction Site Progresses
9. Carries out work as per contract requirements

2.3.2.2 Sub-Contractor

Company Name: Ryoden Building Machinery

Scope of Work:

1. Construction and supply of lift

2. Testing and commissioning of lift after installation

2.0 Team Members 12

3.0 STAKEHOLDERS

Type of Position of Company Impact of Estimated

Stakeholder Stakeholder Name Stakeholder Priority

Key Stakeholder Client - High 1

Figure 7: Table of Key Stakeholders of the project

3.1 Key Stakeholder

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

Type of Position of Company Impact of Estimated

Stakeholder Stakeholder Name Stakeholder Priority

Internal Architect Teoh WK High-Medium 2

Stakeholder Architect

C&S Engineer Jasamurni High-Medium 2

Konsult

M&E Engineer YT Consult High-Medium 2

Contractor Material Geo High-Medium 2

Engineer

Specialised Lift Ryoden Building High-Medium 2

Contractor Machinery

Supplier - High-Medium 3

Interior - High-Medium 3
Designer

Figure 8: Table of Internal Stakeholders of the project

3.2 Internal Stakeholder

Internal stakeholders are the people who work directly with the project which include
the consultants from both the construction team and design team. The impact of these
stakeholders are medium as they are replaceable by the client’s command if needed,
however they are high in liability when problems occur.

3.0 Stakeholders 13
 Type of Position of Company Name Impact of Estimated
Stakeholder Stakeholder Stakeholder Priority

External Local Tenaga Nasional Medium 4

Stakeholders Authorities Berhad (TNB)

BOMBA Medium 4

Indah Water Medium 4

Konsortium

Syarikat Bekalan Medium 4

Air Selangor Sdn.
Bhd. (SYABAS)

Majlis High-Medium 3
Perbandarayaan
Subang Jaya
(MPSJ)

External Public Shop Owners Medium-Low 5

Stakeholders

Restaurant Medium-Low 5
Customers

Waiters Medium-Low 5

Chefs Medium-Low 5

White Collar Medium-Low 5

Workers

Pedestrians Low 6

Residents Low 6

Figure 9: Table of External Stakeholders of the project

3.3 External Stakeholder

External stakeholders are the people who are not directly involved in the project
however they are affected by the project. The impact of stakeholders varies from a
range of High-Medium to Low. This is because despite being an external stakeholder,
some cause heavier impacts to the projects than others. For example, MPSJ have a
high-medium impact, as the project is not able to run smoothly without their approvals
on any drawing submissions. The other authorities have a medium impact because
the building services would run under them. The shop owners, chefs and so on are of
medium-low impact, because their jobs might be affected during the renovation
period, whereas the pedestrians and residents are of low impact because their
chances of contact with the site are minimal to none. 3.0 Stakeholders 14
4.0 IMPLEMENTATION PHASES

According to Lembaga Arkitek Malaysia (LAM), any Architectural Consultancy Practise

(ACP) should provide the minimum basic services which include five implementation
phases. These phases are:

1. Schematic Design Phase

2. Design Development Phase
3. Contract Documentation Phase
4. Contract Implementation Phase
5. Final Completion Phase

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

Project ● Project Brief

● Technical Studies/ Survey/ SI Works ● Schematic Design

Schematic Design
● Design Brief ● Submission of Development
Phase
● Cost Estimates Order (DO)

● Approval of DO ● Tender Estimates

Design
Development ● Involvement of other Consultant ● Building Plan (BP)
Phase I.e C&S, M&E, ID, LA, etc. Submission

Contract ● Approval of BP ● Tender Evaluation

Documentation ● Tender Documentation ● Tender Award
Phase ● Tender Exercise ● Contract Agreement

Contract ● Construction Drawings ● Testing & Commissioning

Implementation ● Construction on Site ● CPC
Phase ● CCC

● As-Built Drawing ● Final Account

Final Completion ● Defect Liability Period (DLP)
Phase
● CMGD

Overall Completion
4.0 Implementation Phases 15
4.1 SCHEMATIC DESIGN PHASE

4.1.1 Design Brief

The Schematic Design phase is initiated by the client who approaches the consultant(s)
needed. The client produces a brief that contains the needs and wants of the intended
design that usually leads into the development of the future project. In this case, the client
approached Teoh WK Architect to request design inputs for renovation of the existing
shoplot into better conditions by adding additional disabled ramps, facade on the air
conditioning duct and installing a lift to improve vertical circulation. Based on the client’s
brief, the consultant will determine whether the project is in their expertise, feasible and
fitting to their job scope that the company provides. If so, the client would proceed further
discussion with the consultant, however if not, the consultant will negotiate to meet the
criteria of both parties, or in some cases, the client would opt for a different consultant that
could meet the wants and needs of the project. Once agreed upon between the client and
consultant, the schematic design phase is initiated.

4.1.2 Site Analysis

Once the design brief is agreed on between both parties, the consultant then goes to site
to analyze the current conditions of the shoplot. The dilapidation survey is done by Teoh
WK Architect which undergoes an inspection of the existing structural and finishing
conditions before the commencement of a the discussed renovation. The survey is done is
to provide an accurate record by assisting the building owners, contractors and developers
in the event of a claim for damage.

However, during the site analysis, changes to the brief are possible depending on the
current site condition. Both the client and consultant are to prioritize the needs of the site
requirements which is set by the authorities and law rather than what the client and
consultant wants. This is when arising issues and limitation are spotted and needed to be
rectified in further processes later on during the design process.

4.1.3 Design Process

After creating the dilapidation survey, Teoh WK Architect began by designing possible
solutions for the renovation of the lift, ramps and facade. Teoh WK Architect undergo this
process through many sketches which are then translated to diagrams and presentation
drawings for the approval of the client. During this time, the consultant and the client meet
the most as changes may need to be amended and improved to meet client's expectations
and wants. The client will then approve the revision that is most satisfactory, allowing Teoh
WK Architect to proceed.

4.0 Implementation Phases 16

This is one of the longest processes of the design phase as it requires a lot of trial and
error before the design gets approved by the clients. Issues picked up from the site
analysis should be rectified during this process to prevent further complications whilst
moving forward through the project.

4.1.4 Development Order

Continuing with the schematics that were developed with the client's confirmation, Teoh
WK Architect proceeds by submitting the Development Order. The Development Order is
the confirmation planning of the development which in later stages the approved drawings
must be followed throughout the entirety of the project. The client must settle off land
matters, preliminary design and the type of development for example the build up area,
number of units, etc. The Development Order submission is made to the local authority
department, the One Stop Centre, that acts as a coordinator for the local authority internal
department and also toward the external approval agencies like SYABAS, TNB and IWK.
The Development Order application is to be submitted to authorities within three months
from the date the design is confirmed.

Approval for usual Development Order varies between six to nine months for projects of
larger scale, however due to the scope of work for this project which is only a renovation
work, the Development Order was approved in one month. From now on the architect is to
furnish client with all necessary drawings and will act as the Superintendent Officer (S.O).

4.0 Implementation Phases 17

4.2 DESIGN DEVELOPMENT PHASE

4.2.1 Approval of Development Order

The start of Design Development Phase begins when the Development Order has been
approved, which in this case took about a month for confirmation from the local authorities.
Once the development order is approved the architect may gather other consultants to
carry forward with the project. The architect has to develop the design to enable other
consultants to commence their detailed design work.

4.2.2 Tender Estimates

Preparation of tender documents by the architect which will specify the construction
materials and method. Teoh WK Architect made use of the PAM 2006 with Quantities as a
guideline for the tender document. There is an update to the preliminary estimates and
submission to the client for this approval. Once tender document is completed, it is
tendered out for tenderer’s reference for their submission. After this, the architect will
proceed with a throughout check on each tenderer’s background and advise client on the
best suitable choice to be awarded.

4.2.3 Involvement with Consultants

From then, the architect will work alongside the other consultants involved such as the civil
and structural engineer, mechanical and electrical engineer and contractor to work on the
necessary plans. The consultants would come together to work on the possibilities of
execution for the project looking into a variety of aspects from function, lighting, ventilation
and structural integrity. Working with each consultant is crucial to create a project that runs
smoothly, safely and most of all feasible to the client's budget. Inputs and
recommendations will come from each consultants for the best interest of the project. From
structural to electrical all the way down to the materiality, everything should be agreed
upon and coordinated between consultants and it is crucial to solve problems of major and
minor scale. For example, the installation of the lift as well as identifying the needed size of
columns. Once that is settled, the consultants are to draw up the costs as well as the time
estimate of the project to be submitted to the client to pend for approval.

4.0 Implementation Phases 18

4.2.4 Submission of Building Plan

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

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

4.0 Implementation Phases 19

4.3 CONTRACT DOCUMENTATION PHASE

4.3.1 Approval of Building Plans

Once building plans and engineering plans are drawn up and ready to be submitted, a
qualified person, according to the Uniform Building By-Law, a qualified architect, engineer
and draftsmen must be registered under the board. The registered architect can only
submit architectural plans whereby reinforced concrete detail or structural detail are not
allowed. Registered engineers can submit all engineering plans and registered building
draftsman can submit building plans that is endorsed on his certificate.

Once qualified person has submitted the plans, the local authorities such as MPSJ and
BOMBA will confirm whether is compliant to its requirements then approvals will be given.
From there, construction work begins.

4.3.2 Tender Documentation

As for tender documentation, the preparation and finalization of the detailed drawings are
ready for the Bills of Quantities to be prepared by the Quantity Surveyor. During this time,
the preparation of all documents including the form of tenders are necessary for obtaining
competitive tenders which are open tenders as done by Teoh WK Architect or invited on
behalf of the client. The form of tenders are a standard form for tenderers to fill in
particulars that consists of summary of offer/ bid in terms of cost of total tender sum and
time of contract period. Three tenderers were chosen during this period.

Besides that, tenderers are required to pay a tender deposit to show when collecting the
tender documents. This tender deposit from successful tenderer is utilized to sometimes,
cover the cost for preparing contract documents. Once chosen, the tenders are evaluated
through the results and report that was provided by the tenderers interested in the project.

4.0 Implementation Phases 20

4.3.3 Contract Agreement

The architect then awards the contract on behalf of the client and moves on to prepare the
contract agreement for relevant parties. The Contract Document is the legally binded
document agreed upon all parties involved in the project, it includes the articles of
agreement, conditions of agreement, contract bills, form of tendering, summary of tender,
letter of acceptance, specification and contract drawings. The tender documents were
done using the contract of PAM Form 2006 with quantity as a guideline which empowers
the Architect to evaluate claims. The quantities used of each material are specified in the
contract unlike the PAM Form 2006 without quantity.

The Contract Bills are the final form of bills of quantities agreed upon which includes full
specification, form of tendering, conditions of tendering, instruction to tenderers, measured
work, PC/PS and final sum and appendices including letter of acceptance.

4.3.4 Extension of Time (EOT)

The EOT is a particular clauses listed in the contract that allows the construction period to
be extended where there is a delay not of the contractor’s fault. When there is an apparent
delay that would merit the EOT, the contractor would give a notice towards the lead
consultant identifying the event and details that has caused the delay. When the lead
consultant accepts the reasoning behind the delay, they may grant an extension of time
and the completion date is adjusted.

In this project, the completion date was pushed back due to delays on part of the
nominated sub-contractor by the client. Hence as stated in the clause under 23.8 (vii), it is
deemed that not on fault by the contractor and hence a certification of delay and EOT is
issued.

4.0 Implementation Phases 21

4.4 CONTRACT IMPLEMENTATION PHASE

4.4.1 Construction on Site

After proceeding of construction drawing by the architect, the issuance to allow site work
commence. Since this project was of smaller scale, the consultants would meet on site
every once in two weeks to make sure that everything runs on time, constantly and as
smoothly as possible. However, there were some site issues that had to be rectified. These
issues would be solved on site itself to avoid any delay possible. If the consultant was not
on site when the issues rose, prompt response was given through various communication
tools such as WhatsApp or through architect’s instructions. This was done to avoid the
impact of time or cost which could affect the project.

Other responsibilities during this phase include performing all functions and duties of
Architect under the terms of the building contract. Works include providing information and
issuing instructions to contractor when needed, examining the works programme submitted
by the contractor, apply for CFO form from appropriate authority when necessary and
provide a set of as-built drawings and all warranties and maintenance manuals. On
monthly basis, payment certification is released to the contractor as per progress claim
work.

4.4.2 Certification of Practical Completion (CPC)

Once construction is completed, visits are made to site to ensure no defects or damages
are done and to make sure that everything was followed as specified in the tender
documentation.

The Certificate of Practical Completion (CPC) is issued by the architect to the main
contractor when the architect is satisfied with all the physical works being completed in the
building, the CPC also allows for full collection of payment for the contractor excluding the
retention sum pending the end of the Liability Defect Period (LDP) in which then only the
retention sum would be released to the contractor. The CPC also legally declares the end
of contractor’s liability other than making good defects.

The current project stands with a CPC and yet waits for authority approval for a Certificate
of Completion and Compliance (CCC).

4.0 Implementation Phases 22

4.4.3 Certification of Completion and Compliance (CCC)

CCC is issued by the Principal Submitting Person (PSP) when all technical components
imposed by the local authorities are complied with. Forms G1 to G21 has to be certified
and received by the local authorities as well. The PSP has to certify in Form F that he
supervised the erection and completion of the building and he believes the building has
been constructed and completed in accordance with the by-laws and the approved plans.

Within 14 days of the insurance of CCC or partial CCC, PSP must deposit a copy of
relevant certificates and Forms G1 to G21 with the local authority and the Board of
Architects Malaysia or Board of Engineers Malaysia.

Once CCC is obtained, the building is now deemed fit for usage and occupation. However,
the wait for this is a lengthy process and the necessary approvals are slow. For example,
the directors that allow the approval are on leave, delaying the certification from being
approved.

4.0 Implementation Phases 23

4.5 FINAL COMPLETION PHASE

4.5.1 Practical Completion

The architect certifies practical completion when all the works described in the contract
have been carried out. Upon certifying the practical completion, half of the payment would
be released to the contractor and it ends the contractor’s liability for liquidated damages.
The defect liability period would commence right after. Currently Teoh WK Architect had
issued practical completion in order for the contractor to collect half of the payment.

4.5.2 Defect Liability Period

Once payment is complete, a Certificate of Practical Completion (CPC) is issued by the

architect to the main contractor when the architect is satisfied with all the physical works
being completed in the building, however Defect Liability Period or known as “product
warranty” holds. This is when a retention sum is kept for a 12 month period to ensure that
any damages or defects that happen within this period will be covered by the contractor in
charge. After the 12 months are over, which in this case would be January 2019, the
remaining money will be given to the contractor. The retention sum kept by the architect is
at 5% the total contract sum.

4.5.3 Final Certificate of Payment

The final certificate is certification by the architect that a construction has been completed.
It is issued after the defects liability period and has the effect of releasing all remaining
payment due to the contractor, including any remaining retention if it exists. The value of
the final certificate is based on the final account agreed by both the cost consultant and the
contractor. This means that all the completion of the construction has already met with the
satisfaction of the consultant and client.

4.5.4 Final Account

Construction contracts generally provide some mechanism for the final payment to be
made to the contractor on the completion of the works described in the contract. Generally
this payment will be made at the end of the defect liability period provided that all defects
have been rectified. Final account is an important document in project management
process to show the final cost of a project. It is prepared after the project is completed.
Preparing the final account is the process of calculating and agreeing to the final contract
cost so that the amount of the final payment can be determined. The consultants and
contractors are able to agree to the final account without much trouble as it is a small scale
project. Hence the process went smooth-sailing.

4.0 Implementation Phases 24

5.0 PROCUREMENT

5.1 Traditional Contract Procurement Process

The type of procurement method used here is the traditional contract procurement method.
The traditional contract procurement method breaks down as design, bid and build. The
client negotiates separately with the practice architect and consultants, (Teoh WK
Architect, Jasamurni Consult & YT Consult) and construction contractor. This would mean
that design work and construction work is separated. The client first appoints the architect
and consultants to design and prepare tender documentations which are the tender
drawings, work schedules and bills of quantities.

Once the tender drawings are prepared, a main contractor is appointed by the architect
through open tender also known as competitive or public tender. Open tender is a bidding
process that is open to all contractors.

The contractor was prioritise through experience and recommendation first, then to quality,
on to cost, and time needed to complete the construction. Assessment were made through
contractor’s past projects that they were involved with, taking note on their workmanship,
scale of project and etc. Cost was compared among contractors to ensure that it would not
exceed the client's allocated budget for the project.

Material Geo Engineering Sdn. Bhd. who fits all qualifications above was awarded as the
main contractor from the process.

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

5.0 Procurement 25
5.2 Standard Forms of Contract

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

5.3 Advantages of Traditional Procurement Contract

Traditional contract procurement method ensures better project completion quality due to a
full design pre-tender. This means that the design stage will only proceed to bidding when
the client is satisfied with the designs. And this allows the project’s design to be flexible as
consultants or architects are to follow client’s instructions. Clients would have more control
over the design through the architect or contract administrator.

Besides that, clients who uses the traditional procurement method are entitled to select
from the best and lowest price through competitive tendering. Hence, the expected cost of
the project will be more consistent as the tenders are based on the design specifications
provided by consultants.

5.4 Disadvantages of Traditional Procurement Contract

Time needed for project completion may be not beneficial with traditional procurement
method as it is sequential meaning that it operates stage by stage. Causing the project to
take longer to finish.

Besides, coordination among involved parties in one project could end up chaotic if
communication is not done clear among all parties. Client or the project owner has to make
sure to convey mutual understanding to both consultant and contractor in order to avoid
any misunderstanding.

As for the project cost, should there be any last minute or major changes to the project, the
expected cost may be way higher and time needed to complete the project may be
required to extend.

5.0 Procurement 26
6.0 MONITORING TOOLS & STRATEGIES

6.1 Supervision

Supervision and upkeep of a project’s progress and performance are two of the most
important tasks that needs to be handled by the project manager. It safeguards the project
and at the same time, ensures the project’s planning is put into action and keep track of its
development. The common tools used in monitoring a project are Gantt charts, reports and
schedule alerts.

Gantt Charts

Gantt charts were created and utilised throughout the execution of the project, especially in
the Contract Implementation Phase. They provide a timeline to illustrate how the project
will run and subsequently display the individual tasks, their durations and its sequencing.
The use of the Gantt Chart assisted Teoh WK Architect in viewing the project timeline and
expected completion dates.

Reports

With the project’s nature of being a renovation project, to protect their liability, Teoh WK
Architect produced a defects list and a dilapidation report, documenting the faults and
issues of the existing shop lot. This was done to alert the team as well as the clients of the
site’s condition prior to construction works, in case of a problem arising later.

Site reports and diaries were recorded as well, inclusive of pictures as proof. This is done
to ensure works at each construction stage are completed and allows the contractor to
claim payment. Tasks were also delegated prior to works done, all stated in a works
checklist.

Another report that was prepared were meeting minutes, presenting formal updates of the
project’s progress and ensures the full participation of involved parties. The matters
discussed during these meetings are:
- Contractor’s matters
- Architectural matters
- C&S matters
- M&E matters
- Client’s matters

6.0 Monitoring Tools and 27

Strategies
Schedule Alerts

The use of digital applications become a measure of monitoring tool in this case study as
communication amongst the team becomes easier. Applications such as e-mails and text
messaging via WhatsApp allow the project team to be alerted of the project in real-time.
This monitoring tool is more proactive as it notifies the team of upcoming, pending,
ongoing, completed and delayed tasks. Problems that arise were immediately rectified and
received prompt response from both design and construction teams.

6.1.1 Schematic Design Phase

In the first phase of the project, the schematic design phase, Teoh WK Architect as the
lead consultant, liaise directly with the client to produce the project’s design brief. Teoh WK
Architect were involved in preparing the Development Order to be submitted for approval to
the local authority. Sketch proposals, drawings as well preliminary estimates were done
within the project’s design team to ensure the same picture is being painted. The drawings
are schematic, purposed to inform of the building’s basic information such as typology,
height and gross floor area.

A draft planning is scheduled, creating a proposed Gantt chart to give an overall view of
the interdependent tasks that needs to be done to accomplishing the project. The chart is
also accompanied by a work checklist, describing the tasks involved and target completion
dates as well as their statuses and people-in-charge of those tasks.

6.1.2 Design Development Phase

Following that, the design development phase received the Development Order approval
and require the submission of Building Plan for approval. The whole project’s design team
were involved, utilising the software Autodesk AutoCAD to prepare the Building Plan
drawings as it documents the complete details of the project.

6.1.3 Contract Documentation Phase

Tender drawings are prepared and an open system is used. The tender documentation in
which the detailed drawings are prepared. The form of tenders are prepared for the
tenderers to fill in particulars of summary of offers and bids. A tender deposit is collected
from the tenderers to ensure that they are truly interested in the project and to also cover
the cost of tender documentation preparation.

6.0 Monitoring Tools and 28

Strategies
6.1.4 Contract Implementation Phase

Thereafter, under the advice of the lead consultant, a successful tenderer is chosen for the
project. After the contract document is signed and agreed upon all parties, construction
commences. As this phase involves the construction team, multiple reports and meeting
minutes were done and prepared in verifying the execution of each task involved to
progress towards the project completion. The Gantt chart that was prepared to estimate
time, percentage of completeness and interdependencies of the tasks involved in the
project, were put to full use to ensure every step of the project was done accurately.

Site inspections and site diary were also used to record the details of the progresses on
site alongside site meetings. The project’s design and construction teams would have
meetings every two to three weeks to keep updated of the events that happen on site. This
eased the project manager’s job to keeping tabs of the ongoing processes as well as
enabling the forecast of risks and mitigations.

6.1.3 Contract Documentation Phase

Tender drawings are prepared and an open system is used. The tender documentation in
which the detailed drawings are prepared. The form of tenders are prepared for the
tenderers to fill in particulars of summary of offers and bids. A tender deposit is collected
from the tenderers to ensure that they are truly interested in the project and to also cover
the cost of tender documentation preparation.

6.0 Monitoring Tools and 29

Strategies
6.2 Implementation Tools

6.2.1 Autodesk AutoCAD

The use of Autodesk AutoCAD software was standardised amongst the project team as it
is used regularly and familiar with all the parties involved. In order to ensure that the
drawings are constantly updated amongst the whole project team, a standardrised
Drawing Management System (DMS) is used, the DMS is used to track and manage all the
digital files systematically in the project.

The system used by Teoh WK Architect are:

[PROJECT CODE]-[TYPE OF DRAWING]-[FILE NAME-][DATE]

Project code for this sample project is T1707; 17 – being the year of 2017, 07 as the
sequence of the project. The file name is listed as drawing title and the date used for its
latest revision.

6.2.2 SketchUp

The project’s design team used the three-dimensional modelling tool, SketchUp, to better
visualise the project. Teoh WK Architect themselves took the role of preparing this file.
From the two-dimensional drawings that were drafted in AutoCAD, they were transferred to
the SketchUp for 3D modelling. The drafted drawings were not exported directly into the
software due to the requirement of detailed annotations and specifications.

6.2.1 Adobe Photoshop

In order to improve the visualisation of the project, Teoh WK Architect then adopted Adobe
Photoshop to post-render the drawings and 3D digital model. This production lead to
presentation diagrams and boards to showcase to the client. This step verifies the image of
the project done by the architect is the same as what the client had envisioned.

6.0 Monitoring Tools and 30

Strategies
7.0 RISK & MITIGATION

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

7.1 Pre-Construction

RISK Miscommunication amongst consultants/between consultants and

client

DESCRIPTION Miscommunication between consultant leading to poor workflow and

scheduling in regards of work progress and site needs

SEVERITY High

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

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

RISK Lift contractor outsourced

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

SEVERITY High

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

MITIGATION Scope of work and scheduling in contract has to be rescheduled and

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

7.0 Risk & Mitigation 31

RISK Illegal work done by previous owner

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

SEVERITY Mid

SCENARIO Extension of kitchen protruding and blocking public pathway.

MITIGATION Proper documentation prior to site work to be made and to ensure

consultant parties are not to be blamed. BP Submission and scope of
work in contract to state demolition of all illegal extension.

RISK Structural limits of a renovation project

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

SEVERITY Low

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

elements.

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

7.0 Risk & Mitigation 32

7.2 During Construction

RISK Unforeseen site condition

DESCRIPTION Situations caused by acts of god

SEVERITY Mid

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

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

RISK Site disturbance and complaints

DESCRIPTION Local stakeholders complaints may results in project being an

unpopular spot

SEVERITY Low

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

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

7.0 Risk & Mitigation 33

RISK Sudden requirement of change from local authority

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

SEVERITY High

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

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

RISK Political risk

DESCRIPTION Rules and regulations of government regarding construction activities ,

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

SEVERITY Mid

SCENARIO Incentives or sudden implementation of Sales Tax on construction

materials.

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

7.0 Risk & Mitigation 34

7.3 Post-Construction

RISK Defects of work

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

SEVERITY Mid

SCENARIO Client complaint of visual defects on site

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

RISK Issuance of CCC

DESCRIPTION Without the issue of Certificate of Compliance (CCC), the completed

project may not proceed with occupation of people and would be
deemed uninhabitable.

SEVERITY Low

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

MITIGATION Follow thoroughly with the LA in regards to conformity of submission.

Ensure that all technical conditions imposed by the LA have been duly
complied with and architect’s role of ensuring that the building is safe
and fit for occupation

7.0 Risk & Mitigation 35

8.0 SUCCESS CRITERIA

The success rate of this project did not require to adhere to any forms of quality
benchmarks such as QLASSIC or ISO as the project is of a small scale. The project
manager, Teoh WK Architect, ensured that the project’s execution was done properly and
as is in the drawings and contract documentations.

Instead, they worked with the Triple Constraint in executing this project. The Triple
Constraint provides the boundaries and framework for the project to be conducted upon,
and at the same time, allows easy monitoring of the project’s progress.

The success rate of the project is wholly determined by the fulfillment of three factors of the
Triple Constraint: cost, scope and time. Each of these factors cannot be altered without
affecting the other as they are interrelated in its structure.

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

8.1 Cost

Cost is the financial constraint, determined by the budget of the project. A rough
estimation, the project’s cost is to determine how much money it would take to accomplish
the project. The cost of the project ecompasses various aspects, from resources to labour
costs, and it fluctuates based on the project’s scope if it requires special requirements or if
the time for project completion is shortened.

The execution of the renovation project worked around its stipulated budget and managed
to keep to it, what was put forth priority was the client’s satisfaction of completed work and
the budget allocated.

8.0 Success Criteria 36

8.2 Scope

The scope factor involves requirements and tasks of the project. The success in the
execution of this factor inherents the quality of its deliverables, thus, affecting the cost and
or time factors of the project in order to obtain the desired quality.

As the project manager and lead consultant, Teoh WK Architect ensured the contract
awarding to be done towards the most suitable contractor by conducting a background
check and cross-referencing the contractor’s previous projects. This is important as it
guarantees the build-up of the project to be done exactly as in the contract documentation
which, in turn ensures the satisfaction of all the parties involved especially the client.

8.3 Time

Time is determined by the schedule set to complete the project or a deliverable of the
project. It comprises the required tasks needed to progress the project from beginning to
end.

In studying the Gantt chart provided for this case study, it was easy to see that the project
was delayed by 8.37 days by comparing percentage of completeness of the targeted and
actual schedule for architectural works of finishes, external ramp works and mechanical
and electrical engineering works.

Teoh WK Architect issued the Certificate of Delay and Extension of Time which allows
adjustments of project completion date as well as extension of the contractor’s insurance
period. The Extension of Time (EOT), as reasoned was under the clause 23.8 (vii) as
stated delays on the part of Nominated Sub-Contractors. The contract between the client
and the Nominated Sub-Contractor for lift works were stated to be four months. This
clashes the plan for the overall project completion, as per the contract between the client
and architect, to be three months. However, the additional costs and scope of work were
not beared by the contractor due to the clauses stated in the EOT which protected them
from any liabilities.

8.0 Success Criteria 37

9.0 CONCLUSION

The structure adopted by Teoh WK Architect in handling this project resonates well with
the rest of the team as it provided a well thought-out organisation, paving way for a smooth
progress flow. The execution of the project and its proceedings clearly showcased the
clarity and general directions of the project. Evidencing clear team coordination and
communication, the project team was able to propel forward towards their common goal in
completing the renovation project.

Focusing on three aspects that make a good project: services, safety and health, relates
back to the project team to collaboratively maintain a consistent performance. These
criterias bring out the optimum workforce from the parties involved in both design and
construction teams. In phases and times when issues arise, the team was able to rectify
those issues immediately. This in turn ties into an emphasis towards balance in time, cost
and scope - ultimately deciding the success rate and quality of the project.

9.0 Conclusion 38
REFERENCES

● (n.d.). Retrieved from

http://www.umsl.edu/~sauterv/analysis/488_f02_papers/ProjMgmt.html
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https://www.projectmanager.com/training/top-3-project-tracking-tools
● Designing Buildings Wiki Share your construction industry knowledge
www.designingbuildings.co.uk. (n.d.). Retrieved from
https://www.designingbuildings.co.uk/wiki/Procurement_route_options_pros_and_co
ns#Traditional_contract
● Design and Build vs. Traditional Procurement | Analysis and Comparison. (2018,
June 20). Retrieved from
http://www.oktra.co.uk/insights/design-and-build-vs-traditional/
● Diavega, /. (2015, January 15). DEVELOPMENT ORDER. Retrieved from
https://malaysianingenieur.wordpress.com/2015/01/15/development-order/
● K. (1970, January 01). Cogitation. Retrieved from
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● Westland, J. (2018, March 22). The Triple Constraint in Project Management: Time,
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● What is CPC, VP, CF, and CMGD & CCC? (n.d.). Retrieved from
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● Designing Buildings Wiki Share your construction industry knowledge
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ts
39
APPENDIX

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

40
Appendix 2: Summary of Implementation Phases information- Part 1.

41
Appendix 3: Summary of Implementation Phases information- Part 2.

42
Appendix 4: First meeting minute taken during the consultant meeting.

43
Appendix 5: One of the meeting minutes taken during the consultant meeting.

44
Appendix 6: PAM Contract 2006 (With Quantities)

45
Appendix 7: Tender Drawing List

46
Appendix 8: Work Checklist

47
Appendix 9: Gantt Chart

48