The document provides a project management report for a proposed Traditional Music Centre in Titiwangsa, Kuala Lumpur. It includes details of the client, stakeholders, site analysis, design considerations, programming, and project management plans. The key objectives are to preserve traditional Malaysian music culture, enhance the sense of place in the area, and provide spaces for public music learning and performances. The design concept features four clustered blocks for different instrument types connected by bridges, with performance spaces, studios, and a rooftop garden. The project aims to be completed within 18 months for RM10 million, meeting quality, time and cost criteria.
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Project management Project 2 report
1. PROJECT MANAGEMENT REPORT
(MGT60403/ARC3614)
Project Proposal: Traditional Music Centre, Titiwangsa, Kuala Lumpur.
PROJECT 2: DOCUMENTATION OF A MEDIUM SIZED PROJECT
NAME: TEO HONG WEI
ID: 0322990
TUTOR: MR EMMANUEL
2. 1
1.0 PROJECT INTRODUCTION PG
Client Information 2
Project Introduction 3
Stakeholders 3
Programme 4
Project Objective & Goals 5
2.0 SITE INTRODUCTION
Site Introduction 6
SWOT Analysis 7
PESTLE Analysis 8
3.0 DESIGN SUITABILITY
Design Features 9
4.0 DESING VIABILITY
Success Criteria 10
Programme Brief 11
Gross Floor Area 11
Cost Estimation 12
5.0 PROJECT PROCUREMENT
Payment of Fees for Basic Services 13
Resource Planning 14
6.0 RISK ANALYSIS 15
7.0 MAINTENANCE STRATEGY 16
8.0 WORK BREAKDOWN STRUCTURE 17
9.0 GANTT CHART 18
TABLE OF CONTENT
3. 2
Client Information
The National Department For Culture And Arts
National Department for Culture and Arts is one of the agencies under Ministry of Tourism and Culture Malaysia and it is responsible in implementing cultural and arts
activities in Malaysia.
1.0 PROJECT INTRODUCTION
Objectives
• Preserving and promoting Malaysian culture and arts.
• Increasing culture and arts activities for all levels of society.
• Disseminating information on culture and arts to the public, both locally and
internationally.
• Providing conductive infrastructure for arts and culture and advisory services
to the Malaysian community.
• Enhancing development of arts and culture products towards the 1Malaysia
concept.
Functions/Roles
• Planning, coordinating, implementing cultural and arts activities throughout
Malaysia.
• Planning and disseminating information on culture and arts.
• Coordinating, planning, carrying out research and development on creative
industry product.
• Improving networking with government agency and NGOs' (local &
international).
• Providing advisory services and expertise in culture and arts fields.
• Providing guidelines and training in culture and arts fields.
Vision
To develop a Malaysian society that possesses a distinguished identity,
practices noble values, upholds art for the sake of artistry, cultural arts
for the sake of artistry, wellbeing of community and the development of
economy.
Mission
To intensify the efforts of conserving, preserving, developing and
flourishing the cultural arts; solidify elements of cultural arts in order to
enhance racial wellbeing and unity; to encourage the growth of economy
through activists’ involvement in cultural art activities; and to support the
growth of tourism through cultural art activities.
4. 3
1.0 PROJECT INTRODUCTION
Project Introduction
The client’s aim is to build an Art and Performance Training
Centre in Titiwangsa, Kuala Lumpur. The site is located in
Titiwangsa, right next to the Titiwangsa Lake Gardens, with
Istana Budaya, National Visual Arts Gallery, and the
National Library close by the proposed site. The idea of the
building design is to create an informal tradtional music
centre which act as a connection that connects the park
and the institutional and cultural district. It plays traditional
music to the public, to enhance the sense of place and
strengthen its identity, which is an institutional and cultural
district with the existing buildings around the place.
The client’s requirement is to preserve the trees around the
site, making the building as a continuation of the
Titiwangsa Lake Gardens to create a public realm at the
site, allowing users to step into the cultural district
informally and being able to get involved with the art and
performance activities in the building. The building should
be prioritizing public usage which allows easy access for all
age groups including OKUs. The building should produce
sound to show its identity as a traditional music centre and
attract people audibly.
Stakeholders
The National Department For Culture And
Arts
National Department for Culture and Arts is one of
the agencies under Ministry of Tourism and
Culture Malaysia and it is responsible in
implementing cultural and arts activities in Malaysia.
Its vision is to develop a Malaysian society that
possesses a distinguished identity, practices noble
values, upholds art for the sake of artistry, cultural
arts for the sake of artistry, wellbeing of community
and the development of economy.
Tourism Malaysia
The Tourism Development Corporation of
Malaysia (TDC) is an agency under former
Ministry of Trade and Industry by an Act of
Parliament. It aims to promote Malaysia as an
outstanding tourist destination and showcase
Malaysia’s wonders, attractions and cultures. Its
mission is to enhance Malaysia’s share market
for meetings, incentives, conventions and
exhibitions, as well as promotes the development
of domestic tourism and promote new
investments in the country.
Kuala Lumpur City Hall (DBKL)
The Kuala Lumpur City Hall (DBKL) is the city
council which administers the city of Kuala
Lumpur in Malaysia where the jurisdiction covers
an area of 243 square kilometres. The current
mayor is Mhd Amin Nordin Abdul Aziz. It
functions to provide, manage and maintain public
facilities, plan and implement sports, cultural and
tourism activities, and manage business licenses.
It also in charge in build and manage public
housing and resettle squatters, as well as plan
and control urban development.
Persatuan Penduduk Titiwangsa, Kuala Lumpur
(Titiwangsa Residents’ Association Kuala
Lumpur) (TRA)
Titiwangsa Residents’ Association (TRA) is the
association covering residents living in Titiwangsa
neighborhood. Taman Tasik Titiwangsa, also
known as Titiwangsa Lake Gardens, is a
residential neighborhood located is the outskirts,
north-eastern fringe of Kuala Lumpur, Malaysia.
The neighborhood surrounds the Titiwangsa
recreational park, with Jalan Pahang, Jalan Tun
Razak, Sungai Bunus and Ulu Kelang Highway as
the boundary. Membership to TRA is open to
residents of the neighborhood.
5. 4
Proposed Program
Traditional Music Centre
A Traditional Music Centre is proposed at the site to engage people from Titiwangsa park to explore the institutional district, into the cultural belt, and further into the
Traditional Cultures in Malaysia. The proposed Traditional Music Centre is able to create a strong identity for the Titiwangsa area, by having Traditional Malaysian music as
background music in the institutional district, enhancing the sense of place and it shows the identity of Titiwangsa. Between the formal activities in the institutional buildings
and the informal activities in the park, the Traditional Music Centre act as an informal ‘door way’, allowing people to explore the Traditional Music Culture from different races
in Malaysia as a starting point, and further into the cultural belt, after recognizing the identity of the place. The making and playing of the traditional instruments which is fading
in Malaysia can also be preserved, by promoting the inheritance of traditional music culture in Malaysia.
Program Objective
1. To introduce traditional Malaysian music to local and foreign visitors.
2. To enhance the sense of place and its identity as an institutional and cultural district.
3. To promote the inheritance of traditional music culture in Malaysia.
4. To preserve the making and playing of traditional instruments in Malaysia.
5. To educate the newer generations about the essence of traditional music.
6. To provide spaces for the public to learn and train on the traditional music instruments.
1.0 PROJECT INTRODUCTION
6. 5
Project Objectives
The aim of this project is:
1. To deliver the project with good quality which fulfils the client’s brief within the project duration.
2. To manage the project professionally and take in considerations of the issue on site within the timeline and given budget.
3. To ensure the evenly distributed and utilization of resources to deliver a good quality project within the timeline and budget given.
4. To reduce the risk of the project in all aspect to prevent any delay or failure in delivering the project.
Project Goals
Short term
• To assist the client in forming the project team with the best choice of people to involve in the project.
Medium term
• To establish consistent revenue based on the workshop and activities, while enhancing the sense of place and place identity.
Long Term
• To educate the next generation about the importance of traditional music and other traditional culture in Malaysia.
• To gain exposure on the traditional music culture in Malaysia in our country itself to worldwide countries.
1.0 PROJECT INTRODUCTION
7. 6
Site Introduction
Titiwangsa, Kuala Lumpur.
The site is located in Titiwangsa, right next to the Titiwangsa Lake Gardens, with Istana Budaya, National Visual Arts Gallery, National Library,
and a few schools close by the proposed site, which forms as institutional district. Having it in the institutional district and right next to the famous
tourist spot - Titiwangsa Lake Gardens, park goers and visitors can be found all over the area.
2.0 SITE INTRODUCTION
8. 7
SWOT Analysis
2.0 SITE INTRODUCTION
Strength
• Located in the institutional
district, and next to a famous
tourist spot - the Titiwangsa Lake
Gardens, which has a higher
density of people.
• Well shaded and cozy as it is
surrounded by trees.
• The location provides a good view
of the lake.
• Highly ventilated.
• Allows easy access, as there are
both pedestrian walkway and
vehicular path in front of the site.
Weakness
• Lack of exposure because it is
surrounded by trees and can
hardly be noticed because of its
location.
• One way traffic in front of the site
cause inconvenient access for
vehicles.
• Trees blocking views from and
views to site.
Opportunity
• Existing trees at the site can be
used to create an extension of the
park.
• Educational programme would be
effective with the existing schools
nearby the site.
Threat
• Illegal parking on the one way
road in front of the site may
cause congestion.
• Scheduled vehicular congestion
with the schools nearby.
• Vandalism
9. 8
PESTLE Analysis
Political
National Department For Culture And Arts in Malaysia (JKKN) stands an important role in managing Malaysia’s cultural programs and project, which is a huge role on the
political side of this multi-racial country, which economically rely on tourism. Traditional music in Malaysia is one of the main elements of traditional culture, which creates
opportunity on the economical side, and can be used as a bridge to connect with other ASEAN countries, which would affect the growth of Malaysia.
Economic
As one of Malaysia’s main tourist attractions is its diversity in races and cultures, Titiwangsa has become one of the most famous tourist spot in Kuala Lumpur, which act as
an art and cultural district in Malaysia. The huge amount of tourist and visitors creates opportunity on the economical side, which will attract businesses, which helps on the
growth of Malaysia.
Sociological
Institutional buildings in Titiwangsa had formed a cultural belt which formed the identity of Titiwangsa as an institutional district. Having the existing numerous schools in this
institutional district, the younger generations are exposed to the art and culture of Malaysia, which forms a healthy learning environment in the area, which may contribute to
less loitering and even crime activities in the future, ensuring a healthier educational growth for the youth in Malaysia.
Technology
The development in the technology industry has yet to be improvise in order to compete in the international market. Easier construction method while having innovative
design may be the best choice in our country.
Legal
The project adheres to regulation set by DBKL for the necessary building setbacks, where setback should include 2 meters of plantation and 2.3 meters from the boundary
line for basement car park purposes. This also includes 6 to 12 meters public walkway and BOMBA access lane. The implementation of Uniform-Building-by-Laws also
constraints the building design.
Environment
The pollution of Titiwangsa lake requires effort from related departments and Titiwangsa community in order to enhance and improve the quality of atmosphere of Titiwangsa
Lake Garden. The River of Life Project aims to enhance, rehabilitate, and preserve the water and its environment, compatible with the envisaged Greater Kuala Lumpur status
for the project are, Including improving and sustaining the Klang River and its tributaries within the study area Water Quality to Class IIB by yer 2020.
Having the building naturally ventilated and with greeneries replaced on the building, the usage of mechanical ventilation can be reduced, and reducing the environmental
impact of the building in long term.
2.0 SITE INTRODUCTION
10. 9
Design Features
3.0 DESIGN SUITABILITY
The Traditional Music Centre is
separated into four clustered blocks
featuring four types of instruments: Wind
Instruments, String Instruments,
Percussion Instruments, and Drum; while
they are connected by bridges to allow
easy accessibility to every spaces and to
portray the combination of different
instruments from different races into
Malaysian Music.
An amphitheatre is located at
ground floor to have
performance going on in the
public realm, and a public
performance stage located at the
top floor of the building to have
public music performance for the
Titiwangsa Lake Gardens, which
enhances the sense of place and
strengthen the place identity.
Split levels are created
between the four
clusters, to allow better
visual permeability
between each level and
create a journey in the
building which triggers
curiosity and
encourage visitors to
explore.
Bamboo wind chimes are incorporated into the
building as the main façade feature, which
create audible sound when there is wind
passing through. The four clusters allow wind
to ventilate through the in-between space,
creating wind tunnels between the four clusters
which can easily allow the wind chimes to
create sound, to enhance the sense of place,
to attract visitors, and to show its identity as a
Traditional Music Centre.
11. 10
Success Criteria
Project Success Criteria is a standard and guideline where the project will be judged whether it is considered as project success according to the client. The basic criteria to
measure the project success is the cost, time and quality which is used to indicate the key performance of a project. The aim of the project is to produce a good design and
planning to fulfil the client’s requirement and expectation. Also, to ensure the building is constructed with a reasonable budget and within timeframe. Most importantly, is to
produce a quality outcome for the project.
Quality
Building function: Traditional Music Centre
The design of the building should achieve the intended functions and at the same time produce a good architectural piece. It is important for the building to achieve sufficient
wind ventilation for the wind chimes and also to provide natural ventilation for the spaces and better air quality. To reduce environmental impact, rating system of Green
Building Index (GBI) is used as a guide. GBI rating systems include Energy Efficiency (EE), Indoor Environment Quality (EQ), Materials and Resources (MQ), Sustainable
Site Planning and Management (SM), Water Efficiency (WE), and Innovation (IN). Effort is made by replacing greeneries on rooftop garden, adding having wind chimes as
sun shading feature to reduce heat gain, and clusters to create wind tunnels.
Time
Based on the requirement of the client, the duration of the project shall be completed within 18 months starting from 1st January 2018 to 30th June 2019 with good quality of
work done. The planned timeframe will be listed out in the Gantt Chart and the project should be carried out accordingly without any major delay. Based on the Gantt Chart,
design and approval phase will take up about 5 months while the remaining 13 months will be carrying out the construction and completion phase. The risk analysis is
identified as well in the early planning phase with obligation strategies planned beforehand as a guideline for a clear and structured form of project.
Cost
Project overall budget is estimated: RM10 million
The project is funded by JKNN Malaysia. The cost of the project consists of the pre-construction, construction and post construction phase. The choice of building materials
and construction method could allow saving in cost. Besides, the adaption of natural ventilation in the building allows cost saving in operational cost in a long term basis, so
that the client is able to return investment within a shorter period.
4.0 PROJECT VIABILITY
12. 11
Programme Brief
4.0 PROJECT VIABILITY
Second Floor
Space Gross Floor Area
(sqft.)
1 String Instrument Studio 614
2 Wind Instrument Studio 614
3 Storage 1 129
4 Storage 2 118
5 Percussion Instrument Studio 635
6 Drum Studio 786
7 Storage 3 205
8 Washroom 484
Total 3585
Third Floor
Space Gross Floor Area
(sqft.)
1 Performance Hall 958
2 Backstage 452
3 Storage 1 129
4 Public Performance Stage 571
5 Storage 2 108
6 Staff / Guest Accommodation 786
7 Washroom 484
Total 3488
Fourth Floor
Space Gross Floor Area
(sqft.)
1 Rooftop Garden 1 1572
2 Rooftop Garden 2 1044
3 Water Tank Room 484
Total 3100
Gross Floor Area (GFA)
Lower Ground Floor
Space Gross Floor Area
(Sqft.)
1 Car park 23358
2 Lift Lobby 1400
Total 24758
Ground Floor
Space Gross Floor Area
(Sqft.)
1 Reception 140
2 Staff Office 506
3 Entrance / Lobby 1916
4 Public Performance Stage 194
5 Backstage 81
6 Food Storage 48
7 Cafeteria 1039
8 M&E Room 151
9 Discussion & Dining Area 893
10 Washroom 484
Total 5452
First Floor
Space Gross Floor Area
(Sqft.)
1 Workshop 1012
2 Enquiries 226
3 Lounge 689
4 Gallery 1141
5 Experiential Space 861
6 Material Storage 151
7 Washroom 484
Total 4564
A Traditional Music Centre is proposed at the site to engage
people from Titiwangsa park to explore the institutional district,
into the cultural belt, and further into the Traditional Cultures in
Malaysia. The proposed Traditional Music Centre is able to
create a strong identity for the Titiwangsa area, by having
Traditional Malaysian music as background music in the
institutional district, enhancing the sense of place and it shows
the identity of Titiwangsa.
Between the formal activities in the institutional buildings and
the informal activities in the park, the Traditional Music Centre
act as an informal ‘door way’, allowing people to explore the
Traditional Music Culture from different races in Malaysia as a
starting point, and further into the cultural belt, after recognizing
the identity of the place. The making and playing of the
traditional instruments which is fading in Malaysia can also be
preserved, by promoting the inheritance of traditional music
culture in Malaysia.
Music studios and amphitheatre will be provided to house both
informal and formal playing of music, allowing people to
acknowledge the existence of traditional music in Malaysia and
learn about the playing of traditional instruments in the building.
13. 12
Cost Estimation
Estimated Pricing = RM200 per sqft.
= RM150 per sqft. (Lower Ground Car Park)
Total Construction Cost = Gross Floor Area x Estimated Pricing per sqft.
Other Cost = Total Construction Cost x 15% Authority Cost, Preliminary Cost, Service Tax, Contingency
Consultation Fee = Total Construction Cost x 10% Consultation Fees
Total Project Cost = Total Construction Cost + Other Cost + Consultation Fee
Lower Ground Floor Area = 24758 sqft.
Ground Floor Area = 5452 sqft.
First Floor Area = 4564 sqft.
Second Floor Area = 3585 sqft.
Third Floor Area = 3488 sqft.
Fourth Floor Area = 3100 sqft.
Gross Floor Area = 44947 sqft.
4.0 PROJECT VIABILITY
Total Construction Cost = (24758 x RM150) + (20189 x RM 200)
= RM 3,713,700 + RM 4,037,800
= RM 7,751,500
Other Cost = RM 7,751,500 x 15%
= RM 1,162,725
Consultation Fees = RM 7,751,500 x 10%
= RM 775,150
Total Project Cost = RM 7,751,500 + RM 1,162,725 + RM 775,150
= RM 9,689,375
14. 13
PAM Standard Form of Building Contract
Pertubuhan Artitek Malaysia (PAM) Standard Form of Building Contract. The form of contract is produced for private sector commercial, institutional, housing and other
building projects. It is estimated that 90% of the building contracts in the private sector are based on PAM form. The various provisions enable risk allocation for time, money
matter, quality issues and dispute resolution between contractor, employer, and consultant team has been shifted. Although PAM forms contain some contemporary
provisions, they are more procedural but it limits rights of employers while reducing risks borne by contractors. The relocation of risks proportionately increases the employer’s
exposure and burden in terms of claims and payments while providing more possible grounds for disputes between the contractor and employer. Furthermore, the form of
contract imposes definite and at times, mandatory time periods on the architect and consultant team to professional negligence claims.
The PAM Contract attempts to be fair to both contractual parties by setting out their rights and obligations. It is to ensure that the contract is administered fairly between both
contractual parties, PAM Contract places the administration under third party, namely the Architect. The pre-contract preparation procedure includes the compilation of
information forms which a prospective contractor may formulate and submit an offer, the selection of the contractors whom one would like to submit an offer, the evaluation of
contractor’s offers and clarification of their offers etc.
The project includes 24 months for its completion, where the project procurement stage takes place after the approval of the authorities is obtained. Then, the contract
documentation phase. The process is required to acquire goods, services and works to attain project scope, from outside the performing organisation, where the fees payable
to the architectural consultancy practice for Basic Services shall be made upon the completion of phases.
Payment of Fees for Basic Services
Upon completion of each phase Percentage of total fee payable
Schematic Design Phase 15%
Design Development Phase 30%
Contract Documentation Phase 25%
Contract Implementation and Management Phase 25%
Final Completion Phase 5%
5.0 PROJECT PROCUREMENT
15. 14
Resource Planning
Resource planning occurs at the project planning stage to produce a detailed description of required resources and assignments. It intends to determine type of resources
and its quantities of each required to perform project activities.
Human Resources
• Consultants
• Workers
• Drafter
• Manager
Equipment
• Container office space
• Water and electrical supply
• Machineries
• Telephone line
Material
• Building materials depending on construction and design.
5.0 PROJECT PROCUREMENT
16. 15
Risk Identification and Mitigation Strategy
Risk Likelihood Severity Effect Mitigation Strategy Contingency
Project Design Phase
Design proposal rejected by client. 2 4
Constant changes on design will cause
delay in the project.
Negotiate with client and propose new design
scheme
A new scheme of design should be produced
that satisfy both.
Preliminary design drawings are not
approved by the authorities.
3 5
The construction process could not be
proceed and cause delay, may not meet
deadline of the project.
Amend drawings and cross check every
drawing before submitting.
Architects are required to produce new
amended drawings referring to DBKL
regulations.
Over budget in final cost of the project. 2 3
Client may not be happy with the different
outcome from decision made during
discussion.
Cost management should be done in order to
prevent over budget.
Work with Quantity Surveyor to efficiently
solve the problem.
Irresponsibility of consultants 2 4
May affect the workflow and cause delay
and conflict.
Replace related consultant if possible.
Consultant’s capability should be examined
beforehand.
Unrealistic project deadline and scope
of work to be done by consultant.
2 4 Conflict may occur, causes delay.
Work breakdown structure should be
rearranged for a better timeframe.
Project Manager has to produce a detailed
workflow with realistic timeframe using Gantt
Chart and WBS.
Construction Phase
Weather condition that causes delay. 4 4
Cause delay and require extra cost for extra
labour and machinery fees.
Apply permit to work at night or increase
labour if possible.
Project Manager has to make sure all the
constructions are carried out according to the
amended Gantt Chart.
Complaints by neighboring buildings. 2 3
Involvement of authority might disrupt the
process.
Reschedule for certain process.
Request from the authorities for the approval
of certain construction to start during night
time.
Shortage of storage for site materials. 2 3
Cause damage on materials which require
extra cost for extra materials.
Ensure sufficient space for the materials to be
stored.
Ensure the size of storage before ordering the
materials and manage the transportation for
the materials effectively.
Unreasonable modification by client. 3 4
Cause disruption to the construction process
which cause delay in the project.
Minimize the changes or propose another
option of changes.
Project Manager has to produce a new Gantt
Chart.
Insufficient site inspection. 3 4
Could not meet the requirement of the
client’s brief.
Provide appropriate guidance for the workers
and solve the problem during inspection.
Weekly site inspection is necessary to ensure
no mistake during the construction process.
Building Operation and Maintenance Phase
Programme fails to attract targeted
users.
2 5
Insufficient income to sustain the building
and eventually close down.
Propose different activities to support the
programme and attract crowd.
Consult marketing consultant to propose
activities that could attract crowd.
Disinterest of stakeholders in investing
and funding on the programme half
way
2 5
Insufficient fund to operate the building and
might cause project closing down.
Prepare budget breakdown and control the
expenses. If necessary, apply loan to keep
programme operate.
Choose passionate and interested investors
for a more stable financial source.
Poor maintenance of landscape and
public facilities.
2 3
Disinterest of visitor visiting with the
unappealing appearance.
Ensure constant maintenance for the
landscape and public facilities.
Ensure landscape is always well maintained.
Complaints from neighboring buildings
regarding public music performance.
2 4 Difficulties on hosting public performance. Negotiate with neighbouring parties.
Having a fixed time of public music
performance.
Music instruments vandalized. 3 5 Extra cost to repair or buy new instruments. Warnings given to users in the building.
Having a storage keeper taking care on the
usage of the music instruments in the building.
6.0 RISK ANALYSIS
17. 16
7.0 MAINTENANCE STRATEGY
Programme Maintenance
The programme of the building is playing and making of Traditional Music
instruments, which make the maintenance of keeping the quality of the music
instruments in the building very important. Other than that, the cleanliness of
spaces in the building is also an important thing to be maintained as it prioritizes the
informal usage of public.
Elements Frequency Strategy
Music Instruments Weekly
To ensure music instruments are functioning
properly and kept dry. Testing and repairing
work should be carried out.
Tools and materials
for instruments
making
Monthly
To ensure the tools and materials for
instruments making are adequate and in
good condition. Repair or restock if needed.
Cafeteria kitchen
equipment
Quarterly
To ensure the kitchen equipment are in good
condition. Repair or replace if needed.
Cleanliness Daily
To provide a hygienic and clean environment
for the users.
Furniture Monthly
To ensure sufficient furniture at required
space and well maintained. Repair or replace
if needed.
Building and Site Maintenance
Other than programme, the building and the surrounding open spaces requires
maintenance as well.
Elements Frequency Strategy
Piping Utilities Yearly To ensure no leakage and not harmful to user.
Lifts Yearly
To ensure inspections by specialist should be
done for the convenience use by handicap
user group.
Cafeteria Daily
To ensure the cleanliness of the public realm
for the user and visitors
External Walls Yearly
To ensure its aesthetic appearance, and
remove dirt to maintain its appearance,
Flooring Daily
To ensure a clean and comfortable
environment by cleaning the floor of the entire
building.
Landscape Monthly
To ensure the well maintenance of the
landscape area with sitting area for the visitor
to provide a comfortable environment.
Bamboo wind
chimes
Yearly
To ensure the aesthetic appearance of the
bamboo wind chimes, and test its function,
which is to create sound.
Mechanical
Ventilation System
Quarterly
To ensure the cleanliness of the mechanical
ventilation system and its functionality.
18. 17
Work Breakdown Structure is a tool used for breaking down a project into smaller and easily manageable component. WBS should provide the necessary framework for the
detailed cost estimating and control along with providing guidance for schedule development and control.
8.0 WORK BREAKDOWN STRUCTURE (WBS)
Construction Phase
Traditional Music Centre
Pre-construction
Phase
Preliminary
• Design Brief
• Site Visit
• Schematic Design
• Design Development
• Contract Documentation
• Tender Documentation
1. Preliminary
• Mobilization & Site
Establishment
• Dilapidation Survey
• Setting Out
• Site Cleaning & Leveling
• Underground Mapping
• Setting Up Hoarding &
Signboard
2. Foundation
• Excavation of Soil
• Piling of Foundation
• RC Footing
3. Structure
• RC Slab, Ramp
• Staircase
• RC Beam, Column &
Flooring
• Load Bearing Concrete
Wall
• RC & Timber Roofing
• RC Lift Core
• Internal Wall & Partition
• Installation of Door,
Window Frames &
Panels
4. Roofing
• Gutter & Drainage
System
• Roof Garden
• Timber Roof
Phase Out
• Final Cleaning
• Insurance of CCC
• Testing and
Commissioning
Post Construction
Phase
5. M&E Services
• Lift Installation
• Fan & Air-conditioning
System
• Fuse box Installation
• Light Fittings
• Fire Protection System
• Wiring
6. Landscape
• Drainage System
• External M&E
• Hardscape
• Softscape
7. Architectural Finishes
• Doors & Windows
Installation
• Floor Finishing
• Staircase & Handrail
• Ceiling & Wall Finishes
• Toilet Finishes
