Project management (1)

1
School of Architecture, Building and Design
Project Management (MGT 60403)
Deﬁning & Documenting A Project
The Grand Sofo, Kelana Jaya
Charlotte Chin Ya-Le
Khoo Sue Ling
Kua Zexin
Lin Shan En
Neo On E
Nurul Rihana Bt. KK Sihabutheen
Tutor: Ar Edwin Chan
0326940
0326470
0327784
0331085
0326727
0326468

1. Introduction /1
1.1 Project Information
1.2 Site Information
2. Project Team/4
2.1 Architect
2.2 Quantity Surveyor
2.3 Land Surveyor
2.4 Town Planner
2.5 Mechanical and Electrical Engineer
2.6 Civil and Structural Engineer
2.7 Contractor
2.8 Traﬃc Consultant
3. Organisation Structure/13
4. Stakeholders/15
4.1 Internal & External Stakeholders
5. Project Information/16
5.1 Project Objectives & Goals
5.2 Implementation Phase
5.2.1 Schematic Design
5.2.2 Design Development
5.2.3 Contract Documentation
5.2.4 Contract Implementation
5.2.5 Final Completion
5.3 Implementation Tools
5.4 Monitoring Tools & Strategies
5.5 Risk & Solution
5.6 Procurement
5.7 Success Criteria
6. References/120

1.0 Introduction

Project : The Grand Sofo, Kelana Jaya
Project Site : Lot 62224 (Pt 3901), Jalan SS6/2, Kelana Jaya,
Petaling Jaya, Selangor, Malaysia.
Architect : LYN Architect
Client : Mediaraya Sdn. Bhd.
Final Completion Date : 6th November 2015
Client
Mediaraya Sdn Bhd was founded in 2005 and is the property division of
food and beverage operator Cinta Subang Development Sdn Bhd which also
owns the Asia Cafe chain. Its main office is located in Subang Jaya. The
Grand SOFO is the first of its line of projects which carries the same
branding of The Grand currently in development such as The Grand Subang
and The Grand SS13.
Project Scope
The Grand SOFO (registered officially as Kelana Damansara Suites) is a
Small Office Flexible Office suite. The original development intent for the
project was for a hotel but the plan was revised after considering the
marketability and the cost. The project consists of two tower blocks with
430 units of residential suites and retail units on the Ground Floor. The
concept is to offer a trendy environment for the residents to work and live
in while having convenient amenities nearby. The main criteria given from
the client to the architect was to look into the cost and the marketability for
the design consideration of the project.
Figure 1.1: Photo of the completed The Grand SOFO (Propertyguru, 2017)
2

The Grand SOFO is located at Kelana Jaya along the Lebuhraya Damansara
Puchong highway. This provides it with a strategic location as it is a highly
visible and accessible location. Access to other highways are also very
convenient, with federal highway located just 5km away, NKVE and NPE
6km away. The site is also located in close proximity to Paradigm Mall, Giant
Supermarket, Kelana Jaya LRT and Kelana Jaya Medical Centre.
PARADIGM
MALL
GIANT
SUPERMARKET
Figure 1.2: Key Plan of the Site
Figure 1.3: Satellite Location of the Site.
3

2.0 Project Team
-
2.1 Architect
2.3 Land Surveyor
2.4 Town Planner
2.7 Contractor

LYN ARCHITECT
Established in 2006, LYN Architect is a dynamic, progressive and fast
growing architectural practice in Rawang, Selangor. It is a sole
proprietorship practice headed by Ar. Lin You Nan who has been practising
for over 25 years in the building industry as an Accredited Architect under
LAM and trained as a GBI Facilitator. The culture of the practice is a clan
where teamwork and participation is important.
LYN Architect offers professional consultancy services in Architectural,
Urban & Regional Planning, Project Management, Development Feasibility
Studies, Property Inspections, Green Building Facilitator, Interior Design
and Decoration.
Role of the Architect
1. Analysed the project brief by the client and translated it into design.
2. Understood the limitations and potential of the site.
3. Communicated with the client to make ideas and interpretation to
come to life.
4. Translated design ideas into a buildable project.
5. Made sure that the design and the contractor abide to the building
by-Laws and operational codes of the design.
6. Supervised the construction of the building from start to end during
the construction phase with a different job scope than the
contractor.
7. Coordinated with the design consultants to ensure an efﬁcient and
effective process.
2.1 Architect
5

VM CONSULTANT SDN. BHD.
Roles of Quantity Surveyor
Quantity surveyor calculates the construction cost by calculating the
quantity of material required in construction and deals with contractual
relationships.They are responsible for the cost of any building project from
the initial estimates, right through to the final acquisition of materials.
1. Preparation of contracts, including details regarding quantities of
required materials
2. Feasibility studies of client requests and cost estimation
3. Preparing, negotiating and analyzing costs for tenders and contracts.
4. Advising on a range of legal and contractual issues
5. Preparation of contract documents and rationalize contract rates
6. Conduct site evaluation to monitor the contractor’s progress
7. Acting as financial advisors and monitoring progress for the client.
8. Prepares the certificate of progress payment
9. Assessment of building replacement values for insurance purposes
6

JURUKUR PERPADUAN SDN. BHD.
Roles of Land Surveyor
Surveyors work on a diverse variety of projects from land subdivision and
mining exploration, to tunnel building and major construction, which means
no two days are the same. They are experts in determining land size and
measurement. They also give advice and provide information to guide the
work of engineers, architects and developers.
1. Perform duties related to land surveying for identifying land
ownership and property boundaries.
2. Conduct standard calculations to identify areas of ﬁeld survey notes
in order to locate and prepare the boundary line adjustments
3. Provide consistent and superior quality documents for survey, design
and building projects for all clients in region.
4. Pick up levels of the site for civil and structural engineer to produce
earthworks, roads, building platform and drainage drawings.
5. Provide Development Proposal Report (LCP) for local authorities
approval
2.3 Land Surveyor
7

FOURMATE DESIGN
Roles of Town Planner
Town planners are part of a smaller category of urban and regional planners
who focus on making an individual town economically efﬁcient and
environmentally friendly. They work with local ofﬁcials, analyzing and
researching how to improve things and add new additions in a particular
town.
1. Working within the planning system helping in the administration
and enforcement of the planning process, determining planning
applications and developing local planning policy and local plans.
2. Monitor and review the existing planning policy documents.
3. Visiting sites to assess the effects of proposals on the environment
and local community.
4. Prepare and produce planning submissions, design and access
statements for the local planning authority
5. Provide Layout Plan and Development Proposal Report
2.4 Town Planner
8

JUTERA PERUNDING GEN SDN BHD.
Jutera Perunding Gen Sdn. Bhd. is a local well established Mechanical &
Electrical Engineering Consultancy.
They are a team of experts delivers the combination of technical expertise
and real-world experience necessary covering various Mechanical &
Electrical works. Committed in providing total engineering solutions in the
industries which contribute to nation building and achieve preferred status
by performing work of outstanding value which satisfies customers’
requirements, fulfils employees’ needs for job satisfaction and upholds the
public interest for integrity, safety and environmental sensitivity.
Roles of Mechanical and Electrical Engineer
1. Jutera Perunding Gen designs the specification of building services
by specifying system components or direct modification of products
to ensure conformance with engineering design and performance
specifications.
2. Managing, supervising and visit contractors on site and advise on
electrical and mechanical issues
3. Research, design, evaluate, install, operate, and maintain mechanical
products, equipment, systems and processes to meet requirements,
applying knowledge of engineering principles.
4. Evaluating tenders received for mechanical works
5. Supervising the installation of building services, ensuring that
specifications for standards, performance and safety are met
9

LIENG CONSULT
Roles of Civil and Structural Engineer
1. Lieng Consult conducts a soil investigation to inspect the soil
condition of proposed ground site
2. Design and calculate load and stresses of building structures for
construction.
3. Provide technical advice and design on infrastructure and building
works
4. Coordinating with the authorities on the civil and structural designs
and approval requirement of the building project.
5. Prepare technical report/assessment on tender submissions
regarding civil and structural works
6. Responsible for the organisation and delivery of materials and
equipment for the needs of the construction project.
7. Monitors and inspect the progress of the civil and structural works
on site.
8. Verifying completion of Infrastructure works for Stage Completion
certiﬁcation by the Architect
9. Certifying Form G of the CCC for completed Infrastructure and
Structural works.
10

SIN SEONG HIN SDN. BHD.
Roles of Contractor
Project Planning
1. Carry out soil investigation works, all works must be carried out in
BS Specification.
2. Identifying and estimating various project issues like the required
materials, equipment, and personal needs.
3. Forecasting any potential changes.
4. The Contractor should provide and allow his quotation for all the
requirements of the Specification, necessary for execution of work
and completion of work to Engineer’s satisfaction.
Project Management
1. Arranging funds to complete construction tasks.
2. Maintain contact with other consultants at all times in the progress
of construction works.
3. Providing required construction equipments.
Project Monitoring
1. Recording the site works into site diary everyday and
2. Following the strict time schedule.
3. Implementing cost-effective methods.
4. Monitoring work quality on site everyday
5. Implementing materials management system.
6. Raise bills for the completed tasks as termed in the contract. All rates
must be firm and works must be re-measured upon completion.
2.7 Contractor
11

AZ TRAFFIC MANAGEMENT CONSULT
Roles of Traffic Consultant
1. Investigated the traffic impact of the proposed ingress and egress
from the development site of the The Grand SOFO.
2. Carried out road inventories to determine the present road
characteristics.
3. Carried out comprehensive peak hour traffic count surveys on a
typical working week day at existing roads and junctions.
4. Estimated the distribution and assignment of development traffics to
the road network.
5. Provided a 10 year traffic forecast on the existing and proposed road.
6. Carried out roadway capacity analysis on surrounding road network
and junctions as a result of additional traffic volume generated by the
proposed development site.
7. Advised on the internal traffic circulation and junction configuration
designs adjacent to the development site to ensure a smooth and
safe movement of traffic.
12

3.0 Organisational Structure
CLIENT:
MEDIARAYA SDN BHD
LAND SURVEYOR:
JURUKUR PERPADUAN SDN.
BHD.
TOWN PLANNER:
FOURMATE DESIGN
M&E ENGINEER:
JURUTERA PERUNDING GEN
SDN BHD.
MAIN CONTRACTOR:
SIN SEONG HIN SDN BHD.
ARCHITECT:
AR. LIN YOU NAN
(LYN ARCHITECT)
LANDSCAPE ARCHITECT:
FITRA MAJU SDN. BHD.
C&S ENGINEER:
LIENG CONSULT
TRAFFIC CONSULTANT:
AZ TRAFFIC MANAGEMENT
CONSULT
QUANTITY SURVEYOR:
VM CONSULTANT SDN. BHD.
TOWN PLANNER:
AR RANCANG BINA
(New Planner)
PROJECT MANAGER:
MR. CHAN KAH WAH
(SIN SEONG HIN SDN BHD.)
CONSTRUCTION MANAGER:
MR.GAN SIEW YOONG
(SIN SEONG HIN SDN BHD.)
14

4.0 Stakeholders
STAKEHOLDERS
LAND SURVEYOR:
JURUKUR
PERPADUAN SDN.
BHD.
TOWN PLANNER:
FOURMATE DESIGN
M&E ENGINEER:
JURUTERA
PERUNDING GEN SDN
BHD.
ARCHITECT:
AR. LIN YOU NAN
LANDSCAPE ARCHITECT:
FITRA MAJU SDN.
BHD.
C&S ENGINEER:
LIENG CONSULT
TRAFFIC CONSULTANT:
AZ TRAFFIC
MANAGEMENT
CONSULT
QUANTITY SURVEYOR:
VM CONSULTANT SDN.
BHD.
TM
POS MALAYSIA
LAM
MAJLIS
PERBANDARAN
JKR
TNB
LWK
BOMBA
SYABAS
KBS
SHOP OWNERS
RESIDENCES
PROJECT TEAM
REGULATION
BODIES
END USERS
EXTERNAL STAKEHOLDER
INTERNAL STAKEHOLDER
Stakeholders are identiﬁed as the groups or organizations that could impact or be
impacted by a decision, activity or outcome of the project. They may be individuals or
organization that are actively involve in project or whose interests may be affected by
the execution or completion of the project. The Grand Sofo stakeholders are:
16

5.5 Risk & Solution
5.6 Procurement

Objectives:
1. To ensure completion of each phases of the project fulfilled
accordingly and structurally as agreed in the scheduled timeline
2. Minimize changes during construction process stages toward the
design, thus budget and time management are under control
3. Able to perform strict supervision and initiates problem solving
toward occured problems efficiently and accurately, decrease the
risk factor of failing project
4. Proper management of construction and design to achieve the
requirements in every aspects in terms of progress, standards,
finance, and time as stated in the needed criteria
Goal:
To achieve developer’s goal on a commercially built for sale end product,
which promises both cost and marketability but suiting the demand of
market.
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5.2 Implementation phase

5.2.1.1 Feasibility studies
5.2.1.2 Site studies
5.2.1.3 Sketch proposal
5.2.1.4 Issue of Fee Proposal and Memorandum of Agreement (MOA)
5.2.1.5 Appointment of Consultants
5.2.1.6 Preliminary Cost Estimation
5.2.1.7 Planning Approval Documents
5.2.1.8 Resubmission of Planning Approval Documents

5.2.1.1 Feasibility studies
Before purchasing the land, the client, Mediaraya Sdn. Bhd. consult the
architect on what can be achieved of the land. There is no project brief in
this case as the client does not have a particular end product on what he
wanted.
By analysing the client’s objectives & constraints for the project, the
architect formulated the brief before coming up with a preliminary design
proposal on hotel suites which focus on the cost and marketability. These
are the two main criteria the developer is looking into as the goal is a
commercial project built for sale.
The architect worked on calculation of built up area (as shown in figure 5.1) to
estimate the revenue to be gained in terms of profitability and some basic
composition of spaces (as shown in figure 5.2 & 5.3).
However, at this stage, the client has yet to sign a contractual agreement
to hire the architect. This is also known as pre-consultation phase, where
the architect is still under a probation period.
Figure 5.1: Rough calculation of built up areas
Figure 5.2 & 5.3: Basic composition of space
21

5.2.1.2 Site studies
After purchasing the land, the client, Mediaraya Sdn. Bhd. appoint
Juruukur Perpaduan Sdn. Bhd. as the land surveyor. The land surveyor
was in charge of demarcation and topographical survey.
The client also appoint Global Geotechnics Sdn. Bhd. as the soil specialist
to carry out soil investigation which will later determine the design of
foundation by C&S engineer in later stages.
Figure 5.4: Land surveyor, Juruukur Perpaduan Sdn. Bhd.
reported to architect regarding demarcation
and topographical survey
Figure 5.5: Soil investigation report by soil specialist,
Global Geotechnics Sdn. Bhd.
22

Figure 5.6: General view of site contained in the soil investigation report
Figure 5.7 & 5.8: Results of soil investigation contained in the soil investigation report
23

5.2.1.3 Sketch proposal
The initial sketches on spaces composition from feasibility studies formed
the basic of sketch proposal, which was further developed based on the
guidelines from Manual Garis Panduan dan Piawaian Perancangan Negeri
Selangor where the plot ratio, plinth area, set back, and facilities required
were referred to (as shown in ﬁgure 5.12 & 5.13) .
The architect also looked at similar projects nearby, for example PJS
SOHO at Kelana Jaya and Empire SOHO at Subang Jaya to study their
planning of spaces and economic feasibility. At the same time, the
architect took an overseas project, Bureau Ginza, Tokyo Luxury Serviced
SOHO as precedent.
Figure 5.9: Cover page of sketch proposal submission to
Mediaraya Sdn. Bhd. from LYN Architect
Figure 5.10 & 5.11: Sketch proposal developed from initial
sketch during feasibility studies
24

Figure 5.12: Manual Garis Panduan dan Piawaian Perancangan
Negeri Selangor as design guidelines
Figure 5.13: Plot ratio, plinth area, set back, facilities
required referred
Figure 5.14: PJS SOHO, Kelana Jaya Figure 5.15: Empire SOHO, Subang Jaya Figure 5.16: Bureau Ginza, Tokyo
25

5.2.1.4 Issue of Fee Proposal and Memorandum of Agreement (MOA)
Upon approval of the preliminary design proposal, the client then here on
agrees to hire the architect, LYN architect as the main consultant, by
signing contract documents. A fee proposal is then released to the client,
Mediaraya Sdn. Bhd. by LYN Architect, which includes a contractual
agreement involving copyright information, liabilities, reimbursement of
expenses list, rates, legislations, and the various scopes of work provided
by the architectural ﬁrm in each stage.
Figure 5.17 & 5.18: Sample of memorandum of agreement between client and architect (the real copy is
conﬁdential and should not be disclosed)
26

5.2.1.5 Appointment of Consultants
As the lead consultant of the project, LYN architect was
responsible in hiring the quantity surveyor, C&S engineer, M&E engineer
and trafﬁc consultant.
However, the town planner, was directly appointed by client. This is a
requirement by the authorities to make sure the town planner was always
under the authorisation of client in terms of legal commitment. This is
because the town planner will be responsible to acquire the town planning
approval (Kebenaran Merancang) in the following stage.
The ﬁrst Client Consultant Meeting is then held between the client, the
architect, the C & S engineer & the M&E engineer.
Figure 5.19: Appointment of town planner by client
as requested by MBPJ
Figure 5.20: First CCM attendance list
27

5.2.1.6 Preliminary Cost Estimation
A preliminary estimation of costs was conducted by the QS based on the
architect’s proposal, alongside the consultant team.
Modiﬁcations were then made on the preliminary design with the help of
other consultants to reduce cost. From two individual service core for
each block (refer to Figure 5.10 & 5.11), the design were improvised to a single
service core (as shown in Figure 5.22 & 5.23) between two blocks. This is
achieved with the rationalization of other consultants, especially the M &
E engineer. The client’s objectives in terms of economic feasibility was
achieved .
Figure 5.21: Preliminary cost estimation by quantity surveyor
28

Figure 5.22 & 5.23: Reﬁned design with a single service core instead of two individual cores. Also with
structural details compared to previous version.
29

Town planner appointed by the client, Fourmate Design prepared for KM
(Kebenaran Merancang) submission, or Planning Permission submission
to MBPJ. This submission is also known as DO (Development Order).
The town planner led the application for KM approval, with the inputs
from Architect (Building Plan & Perspective), Civil Engineer (MASMA
report and plan), Landscape Architect (landscape plan), Traffic consultant
(TIA report), Land surveyor (certified survey plan) and documents from the
client. (as shown in figure 5.24).
Figure 5.24: Checklist for KM submission Figure 5.25: Cover letter for KM submission
30

KM submission to the One Stop Center (OSC) was circulated to
respective internal and external technical departments to obtain their
approvals. Meanwhile the developer/client erected a signboard on the
proposed development at project site to notify the public for 21 days (as
shown in figure 5.26). MBPJ also advertised the notice in local major
newspapers for 3 consecutive days concurrently. Public may object and
submit to MBPJ for consideration.
Upon receiving feedbacks from various authorities (as shown in figure 5.28 &
5.29) , OSC MBPJ conducted a OSC meeting to decide on the KM
application. The resulting approval with conditions is notified to the town
planner. The town planner then followed up with Jabatan Perancang
MBPJ to obtain Arahan Bertulis (as shown in figure 5.27) which contained the
conditions of KM approval for compliance.
Figure 5.27: Arahan Bertulis from Jabatan PerancangFigure 5.26: KM Notice board was placed at Site for public
objections (if any) during the application for KM
approval
31

Figure 5.28: Approval in principle from SYABAS Figure 5.29: Rules to comply from Department of Landscape
and Urban Greenery
Having complied with the conditions, Jabatan Perancang MBPJ issued KM
approval in the form of Borang C(1) and endorsed layout plan (as shown in
ﬁgure 5.30).
32

Figure 5.30: Endorsed layout plan for KM submission (hotel suites)
Figure 5.31: Pre-computation plan by land surveyor
33

Figure 5.32: Resubmission of KM Figure 5.33: Approval in principal received after OSC meeting
5.2.1.8 Resubmission of Planning Approval Documents
After the Building Plan submission at the following stage (Design
Development) is approved, resubmission for KM was done due to client’s
change of mind on the desired end product. The decision was made from a
commercial point of view, to change from hotel suites to office suites, so that
the cash flow can be continuously generated to run the project.
The process of getting planning approval documents was similar as before,
however a new town planner was appointed to complete the KM submission
this time.
Having complied with all the conditions (as shown in figure 5.34 & 5.35), Jabatan
Perancang MBPJ issued KM approval in the form of Borang C(1) (as shown in
figure 5.36) and endorsed layout plan. (as shown in figure 5.37)
34

Figure 5.34 & 5.35: Approval with conditions received after OSC meeting
Figure 5.36: KM approval in the form of Borang C(1)
35

Figure 5.37: Endorsed layout plan for KM resubmission (ofﬁce suites)
36

5.2.2.1 Borang A
5.2.2.2 Building Plan (BP) Submission
5.2.2.3 Involvement of Other Departments of the authority
5.2.2.4 Temporary Structure
5.2.2.5 Fire ﬁghting plans (Bomba)
5.2.2.6 External Supply System Application
5.2.2.7 Handicapped Accessible (OKU) Plan
5.2.2.8 OSC approval procedure
5.2.2.9 Borang B

2nd BP Submission
(office suites)
Before 4 days of
construction works
commence
KM
1st BP Submission
(hotel suites)
Submit to OSC
counter
OSC Meeting
OSC Approval
Letter
+
Approved on
16/5/2012
(3 months)
Approved on
17/1/2013
(4 months)
Principal Submitting Person (PSP) or
Submitting Person (SP) to submit
documents to the OSC counter
Other documents
required in the checklist+
Borang B
Resubmission
Back to KM stage due to the change
in clients’ need & market’s change
Building Submission
(BP)
Borang A
38

Figure 5.38: Borang A
5.2.2.1 Borang A
Borang A is a form to prove that the design drawings are complying with
the Uniform Building By-Laws 1984, is submitted by the Project
Architect for approval by the local authorities. This form was filled up
manually and stamped with official stamp of LYN Architect.
The Certificate is to proof that construction works has not started (as
shown in Figure 5.39) and is to be acknowledged and signed by the architect
to prove that construction works are not ongoing on site. This
document is to be submitted together along with the Borang A.
Penalty of 9 times the processing charge will be imposed if the
construction is started before obtaining Building Approval.
Figure 5.39: Certificate to proof construction
works has not been commence on site
39

Building Plan is to be submitted to the authority to obtain approval to
build. This drawing is important as it determines the building to be built
exactly as the drawing is submitted until the end of construction.
This process takes up to 3-6 months for approval, but this project took
less than 3 months of awaiting the approval from the MBPJ authority.
With 2 times of checking process and resubmission, with the ﬁnal
submission approved in less than 3 months of time.
1st Building Plan Submission
Originally with the proposed hotel project, the building was approved
up to the stage of Building Plan, however, due to the change of function
as response to market change (as mentioned in Chapter 5.2.1.8), this process
of obtaining approval that took around 6 months, eventually went to
waste.
Figure 5.40: Request for Building Plan Submission Figure 5.41: Result from Meeting of OSC
40

2nd Submission of Building Plan
As Building Plan needs to comply with no errors and must be accurate in
translating drawings into reality, amendment of Building Plan needs to
be done within one (1) month of the notice of the letter sent to the
architect. If it exceeds the 1 month time limit, the application for building
approval would be disqualiﬁed.
Finally, this Building Plan is approved with terms and conditions, with
details to be amended notiﬁed to the architect. (as shown in Figure 5.42)
Approved Building Plan Submission must be stamped and signed by the
director of the Town Planning Department.
Figure 5.42: Cover Letter to the Building Control
Department for 2nd Amendment of
Building Plan
Figure 5.43: Notice for Amendment of Building
Plan Submission from MBPJ
41

Figure 5.44: Approved 1st Submission of Building Plan Drawing stamped and signed by the director of the Town
Planning Department
Figure 5.46: Charging fees for submission of documentsFigure 5.45: Result of OSC Meeting on
resubmission of BP
42

Figure 5.47: Permission Cover Letter to Jabatan
Kawalan Bangunan
Figure 5.48: Permission Cover Letter to
Jabatan Bomba Selangor
5.2.2.3 Involvement of Other Departments of the authority
The submission of building plans to OSC must be attached with cover
letters to other departments that are concerned on the building plan
submission.
The department involved are as such, Department Town & Country
Planning Department (JBPD), Department of Building Control,
Department of Fire and Rescue Department of Selangor to receives
copies for building plan submissions.
OSC counter collects all submissions and distributes it to different
departments. Upon approval of submissions, the speciﬁc comments will
only be given through individual departments.
Other works like roads and drainage plans needs to be also prepared by
the Civil and Structural engineer to the Department of Irrigation and
Drainage.
43

5.2.2.4 Temporary Structure
The temporary building plan is necessary to inform about the temporary
construction structure that are constructed on site. This is to have
speciﬁcations on the equipments, safety of the site and to have proper
documentation on the temporary works on site.
There is also a collateral for the temporary building plans to prevent
violation of law abiders.
Figure 5.49: Cover letter to request permission
for building temporary structure
Figure 5.50: Information on temporary structure & tools
required on site
44

5.2.2.5 Fire fighting plans (Bomba)
Bomba plans are separated into two types which are active and passive
plans. The fire fighting passive plans to be prepared by the architect to
inform the fire fighting considerations, passive fire safety equipments
and exit routes during an emergency fire.
The specifications must be included in the fire fighting drawings as to be
compliant to the Uniform Building By-Law 1984 for fire safety in a
building. The active fire fighting plans are to submitted by the
Mechanical and Electrical engineer to provide active fire safety system
to the occupants in the building depending on its’ building capacity.
The building volume tabulation is also calculated in the requirement of
Island Site Fire Appliance Access (as shown in figure 5.50).
Corrections to be done on Bomba Plan submission according to the
comments given by the authority (Figure 5.51) regarding on fire safety
issues, for example, dead end limit, staircase to the tower, and fire lobby
should be properly compartmentalised against fire.
Figure 5.51: Building Volume Tabulation
for Fire Appliance Access
Figure 5.52: Fire Protective corrections by Bomba
45

5.2.2.6 External Supply System Application
The request for approval from the external authorities for supply
systems for the building.
Authorities such as electrical supply from Tenaga Nasional Berhad (TNB)
requires Mechanical and Electrical engineer to submit the required
electrical plan to the approval of the supply system.
Figure 5.53: Permission for telephone line by
Tenaga Malaysia Berhad (TNB)
Figure 5.54: Permission for electrical supply
by Tenaga Malaysia Berhad (TNB)
46

Figure 5.55: Approval Letter for Earthworks
Plan from OSC
Figure 5.56: Permission for Erosion and
Sediment of Control Plan
Figure 5.57: Guarantee Letter by Client for
Approval of Earthwork Plans
47

Figure 5.59: Approval of authority of the Name and Address of the proposed site
Figure 5.58: Drawing Plan for application of address
48

5.2.2.7 Handicapped Accessible (OKU) Plan
There is a special required plan in this project that needs to be submitted
which is another approach on catering for handicapped accessibility in
this SOFO building.
As this project is designed properly with the consideration of
handicapped, there are safety measures and design considerations to be
included to be submitted to the authority. This implementation of
inclusivitivity needs to be carefully designed, by attending technical
meetings and presented with Powerpoint slides to the MBPJ authority.
Powerpoint slides are to include any design considerations and
construction to be implemented for handicapped friendly building and
environment to stay.
Figure 5.60: Application of Development Plan for
Handicapped (OKU) accessibility
Figure 5.61: Technical Meeting for presentation
of OKU accessibility plans
49

Figure 5.64 & 5.65: Drawings indicating handicapped parking space and ramp as part of presentation slides
Figure 5.63: Calculation of Exit Widths of the 12-storey
building
Figure 5.62: Presentation slides prepared on considerations
for OKU
50

5.2.2.8 OSC approval procedure
Principal Submitting Person (PSP) or Submitting Person (SP) to submit
documents to the One-Stop-Center (OSC) counter. Other than physical
submission of Building Approval Drawings, there are also forms and
documents that are necessary to be submitted and uploaded online by the
Principal Submitting Person (PSP).
One-Stop-Center (OSC) presentation is carried out and conducted by the
local authority to understand the project in a faster speed and the
function of the building to obtain approval.
When the building plans are approved, OSC will issue a formal approval
letter to describe generally regarding the project. Thus, for a more
detailed and speciﬁc corrections and comments, the architects will have to
visit other departments like the Jabatan Bangunan, Perancang, Bomba to
inform about the approval in MBPJ.
Figure 5.66: OSC Online submission portal to submit drawings
(source: http://osconline.mbpj.gov.my:8080/eOSC/penyerahan.page)
Figure 5.67: Forms to be ﬁlled up upon
submission of drawings and documents
(source:
http://www.mbpj.gov.my/ms/rakyat/e-per
khidmatan/maklumat-osc)
51

5.2.2.9 Borang B
Borang B is the approval to commence construction works Project
Planning Schedule to kickstart project. Borang B should be acquired 4 days
before construction works start.
Figure 5.68: Borang B
52

5.2.3.1 Tender Documentation
5.2.3.2 Tender Notice
5.2.3.3 Tender Evaluation
5.2.3.4 Award of Contract
5.2.3.5 Contract Agreement

5.2.3.1 Tender Documentation
Tender documents are prepared in order to seek tenders for contractors
and subcontractors. In this project, LYN Architects undertake coordination
with involved consultants such as M&E engineers and C&S engineers to
prepare detailed and finalised tender drawings and specification broken
down into package to be issued by the main contractor to potential
sub-contractors.
The quantity surveyor will also prepare the tender documents stating the
form of tender, condition of contract, bills of quantities and schedules of
rates. The bill of quantities provides the specific measured quantities of
the items of work for the project which is identified by the drawings and
specifications in the tender document.
Figure 5.69 : BQ cover page Figure 5.70 : Sample of specification of material
54

Figure 5.71 : Drawing issued record sheet
Figure 5.73 : Tender Drawing List by architect
Figure 5.72 : Tender Document issued to shortlisted
tenderer
55

5.2.3.2 Tender Notice
As this project practices the selective tender method, the consultants and
client short listed potential tenderers, the project shortlisted a total of 9
main contractors, all with CIBD level of 7, to call for tender based on a joint
evaluation by the client (Mediaraya Sdn. Bhd.) and recommendation of the
architect in terms of their suitability for the contract of the size, nature and
complexity required for the project. There were 5 tenderers invited for
interview after shortlisting, however 1 tenderer declined to participate
after collected the tender document. (as shown in Figure 5.74)
Figure 5.74 : The list of tenderer shortlisted by consultants and client
56

As the tenderers submit their tenders, they are invited for a mid-tender
interview to allow for further evaluation and clarification of matters to
prevent any inaccuracies of the tender. (as shown in Figure 5.75)
For more in-depth evaluation, tender questionnaire (as shown in Figure 5.79)is
also issued to tenders from the architect to obtain specific information of
the company’s products specification required for the project. For this
project, the interview had gone through few rounds.
Figure 5.75 : Tender invitation for interview Figure 5.76: Tender document content list
57

Figure 5.77 : List of tenderer for interview
Figure 5.79 : List of Questionnaires
Figure 5.78 : Tender Questionnaire
58

The quantity surveyor will produce a tender report and analysis (as shown in
Figure 5.80) which compiles a summary of the tender process and the
evaluation of all the tenders.
The report shows a comparative analysis for pricing anomalies, errors,
and compliance with the required speciﬁcations among all tenders to
shortlist the lowest prices and best offers (as shown in Figure 5.81) . The report
is concluded with an appropriate recommendation to assist the client in the
selection of the best tender.
For this project, the client unable to decide which tenderer to choose,
hence they submit an extension of tender validity period to tenderer as
notice. (as shown in Figure 5.82)
Figure 5.80 : Tender report produced by consultants
59

Figure 5.82 : Extension of tender validity period Figure 5.83 : Tender addendum
Figure 5.81 : Tender result after comparative analysis
60

Figure 5.84 : Property inspection report on completed project and on construction
project
After the consultant team has shortlisted the most suitable contractor
based on their technical reviews, the architect reviewed the previous
works of this contractors.
Completed projects of the contractor are inspected to check on their
quality of workmanship while the review on the contractor’s current
project is to inspect how the contractor manage the site.
A Property Inspection Report (as shown in Figure 5.84)was then made based on
the shortlisted contractors on-construction project and completed project,
to convince the client and ease the making of decision.
61

5.2.3.4 Award of Contract
Once the consultant team has shortlisted the most suitable contractor
based on their technical review, the client then meet this contractor for
further negotiation. Any revised tenders are then submitted while the
quantity surveyor submits a revised tender report.
After revision and negotiations, the letter of award/acceptance (as shown in
Figure 5.89) is issued to the selected tender to be signed. The earnest money
deposit submitted by each tender is refunded to the unsuccessful tenderers
by the Quantity Surveyor.
Figure 5.85 : The Letter of Acceptance
62

5.2.3.5 Contract Agreement
The tender documents and the letter of acceptance will then become the
baseline for the contract agreement. The contract agreement which stated
the contract details (PAM Contract 2006) (as shown in Figure 5.90) and
conditions will be prepared by the architect which is then signed by the
selected contractor and the client.
Figure 5.86: Agreement and Condition of PAM Contract 2006
63

5.2.4.1 Pre-commencement of work
5.2.4.2 Commencement of work
-Project Administration
-Inspection and Testing
-Project Claim and Payment

5.2.4.1 Pre- Commencement of Work Phase
Before any commencement of work for the Grand Sofo, the developer had
to ensure that a certain percentage of units of the Sofo was sold for a
continuous cash flow.
From the Architect’s point of work, they requested a copy of the Sales and
Purchase Agreement to check on the items relevant to architecture such as
the specifications under the Third Schedule which lists out the number of
fittings and types of finishes. The architect also made sure that the drawings
under the Fourth Schedule, which includes Building Plans, Storey Plans,
Layout Plans and Floor Plans, are arranged in the correct order based on
each of the unit types. He also ensured that the areas of the units were
calculated correctly because it will affect the selling price of the units.
Figure 5.88: The Fourth ScheduleFigure 5.87: The Third Schedule
65

After the acceptance of award by the contractor, the tender drawings were
changed to contract drawings. The architect issued a standard project title
for all the construction drawings, this is to standardise all the drawing
format between the consultants. The construction drawings were then
issued within 2 weeks from the acceptance of award. At this point, the Bill of
Quantities is ﬁxed unless there is a variation order.
Figure 5.89: Issuance of Standard Project Title
66

5.2.4.1 Pre- Commencement of Work Phase
Before the possession of the Site, the contractor was informed beforehand
on the documents to be compiled and prepared, which are:
1) Letter of Acceptance
- A signed copy of this was provided by the contractor to certify that
they have accepted the contract for the construction of the Grand
SOFO at Kelana Jaya.
2) Work Record
- The contractor had to submit a documentation of their past work
record to show the quality of their previous work.
3) Dilapidation Survey
- The contractor was required to conduct a dilapidation survey of the
site and its roads to document its existing condition before
construction. This survey was produced using a photographic report
with dates.
4) Work Programme
- The contractor had to draft out their work programme to show the
timeline of their working schedule for the construction period. The
critical period in the timeline was highlighted in red.
5) Notiﬁcation of Commencement of Work
- The contractor had to prepare a notice for the commencement of
their work and issue it to the immediate neighbours of the site to
notify them about the construction.
6) Insurance Cover Note and Policy
- The contractor prepared their insurance cover note and policy which
provides coverage to any kind of risk that may occur during
construction and also for workmen compensation in case of
accidents. These documents were submitted to the Superintendent
Ofﬁcer (The Architect).
67

Figure 5.90: Contractor’s Provision of Documents Figure 5.91: Acceptance of Contract
Figure 5.92: Dilapidation Survey and Photographic
Report by the Contractor
Figure 5.93: Letter of Notiﬁcation for the
Commencement of Work
68

Figure 5.94: Programme of Work Flow
Figure 5.95: Insurance Cover Note for
Contractor All Risks
Figure 5.96: Insurance Cover Note for
Workmen's Compensations
69

5.2.4.2 Commencement of Work Phase
General supervision from the project architect and other consultants is
done from the start till the completion of the project to ensure that the
works were carried out according to plan. Stated below are various aspects
that has been supervised in this project.
I. Project Administration
Figure 5.97: Kick - off meeting agenda
a) Site Meeting, Client- Consultant Meeting (CCM) and Nominated
Sub- Contractor Agreement
Site meetings were conducted by the project architect as a means to
carry out regular site visits which is mandatory in ensuring the
construction progress, quality of work and speciﬁed elements are in
accordance with the contract requirement.
Figure 5.98: Meeting attendance list from the ﬁrst site meeting.
70

The project architect usually provides some ground rules on where is
required by preparing a kick-off meeting agenda as a summary of
the contract’s specifications. This acts as a guideline of the flow of
the meeting, laying out what needs to be discussed.
The Nominated Sub-Contractor Agreement happens simultaneously.
During the meeting, the contractor prepares a standard format of
progress report that needs to be shared with all the consultant
Representatives to review the concerns that are brought up, solving
the issue together. There are two types of progress report, where one
is reviewed monthly, and the other is shared fortnightly as a summary
of the work progress. Both reports are to be submitted monthly to the
banker to ensure the cash flow control.
Besides the issues in the progress report, the project architect also
brings up matters through the meeting minutes of the previous
meeting and is discussed accordingly when every representative are
present.
Figure 5.99: Meeting minutes from the first site meeting. Figure 5.100: Subcontractor Award Checklist
71

.
Figure 5.102: Summary of work progress from site meeting.
b) Site Memo
The site memo is an ofﬁcial medium for the consultants to update and notify
issues that arise to the contractors. The correspondent will expect for either
request for an approval letter or to take prompt actions as indicated by the
information mentioned in the memo.
Figure 5.101: The standard format for contractor’s progress report .
72

c) Request for Information (RFI)
This document acts as a tool to settle and propose solutions during
ambiguities and conﬂict of information in drawings especially during the
early stages of construction. In this project, the contractor requested the
architect to look at the proposed drop height that is to be approved, which is
then acknowledge by the architect by attaching a sketch for easier
understanding after the issue is discussed.
Figure 5.104: Sketch provided by the architect after the issue is reviewed.
Figure 5.103: Request for Information by the contractor.
73

d) Architect’s Instruction (AI)
Project architects are given the right to issue instructions to the contractors
based on the construction contracts. These set of instructions can be called
Architect’s Instruction, In this project, the architect has appointed Liat Ng
Enterprise to execute the work with the agreed price of RM100 000. This
instruction is formalized into the written form which is derived from the
verbal instruction given during the site meeting.
e) Engineer’s Instruction (EI)
The engineer may issue to the contractor instructions and additional
drawings which may be necessary for the execution of works and remedying
of any defects, all in accordance with the contract.
In this project, the engineer's instruction was given to ask for confirmation
about certain specifications of the project such as the relocation of existing
water pipe, the shifting of basement wall and the revised drain size before
further progress.
Figure 5.105: Confirmation of Verbal Instruction
initiated by the contractor
Figure 5.106: Architect’s Instruction
74

f) Variation Order
When an alteration to the scope of work in the form of addition, substitution
or omission arise, a variation order is implemented in the construction
contract This variations can be comprised of qualities, quantities, design or
even the sequence of work of the construction process.
A variation order happens when there is a need of alternation in design,
where the contractors will have to request instructions from the other
consultants. In this project, the lift core pile cap design is revised due to the
addition and omission of certain materials as can be seen from the table
above. This is an outcome of the discussion with consultant representatives
where budget, and the approval in the change of design is taken into
consideration. The architect will then notify the contractor about the new
changes via the Architect’s Instruction.
Figure 5.108: List of all variation orders.Figure 5.107: Variation Order Letter
75

Figure 5.109: Progress Claim
Figure 5.111 : Invitation to tender.
Figure 5.110: Interim Valuation
76

h) Extension of Time (EOT)
An extension of time is when a construction contracts allows the
construction period to be extended where there is a delay that is not caused
by the act of the contractor.
Figure 5.112: Progress of work reminder by the architect.
g) Progress Claim
A progress claim refers to claims for payment being made progressively as
the works are completed. This term is used in contracts which allow the
contractor to make claims for payment either: at the completion of certain
stages in the works or at certain time period. In this project, payment is
claimed from the developer every 25th of the month, based on the
evaluation by the QS.
Figure 5.113: Contractor’s appeal for the Extension of
Time to the project architect.
77

In this project, the architect has issued a reminder to the contractor about
the slowness of work progress which cause a delay of 18%, approximately
126 days.
The contractor Sin Seong Hin Sdn Bhd then appealed to LYN Architect for an
extension of time due to the delay caused by the slowness in excavation and
piling work. This is due to the unforeseen circumstances as underground
services are found during the excavation process, which requires to be
moved and relocated before the construction work could be proceeded. This
process could not be taken lightly as the public utilities is depended on other
stakeholders.
After submitting for EOT, he project architect then analyses the reason that
caused the delay to appeal for an extension of time. This is in order to oppose
the interest of the client when is questioned during CCM meetings.
The appeal for EOT was then granted by LYN Architect, where an ofﬁcial
Certiﬁcate of Delay or Extension of Time is issued to the contractor. This is
then followed up by a new work programme chart produced by the
contractor.
Figure 5.115: Reviewed Work Programme prepared by the contractorFigure 5.114 : Extension of Time (EOT)
granted to the contractors.
78

Figure 5.116 : Certiﬁcate of Non- Completion of Works
However, after a follow up site inspection, it is found that the works have not
been completed on the date of completion. Site photographs are taken on
site and is sent to the contractor as prove. The architect has the right to
impose Liquidated and Ascertained Damage.
Figure 5.117 : The Updated Work Programme
79

i) Catch Up Program
During the mid-stages of construction, the works on site was getting slower
which contributes to the further delay in construction. To reduce and resolve
this problem ,the contractor has implemented a catch-up session which
included creating a recovery plan, consisting of a revised master programme,
listing out the speciﬁcations such as the number of workers and machineries.
The progress is then monitored every fortnight where the progress of each
activity is recorded in a schedule.
Figure 5.118 : The Recovery Plan by the contractor Figure 5.119 : Certiﬁcate of Practical
Completion
80

II. Inspection and Testing
a) Materials
The contractor must notify the project architect and engineer to appeal for
the approval of materials used in construction. Consequently, the
consultants in charge will then refer to the dimensions and specification
mentioned in construction drawings and counter check if the proposed
material selection comply to the contract requirement and a code of practice
and standards.
Some materials have to undergo external texting and analysis to verify the
specification of the material, if it is suitable to be used in the
construction.The analysis report is submitted to the consultant for approval
and the material approval form is issued to the contractor.
Figure 5.120 : Excerpt from the material specification.
81

b) Request for Work Inspection (RWI)
Regular inspection is an essential part of ensuring that the works progress as
intended, both in terms of quality and compliance. In this project, the
company has seperated the construction work phase into stages by
preparing an inspection checklist for the various architectural works.
Upon completion of each stage, the consultant representatives will counter
check with the construction drawings, shop drawings and an inspection
checklist prepared by the contractor, which was produced from the early
stage of the project when the project quality plan was submitted.
Figure 5.121 : Sample of RWI by the contractor for quality control.
82

c) Non Conformance Report (NCR)
The Non Conformance Report is issued if the completed works are deemed
not acceptable by the consultant’s representative. This requires the
contractor to amend the issue immediately. In the case that the contractor
does not comply immediately, the NCR will be issued to the contractor. The
contractor must then sufﬁciently complete out the corrective works
mentioned in the NCR, as payment will be withheld if otherwise.
In this project. the pile cap over-casting level was not levelled as discussed
by the respective consultants. Despite several reminder on the ‘control
levelling and quality was given, the workers under the contractor failed to
liaise with the Standard Procedure.
The NCR serves as a ﬁnal reminder as the “Setting Out and Levelling” stage
plays an important role of in the building construction.
Figure 5.122 : NCR issued by the engineer due to the
non-compliance of the Standard Procedure
83

III. Project Claim and Payment
a) Payment to Contractor
When a construction stage is completed, the contractor submits the
progress claim to the QS consultant which showcases the amount of work
that has been done including the breakdown of the components used in the
project.
The QS then prepares and issues the valuation certificate to the architect.
The architect then distributes a payment certificate and sends it to the
consultant representatives to check on the payment. The QS then issues the
certificate of payment once the client approves of the recommended
payment.
Figure 5.123 & 5.124 : Progress Claim and Valuation of Interim Payment Certificate issued to the contractor.
84

b) Progress Billing
A progress billing is an invoice that is delivered to obtain payment from the
client for the percentage of the project that has been completed on the date
specified These billings are intended usually for a project that has a long
duration, so that the contractor could gain adequate funding in order for the
project to continue as planned.
When a stage of construction is completed, the respective consultant
prepares and delivers the final delivery of vacant possession to the client to
inform that the construction has reached practical completion. The
certificate of billing is then produced and forwarded to the architect, to
request for the issue of certificate. The development consultant is then
notified about the commencement of completed project.
Figure 5.126 : Progress BillingFigure 5.125 : Architect’s Progress Certificate
85

III. Project Claim and Payment
c) Approval of Service Providers
The project architect has to notify the utilities providers of the ready for
service date. The project manager receives application for service providers
from the contractor and forwards the forms to Sales & Marketing
Department to pass to purchaser for processing and signature. The ﬁnance
department prepares payment for deposit, The forms and payments are
passed to the contractor for submission to the relevant authorities
Figure 5.127 : Approval by Indah Water regarding
the Sewerage pipes system.
Figure 5.128 : Notiﬁcation of the cost for electrical
connectivity by TNB.
86

5.2.5 Final completion
5.2.5.1 Certificate of Completion and Compliance (CCC)
5.2.5.2 Certificate of Practical Completion (CPC)
5.2.5.3 Final Accounts Certificate
5.2.5.4 Certificate of Making Good Defects (CMGD)
5.2.5.5 Vacant Possession

5.2.5.1 Certificate of Completion and Compliance (CCC)
The CCC is a document required to ensure that every aspect of the project
has complied with the necessary laws and regulations, ensuring that it is safe
for occupancy prior to the official handover to the client, The CCC is issued
by the (PSP) or Principal Submitting Person who is a certified professional.
The (PSP) Ar. Lin You Nan is obligated for building plan submissions to the
local authority (MBPJ) Majlis Bandaraya Petaling Jaya
Terms and condition to be met in order to issue a (CCC):
- All technical conditions set by the local authority (MBPJ) must be
satisfactory in compliance with the code and regulations.
- All 21 forms G1-G2 are to be signed by their respective
(SP/Submitting Person) contractors/subcontractors certified by (PSP)
- All six essential services is confirmed and provided
a) Electric Power Supply (TNB)
b) Water Supply (SYABAS)
c) Sewerage Connection (Indah Water)
d) Lift (JKKP)
e) Bomba Certified (BOMBA)
f) Road Drainage (JKR)
BORANG F
- Certification of Form F (Borang F) by the Principal Submitting Person
after supervision of construction and completion in accordance to
Act 133 UBBL.
- Borang F consist of 4 copies printed in four different colours specific
to the Person keeping it
- The process of issuing the CCC actually begins during the design
development stage when Form A (Borang A) is submitted during
building plans submission.
- Then, Form B (Borang B) is submitted four days before construction
commences. After construction works are completed,the PSP will
then submit Form G/Borang G and Form F/Borang F
to issue the CCC
88

Figure 5.129 : BORANG F SALINAN ASAL
(Given to Client)
Figure 5.130 : BORANG F SALINAN
UTAMA (Given to Architect)
PIHAK BERKUASA
(Given to Local Authority)
LEMBAGA ARKITEK MALAYSIA
(Given to P.A.M)
89

BORANG G1-G21
Form G or Borang G consist of 21 forms, numbering from G1-G21.
Each form is respective to the components of the building, issued to their
respective (SP) Submitting Person, to be signed, the Form is usually signed by a
Contractor/Subcontractor, a Consultant and the (SP) Submitting person. The
(PSP) has to ensure all personnel involved in the signing must be certified and
recognized by an external Authority e.g Suruhanjaya Tenaga, (SPAN)
Suruhanjaya Perkhidmatan Air Negara, & (JKKP) Jabatan Keselamatan &
Kesihatan Pekerjaan Malaysia.
PSP shall notify the local authority through OSC after forms G1-G3 are
certified. A progress checklist is provided for the firm to monitor the status
and the consultant and local authority in charge of the following components.
● G1 - Earthwork (Kerja-kerja Tanah)
● G2 - Setting Out ( Pemancangan Tanda)
● G3 - Foundation (Asas Tapak)
● G4 - Structural (Struktur)
● G5 - Internal Cold Water Plumbing (Perpaipan Dalaman)
● G6 - Internal Sanitary Plumbing (Perpaipan Sanitari Dalaman)
● G7 - Internal Electrical (Elektrik Dalaman)
● G8 - Fire Fighting Passive (Menentang Kebakaran Pasif)
● G9 - Fire Fighting Active (Menentang Kebakaran Aktif)
● G10 - Mechanical Ventilation (Pengudaraan Mekanikal)
● G11 - Lift/ Escalator (Pemasangan Lif/Eskalator)
● G12 - Building (Bangunan)
● G13 - External Water Supply (Sistem Bekalan Air Luaran)
● G14 - Sewerage Reticulation (Retikulasi Pembetungan)
● G15 - Sewerage Treatment Plant (Logi Rawatan Pembentungan)
● G16 - External Electrical (Sistem Bekalan Elektrik Luaran)
● G17 - Road and Drain (Jalan Dan Parit)
● G18 - Street Lighting (Lampu Jalan)
● G19 - External Main Drain (Parit Luaran Utama)
● G20 - Telecommunication (Telekomunikasi)
● G21 - Landscape (Pandangan Darat)
-
90

Figure 5.133 : Checklist for CCC
Checklist for Borang G1-21 according to the respective
Contractor/Subcontractor & SP (Submitting Person)
91

JADUAL PROSES PERAKUAN BERPERINGKAT
BORANG KOPONEN KONTRAKTOR KONTAKTOR TRED PROFESIONAL
GI Kerja-kerja Tanah ✔ SP
G2 Pemancangan
Tanda
✔ Jurukur Tanah
Berlesen
PSP
G3 Asas Tapak ✔ SP
G4 Struktur ✔ SP
G5 Perpaipan
Dalaman
Tukang Paip Berlesen SP
G6 Sanitari Dalaman Tuang Paip Berlesen SP
G7 Elektrik
Dalaman
Orang Yang Cekap
Mahir
SP
G8 Kebakaran Pasif ✔ PSP
G9 Kebakaran Aktif SP
G10 Pengudaraan
Mekanikal
✔ SP
G11 Pemasangan
Lif/Eskalator
✔ SP
G12 Bangunan ✔ PSP
G13 Bekalan Air
Luaran
✔ SP
G14 Retikulasi
Pembentungan
✔ SP
G15 Logi Rawatan
Pembentungan
✔ SP
G16 Bekalan Elektrik
Luaran
Orang Yang Cekap
Makhir
SP
G17 Jalan & Parit v SP
G18 Lampu Jalan Orang Yang Cekap
Makhir
SP
G19 Parit Luaran Utma ✔ ✔ SP
G20 Telekomuikasi ✔ ✔ SP
G21 Pandangan Darat ✔ ✔ Arkitek Landskap
92

5.2.5.2. Certificate of Practical Completion (CPC)
Under the Agreement and Conditions of PAM Contract 2006 (with or
without quantities) Clause 15.1
The Conditions of Contract state that the Works are practically complete
when in the opinion of the Architect, the Employer can have full use of the
works for their intended purpose, notwithstanding that there may be works
and defects of a minor nature still to be executed and the Contractor has
given to the Architect a written undertaking to make good and to complete
such works and defects within a reasonable time specified by the Architect.
Figure 5.134 : CPC Certificate of Practical Completion
Issued on 6th Nov 2015 issued and signed by Ar.Lin You Nan
.
93

5.2.5.3 Final Accounts Certificate
Within six month of Receiving the Certificate of Practical Completion the
Contractor is obliged to sent the architect and Consultants, all documents
necessary for preparing the Final Account including all documents with
relations to the accounts of the nominated Sub-Contractors or Suppliers,
such documents will contain all the latest construction drawings & details,
details of all quantities ,rates and prices with adjustments of contract sums
& additional payment or compensation claimed by the contractor under his
contract. This is necessary to allow the Qs to prepare the Final Accounts,
The Final Accounts shall be conceived within 6 months from receipts of all
documents handed over by the contractor.
The contract sum may need to be adjusted for a number of reasons,
including
● Payments to nominate sub-contractors or nominate suppliers
● Statutory fees
● Payments relating to the opening up and testing of the works
● Loss and expense
● Liquidated and ascertained damages
● The release of any remaining retention
The financial statements and the completed Final Accounts Certificate are
prepared by the Quantity Surveyor. The quantity surveyor ensures that all
the contracts instructions have been accounted for any potential cost
related items. Finally the Certificate is to be signed by all Stakeholders
involved
94

Figure 5.135 : Architect Call For Final Account
Meeting
Figure 5.136 : Final Account Meeting
Attendance
Figure 5.137 : Contractor Submitted Docs for
Final Accounts
Figure 5.138 : Final Accounts Cert Prepared by QS
For Signing by Stakeholders
95

5.2.5.4 Certificate of Making Good Defects (CMGD)
Joint Inspection
Before undergoing joint inspection the Architect has to issue a CMGD
inspection notice, attendance of all stakeholders involved are taken.
Schedule of Defects
Any Defects identified during the Defects Liability period (Joint Inspection )
shall be specified by the Architects in a schedule of defects which the
Architect will deliver to the contractor, not more that (14 days) after the
expiration of Defects Liability period. Within 28 days of the issue of
Schedule of Defects the contractor is obliged to make good the defects (A
longer period may be granted if the Architect approve in Black & White ).
In the case of our project it was decided by the architect to grant the
contractor 21 months of (DLP) Defect Liability Period an addition of 9
months from the usual 12 months for most typical projects.
Figure 5.139: CMGD Inspection Notice Figure 5.140: CMGD Joint Inspection Attendance
96

Figure 5.141 : It was decided by the Architect to extent to 21 months for the Defect Liability Period
to allow the contractors more time to make good with the defects.
97

Figure 5.144 : Defects Schedule compile and stated into Black & White
Figure 5.142 & 5.143 : Photos of defects on site, compiled to be charted
into DEFECTS SCHEDULE
Defect Schedules
98

Making Good Defects
Upon completion of making good all defects which may have been required to
be made good , the contractor shall forthwith give written notice to the
Architect. However the architect think the Defects have not been made good,
a notice will be given to the contractor and copies to the subcontractors
stating the reason for the( Non Issuance Of The Certificate of Making Good
Defects ) in this instant due to prolonging of issues and the inability of the
contractor to rectify the issues plaguing the building, it was in the interest of
the Architect not to grant the Certificate of Making Good Defects.
The architect refuses to issue CMGD despite of a total of 4 official
applications by the contractor based on the ground of outstanding recurring
defects yet rectified.
Figure 5.146 : Architect’s Reply & Justification
to Non Issuance of Certificate of
Making Good Defects
Figure 5.145 : Contractor’s 4th request for
Certificate of Making Good
Defects
99

VI. Vacant Possession (VP)
Delivery of vacant possession (VP) is allowed to be issued when a building
is completed and ready to be handed over to the purchasers. This entails
that all the infrastructures and amenities in the building are ready with
utility connections. Usually, an initial project meeting,
In a standard Sale and Purchase Agreement (SPA) for residential
accommodation signed with a developer, a purchaser is guaranteed the
right to receive vacant possession of a completed building within the
period stipulated in the agreement.In the event of any delay beyond the
duration, the developer is obliged to compensate the purchaser at the rate
of 10 percent per annum based on the purchase price.
Figure 5.147 : Vacant Possession
100

Throughout this project, various implementation tools have been used to
ensure operations run smoothly and efﬁciently.
Design Tools
Free hand sketching: At the early stage of the design, the architect manually
sketched out his ideas to kickstart the design, drafting out his concept and
doing rough calculations of the built area.
Modelling and Prototyping
AutoCAD: Free hand sketch drawings for the designs were converted
digitally through a computer aided drawing software to obtain better
accuracy. LYN ARCHITECT uses their own plotting style and organises their
drawings accordingly using a naming system.
Sketchup: With the use of Sketchup, a 3D modelling software, the architect
transformed his drawings from 2D into a 3D model, enabling him to better
visualize the design and to explore different prototypes.
Figure 5.148 : Free hand sketches Figure 5.149 : Autocad Drawings
101

5.3.1 Construction Project Management
Microsoft Project
Microsoft Project is a project management software and is used by LYN
Architect to create the work schedule and programme, helping to track the
progress of projects.
Microsoft Word
Microsoft Word was used throughout the project by LYN Architect to write
letters that are to be issued to other consultants and also to draft out the
project meeting minutes.
Microsoft Excel
Microsoft Excel was used to create table and Gantt Charts to tabulate data
as well as to organise the project, allowing the architect to easily update the
status of certain matters.
Microsoft Powerpoint
LYN Architect also uses Microsoft Powerpoint as a tool to create their
presentation slides for presentations to the client as well as the the
consultants regarding the project.
Figure 5.150 : Gantt Chart produced with
Microsoft Project
Figure 5.151 : Table Chart produced with Microsoft Excel
102

5.4.1 Client Consultant Meeting (CCM)
Client Consultant Meetings or (CCM) are meetings conducted between
the Architect, clients and fellow Consultants, the attendance of each
parties are taken, every verbal instruction during this meeting will be
digitised into black and white to ensure clarity between internal
stakeholders.
The leader of the meeting is typically the project manager or the
Architect who will start off by addressing the meeting agenda,
Figure 5.152 : CCM meeting attendance Figure 5.153 : CCM meeting minutes
103

5.4.2 Site Meeting
Site meetings are conducted routinely, usually every fortnight.
Discussion are made between architects, consultants, safety supervisors
and contractors the meeting mainly centers on the progress and issues
on site, through these meeting the architect can be updated and inform
with the continuous development on site, to ensure successful
completion.
Figure 5.154 : Site meeting Figure 5.155 : Site meeting minutes
104

5.4.3 Nominated Sub-consultant Coordination Meeting
Nominated Sub-consultant (NSC) will meet up with the Main Contractor
of this project. With many NSC involved, the Main Contractor chairs the
meeting where they coordinates each component by each NSC that
contributes to the completion of the building. Sometimes, the Architect
will attend to understand the progress and work scope of all NSC and
Contractor, to do a spotcheck on the meeting.
Figure 5.156 : Attendance & meeting minutes of NSC
meetings
105

5.4.4 Work Programme
The Contractor comes up with the Work Programme to assist on the
progression using the distribution of works. By using deadlines and a
restricted time frame period, the efficiency of consultants and
construction works can be finished within the given time frame.
The critical task or progress of the work would be indicated in red to
specify the urgency and issue to be solved of the specific progress.
Figure 5.157 : Work programme by contractor
106

5.4.4 Checklists
5.4.5 Schedule of Authority Approval Status
A schedule to assist on the progress for the approval update from the
authority. This schedule is important to know the date of approval and
file number for reference of files submitted to the authority.
5.4.6 First Meeting Agenda List
As the lead consultant of the team, a list of meeting agenda is prepared
by the architect to start discussing matters arouse on the project. This is
to resolve any issues or present preliminary workflow on the project
progression. This meeting is also to introduce the other consultants and
their responsibilities on the project.
Figure 5.158 : Checklist on authorities approval status Figure 5.159 : Checklist on first meeting agenda
107

5.5 Risks and Solutions
5.2.2.1 Inexperience client as developer
Upon the starting of project, the uncertainties of the selection of this
project and site caused the change from hotel to SOFO building.
The lack of use of Gantt chart to have a timeline for the project causes
unreliable sources and content for the continuation of project. The risk of
working without the guarantee of appointment of job.
Architect has to work closely according to client’s intention and progress.
5.2.2.2 Appointment of new town planner for KM resubmission
Due to the change of function of hotel to SOFO building, previous town
planner cannot meet deadline for resubmission and has complication of
commitment issues. Therefore, appointment of new town planner for KM
resubmission.
108

5.5.2.1 Change of function of building delays building approval time
The risk of a change of mind of the client delays more time as the product is
not suited to the market demand. From hotel suite to ofﬁce suite, the cash
ﬂow generated while project is running increases.
The resubmission of working drawings causes a delay of time in getting
approval from authority, which slows down the process of starting
construction works on site.
The second approved building plan approval is delayed by 9 months to get
approval from MBPJ Authority.
Approved on
16/5/2012
(3 months for
approval)
Approved on
17/1/2013
(4 months for
approval)
KM
Building Submission
(BP)
1st BP Submission
(Hotel Suite)
2nd BP Submission
(Office Suite)
Borang A+
9 months of delay time
109

5.5.2.2 Increment of Cost in resubmission and construction works
Many extra unintended costs are incurred during the documentation
process of getting approval of submission. As the client targets the project
to be proﬁtable, the extra costs are considered and sorted out. This
strategy may be risky if building approval does not get fulﬁll the expected
approval time which will further delay the progression of project.
Figure 5.160 : Charging fees for resubmission of
drawings to authority
Figure 5.161 : Charge for collateral for temporary
building structure
110

5.5.3.1 Insufficient of information in tender document
Tenderer have to go through few rounds of questionnaires to confirm in
terms of costing and specifications due to the lacking information provided.
Tender addendum had issued to tenderers to revise on the Bill of Quantities.
This process delayed the client decision on awarding which tenderer. Client
have to make extension of tender validity period from 16 Nov 2012 to 23
January 2013.
Figure 5.162 : Extension of Tender Validity Period Figure 5.163 : Tender Addendum
111

5.5.4.1 Insurance Policy
This construction work is insured to minimize the risk of accidents and
damage on site.
Before the construction starts, it is crucial to apply for insurance cover for
the safety awareness. This project purchased a safety policy to get insured
before the beginning of construction, being the Contractors’ All Risk (CAR)
and Workmen’s Compensation (WC) Insurance.
Contractor’s All Risk insures the contractor’s risk on temporary building,
materials, stocks and all property of whatsoever nature or description
forming part of the contracts.
Figure 5.164: Contractor All Risks Insurance Cover Slip
Figure 5.165: Workmen Compensation
Insurance Covered Slip
112

5.5.4.2 Delay of works due to unexpected circumstances
Unexpected existing service lines (Telekom Cable, Power Cable & Water
Pipe) from TNB & SYABAS found during excavation works (as shown in ﬁgure )
need to be relocated. In this case, TNB and SYABAS were the external
stakeholders who the consultant team and the contractor need to deal with.
For the external authorities to relocate the service line, certain charges were
imposed, which were bore by the developer .
Figure 5.166: Existing service lines to be relocated found during excavation Figure 5.167: Relocation of TNB service
lines approved with cost
113

Figure 5.168 : Proposal to use aluminium formwork Figure 5.169 : Proposal to use post tensioning beam
5.5.4.2 Delay of works due to unexpected circumstances
At the same time, this relocation was part of the the reason for the delay of
work. To compensate for the time delay, the contractor proposed the use
aluminium formwork (as shown in Figure 5.168)and post tensioning beam (as
shown in Figure 5.169 )instead of the conventional ones.
114

5.5.4.3 Encroachment of fence by immediate neighbour
Due to the encroachment of Giant Kelana Jaya fence into the north
boundary of the site, the construction works on site could not be
facilitated.
The architect thus issued a letter to Giant Kelana Jaya, with survey plan
attached, prompting them to remove the encroached fence from the
project site boundary.
Communication with external stakeholders like immediate neighbours
proved important here. As mentioned in 5.2.4 earlier on, notiﬁcation of
commencement of work has been issued earlier on to immediate
neighbours, including Giant, before commencement of work, to notify them
about the construction, so that any disputes can be resolved smoother or
faster.
Figure 5.170 : Letter to immediate neighbours to inform
them about commencement of work
Figure 5.171 : Letter to notify Giant Kelana Jaya about
the encroachment of their fence into site
boundary
115

5.5.4.4 New project’s link bridge at neighbouring site
While the construction work was going on, the client, Mediaraya MBPJ,
being the immediate neighbour of the proposed new SOFO project near
the site, was notiﬁed by MBPJ regarding their town planning proposal.
Realising the placement of link bridge at the new proposed project will
block the access and worsen the trafﬁc congestion , causing a detrimental
effect to the sales and purchase of the client’s project, the client wrote to
MBPJ regarding his objection.
Figure 5.172 : KM plan of new proposed development at
neighbouring site which linkbridge will disrupt
access to the client’s project
Figure 5.173 : Objection to MBPJ regarding the new
proposed development on neighbouring
site
116

5.6 Procurement
Traditional Procurement Method, also known as the most commonly used
method in Malaysia construction industry was utilized in this project. For
this method, client appointed consultants to design the project and then
the invited contractor to construct the work, giving rise to a procurement
method that separates the design and construction work. Due to the large
scale and complexity of contracts, selective tendering was chosen for the
project. Selective tendering tends to be faster than open tendering and is
time efficient due to the pre-selected list of suppliers already known to be
capable and appropriate as requested to prepare the tender.
LYN Architects Sdn. Bhd. is appointed by the client (Mediaraya Sdn. Bhd.) as
a consultant to design the project and prepare a tender documentation,
including specification of the building and detailed brief based on the
requirement. Architects will work together with engineers, landscape
architect and town planner to produce the required drawings which is then
passed to quantity surveyor to provide the bills of quantity based on the
drawings.
Contractors are then appointed to carry on the project into construction
process through bidding process. Prepared tender documents with the
most suitable items is then awarded the contact. The chosen contractor (Sin
Seong Sdn. Bhd.) then will be responsible for all workmanship and
materials for the project as stated in the agreed contract. As the contractor
will be in charge in construction work only, therefore the contractor team
does not need to take responsibility for the design work.
Separated consultant and construction work in the traditional procurement
method, thus allows a lump sum basic contract to be obtained before the
construction is started. Yet, making any subsequent changes after the
contractor has been appointed could make an additional significant cost to
the client as charged prices by the contractor due to the changes will not be
subject to competition.
117

5.6 Procurement
Pros:
1. Accuracy of client’s requirement on specifications, fixed cost on final
projects can be certainly obtained which contribute to lesser cost
compared to other procurement system.
2. Design lead and client can have a direct influence which can facilitate
a high level of functionality and improve the quality in the overall
design, variations or changes to the contract are relatively easy to
arrange and manage.
3. Commonly used procurement method which the market is familiar
with, trusted and high change success rate in developing a project.
Cons:
1. Client’s supervision may be lesser compared to the other method of
procurement due to lesser requirement for them to supervise on.
2. Detailed and meticulous approach by traditional procurement
method causing overall project duration to be longer than other
procurement methods due to the sequential and construction
cannot be commenced prior to the completion of the design.
3. Difficulty during evaluation of proposal and tender submission
might happen due to unclear client’s brief which does not
communicate their precise requirements and criteria to the
contractor.
118

When managing a project, there are several aspects that might cause
constraint which will then influence the execution of the construction
process. Defining "project success" can be identified through recent
developments which combines multiple measurable factors that is
considered acceptable to the customers, stakeholders and end users. To
determine whether one’s project is successful or vise versa, the factors that
contributes to The Triple Constraint are analyzed and reviewed. The three
factors are time, scope and cost.
A project is considered successful based on The Triple Constraint when it
fulfills the requirements and criterias such as getting the job delivered on
time agreed (time), within the budget allocated (cost) and meets the
qualification and needs of the client (scope).
Time
Even though the project delayed during the construction process and
extension of time was appealed by the contractors, the project was still
completed within the time frame as the developer got to hand in the project
on the date specified at the beginning of the project.
Cost
The project team tried their best to comply to the budget that is discussed
from the beginning of the project. Cost variation reports are done
frequently to take note of the increase or decrease in cost that may arise,
subsequently creating modifications in the construction process.
Scope
The project brief criteria was modified along the way to meet the criteria of
the clients, as the cost and marketability of the project to the end user. LYN
Architects made sure that the client’s demand is taken into consideration
during the design process until the construction process.
The project is successful!
Figure 5.174:
shows The Triple Constraint
119

- CPC - Certificate Of Practical Completion. (n.d.). Retrieved from
http://monyetbesi.blogspot.com/2010/10/cpc-certificate-of-practical-completion.html.
- Designing Buildings Wiki Share your construction industry knowledge
www.designingbuildings.co.uk. (n.d.). Retrieved from
https://www.designingbuildings.co.uk/wiki/Selective_tendering.
- Luther, C. (2018, July 1). What Tools Does an Architect Use? Retrieved from
https://work.chron.com/tools-architect-use-10408.html.
- MBPJ (2011). Retrieved from
http://www.mbpj.gov.my/sites/default/files/mbpj/sumber/muat_turun_borang/borang-bo
rang_online_unit_pusat_setempatosc/borang_permohonan_bangunan_baru_-_banglo
.pdf
- Mediaraya to launch SoFo project in Subang Jaya by early December. (n.d.). Retrieved
from
https://www.edgeprop.my/content/966445/mediaraya-launch-sofo-project-subang-jaya-earl
y-december.
- One Stop Centre - OSC Online. (2019). Retrieved from
http://osconline.mbpj.gov.my:8080/eOSC/penyerahan.page
- Practical Completion – Explained (but not defined). (2012, March 6). Retrieved from
https://simplymalaysia.wordpress.com/articles/certificates-payment/practical-completio
n-explained-but-not-defined/.
- Steps for MBPJ Approval - Demolish and Rebuild. Retrieved from
http://baitalks.blogspot.com/2017/08/steps-for-mbpj-approval-demolish-and.html
- Selangor Town and Country Planning Development. (2007) Selangor State Planning
Guidelines and Standards Manual
- Persatuan Arkitek Malaysia. (2006) Agreement and Conditions of PAM Contract 2006
(Without Quantities)
6.0 References
121

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