TABLE OF CONTENT

1. INTRODUCTION
2. OVERVIEW OF THE PROJECT
3. SCOPE OF WORKS
4. KEY ACCESS DATE / MILESTONE
5. PROJECT ORGANIZATION
6. PROCESS REFERENCE
7. PROCUREMENT
8. LONG LEAD ITEM / MATERIALS
9. SUBCONTRACTOR AND SUPPLIERS
10. MATERIALS DELIVERY AND LOGISTIC
11. MAJOR QUANTITY AND PRODUCTION RATE
12. MOBILIZATION
13. PLANNING AND CONTROLLING
14. EXECUTION STRATEGY
15. CONSTRUCTION SEQUENCE & TIME LOCATION PLAN
16. CONSTRUCTION PROCEDURE – LONG SPAN BRIDGE OVER SPRINT HIGHWAY
17. CRITICAL ACTIVITIES & MITIGATION MEASURES
18. PROJECT QUALITY ASSURANCE AND QUALITY CONTROL
19. PROJECT SAFETY, HEALTH, ENVIRONMENT & SECURITY
19.1. General
19.2. Site Specific Implementation Safety Concerns

APPENDIX A : WPC SITE ORGANIZATION CHART

APPENDIX B : PROPOSED TIME LOCATION PLAN FOR GS01

APPENDIX C : PROPOSED PRECAST OPTION FOR LONG SPAN BRIDGE

CROSSING SPRINT HIGHWAY - Conceptual Drawings

1.0 INTRODUCTION

This Project Implementation Plan is prepared to illustrate the framework of the overall construction
implementation by MUDAJAYA CORPORATION BERHAD (MCB) for the proposed project. This
plan has been prepared based on information available in the current stage and is subject to revision
from time to time when necessary in fulfilling contract requirements, client’s needs and the refinement
of the construction methodology by MCB.

2.0 OVERVIEW OF THE PROJECT

The Government has appointed Prasarana Malaysia Bhd (Prasarana) as the Klang Valley Light
Rail Transit Line 3 (KVLRT3) Project Owner ("Employer"), and MRCB-George Kent Sdn. Bhd.
("PDP") as the Project Delivery Partner who is responsible for the delivery of a fully commissioned
railway system for the Bandar Utama to Johan Setia LRT Line 3 (LRT 3) Project.

The “LIGHT RAIL TRANSIT LINE 3 (LRT3) FROM BANDAR UTAMA TO JOHAN SETIA” is
approximately 38 km in length comprising of the following:

Underground Works: Comprising 2 km of Underground Works and 1 no. of

Underground Stations;
Elevated Civil Works: Comprising of 36 km of Elevated Guideway and 24nos. of
Stations; A Depot :At Johan Setia

The Employer had invited MCB to submit a tender bid for THE CONSTRUCTION AND
COMPLETION OF GUIDEWAY, STATIONS, PARK AND RIDE, ANCILLIARY BUILDINGS AND
OTHER ASSOCIATED WORKS FOR PACKAGE GS01 FOR LIGHT RAIL TRANSIT LINE 3 (LRT3)
FROM BANDAR UTAMA TO JOHAN SETIA

Package GS01 will form part of the eastern section of the LRT3 Project. The Works Generally it will
involve the construction of an approximately 3.471 km long section of the railway, mostly on viaduct,
starting at One Utama and ending at Merchant Square. The Works also includes 3 elevated stations,
2 Park & Ride facilities at Damansara Utama Station and Tropicana Station, a temporary Centralized
Labour Quarters (CLQ) and Relocatable Offices at the location determined by PDP.

The proposed alignment for Package GS01 shall be under the jurisdiction of Majlis Bandaraya Petaling
Jaya. The location of the Package GS01 is shown in Figure 2,1 of the LRT3 route alignment plan.
Figure 2.1: LRT Line Route Alignment Plan Overall (above) and GS01 (below)
1.0 SCOPE OF WORKS

The Scope of Works for Package GS01 from One Utama to Merchant Square includes, but not
limited to the following items:

3.1 Site Establishment

The Works Package Contractor (WPC) shall supply, erect, maintain and remove upon completion the
project signboards, hoarding, fences, gates, signs, access roads, and other major facilities such as
accommodation, storage areas, concrete and bituminous batching and mixing plants, rock crushing
plants and etc.

The WPC shall identify all temporary utility services connections for the purpose of executing the
Works on Site and accommodation, WPC shall make necessary arrangements with the utility
companies for the connections.

3.1.1 Centralized Labour Quarters (CLQ), Common Area and Common Facilities
The WPC shall construct, commission, operate, maintain and subsequently remove the Eastern CLQ,
common area and common facilities at the allocated land for CLQ. The accommodation shall be
provide to all WPC worker Free of Charge.

The WPC shall establish a dedicated team to manage the daily operation and maintenance of the
CLQ together with the common area and common facilities. On confirmation of the required closure
of the facility by the PDP, the facility shall be decommissioned and removed from the site.

3.1.2 Re-Locatable Offices

The WPC shall provide or construct re-locatable offices for each station for the SC. The WPC is
responsible for the provision of land and setting up of the office free of all charges and
encumbrances. WPC shall submit details of relocatable site office for PDP approval.

3.2 Utilities Relocation

Relocation or re-provisioning of existing affected utilities located along the Project corridor shall be
carried out by the WPC. These utilities include water pipe works and sewerage works, electrical
works, Telekom Services and other Telco Services, street lighting works, traffic light work and etc.
that obstruct the construction works.
The utility relocation and re-provisioning works also consist of providing necessary temporary and
permanent protection to the existing utilities within close proximity to the working corridor to avoid any
damage or degrading.

The relocation and raising of the TNB overhead power transmission lines and associated pylons,
relocation of Gas Pipes will be carried out by Other Works Contractor and is excluded from the
WPC’s scope of works.

3.3 Demolition, Site Clearance and Provision of Access

The WPC shall comprise, but not be limited to: site clearance; removal of trees approved by
Authorities for felling; grubbing and transplanting; demolition and relocation of billboards and traffic
signboards including the M&E items; demolition and removal of existing structures, substructures and
carting away all spoil and unsalvageable items to WPC's own dumping yard approved by the
relevant Authorities. WPC shall submit a detailed proposal for site clearance work for PDP & Local
Authorities approval prior commencement of works. Hoarding, noise barrier & required protection will
be erected alongside of the demolition area to prevent any damage to the structural integrity, stability,
serviceability, operation and functional of adjacent buildings, structures, utilities, MRT railway,
services, roads, footpaths, slope, etc.

The WPC shall provide free of encumbrances accesses with suitable fill material, properly compacted
to withstand the loads from low loaders when delivering the pre cast U-trough girder units to Site,
others construction equipment load & works platform for falseworks erection. WPC shall arrange for,
construct, maintain and afterwards remove and reinstate any access required for or in connection
with the execution of the works. Reinstatement shall include restoring the area of any access route to
at least the degree of safety, stability and drainage that was obtained before the WPC entered the
site.

3.4 Earthworks
Earthworks includes soil investigation, slopes protection, retaining soil structure, stripping of top soil,
excavation of unsuitable material and disposal off-site to WPC's own approved dumping yards by
relevant Authorities. Replacement of suitable materials should have followed by compaction with
vibratory roller or equivalent followed by installation of instrumentation monitoring tools.
It includes the construction of viaduct accesses, building foundation, road widening, drainage
realignment, etc. Embankment fill includes supply of suitable materials from excavated suitable
surplus material and from the WPC's own sources.

3.5 Viaduct Guideways

The WPC shall construct and complete the elevated viaduct structures. The permanent components
of viaduct structures mainly consist of foundation works, substructure, superstructure, launching of
the precast U-trough girder, in-situ U-trough girder, post-tensioned pre-stressing works, bearing, in-
situ parapet, cable hanger, handrail, E&M works, painting to structures and other related ancillary
works prescribed as follows.

3.5.1 Foundation Works

Foundation works includes the construction of permanent access together with any necessary
associated ground treatment such as remove and replace method in areas where soft ground is
encountered, piling works and construction of pile cap for piers, portals, stations and other ancillary
buildings.

The piling works consists of supply, installation/construction and testing of piles. Pile types include
cast in-situ bored piles and caisson piles (if any) varying in numbers, depth and size depending on
span length and location.

The piling works for viaducts, stations and long crossings shall include all work activities, preparation
of working platform, work access, plant and equipment, moving of rigs from pile to pile and foundation
to foundation, testing of piles as per Contract requirements including all testing equipment,
kentledge, other necessary temporary works and preparation of pile testing reports.

3.5.2 Substructures, Piers and Portals.

The WPC shall construct and complete the piers inclusive of pile cap, piers with varying height and
complete the pier structure with installation of precast pier cap, in-situ pier cap and concreting of
portals for viaducts, stations and long span crossings (if any). The WPC also shall construct and
complete the bearing plinths, cast-in drainage pipes, E&M ducts and post-tensioning works where
required at such WPC shall supply, cutting, pre-stressing, de-bonding and placement for the pre-
stressing steel tendons, ducting, joints, anchor plates, anchor heads, vent pipes and grouting for the
post-stressing works.

3.5.3 In-situ and Precast of U-trough girder

For the standard spans, the U-trough girder Designated Supplier shall be responsible for the casting,
supply and delivery of U-trough girder with escort to Site, while the WPC is responsible for the
supply, delivery and unloading all the necessary cast-in items and other accessories to the U-trough
girder Designated Supplier's casting yard to incorporate into the precast U-trough girder. While
construction of in-situ U-trough girder for special spans and long span (if any) as well as segmental
precast U-trough girder for long span (if any), WPC is responsible for other associated works
inclusive temporary works and all associated cast items as similar as precast U-trough girder
requirement.

For avoidance of doubt, the WPC is responsible for casting of precast U-trough girder for long span
for the Alternative Precast Option for the Long Span, if adopted.

3.5.4 Launching of Precast U-trough girder and Others

The WPC shall be responsible for unloading of U-trough girder at Site, launching and fixing in
position. Suitable erection equipment such as mobile crane or equivalent shall be made available at
Site in preparation for launching of U trough girder.
The coordination between the WPC and the U-trough girder Designated Supplier is crucial as the
proposed number of available launching equipment need to be fully coordinated and compliant with
the construction programme such as speed of launching, the production and delivery of U-trough
girder to Site, etc. to avoid mismatching of the activities.

3.6 Traffic Management and Control

The WPC shall be responsible for the relevant Authorities' approval prior to commencement of the
construction. The WPC shall study the current morning and evening peak flows along existing
highways or roads when lane closures or traffic diversions are needed. The objective is to ensure
public safety and good quality traffic management schemes with minimum disruption to traffic
congestion during construction. If the affected highway or road is required to be widened or re-
aligned in order to maintain par with the existing facility, it shall be constructed to an equivalent
standard to the existing road structure.

Night works shall be required if day operation is not permissible due to heavy volume of traffic and
constraints of the working area. The WPC shall obtain approval from the relevant Authorities and
advise all affected stakeholders prior to commencement of any night works. The above traffic
management includes, but shall not be limited to, the maintenance items relating to existing roads
throughout the construction period; installation and maintenance of temporary traffic signage;
temporary road line painting; barriers; delineators and repairs to deterioration of the road surface
resulting from construction vehicles.

For any work affecting existing carpark facilities, the WPC is required to provide a submission to the
relevant Authorities for approval prior to commencement of the construction. Alternative temporary
carpark shall be provided if necessary and practicable.

3.7 Environmental Monitoring and Compliance Management

The WPC shall comply with related environmental regulations and Department of Environment (DOE)
conditions of approval for the Project's Environmental Impact Assessment (EIA). It involves
preparation of an Environmental Management Plan (EMP), Erosion and Sedimentation Control Plan
(ESCP), appointment of an Environmental Manager and Engineer, implementation of pollution control
measures, an environmental monitoring programme and environmental auditing.

3.8 Temporary Works

The WPC shall be responsible for the design, provision, maintenance and removal upon completion
of all temporary works of whatever kind required for the permanent works. The temporary works shall
not be limited to cofferdams, earthworks support, access roads and sheet piling.

The WPC also shall be responsible for other temporary, such as staging, propping, trestle, portal
frames for crosshead segment launching, piers, portals and special span works (if any).

3.9 Silt Traps, Temporary Drainage and Soil Erosion and Sedimentation Control
The WPC shall submit proposals prior to commencement of works on the details and location of silt
traps, temporary drainage systems, including their construction and maintenance, but not limited to,
constantly desilting of the silt traps and temporary drainage.
In addition, the WPC shall implement and maintain all necessary soil erosion and sedimentation
control Best Management Practices (BMPs) in accordance with the Contract.

3.10 Documents
The WPC shall prepare and submit shop drawings, reports, procedures, plans, method statements,
as-built drawings and all other documents as specified in the Contract. The method and format for
submission shall be as stated in the Contract.

3.11 Managing Designated Contractors and Designated Suppliers

The WPC shall monitor and control the production outputs of the Designated Contractors and
Designated Suppliers to meet the Project requirements and to ensure they tie in with the Baseline
Programme including the handing over of completed sections/rooms to the Systems and Track-works
Contractor. The WPC shall be responsible for coordinating the interfacing works between other
WPCs, Designated Contractors and Designated Suppliers under his supervision. Item to be
coordinated with DS PC1 & PC2
 Precast Element Delivery Schedule
 Precast Element Delivery Location
 Shop Drawing for Cast-in item
  Delivery Schedule for cast-in item
 Material approval (PT System, cast-in item, HDPE ducting, earthing, etc) for WPC supply
scope

The Designated Contractors and Designated Suppliers within the GS01 Package are as follows:
a) Designated Contractor for the Supply and installation of Lift Systems
b) Designated Contractor for the Supply and installation of Escalator Systems
c) Designated Contractor for the Supply and installation of Fire Protection Systems
d) Designated Contractor for the Supply and installation of Air Conditioning Mechanical
Ventilation (ACMV) Systems
e) Designated Contractor for the Supply and installation of Signages
f) Designated Contractor for the Design, Supply and installation of Building Management
Systems
g) Designated Contractor for the Supply and installation of Door and Ironmongery
h) Designated Contractor for the Supply and installation of Noise Barriers and Enclosures
i) Designated Contractor for the Supply and installation of Office Furniture
j) Designated Contractor for the Supply and installation of Bearings
k) Designated Contractor for the Gen Set
l) Designated Supplier for Low Voltage (Transformer)
m) Designated Supplier for Precast U- trough Girder
n) Designated Supplier for Precast Pier Cap and
o) Designated Supplier for Master Key System

3.12 Associated Works

The WPC shall responsible for the associated works, but not be limited to the following:
 M&E systems including lighting services and lightning protection and earthing system.
 Stations' entrances, external works to stations, associated link bridges and ancillary buildings.
 Cable containment along viaducts, structures and between buildings.
 Roadworks, drainage and on-site detention pond, hard and soft landscaping.
 All cast-in items, anchor bolts and other fixings, to facilitate subsequent attachment of
brackets and noise barriers (if any) to the parapets.
 Soil investigation.
 Instrument monitoring, pre and post conditional survey.
 Utility bridges.
 Demolition of existing buildings and structures including petrol stations (if any).
 As-built drawings.
3.13 Interfacing with MRT1 Line Operations
The WPC shall interface with MRT Line operation at One Utama Station. Any construction activities
that could affect MRT1 Line operation including passenger services needs to be coordinated by the
WPC.

3.14 Mobilisation and Demobilisation

These works include mobilisation and demobilisation of all the WPC's equipment, plant and labour to
the Site and within the Site, in accordance with the agreed programme, before commencement of
construction and after completion of the Works. The WPC shall attend to all items in the approved
defects list and clear all unsalvageable items to an approved dumping ground upon completion of the
Works.

3.15 Condition Survey of Existing Buildings and Structures

The WPC shall carry out a pre-construction condition survey (dilapidation survey) of all existing
buildings and structures located within the influence zone of the Works, which may be within or
adjacent to the Site. The condition survey shall be undertaken by an independent licensed surveyor
engaged by the WPC, who shall be approved by the PDP. Construction activities which have the
potential to cause damage or interference with any existing buildings and structures within the vicinity
of the related works, shall not commence until the condition surveys for those properties have been
approved by the PDP.

WPC shall be responsible for liaising with and obtaining permission from all owners / occupiers of
private land and properties in order to gain access to such properties for the purpose of carrying out
survey works, dilapidation, pre-condition survey & others associated works. The WPC is required to
establish the condition of any building and structure (Except those building been identified to be
demolish) that will be affected by constructions works (Temporary or Permanent) prior to the
commencement of any construction activities. The survey shall inspect all structures / buildings within
a distance of 75m from center Line of guideway on both side of the alignment as per the General
Specification requirements. Details of the building / structure listing will be capture under the
Dilapidation Survey Method Statement which will be submitted to PDP approval prior commencement
of Dilapidation Survey.
4.0 KEY ACCESS DATE / MILESTONE & PROGRAMME DATA
Based on the specified requirements as in the Conditions of Contract (CoC) the Work Programme is
developed based on the anticipated following dates:
Letter of Award 5th October 2017 (5th day of M26);
Notice to Proceed on 5th October 2017 (5th day of M26)
Certificate of Practical Completion on 5th January 2021 (5th day of M65) and
Line Completion 27th Feb. 2021 (M66)
Details of the Key Access Dates and the pertinent Programme Data are shown in the table below:
M65
M27

M28
M29
M30

M31
M32

M33

M34

M35
M36

M37
M38

M39

M40

M41

M42

M43

M44

M45

M46

M47
Note :
Any access and completion date unless otherwise stated in the Contract in terms of Project Months
shall mean the last day of the respective calender month.
 5.0 PROJECT ORGANIZATION

5.1.General
MCB has identified the required management resources as structured in the Project Organisation Chart
as submitted in APPENDIX A.

5.2 Site Organization

The Project Site Team will be headed by the Project Director who will be the person in charge for the
overall management and operation of the project. All policy matters, which are related to the project, will
be approved by the PD. He is assisted by a Project Manager (PM), who will be responsible for the
management of the project and lead the construction team.
The PM is responsible for all aspects of the pre-construction, construction and post construction activities
including the safety, health, environment and quality managements.
The Project Manager will be assisted and supported by a site team of construction personnel responsible
for the management and supervision of the site works:
The site team will also be assisted by the support functional teams based from MCB Head Office that is
deemed necessary for the project implementation. The details are further described in the next section.

5.2. Head Office Support

At the MCB head office level, the project site team led by the Project Director will be supported by the
various departments within MCB’s organization.
In summary the Head office support departments role shall be categorized as follows:
a) Finance & Accounts, HR and Administration Departments
• Financial matters and human resources requirement
• Manpower training and awareness campaign
b) Contract and Procurement Departments
• Procurement of materials
• Procurement of suppliers and subcontractors
• Contractual matters
c) Operation, Design and Planning Departments
• Constructional methodology, sequencing of works and planning
• Temporary design requirement and any other technical matters
• Assist in planning & scheduling the works.
d) QAQC , OSH&E Departments
• Assist in matters related to the Quality, Safety and Environmental concerns of the project.
5.3. Key Personnel Responsibilities
This section defines the responsibility and authority of the PD, PM, Manager and selected Key Personnel
towards the quality management, assurance and control at the project site.

PROJECT DIRECTOR
a. Reports to Managing Director (MD).
b. The Project Quality Management Representative (PQMR).
c. To lead the overall operation and management of the project.
d. To lead, plan and oversee all aspects of the project including contracts, subcontracting issues,
costing & budgeting, technical and design activities, project scheduling, QA/QC and HSSE.
e. To ensure Quality Policy is understood by all project personnel and the Quality Objectives are
implemented and achieved.
f. To plan and provide all resources and infrastructures required by the project team.
g. To liaise with Employer and PDP.
h. To source and manage all requirements from Support Services from Head Office.
i. To approve Project Quality Plan.
j. To implement Company policies, procedures and objectives within the project.

PROJECT MANAGER
a. Reports to Project Director (PD).
b. To ensure Quality Policy is understood by all project personnel and the Quality Objectives are
implemented and achieved.
c. To ensure relevant statutory and regulatory requirements observed and adhered to.
d. To ensure relevant information are adequately distributed within the project functions and levels.
e. To ensure that the project deliverables are identified and are in compliance with Needs Statements
and Contractual Specification.
f. To ensure all procedures and policies defined in the Company Quality Manual, Company Safety,
Health and Environmental Manual and Project Quality Plan are implemented, maintained and
continually improved.
g. To manage, review and advise the senior management on the vendors' performance and
deliverability.
h. To ensure all contractual and technical issues are handled and resolved amicably.
i. To ensure periodic reviews are carried out so that the system within the project is suitable, adequate
and effective.
j. To initiate project meetings to resolve site problems and issues that raised during the project.
k. To ensure all arising issues related with the project are attended by the relevant department without
undue delay.
l. To ensure that good public relation is established with the Client, PDP, local authorities and the
public community.

CONSTRUCTION MANAGER
a. Reports to Project Manager (PM).
b. To lead, organize, control and monitor project progress for all disciplines involved and ensure its
execution is within the budgeted cost and time and in compliance with project specifications.
c. To control and monitor supplier and subcontractors of the relevant disciplines / services and other
interfacing issues pertaining to work construction, including progress on progress, quality and HSSE.
d. To control, monitor and enforce site supervision, within the project organizational supervisory
functions.
e. To be responsible in preparation of work method statement and other project deliverables and ensure
its compliance at planning and implementation stage.
f. To be responsible for the production of site reports including Site Diary, progress reports and
inspection and test reports.
g. To coordinate measurement of work done by subcontractors and onward certification by the
Supervision Consultant.

QAQC MANAGER
a. Reports to PD on the enforcement of Project QMS,
b. The Assistant to the PQMR,
c. Reports to Project Manager (PM) on the operation and QAQC deliverables,
d. To update Project Manager on site QMS implementation and to highlight issues pertaining to non-
compliance to PQP,
e. To coordinate with the relevant Construction Manager and Supervision
f. Consultants on monitoring Inspection and Test activities to ensure compliance /acceptance to quality
system and project requirements,
g. To monitor and ensure that non-conformances are timely closed and to ensure corrective action
measures are taken appropriately,
h. To detect and identify defect (eg. Major / minor) and arrange for rectification,
i. To lead the rectification team to repair defects,
j. To lead, organize, control and monitor defect rectification progress,
k. To initiate QAQC meeting to resolve quality issues, NCR,
l. To initiate and facilitate the Construction team to seek preventive measures to minimize the
generation of defects on-site,
m. To report to Quality Management Representative (QMR) for the QMS performance,
n. To prepare of QAQC monthly report and other required report(s) by contract,
o. To manage and monitor the material sampling and testing,
p. To plan and conduct periodic audits to ensure that quality procedures are carried out as per
requirement,
q. To liaison with supervision consultant, client, supplier and sub-contractor related to quality matter
r. To promote quality awareness to subcontractors, suppliers and workers
s. To manage document control and quality records,

SAFETY MANAGER
a. Reports to Project Director (PD).
b. To prepare Safety & Health Manual incorporating Health & Safety Policy, Safe Work Procedure and
Safety and Health Plan.
c. To monitor work activities and inspect equipment condition to ensure compliance to Safety and
Health implementation.
d. To guide, instruct and supervise the practicing Safety & Health Officer of all organizations working on
the project.
e. To maintain and keep the Safety and Health Statistics monthly on the monthly report and report
board (Project Site).
f. To act as Secretary of S&H Committee Meeting and be responsible to Chairman of Committee.
g. To conduct inductions, trainings on safety awareness among the staff and contractor on regular
basis.
h. To investigate accidents and produce the written report with recommendations for corrective action.
i. To develop close liaison with Authorities & Regulatory Bodies i.e. DOSH/JKKP as focal point.
j. To conduct tool box talks to all new labours working on the project
ENVIRONMENTAL MANAGER
a. Reports to Project Director (PD).
b. To monitor the use of all resources within organisation.
c. To prepare and implement environmental policies and practices.
d. To develop schemes for recycling, pollution reduction and pollution prevention
e. To assist the Project Manager, Site Managers and Sub-Contractors' in the implementation of this
Environmental Management Plan and promotion of environmental awareness in the organisation
f. To be responsible on the environmental aspects and impacts of the project.
g. To liaise with the relevant statutory bodies and Employer on environmental matters.
h. To ensure project's activities compliance with environmental legislation.
i. To conduct environmental training to staff at all levels.
j. To monitor on all subcontractors' environmental good practices procedures.
k. To plan and conduct environmental programme, inspections and audits, monitor any violation of
environmental rules & regulations, non-compliance of company rules and procedures and
recommend corrective action.
l. To Compile and analyse of environmental monitoring report and submit to the Employer's Project
Manager.
m. To keep up to date with changes in environmental legislation and initiatives.
n. To conduct auditing, analyzing and collating environmental performance data and reporting
information to internal staff, clients and regulatory bodies.

DESIGN MANAGER / TEMPORARY WORKS COORDINATOR

a. Reports to Project manager
b. Management, coordination and direction to all design team and appointed consultants on the
temporary works design.
c. Establish a proper interface control with all specialists consultants / contractors
d. Establish a proper interface control with local authority,
e. Establish the design development planning for Consultant's action
f. Provide engineering and technical expertise to the project
g. Ensure the design input requirements are assessed and understood by the specialist consultants or
specialist contractor,
h. Manage the design output of the specialist consultants or specialist contractor.
i. Manage the review, verification and validation of the design works
j. Manage the design changes and communicate the changes to all affected parties
k. Manage and control the distribution of drawings
l. Manage and control the comments and response from and to clients.
TRAFFIC & LOGISTIC MANAGER
a. Reports to Project Manager (PM).
b. To engage and liaise with Consultant to provide Traffic Management Plan (TMP) including Traffic
Impact Assessment (TIA) and Road Safety Audit (RSA) and seek approval from authorities on TMP
(i.e. DBKL, MBPJ) before commencement of works prior submission to PDP.
c. Ensure all works are following standard operating procedures and guidelines including Arahan Teknik
JKR (Jalan) 2c/85.
d. Checks initial input for accuracy and requests additional information (if needed)
e. To identify, develop traffic risks and hazards and their control measures.
f. To plan and implement traffic diversions and closures with minimum inconvenience to the road users
and public.
g. To provide traffic control devices and resources at work zones.
h. To provide and increase public awareness and visibility at work zones.
i. To provide trainings and on-site coaching on traffic control to site supervision and traffic control
personnel.
j. To prepare report on the traffic control performances for the project.
k. Support Emergency Response Team (ERT) during incidents arising from the Works.
l. Responsible to maintain the temporary road system and ensure the temporary roads are kept in a
safe and roadworthy condition.
m. To ensure all the traffic signage, railings, safety fence, boundary fence, vehicle parapets and traffic
posts under good condition at all times.
n. To prevent the carriageway and ensure it is free and clear from oil or liquid pollutant.
o. To ensure the safety of traffic nearby residents and public road users.
p. To avoid any hindrance and ensure all traffic be allowed to move in complete safety to and from
existing roads and access tracks.
q. To maintain all emergency access to all properties at all times.
r. To provide and ensure the dedicated and protected traffic and pedestrian routes through the site.

PLANNING MANAGER
a. Reports to Project Director (PD).
b. To prepare Master Work Program, weekly and monthly report for review by Project Manager and
onward submission to PDP.
c. To prepare 2 week look ahead schedule.
d. To prepare the 3 month look ahead program for review by Project Manager on a monthly basis.
e. To highlight on critical activities to prevent potential delay.
f. To monitor works on a weekly basis and highlight any problems to Project Manager.
g. To coordinate with the relevant Construction Manager and subcontractors on preparation of master
material deliverable schedules.
h. To assist Construction Manager of the relevant discipline on documenting manpower, material and
machinery planning accordingly.
i. To prepare and compile progress reports for the project.

INTERFACE MANAGER
a. Reports to Project Manager (PM).
b. To coordinate with and attend to all interfacing works with Work Package Contractors including
interfacing and coordination with all designated suppliers and contractors.
c. To monitor the project on going activities and capture the old and new requirements which may arise
during construction.
d. To ensure new requirements are included in the project schedule and are being executed through
constant communication with the teams executing the project.
e. To report any unresolved discrepancies to the Project Manager who will then take to higher levels to
resolve.
f. To attend meetings and periodically produce reports.

SURVEY MANAGER

a. Report to Project Manager.

b. Liaison with Consultant's Audit Surveyor regarding the acceptance of control stations.
c. Liaisons with Audit Surveyor regarding setting out works and as-built survey.
d. To establish the base line and reference point at site for purpose of setting out.

PUBLIC RELATION MANAGER

a. Reports to Project Director (PD).

b. Responsible in presenting and maintaining a positive public image of the project's organization
c. To assist and coordinate with PDP on public relations and announcements at dedicated venues and
sites.
d. To develop program for media intention and outreach strategies for good perceptions of the project
by the public.
e. To implement public relation program through the communication medium such as distribution of
pamphlets, talks, visits or other means agreed by PDP.
f. To provide update and reports on public related issues to PM and the construction team.

FACILITY MANAGER for CLQ

a. Reports to Project Manager (PM).
b. To supervise the work of current condition of essential facilities and equipment.
c. To ensure evaluation of the facilities to be conducted as schedule.
d. To ensure the working process of all the equipment and other facilities are reliable working and in
proper condition.
e. To initiate interventions to solve problems in the facilities as early as possible.
f. To maintain the efficiency effectively and good working conditions of the facilities.
g. To educate the workers of the establishment on the proper use and care of its equipment and other
facilities.

CONTRACT ADMIN MANAGER

a. Reports to Project Director (PO).
b. To ensure tender, contracts and post-contracts procedures are implemented and maintained.
c. To advise the project team on contract and subcontract matters.
d. To highlight and monitor variations, PDP's instructions and any other contractual implications.
e. To prepare claims for Extension of Time, if any.
f. To ensure effective progress claims and site measurements are properly carried out and
documented.
g. To advise Project Manager on the performance of the subcontractors, consultants and other service
providers.
h. To advice on contractual requirements and participate in the preparation of handing over of project to
PDP.

SAFETY OFFICER
a. Reports to Safety Manager.
b. To advise Project Manager on all safety, health and environmental issues at site.
c. To determine, execute and review the safety procedures including project safety and health plan,
induction and coordinate toolbox talks for workers.
d. To ensure all required action and provision of safety requirement are undertaken and comply with all
regulations.
e. To ensure installation and maintenance of all safety signage on site, maintain register of emergency
services and safety equipment.

TRAFFIC MANAGEMENT OFFICER

a. Reports to Traffic & Logistic Manager.
b. To perform all tasks associated with traffic management for works.
c. To conduct inspection for complete vehicle pre-start.
d. To provide accurate layout of traffic management scheme in accordance with basic rules, from a
generic traffic control diagram (TeO) or formal traffic management plan (TMP).
e. To ensure that all variations, modifications or adjustments to a traffic management scheme are fully
recorded and authorised.
f. To monitor Site Hazard Assessments and implement control measures to suit the site.
g. Responsible on monitoring traffic behaviour and flow to ensure safety is maintained at all times.
h. To perform all other duties to control traffic, pedestrians and cyclists to protect maintenance workers,
work crews and members of the public.

DOCUMENT CONTROLLER
a. Reports to QAQC Manager,
b. To ensure document control (inclusive of project drawings) and records conform
to project quality procedures and in accordance with the ISO 9001:2008
requirements.
c. To establish and control project documentation and recording system including filing, indexing,
maintenance and protection.
d. To ensure documents are adequately identified, readily accessible, retrieval and retention period
specified.
e. To prepare, monitor and manage Document submission programme.
f. To act as the "temporary" custodian for documents and records from commencement until handover
of project.
g. To conduct briefing to project staff and the relevant parties to ensure implementation are effective
and consistent.
h. To assess implementation system on periodic basis and highlight issues and areas that needs
improvement.
i. To ensure documents and records retained are legible.
j. To prevent all unintended use of obsolete documents and to set up suitable identification for retained
purpose.
ERECTION COORDINATOR

a. Reports to Project Manager (PM).

b. To coordinate with the launch/erect team on erection of the segment within schedule.
c. Monitor and manage coordination of launcher team in day to day launching/erection work
d. To ensure effective coordination & communication among all launcher team and with machine
operator.
e. Manage time completion of the launching/erection work.
f. To monitor on observe safety on site especially during the erection works.
g. Minimize complaints from other parties or road users.

ADMIN/ HR MANAGER

a. Reports to Project Director (PD).

b. To assist in the delivery of an efficient, timely and accurate Human Resources (HR) service to
Management and Employees.
c. To provide advice to employees on HR Matters.
d. To ensure strict compliance with current employment practices and processes.
e. To assist in manage and execute disciplinary and grievance processes.
f. To assist and support in the implementation of any global HR initiatives such as Compensation &
Benefits, Recruitment initiatives, HR Policy & Process developments.
g. To assist and support management in the identification of resourcing requirements and co-ordinate
the day-to-day aspects of recruitment and selection process.
h. To coordinate in maintaining Leave and Absence records.
i. To manage the Employee Personnel Files.
j. To make visits to other locations/divisions as required, providing HR support.
k. To ensure the data protection policy is adhered to with regard to confidentiality of personal
information, access by employees to records.
l. To perform day-to-day HR administrative duties; preparation of letters.
ACCOUNTS OFFICER

a. Report to Project Director (PD).

b. Responsible on preparing asset, liability, and capital account entries by compiling and analyzing
account information.
c. Responsible for assisting PM on financial and cash flow planning for the project.
d. To recommend financial actions by analyzing accounting options.
e. To summarize current financial status by collecting information; preparing balance sheet, profit and
loss statement, and other reports.
f. To maintain accounting controls by preparing and recommending proper execution of policies and
procedures.
g. To secure financial information by completing data base backups.
h. To maintain customer confidence and protects operations by keeping financial information
confidential.
5.4. Key Personnel Responsibility Matrix

No Project Activity A B C D E F G H I J K L M N O P
1 Project work program x x x x x x
2 Work method x x x x x x x x x
statement
3 Work mobilization & x x x x x x x x x x x x x
demob.
4 Procurement - x x x x x x
subcontractor
5 Procurement - material x x x x x x
6 Site survey / as-built x x x
7 Design control x x x x
8 Authority approval x x x
9 Site meetings x x x x x x x x x x x x x x x x
10 Supervision of works x x x x
11 Inspection & testing x x x
12 Interfacing with other x x x x x x x x
WPC
13 Interfacing with DC, x x x x x x x
NSC, OS
14 Traffic management x x x
15 SHE Management x x x x
16 Progress report x x x x x x x x x x x x x x
17 Public relation x x x x x x x
18 Emergency Response x x x x x x x x
19 Quality Objectives x x x x x x x x x x x x x x x x
20 Vendor Performance x x x
Evaluation
21 Internal audit x x x x x x x x x x x x x x x x
22 PQP Review x x x x
23 Progress claim & x x x x x
payment
24 Control of records/ x x x x
drawings
Designation
A Project Director I QAQC Manager
No Project Activity A B C D E F G H I J K L M N O P
B Project Manager J Document Controller
C Construction Manager K Planning Manager
D Safety Manager L Interface Manager
E Environmental Manager M Contracts Admin Manager
F Facility Manager (CLQ) N Erection / Launching Coordinator
G Public Relation Manager O Accounts Officer
H Traffic & Logistic Manager P HR/Admin Manager
6.0 PROJECT PROCESS REFERENCES

The following documents shall be read in conjunction with this Project Implementation Plan:

No Item Remark
1 Project Quality Plan LOA + 21 day
2 Project Health & Safety Plan LOA + 21 day
3 Site Specific Environmental Management Plan LOA + 21 day
4 Site Specific Erosion & Sediment Control Plan LOA + 21 day
5 Traffic Management Plan LOA + 28 day
6 Survey Quality Plan LOA + 21 day
7 Risk Management Plan LOA + 21 day
8 Public Relation / Stakeholder Management Plan LOA + 90 day
9 Interface Management Plan 28 day from commencement date
7.0 PROCUREMENT

Procurement of subcontractors and suppliers of equipment and materials will be carried out by the
Project Team supported by MCB Head Office. The procurement will be either through competitive tender
or from the list of approved vendors/suppliers/sub-cons that is regularly updated by the MCB Head
Offices.

A Procurement Schedule will be prepared for monitoring and tracking the procurement status to ensure
subcontractors and suppliers are awarded with subcontracts on time. MCB will procure the major plant
and equipment and materials and provide to the subcontractors. The Project Specifications will be made
as part of the requirement in the procurement system to ensure that the items procured meet the project
requirements.

8.0 LONG LEAD ITEM / MATERIALS

Schedule of Long Lead material shall be identified as material that have a delivery time greater than 3
months to Site. Materials submittals, approval and placing order for all Long Lead items will be given
priority to prevent any delay

9.0 SUBCONTRACTOR AND SUPPLIERS

MCB shall be sublet portion of the Works to the subcontractors, domestic subcontractors and/or
Nominated Subcontractors and Nominated Suppliers. Subcontractor and specialist subcontractors for the
project shall be identified, assessed and evaluated according to the MCB’s company procedures.
The subcontractors shall be integrated as part of the organization and their key staffs shall be
incorporated into the site organization structures. All the subcontractors shall directly report to the
Construction Manager.
Training and induction courses as per Specification and Statutory requirements shall be given to all the
subcontractor's workers and key personnel prior to the commencement of the works at site.
10.0 MATERIALS DELIVERY AND SITE LOGISTIC PLANNING
A Material Delivery and Stocking Management Inventory List describing handling, safe and secure
storage of materials shall be maintained prior of receipt of materials.
MCB’s QAQC and the storekeeper is to ensure that the construction materials received are
Inspected, identified and stored as per the project specification. All accessories and loose
materials which are shipped or stored separately from the main items shall be marked with brief
description. All materials supplied to site shall be duly certified and shall be verified on site prior to usage.

A logistic Plan shall be developed by MCB for the movement of the resources including manpower within
the Project site. The Plan shall be updated as the progress of works and the works sequence. The traffic
manager cum logistic manager and the Safety Manager and his team shall ensure that the movement of
plant and equipment and manpower within the site are coordinated among all Contractors,
Subcontractors, PDP, SC and all personnel working on site.
For the GS01 site logistics, MCB had identified the possible temporary construction access from the
existing public roads to the GS01 work fronts as follows:

The proposed construction access shall be subject to the PDP and relevant authority approval.
The proposed temporary construction access shall provide a smooth and unimpeded access to
commence works on multiple work fronts for the GS01 package.

The proposed temporary access shall be provided with proper traffic management schemes to ensure
smooth flow of construction traffic and the public traffic on the access points. Also to avoid congestion,
limited traffic movement shall be allowed during the peak traffic hours subject to authority approval.

The proposed Logistics Plan is as per shown in the following figure.

A- Temporary Construction Access F- Temporary Construction Access through
through LDP via existing TNB Jalan Bridge 21-64 (in front of Sprint
Substation Access crossing/road Highway)

B- Deleted. G- Temporary Construction Access through

Sprint Highway Ramp leading to Lebuh
Bandar Utama at the Long Span Pier

C- Temporary Construction Access H- Temporary Construction Access through

through Jalan SS21/34 (bridge Jalan Tropicana Selatan Satu (along side of
Crossing) Sprint Highway)

D- Temporary Construction Access J- Temporary Construction Access through

through Lorong 5a (opposite river side Jalan Tropicana Selatan Satu (leading to
of P1-20) Merchant Square)

E- Temporary Construction Access

through Jalan SS21/2 (in front of Fella
 Design Building)

Note : Details planning for each of the Access point will be submit separately from this Project
Implementation Plan.

Figure 10.1: Proposed Temporary Construction Access from Main Public Roads to GS-01 Site

The advantage of the proposed accesses are as follows:

 Provide multiple access points to the site can make the construction movement much smoother and
avoid congestion on construction traffic along the narrow spaces available within the ROW.
 The major temporary access is envisaged at point C (Jalan SS21/34) and Point E (Fella Design).
These two location are assumed to be the delivery point from major roads for the delivery of the U
through girder to the site.
 Point C is used for the delivery to site for the precast U trough girders for spans between Pier P1-04
to P1-14 (20m max span).
 Point E (Fella Design) is used for the delivery to site for the precast U trough girders for spans
between Pier P1-16 to P2-09 (30m max span).
 It is required for the U Trough Designated Supplier to manage and implement the delivery to site via
these two access points (ie Point B & Point E) from their casting yard in Saujana Putra (PC1)
Industrial Area.
 The delivery of precast U girder along P2-10 to P3-26 is to be done to the lifting position at every pier
by the Designated Supplier of the U trough girder.

For the internal construction access, the following temporary access is proposed:

 Along the GS-01alignment along Sg. Kayu Ara. river(Station One Utama to Pier P1-14 (both RHS
and LHS), Pier P1-15 to Pier P1-16 to Pier P1-25 (RHS), Pier P1-25 to P2-07 (LHS).
 River crossing using steel staging and/or temporary culvert crossing to create access along the
river for construction equipment movement and crane parking for heavy lifting.
 Along P2-42 to P3-25 (green areas) – temporary access road on crusher run base.
Figure : Main Access Point C at Jalan SS21/34 through JPS reserve Land.
Figure: Temporary Culvert across existing river for Construction Access and U Trough Launching

Details Method Statement for CBP construction, U Trough Delivery, Launching inclusive the temporary
works design will be submit separately from the Project Implementation Plan for PDP & relevant Local
Authorities approval prior commencement of works.
11. MAJOR QUANTITY AND PRODUCTION RATE
The summary of the major quantities as extracted from the available information from the Tender Bill of
Quantities (provisional quantities) are as follows:

No. Item Unit Quantity

1 Earthworks – Cut (Soil) m3 108,000
2 Earthworks – Fill (Soil) m3 9,500
3 Earthworks – Disposal Offsite m3 98,500
4 Roadworks m2 48,000
5 Bored Piles (dia 800mm to 1800mm) Nos 1389
6 Micropiles (dia 250mm) Nos 926
7 RC Pile 250mm x 250mm Nos 59
8 Blinding Concrete m3 2000
9 Insitu Structural Concrete m3 127,700
10 Formwork m2 200,000
11 Reinforcement Ton 27,550
12 Precast Pretensioned U Trough Installation Nos 230
only
13 Precast Pretensioned T Beam Supply & Install Nos 235
14 Precast Post Tensioned I Beam Supply & Nos 52
Install
15 Structural Steelwork Ton 5070
The estimated production rate for the works are tabulated as per the following table:

No Item Production Rates

.
1 Earthworks – Mass Cut & Fill 450 m3 per day / excavator
3 Bored Piles (dia 800mm to 3 days per no./rig (rock socket)
1800mm) 1day per rig/no (soil only)
4 Micropiles (dia 250mm) 6 nos per day/rig
5 RC Pile 250mm x 250mm 6 nos per day / rig
5 Sheet Piling for Pilecap & 4 days per pilecap
Excavation
7 Bored Pile Hacking & Screed 3 days per pilecap
8 Pilecap 21 days per pilecap
9 Pier Column 5 days per 4m lift
10 Pier Cross head / Capping 28 days per pier / pier bent
Beam
11 U Trough Launching by Mobile 1 no per day
Crane
12 Balanced Cantilever Cast Insitu 14 days per segment pier / team
13 Services Relocation: 12 m per day
Water Supply
14 Services Relocation: 6 m per day
Sewerage
15 Services: Relocation: 15 m per day
Telecommunication
16 Services: Relocation: 8 m per day
Electrical Cables
17 Precast SBG Launching 1 nos. per night (Weekday)
12. PLANNING AND CONTROLLING

Progress Control for the project shall include preparation and identifying all the activities including
subcontract works and close monitoring of the schedule using generated reports from the approved
schedule developed in Primavera. Programme software Primavera P6 shall be used to plan and monitor
the project.

Any revisions in the schedule will be carry out upon request from PDP/SC & approval due to reason of
changes with regards to Key Access Date Milestones, Extension of Time, Variation to the contract with
time impact or if performance deviates from the contract schedule to the point where the original plan can
no longer be an effective basis for monitoring then WPC shall prepare a Revised Plan, based upon
revised schedule, revised manpower/equipment deployment and revised milestones. Basically, the
revised plan is focusing on the critical activities which shall effect the completion date.

All the backup calculations used in deriving the estimated man-month shall be submitted upon request.
Progress S-Curve and Manpower Histogram shall be prepared based on the resource loading in the
developed schedule.

Actual progress shall be assessed either by physically produced quantities e.g. number of drawings,
material procured, etc. or from physically measurable quantities actually installed within the progress
reporting cut-off date.

Planning updates shall determine by using the output generated from the planning tools software
Primavera EPPM Version 17.7, after updating the actual data % of actual progress and the current data
date (ie. the cut off date for progress reporting) on the approved Work Programme.

In addition, the software will also produce the forecast overall project completion date.

The following program shall be generated to monitor the construction progress and look ahead activities:

1. Three months look ahead program

2. Three weeks look ahead program

3. Fortnightly and Monthly Progress Update

13. MOBILIZATION

a. Preliminary Activities

Upon the receipt of Letter of Notice to Proceed, WPC will assign a project team headed by a suitably
qualified and experienced Project Director. The Project Director will be assisted by Project Manager who
is responsible for the execution of works. The Project Manager will be assisted by Construction
Managers and other supporting personnel. Under each Construction Manager there is a Dedicated
Project Team comprising each discipline Engineers and they will be introduced during the Project Kick-off
Meeting.

The Details of delegated Project Key personnel, Details of vehicles and Equipment for the necessary
Access/Security Passes will be also submitted for PDP approval and processing.

b. Submission of Documentation

Documents such as Performance Bond, Advance Payment Bond, Insurance Certificate, Workmen
Compensation policies and the similar are arranged for submission during the initial stages and at the
signing of the Contract. Project Safety Plan, Project QA/QC Plan and Project Master Program shall be
prepared and submitted at the early stage for company review and approval as per Contract
requirements.

13.2.3 Pre Condition/Site Survey

During the mobilization period, the WPC’s project team consisting of Discipline/Design Engineers and
Construction Engineers shall carry out condition/site survey in coordination with PDP engineering team.
All necessary data, available information such as existing drawings, interface project drawings relevant to
contract shall be collected and examined. Accordingly, a condition/site survey report will be prepared and
arranged system wise and discipline wise and will be submitted to PDP for review and approval.

Site Offices and Temporary Facilities

Establishment of Main site offices and associated buildings, utilities and infrastructure once project
awarded to enable starting, material shifting, equipment and staff mobilization.
14. EXECUTION STRATEGY

The proposed project shall be divided into 9 zones for the Viaduct and 3 zones for the station works.

Figure : Zoning of the Works at Site for the Viaduct

The Viaduct Section and 3nos of Station shall be headed by a C&S Construction Manager and assisted
by a team of engineers and supervisors to ensure smooth progress of works.

The proposed manpower and machinery for the works are as per the Manpower and Plant & Machinery
Histogram submitted in this submission.

The works carried out at each zones will be independent if the logistics plan as per MCB proposal is able
to be implemented.

Based on the works zoning, the site establishments such as site offices cabins, bar bending & fabrication
yards, material storage yards shall be established at locations at the Stations and 2 locations along the
viaduct section within the ROW of the works.
15. CONSTRUCTION SEQUENCE & TIME LOCATION CHART

The Proposed Construction works shall be carried out in the following sequence as shown in the Work
Programme and the attached Time Location Plan in Appendix 1.

Sequence of major construction works shall be as follow:

Viaduct Works:

Site Preparation Works Utility Detection mapping & Piloting Utility Relocation  Foundation
Works  Pier + Pier
Head / Cross Head  Launching of U Troughs / Cast Insitu Span/ Long Span

Based on MCB’s planning and the time given for the respective construction works activity the following
is summarized for the work zones and work teams:

Viaduct & Station Main Works:

Piling Works: 8 nos of rigs along the Viaduct + 3 nos of rigs at Stations and CBP Wall

RC Works Team: Each Zones will have 2 teams working concurrently for various RC Works

U Trough Launching: 2 teams of Launching Team will be used for the works.

The details of the works teams and zones and respective works are given in the Time Location Plan in
Appendix B.
16. CONSTRUCTION PROCEDURE – LONG SPAN OVER SPRINT HIGHWAY

1. The constraint of works at this area is largely governed by implementation of traffic management
plan, utility relocation works & advance works (by others).

2. WPC will commence foundation works i.e.: bored piling and pile cap works upon completion of
the utility relocation works at the piers location. Steel staging will be erected for the Hammer
Head casting for Pier P2-36 & P2-37. Prior completion of hammer head, the Launching Precast
SBG will be commence by using 400 ton Mobile crane. Crane parking & launching location will be
pre-identified & incorporated into the TMP plan. Contra flow on SPRINT HIGHWAY (Closure on
one traffic lane during night time) will be implemented during the launching works. The ramp up /
down from Lebuh Bandar Utama will be temporary closure & re-routing via nearly alternative
access road.

3. The exact location of these works is from CH 2+194.438 till CH 2+414.438 and the works also
involves the following preliminary works:
 Site clearing
 Dilapidation survey, instrumentation & monitoring (if required)
 Earthworks
 Surface drainage works
 Traffic management.

4. Following are relevant reference documents which shall be read in conjunction with this method
statement:
 Project Quality Plan
 Safety and Health Plan
 Project emergency response and preparedness
 Site specific environmental management plan
 Site specific erosion and sediment control plan
 Tender specifications
 Tender drawings.

5. Details Method Statement will submit separately from the Project Implementation Plan for PDP &
relevant Local Authorities approval.(Construction sequence refer to Appendix C)
17. CRITICAL ACTIVITIES & MITIGATION MEASURES

The following table identifies the critical activities and the proposed mitigation measures which will affect
the works to be carried out in GS01 package. PDP’s Existing Building Structure (EBS) is taken into
account also as below:

Ite Location Constraint Mitigation

m

1 Limited ROW and Working space Access to Site for Proposed to create
along Sg. Kayu Ara Bandar Utama a temporary access
Station Works, River and working
Improvement Works platform for the
and the Viaduct at construction works
Pier P1-01 to P2-10 above the river by
proposing to use
temporary culverts
lined across the
river. ( Please Refer
to Section 10.0
Materials Delivery
And Site Logistic
Planning)

This would enable

the construction
works to be carried
out with in ROW
along the river

3 Works along Sg. Kayu Ara Works within the WPC shall do the
existing river study of the river
hydraulics and
submit for JPS
approval for the
proposal to
encroach into the
river to create
access platform for
the Works
Ite Location Constraint Mitigation
m

4 Delivery of U Trough to the Site The limited space The WPC had
along Sg. Kayu Ara and internal road identified two
leading to site possible locations
unable to for the delivery of
accommodate the the U trough for the
delivery of the U spans along Sg.
trough and Pier-cap Kayu Ara as shown
in Section 10.0
Materials Delivery
And Site Logistic
Planning.

The possibility of
double handling is
also taken into
account for this
delivery area
whereby a beam
transporter and
cranes are to be
used to transport the
beams for the crane
launching position.

Our proposed
method will not
require the use of a
purpose built
overhead launcher.

5 Limited Space for Launching U These spans Propose to change

Trough Girder at P1-17 o P1-20 construction pose the spans to cast in-
difficulty delivery of situ spans as per the
u trough girder and crossover spans to
the crane reach is overcome the
not able to do the
Ite Location Constraint Mitigation
m

launching works launching constraint.

unless additional
ROW is allocated.

6 Limited Space for Launching U These spans Propose to change

Trough Girder at P2-13 to P2-14 & construction pose the spans to either
P2-18 to P2-21 difficulty delivery of as cast in-situ spans
u trough girder and as per the crossover
the crane reach is spans or as T Beam
not able to do the spans to overcome
launching works due the launching
to limited ROW (ie constraint.
Sprint Highway
Ramp and the
existing buildings)

7 Limited Headroom for Launching U These spans Propose to change

Trough Girder at P3-12 to P3-16 construction pose the spans to either
(under Transmission Line) difficulty for as cast in-situ spans
clearance under the as per the crossover
raised TNB spans to overcome
transmission Line the launching
constraint.

8 Limited space for construction for The stretch along WPC to propose
spans between P2-10 to P2-35 this section contains temporary road
( along Sprint Highway and Jalan many utilities, diversion and
Bridge 21/64) narrow green area possible closure of a
between the roads single lane on each
and existing road wised to
structures accommodate the
encroaching within construction works.
the proposed ROW
Also temporary
diversion of drains is
required to cater the
existing drains
Ite Location Constraint Mitigation
m

catchment during
the works.

Due to narrow
timeline window
together with
immense amount of
utilities, WPC shall
allocate sufficient
resources to ensure
the works are
completed in a
timely manner.

9 Utility Relocation The sewerage line is WPC to allow for

very deep and along temporary diversion
existing road of the sewer pipe
affected by the CBP
wall during the
works to ensure that
the schedule is met.

The traffic
management plan
will address the
partial closure of the
road to execute the
sewerage works

10 KPI Milestones The KPI milestone The WPC proposed

for Launching works to carry out the
Ite Location Constraint Mitigation
m

is too long crane launching

works between M40
to M44 with two
teams. The U trough
delivery is expected
to be 2 nos per day
for this duration.

11 Long Span Bridge across Sprint Launching of The successful

Precast SBG over implementation of
live traffic SBG launching
largely depend on
the TMP. An TMP
consultant will be
engage for this
purposes which will
involve in the
design, planning &
engagement with
LLM & SPRINT.

The expected
production will be 1
nos. SBG / night.
18. PROJECT QUALITY ASSURANCE AND QUALITY CONTROL

Quality requirements of the project will be implemented as per WPC’s QA/QC Policy, which is in
conformity with the PDP’s Quality Procedures. QA/QC Manager will be reporting directly to the Project
Manager and shall be stationed at Project site office during the execution stage of the project to
implement the Project Quality Plan.

19. PROJECT SAFETY, HEALTH, ENVIRONMENT & SECURITY

19.1 General

To prevent accident during the implementation of the above-mentioned activities, all relevant safety
measures will be strictly implemented by the work site engineer and the safety officer. Daily tool box
meeting will be arranged at site by safety officer and gives safety instructions to workers.

All the Site personnel will be provided with adequate safety equipment and gadgets and will undergo
necessary safety and security induction / training as per project requirement. Safety Manager of the
project will be reporting to the Project Director.

The Environment Manager will be responsible for the environmental protection ensuring that the
protection measures are implemented and maintained, and the site cleanliness is regularly maintained.

Traffic Management team lead by a Traffic Manager will be responsible for the implementation and
maintenance of the traffic management measures. Traffic Emergency Response Team will always be on
standby to attend to traffic accidents along the site.

19.2 Site Specific Implementation Safety Concerns

The GS01 Package implementation will be a very challenging tasks for all parties involves ie the Owner,
Stakeholders, Contractors as well as the public whom will be directly and indirectly affected by the
Works.

The amount of logistics and planning required for the safe implementation of this project is of outmost
concern to MCB.

MCB’s observation on issues specific with regards to the safety and logistics matter are as follows:

a. GS01 is unique unlike other packages on LRT3 alignment as a major part of the alignment is non
accessible and is surrounded by a matured housing developments with vocal residence associations,
rivers and major highways.

b. The complexity of the logistics of the transportation and traffic management schemes would require
major traffic disruption to the neighbouring highways and residential estates.
c. Handling of the heavy U trough precast members would increase the risk associated with
transportation and lifting of a massive 166 tons U trough beam, given the restricted space that will
make crane lifting and transporting a very hazardous operation with little room and margin for error.

d. The provision required for the delivery of the U trough would require an extensive and heavy
temporary works to support the working platform.

e. The disturbance to the existing site condition such as the river banks and existing roads will need to
be altered and reinstated back extensively to accommodate the U through delivery to site and the
subsequent launching works using heavy cranes.
Types of Tender

Open tendering

One of the most common types of tender procedures is open tendering. With this method, the buyer is
allowing any business to bid for the contract.

A typical open tendering process would include the following:

Typically, the process will begin when the buyer releases an invitation to tender (ITT). Once this
document is published, any business can respond and bid for the work.

To be successful, prospective suppliers are expected to submit a tender response that sells their
business to the buyer.

Type of Contract

1. Open Tender

Serial Tender The project devided into several stage

Frist stage/project- awarded to a contractor using open or negotiated tendering Next stages/project-
awarded to the same contractor if succeeded in achieving client requirement in earlier stage
***Appropriate for very large engineering project

Advantages of Serial tender

Achieve better quality with minimal costfewer set of documents are requiredContractors performance
knownperformance bond not requiredLess time in assessing tenders

Disadvantages of Serial Tender

Mis opportunities (for new comers)Less Formality (Make administration inquiries)Less Accountability
 Professional fees with consultants Architects

Fees charged by architects vary very significantly, there is very little benchmarking information freely

available.

Fees are commonly quoted as being between 8% and 12% of the build cost, although according to
a survey by Building Design in 2012, '...only 21% of architects achieve fee levels of above 5% while 55%
are paid fee levels of 4% or less...'. A more recent survey by the Architects' Journal in 2017
reported fee levels of between 2.75% and 15%.

However, as fees are entirely dependent on the nature of the project and the circumstances of

the appointment, these figures are not very illuminating.

Generally speaking, large new-build projects in rural areas attract much lower percentage fees than

small works to existing buildings in London; commercial work attracts lower fees than
private residential work, and works to historic or listed buildings attract higher fees.

Fees will vary based on:

 The architect appointed (a 'signature' architect may charge more than an 'unknown').

 The type of building required.
 The size of building required.
 The complexity of the building required.
 The quality of the building required.
 The location of the architect and of the project.
 The amount of bespoke design required.
 The level of service required (from basic planning drawings, through to a full design service, site
inspection and post occupancy evaluation).
 The amount of information available (including the nature of the project required, the project brief,
the feasibility of the project and the site conditions).
 The level of experience of the client.
 Compatibility of the project with the business goals of the practice.
 The state of the economy (in times of recession, architects may struggle to find work, and can offer
lower fees simply to keep work flowing through the office; conversely in boom years, they may not
have enough staff to meet demand and so will push fees up).
 The perceived risk to the architect of undertaking the project.
Professional fee with Quantity Surveyors
\I
The services provided by the Professional Quantity Surveyor can be categorised under the following :

- Preparation of preliminary cost estimates and cost plans of the development project.
- Advise on cost estimates in relation to design development of a project.
- Advise on procurement, tendering and contractual procedures and arrangement.
- Preparation of the Bill of Quantities or Specification document for tendering purposes.
- Organise the calling of tenders.
- Evaluation of tenders received in the form of tender reports.
- Preparation and execution of the formal contract.
- Interim valuation of works in progress on site for purposes of interim payments.
- Preparation of financial statement of regular intervals during the construction period.
- Settlement of the final accounts of the project.
- Supplementary Services

Besides the aforementioned basic services, the following supplementary services may also be provided
by the Professional Quantity Surveyor if required :

- Preparation of feasibility studies of a project.

- Projection of estimated project or development expenditure and anticipated income cash flows.
- Evaluation of contractors registered for prequalification.
- Comparative cost studies on the economics of the project during design stage.
- Project management of construction project.
- Life-cycle costing and studies on economics of alternative design.
- Pricing of Bills of Quantities or negotiating and agreeing Schedule of Rates.
- Valuation or auditing of contractual claims for arbitrations litigation cases.
- Valuation or auditing of insurance claims for fire damaged buildings.
- Auditing of contracts and their related budgets and expenditure.
- Application of the full scope of quantity surveying services in Turnkey or Privatisation Contracts.
Professional Engineer fees

Professional engineering fees should be based on the value of services received by the Client and not
simply the Consulting Engineer's cost of providing services. The fees listed are appropriate compensation
for the professional work required to meet the necessary standards of engineering care and quality, and to
sustain the profession through skills training and research and development. Since these fees are a matter
of contract between the Consulting Engineer and the Client, both parties are free to develop arrangements
suited to specific situations within the parameters presented in this document,

Salary Multipliers

It is recommended that engineering consultants do not provide fees based on multipliers of salary.
Divulging salary information related to specific staff may contravene the Privacy Act and the security of
such information may be at risk.

Charges for Disbursements

Many disbursements are recommended to be

charged at a rate of approximately 8% of
professional fees. These disbursements may These disbursements may include:
include:
 Long distance travel
 Communication costs  Vehicle rentals and fuel
 Printing and plotting costs  Accommodations
 Software and computer costs  Bulk printing
 Courier and messenger services  Specialized software
 Local travel  Testing services
 Office supplies  Approvals, permits, licenses

 Project specific insurance

Other disbursements can be compensated at a cost The Client and the Consulting Engineer
plus percentage rate, with typical percentages should review the projected expenses prior
ranging from 10 to 15% of actual costs of the to the start of a project and agree on the
expense. applicable disbursement rate and
reimbursement method.
Basis for Remuneration

Remuneration for engineering services may be based on one or more of the following methods. The
application of the particular method will vary with the standing and specialized knowledge of the
Consulting Engineer, as well as the nature and extent of the work.

Time Basis

In this arrangement, every hour charged by a Consulting Engineer’s staff working on the project is billed at

agreed hourly rates. Current suggested hourly rates are shown by classification below:

Professional Services Technical Services

Rate Rate
Category Category
E1 $130 T1 $100
E2 $150 T2 $115
E3 $180 T3 $135
E4 $205 T4 $145
E5 $235 T5 $160
E6 $265 T6 $180
E7 $300+ T7 $200+

Percentage of Construction Basis

The cost of providing engineering services is dependent upon the size of the project and the complexity of
the assignment. The Guide for the Engagement of a Consulting Professional Engineer outlines the method
for calculating the applicable percentage fee that considers both of those factors.
Fixed Fee or Lump Sum Basis

A Fixed Fee or Lump Sum Contract is suitable if the scope and schedule of the project are sufficiently
defined to allow the Consulting Engineer to estimate the engineering costs. This type of contract is
frequently developed from Time Basis projections or specific services requirements for particular tasks.

Classification Guide

This classification guide describes classifications of responsibility, experience and training. With some
interpolation, engineering/ technical positions within most consulting firms can be categorized to align
with these classifications. The following categories will assist with determining the hourly fee appropriate
for a given staff member.
Professional Services Category Authorized Responsibilities
E1 Engineer in Training University graduate from an accredited engineering

program.

E2 Assistant Project Engineer Engineering or geoscience assignments of limited scope

and complexity. Work supervised in detail. May give

guidance to members-in-training, technicians,
technologists, contractor employees, etc.
E3 Project Engineer Independently puts out responsible and varied

engineering or geoscience assignments. Work not

generally supervised in detail. May give guidance to 1 or

2 other engineers or geoscientists but supervision of

other engineers or geoscientists is not usually a
continuing responsibility.
E4 Supervisory Engineer First level of direct and sustained supervision over

engineers or geoscientists.

Specialist Engineer First level of full specialization in complex engineering

applications (research, design, product application, sales,

etc.)
E5 Management Engineer Has authority over supervisory engineers, geoscientists,

or a large group containing both professionals and non-

professionals.
Advanced Specialist Engineer In addition to specialization, generally exercise authority

over a group of highly qualified professionals engaged in

complex engineering applications.
E6 Senior Project Management Engineer Has authority over several related professional groups in

different fields, each under a management engineer or

geoscientist.

E7 Senior Specialist Engineer Recognized authority in a field of major importance and

generally exercise authority over a group of highly

qualified professionals engaged in complex engineering

applications.
Technical Services Category Authorized Responsibilities
T1 Technician Under close supervision, carries out straight-forward

duties such as preparing simple or repetitive drawings,

maintaining drawing files and assisting with field surveys.
Little independent judgment required. Performs
according to standardized procedures.
T2 Junior Technician/Technologist Under close supervision supports engineering personnel

in field, design, and/or ACAD drafting. Performs clearly

defined, straightforward computational work using
standard accepted formulate and manuals.

T3 Intermediate Technician/Technologist Under direct supervision, supports engineering personnel

in field, design, drawing production and/or construction

specifications and quality control. Performs variety of
defined assignments with some independent judgment
required. May provide technical advice to less
experienced technicians/technologists in same area of
specialty.
Technical Services Category Authorized Responsibilities
T4 Senior Technician/Technologist Under minimal supervision carries out design tasks

and/or complex ACAD assignments and/or performs field

quality control functions. Analyzes, provides
recommendations and makes decisions with regard to
technical problems encountered. May provide technical
advice or supervise the daily activity of all lower level
technical staff with regard to processes and procedures.
Verifies accuracy and adequacy of their work.
T5 Specialist Technician/Technologist Supervises directly or indirectly the work of junior

personnel while at the same time undertaking project

related functions on a continual basis. May function as
“Lead CAD” on projects in support of the Project
Manager. Prepares production and progress reports as
required. Assists the Project Manager in determining
personnel and man-hour requirements. Reviews and
verifies accuracy of work carried out by others.

T6 Supervisor/Manager Independently manages design functions on projects.

Technician/Technologist Supervises the activities of other staff in execution of

projects. Assists in recruitment and management of

personnel as required. May assume role of Project
Manager on projects. Technologists may take technical
responsibility for projects within the limits of the
approved scope of practice. Assists with marketing and
client services on a regular basis.
T7 Group Manager or Discipline Lead Independently represents the company with clients on an

Technician/Technologist ongoing basis. Manages and supervises staff on a

continual basis. Manages major projects. Responsible
for identifying and pursuing market opportunities in area
of specialization. Technologists may take technical
responsibility for projects within the limits of the
approved scope of practice. Responsible for assisting in
recruitment, career reviews and salary reviews for staff
under their direct supervision. Typical role is that of
Group Manager or Discipline Lead.

Page 63 of 69
Memorandum of Agreement Architect

Page 64 of 69
Memorandum of Agreement Quantity Surveyors

Page 65 of 69
Memorandum of Agreement Engineer

Page 66 of 69
Tender Documents

Page 67 of 69
Letter of Invitation

Page 68 of 69
Schedule of Particulars

Page 69 of 69