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Slide Flexus

This document summarizes a construction management project for the Lexus Signature Suites building in Kuala Lumpur, Malaysia. The 21-story mixed-use development was completed 3 months late in May 2017 with a contract sum of RM 43,559,510.00. The project used a traditional procurement method with separate design and construction phases, which led to delays due to lack of coordination between parties. Key risks included changes from the client and consultants, late approvals, and material delivery issues. The document evaluates lessons learned and perspectives from different stakeholders on the causes and impacts of construction delays.

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Amin Saniman
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95 views13 pages

Slide Flexus

This document summarizes a construction management project for the Lexus Signature Suites building in Kuala Lumpur, Malaysia. The 21-story mixed-use development was completed 3 months late in May 2017 with a contract sum of RM 43,559,510.00. The project used a traditional procurement method with separate design and construction phases, which led to delays due to lack of coordination between parties. Key risks included changes from the client and consultants, late approvals, and material delivery issues. The document evaluates lessons learned and perspectives from different stakeholders on the causes and impacts of construction delays.

Uploaded by

Amin Saniman
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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BQS 309 LARGE FLEXUS SIGNA

SUITES
CONSTRUCTION MANAGEMENT
me Matrix No
ammad Amin bin Saniman 143013540
Muhammad Faiz bin Wan Salleh 153016028
iq Izzuddin bin Jaini 143013812
Mei Ting 143013755
Yu Xuan 143013754
Hong Shan 143013876
1.0 INTRODUCTION

LARGE PEOPLE
CONSTRUCTION
DELAY
TIME

SOURCES ISSUES

PROJECT DELIVERY
SYSTEM
1.1 PROJECT INFORMATION

LEXUS SIGNATURE SUITES


Located at Jalan Kuching,
Kuala Lumpur
21 storeys freehold
signature suite which
comprises of 286 SOHO
units
Contract Sum: RM
43,559,510.00
Delay 3 months
Complete on 8th May 2017
1.2 STAKEHOLDERS OF THE PROJECT
ent : OCR Flexus Sdn Bhd Local Authority : i. Dewan Bandaraya Kuala Lumpur(DBKL)

ii. Jabatan Kerja Raya(JKR)


i. DMP Architect Sdn Bhd (Architect) iii. Construction Industry Development
oject Team Members : Board(CIDB)
ii. Hacent Consultant (C&S Engineer) iv. Jabatan Bomba dan Penyelamat Malaysia
iii. Jurutera Perunding WTA Sdn Bhd (M&E Engineer)
v. Tenaga Nasional Berhad(TNB)

iv. Juru Kos (QS) vi. Syarikat Bekalan Air Selangor(Syabas)

i.v. Prima Landscape & Design (Landscape Architect)


Competitor : i. Wedgewood Residences
vi. Prudenergy Consulting Sdn Bhd (GBI Advisor)
ii. Seni Mont Kiara

onstruction Team : i. Permai Ihsan Sdn Bhd (Main Contractor) iii. Riana Dutamas

ii. Jaya Kian Seng S/B (Plumbing) iv. The Pano@Jalan Ipoh

iii. Letrik P.J Union S/B (Electrical)

iv. Otis Elevator Sdn Bhd (Lift)

v. Jlex M&E Engineering S/B (Fire Protection Services)

vi. Signature Aluminium Sdn Bhd (Aluminium Work)


1.3 ASSUMPTION & APPROACH

umptions Approaches
Interview with project manager
ent
Finance and payments of completed work
Site visit
Slow decision making

Acquire progress report


ntractor
Site management
Books and Journals
mproper planning in term of material
delivery

nsultant
Preparation and approval of drawing
2.1 TRADITIONAL PROCUREMENT METHOD

he most common method used in construction industry

he client employed designers to produce a complete design

he client may also appoint QS and structural or engineer team durin


esign stage

fter the design completed, contractor tender the price

Winning contractor will be carried out the work of the project

he client pays monthly installment based on amount of work done


2.1 TRADITIONAL PROCUREMENT METHOD CONTD

ontractual Arrangement for Traditional Procurement Method


2.2 ADVANTAGES AND DISADVANTAGES OF
TRADITIONAL PROCUREMENT METHOD
vantages Disadvantages
Competitive fairness Slow progress of work

Cost certainty Contractor not involved in design or


planning
Procedures well known
Low bid can lead to lower quality
Traditional construction allows for
later design changes (on site if Linear construction requires every
necessary) step to be completed before next ste
can begin
2.3 MAJOR PROBLEMS

sed on study by (Ann Tien Kong, 2006),


uration of development process is long
Sequential process
he ef fect of cost uncertainty for long duration construction projects
Inflation / fluctuations of material prices
Extra claims (Variations)
he ef fect on buildability
Designs can be impractical
ragmentation of organisational inter faces
No unification
3.1 LESSON LEARNT

raditional procurement is not the best


No cooperation between design team and construction team during the design stage.
Selection of contractors is based on price offered during tender stage by the contractor and
other considerations. Low price may produce low quality of work.
ause of delay
Client & Consultants late issue instruction
Late approval of claims
Less manpower on site
Late delivery of materials by supplier
3.2 RISK FACTOR RELATED TO PUBLIC AND CLIENT
ATTITUDE

1. Public
Surrounding public will feel that their health are affected by dust pollution cause by the
project.
Sound pollution has made the public feel annoying and hard to focus on work.
Delay of the project is given bad impression to the public.

2. Client
Due to project delay, client feel that the contractors working efficiency is low.
Client late moving in.
Late payment from client caused the contractor dissatisfied.
Conflicts may raise between client and contractor.
3.3 SCOPE AND PERSPECTIVE

SCOPE

DELAY WORK ON SITE

LIENT Increase in cost for client due to extended Extra budget needed to cover the extra work done by co
construction time.

ONSULTANT Amendments are made for each changes instructed Requires more inspection for work done by contractor.
by the client.

ONTRACTOR More work force needed to complete the work in time Workers may need to work overtime .
or to prevent any further delays.

UPPLIER May increase in material cost to supply for Delivery for materials may need to be cancelled .
construction materials.
4.0 CONCLUSION

raditional project delivery system is not suitable for large construction project

ossibility of delays are always present

elays are caused by all parties. Not just contractor

Maintaining healthy/ef fective communication can reduce delays in projects

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