LP07 - PA Design Management - Siew

IOI CITY MALL PHASE 2
PUTRAJAYA
ABSTRACT
IOI CITY MALL, PUTRAJAYA– Biggest integrated
family lifestyle and entertainment megamall at
Southern Klang Valley
IOI CITY MALL: PHASE 2 PURTAJAYA – Sustaining

of sustainability to its region and surrounding by
providing integrated resort life style with leisure,
sports and entertainment points that’s away from
city crowd and living. PHASE 2 is legacy demand
from PHASE 1 upon 98% of occupancies by various
known international branding.
LP06 – DESIGN MANAGEEMNT AND

AUTHORITY LIAISON
PERFORMANCE ASSESSMENT
PA-Z-004-LP07
DATE: OCTOBER 2020
NAME : SIEW UO YONG
Design Management
CONTENT Page
1.0 Performance Assessment 3
2.0 Clarification 9
3.0 Project information 10
4.0 Introduction 14
5.0 Assess The Design Requirement 15
6.0 Coordinating Design Parameters 20
7.0 Monitoring Design Concept Development 26
8.0 Initiate Value Management 32
9.0 Test Project Brief and Budget Against Design Proposal 38
10.0 Identify The Authority Requirement 41
11.0 Setup And Organise Authority Liaison Team 44
Appendix A 45
Appendix B 46
Appendix C 47
Appendix D 48
Appendix E 49
Appendix F 50
Appendix G 51
12.0 Endorsement 52
© CIDB 2010 (Original CIDB 2005)

PA-LP07 (Design Management) Page 2 of 52
Design Management
MPPM - Professional Master Construction Project

Course :
Management
Subject : LP07 – Design Management And Authority Liaison
Student Name: Siew Uo Yong
IC No : 730219 -13 – 5757
Date : 8-10-2020
PERFORMANCE ASSESSMENT
DESIGN MANAGEMENT & AUTHORITY LIAISON
Skill Task No. Task Coverage
Z-004-LP07 05.01 Administer Design Process

05.02 Administer Approval
ATTENTION:
This Performance Assessment is to assess your performance on task 05.01 and 05.02
and that these tasks comply with competencies requirement as stated inside NCS for
Project Management in Construction. You are required to perform task given as
evidence of competency.
TERMINAL PERFORMANCE OBJECTIVE (TPO):
Administer Authority Liaison USING design guidelines and standards, statutory by-
laws, acts and legislations, clients' requirements, needs statement, method statement,
ICT tools, project brief, consultants' scope of work, code of practice, public relations
tools, authority checklists and liaison procedures manual SO THAT design parameters
coordinated, design concept development monitored, value management initiated,
project brief and budget tested against design proposal, design concept approved by
client, design development coordinated, authorities requirements identified, authority
approval coordinated, design process flow procedures and standards of liaison
established and liaison teams are organized.

Design Management
DIRECTION TO THE TRAINEE:
Before beginning the performance assessment, carefully review the checklist. When
you feel you are ready, contact your resource person. You must complete all steps
satisfactorily.
DIRECTION TO THE RESOURCE PERSON:
The trainee will contact you when he is ready to complete the performance
assessment. The trainee must complete all steps satisfactorily before continuing with
additional learning activities. If all steps are not completed satisfactorily, review the
checklist with the trainee, pointing out areas requiring further study. Assist, as required
to ensure the trainee understands the performance assessment requirement and will
contact you when he is ready to repeat the performance assessment.
ASSESSMENT CRITERIA:
Your performance will be assessed accordingly to the assessment criteria below:
1. Obtain the client’s brief, if any, and translate it into a design

requirement.
2. Prepare a relationship matrix and responsibility hierarchy chart of the

project team
3. Develop and confirm the client’s brief and translate it into a technical
design requirement to be use by the other design consultants’ vis-à-vis
architecture, civil, structural, mechanical, electrical, ICT and others.
4. Coordinate the technical design brief with the other design disciplines
to ensure the completeness of the technical requirement and
conforming to the need statement and client requirement.
5. Validate & verify the completed design for conformity to the needs
statement and client brief.
6. Assess the risks involved in the design decision and ensure that the
complete design fulfills the client brief.
7. Coordinate the design processes between the various disciplines,

architectural, civil, structural mechanical, electrical, IT, etc.

Design Management
8. Check the design conforms to the prevailing and current statutory

requirements.
9 Ensure the design is optimal and meet the client’s budget.
10. Initiate value management to optimize the design output.
11. Obtain the client’s approval on design concept.
12. Identify the authorities’ requirements pertaining to design, technical

and statutory requirements.
13. Setup and organise the authority liaison team.
14. Coordinate amongst the various parties involved and obtain all
required authorities’ approval on the design.
TOOLS AND EQUIPMENT:
1. Design guidelines and standards

2. Statutory by-laws, acts and legislations
3. Clients' requirements
4. Needs statement
5. Method statement,
6. ICT tools
7. Project brief
8. Consultants' scope of work
9. Code of practice
10. Public relations tools
11. Authority checklists
12. Liaison procedures manual

Design Management
PERFORMANCE ASSESMENT SCHEME SHEET
DESIGN MANAGEMENT AND AUTHORITY LIAISON
Please complete the assignment below in 2 hours supervised by Assessing Officer

Competency will be marked, repetition can be made with the permission of
Assessing Officer.
First Second
No. Items
C NYC C NYC
1 Assess the design requirement
 Formulate and confirm the client’s brief and
translate it into a design requirement to be used by
the various design consultants’ vis-à-vis
architecture, civil, structural, mechanical, electrical,
ICT and others
2 Coordinate design parameters
 Prepare a relationship responsibility matrix chart
of the project’s assigned design team
 Coordinate the design processes between the
various disciplines, architectural, civil, structural
mechanical, electrical, IT, etc.
3  Monitor design concept development
 Coordinate the design brief with the other design
disciplines to ensure the completeness of the
technical requirement and conforming to the need
statement and client’s requirement
 Validate & verify the completed design for
conformity to the needs statement and client’s
brief
 Assess the risks involved in the design decision
and ensure that the completed design fulfills the
client’s brief
4  Initiate value management

Design Management
 Ensure the design is optimal and meet the client’s

budget and technical requirements.
 Test project brief and budget against design
5
proposal
 .Seek client’s approval on design concept
6  Identify the authorities requirements
 Check the design conforms to the prevailing and
current statutory requirements
7  Setup and organise the authority liaison team
 Coordinate and obtain authorities’ approval
Legend:
NYC= Not Yet Competent
C=Competent
Verification Result: Non Competent First Second

Competent First Second
ASSESSOR REMARKS
Date:
Name and Signature of Assessor: CIDB Stamp:

MPPM - LP07 Design Management and Authority Liaison
PAZ-004-LP07 - Performance Assessment
SIEW UO YONG
CLARIFICATION OF CASE STUDY

In relation to the case study from the LP07 – Design Management and
Authority Liaison and its continuity of Case Study implied to the MPPM
program, hereby the project of IOI City Mall Phase 2 expansion will be
applied to this Performance Assessment.
In relation to the corporate policy, the writer will have to regenerating all
relevant information from the corporate for the purposed on assessment.
While ensuring the continuity of the same project in the whole program of
MPPM, hence the present Owner IOI City Mall Sdn. Bhd. (Wholly owned
by IOI Property Group Berhad and Main Contractor Messrs. China
Construction Third Engineering (M) Sdn. Bhd, will be used as case study
for its purposed.
As such, in relation to the performance assessment objective and the

scale of project, there will only be part of the element to be implied in this
case study.
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A PROJECT INFORMATION
i Project Name: PERMOHONAN KEBENARAN MERANCANG PENDIRIAN BANGUNAN BAGI
CADANGAN PEMBANGUNAN PERNIAGAAN SECARA BERFASA YANG
MELIBATKAN :-
A. FASA 1
1) 2 BLOK MENARA PEJABAT 31TINGKAT (SEDIAADA)
2) SEBUAH KOMPLEKS PERNIAGAAN 4 TINGKAT (SEDIAADA)
3) SEBUAH HOTEL 23 TINGKAT MENGANDUNGI 350 BILIK (SEDIAADA)
4) 3 BASEMENT DAN SUB-BASEMENT TEMPAT LETAK KERETA (SEDIAADA)
5) SEBUAH HOTEL 23 TINGKAT MENGANDUNGI 621 BILIK (TAMBAHAN
B. FASA 2
1) SEBUAH KOMPLEKS PERNIAGAAN 4 TINGKAT (TAMBAHAN)
2) 1 BLOK MENARA PEJABAT 42 TINGKAT (TAMBAHAN)
3) 3 BASEMEN DAN SEUB-BASEMEN TEMPAT LETAK KERETA (TAMBAHAN)
DI ATAS PT 83 DAN PT 50430, IOI RESORT CITY, MUKIM DENGKIL, DAERAH
SEPANG, SELANGOR DARUL EHSAN UNTUK TETUAN: IOI CITY MALL SDN. BHD
ii Estimated Value TOTAL : 2,000.00 Million ( 2.0 Billion )

of Project 1) Basement and Commercial Complex – 1,200.00 Million (1.00 Billion)
2) Tower Blocks – 800.0 Million ( 0.80 Billion )
iii Targeted Starting 1) Basement and Commercial Complex – 1,200.00 Million (1.00 Billion)
Date: 2) Tower Blocks (MOXY Hotel )
Started – June 2017 End – May 2022
vi Client: IOI Properties Group Berhad @ IOI City Mall S/B

Employer Mayang Development Sdn Bhd ( Fully owned by IOI Properties Group Berhad )
1) DESIGN ARCHITECTS
Consultant:
 RTKL INTERNALTIONAL LTD
2) ARCHITECTS
 PI ARCHITECT
3) CIVIL & STRUCTURE ENGINEERS
 ASIA PACIFIC ENGINEERING CONSULTANT SDN BHD
4) MECHANICAL & ELECTRICAL ENGINEERS
 LI-ZAINAL SDN BHD
5) QUANTITY SURVEYORS
 BAHARUDDIN ALI & LOW SDN BHD
vi Contractors BASEMENT AND COMPLEX

Earthworks: Landhon Construction Sdn Bhd
Foundation: Geohan Sdn Bhd
Substructure : China Construction Third Engineering (M) Sdn Bhd
Superstructure : China Construction Third Engineering (M) Sdn Bhd
TOWER 1 (MOXY HOTEL)

Superstructure : China Construction Third Engineering (M) Sdn Bhd
vii Project Manager IOI Properties Sdn Bhd @ PM LINK LTD
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PROJECT INFORMATION
Project Location:
Project Site Location:
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Project Phases : Phase 2 Development Boundary
Project Phases: Phase 2 Development Boundary
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Project Phases: Phase View
Project Layout:
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DESIGN MANAGEMENT AND AUTHORITY LIAISON
Introduction:
In conjunction to the IOI group mission and vision, the design management to each
development phases are essential to sustain the sustainability of the community
meanwhile ensuring the growth of group’s property development.
Design management endeavours to establish managerial practices focused on

improving the design process, thus creating opportunities for the development of high
quality innovative products through effective processes. Even though excellence in
management is not considered a substitute for high quality creativity and innovation,
it can represent the difference between success and failure in multidimensional and
complex project environments.
In IOI properties department, various efforts and ideas are being executed and
evaluated in order to defines the development design parameters, requirements and
needs statement of IOI Resort City. Group determination in defining the development
philosophy, approach and methodology in order to ensuring the clear development
brief and needs to various designers in order to realise the design development
process as needed.
In general, IOI Resort City @ IOI City Mall development is undergone with its design
management plan and guideline which has been implemented since the first
development started with Palm Garden Hotel and Resort and to date, the system has
been developed as part of the group’s Standard Operating Procedure (SOP).
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ASSESS THE DESIGN REQUIREMENT
The IOI City Mall Phase 2 development requirements and needs in design
management plan can be summarised as following table:-
Item Design Requirement Brief and Needs Statement
1 IOI CITY MALL (A PART TO IOI RESORT CITY )

GROUP DESIGN NEEDS AND BRIEF
a) Cultivating sustainable development,
b) Create enduring value and invigorating lifestyle experiences for our customers
and stakeholders
c) Properties are designated to catalyse opportunities for interaction, nurturing and
enabling people, communities and businesses to grow.
d) Developing Sustainable Living Environment - Sustainable living environment by
witnessing through implementation of plans and designs that minimize pollution
and usage of resources be it energy, water or material
e) Optimising Use of Material - The use building system promotes material
efficiency, decreases wastage and defects and increases work quality
f) Exceeding Expectations - Promotes continual improvement that is necessary to
uphold Group's reputation as committed and responsible developer
g) Developing Thriving Communities - Forming vibrant and thriving communities
through provision of communal spaces that encourages recreational and social
activities as well as habitats for urban biodiversity.
GROUP’S DEVELOPMENT REQUIREMENT

h) STAY, WORK AND PLAY - Envisioned to be and fast transforming into the
lifestyle magnet for stay, work and play in one address.
i) BUILDING ON A WORLD-CLASS VISION - Become a world-class destination
with avant-garde architecture, more components are being added which are fast
taking shape
j) RESORT LIVING, CITY CONVENIENCES – Advantages of being located in a
central location and surrounded by established amenities and conveniences with
one of the best highway networks in the Klang Valley
With the lesson learn and experience gained from the development of IOI Mall,
Puchong and IOI City Mall Phase 1, Putrajaya. The Phase 2 of IOI City Mall will be the
improved version of both malls in terms of value and substantiality in the Design
management process identification parallel to the Group’s requirement and needs.
Following are the design brief and needs of IOI City Mall Phase 2.
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Item Design Requirement Brief and Needs Statement
2 IOI CITY MALL PHASE 2, PUTRAJAYA

MALL DESIGN BRIEF
a) A modern eco city mall, focusing on ecological management of its natural

resources and diverse development that integrate into sustainable future
b) Inspired lifestyle with world-class shopping, entertainment, business,

commerce, recreation and accommodation with surrounded by magnificent
greenery that forms into a self-sustaining green community.
c) Maintaining of natural “leaf” concept with its overall design from the Phase 1, as
theme to resemble the “bud” of a flower, becoming a place where more
experiences
d) The exterior and interior architecture of the mall and the towers require have a
new and refreshing look and feel, same time complementing the previous phase
by using similar material, colours, plants and finishes.
e) Require an indoor shopping mall, a canopy-covered outdoor street retail

promenade, a business hotel, an all-suite hotel and 3 office towers
f) Maintaining central glass atrium of bringing light and energy into the space for
allowing visitors to experience the bright skies and abundance of nature
g) Increment of new edutainment centre, sport centre add to the mall’s existing
Olympic-sized skating rink, cinema and full range of entertainment options
h) Conveniently arterial from the freeway as well as connected by arterial Ring

Road Network
i) Retail zoning strategy to secure content visitor flow.
j) Elevators require designed in the manner of juxtaposition at every end to

circulate the shopping crowd from floor to floor, ensuring each retail business
owner the maximum exposure to engage potential consumers and crowd.
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2A MALL DESIGN NEEDS
a) Total of 1.0 Million net lettable area

b) Increment of 300 retail outlets
c) Exhibition Hall of 40,000.00 Sqft
d) Entertainment centre for families
e) Brand new cinema concepts with IMAX hall
f) Sport centre & gym
g) Alfresco dining arcade with Porte Cochere frop off zone
h) Increment of E-Hailing operating points
i) Consumer’s ease transportation and chatter services system
j) 9,000 car parking bays with available parking at every shopping level which will
lead to the total of 16,000 carpark available.
k) “Car Finder” system for the sense of security
l) Hassle-free experience in locating customers parked vehicles
m) Planned of 500 security cameras of CCTV surveillance
n) Additional 150 IOI Auxiliary police officers (fully owned by IOI) to serve the mall
with 24 hours 7 days round the clock patrol system.
o) Increment of 12 ingress and egress points bringing all visitors and customer to
the doorstep of Mall
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Item Design Requirement Needs Statement Design

Responsibility
2B a) A modern eco city mall, focusing on ecological Architect &

Landscape
management of its natural resources and diverse Architect
development that integrate into sustainable future
b) Inspired lifestyle with world-class shopping,

Architect &
entertainment, business, commerce, recreation and Space Planning
accommodation with surrounded by magnificent greenery Consultant
that forms into a self-sustaining green community.
c) Maintaining of natural “leaf” concept with its overall design Architect

from the Phase 1, as theme to resemble the “bud” of a
flower, becoming a place where more experiences
d) The exterior and interior architecture of the mall and the

towers require have a new and refreshing look and feel, Architect &
same time complementing the previous phase by using Façade Consultant
similar material, colours, plants and finishes.
Architect &
e) Require an indoor shopping mall, a canopy-covered Space Planning
outdoor street retail promenade, a business hotel, an all- Consultant
suite hotel and 3 office towers
f) Maintaining central glass atrium of bringing light and Architect

energy into the space for allowing visitors to experience
the bright skies and abundance of nature
g) Increment of new edutainment centre, sport centre add to Architect &

Space Planning
the mall’s existing Olympic-sized skating rink, cinema and Consultant
full range of entertainment options
h) Conveniently arterial from the freeway as well as Architect &

C&S Engineer
connected by arterial Ring Road Network
Space Planning
i) Retail zoning strategy to secure content visitor flow. Consultant
j) Elevators require designed in the manner of juxtaposition

M&E engineer &
at every end to circulate the shopping crowd from floor to Space Planning
floor, ensuring each retail business owner the maximum Consultant
exposure to engage potential consumers and crowd.
Space Planning
k) Increment of E-Hailing operating points, Consumer’s
Consultant
ease transportation and chatter services system
M&E Consultant &
l) “Car Finder” system for the sense of security ICT Consultant
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m) Hassle-free experience in locating customers parked M&E Consultant &

ICT Consultant
vehicles
n) Planned of 500 security cameras of CCTV surveillance
o) Additional 150 IOI Auxiliary police officers (fully owned by IOI Mall Operator
IOI) to serve the mall with 24 hours 7 days round the clock
patrol system. Architect &
C&S Engineer
p) Increment of 12 ingress and egress points bringing all
Architect
visitors and customer to the doorstep of Mall
q) Increment of 300 retail outlets
r) Exhibition Hall of 40,000.00 Sqft
Architect &
s) Entertainment centre for families Space Planning
t) Brand new cinema concepts with IMAX hall Consultant & ID
Consultant
u) Sport centre & gym
v) Alfresco dining arcade with Porte Cochere frop off zone
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COORDINATING DESIGN PARAMETERS
Prior commencement of Design Development or to the stages of economics study to

the development, it is essential to identify the design parameters of each development
to have initial information that will eventually affect the Design development both time
and cost.
As project manager, it is crucial to acknowledge that majority of unforeseen costs and

failure of time during project initial stages much depending on geotechnical factors
confirming during design stage.
As usually, in this stage, project management playing an important role to identify and
coordinates for the execution of require tasks to be affirmed as follow:-
PRE DESIGN PARAMETERS
1) Site investigation
 Involving of identify and observe the Location, size, zoning, access and
natural character of the development site.
 Observe the contour, drainage, trees and vegetation, rocks and valley,
and swamp and pond,
 Man-made structures to existing such as building, fencing, walls and
existing utility services fire hydrant, pylon or communication post,
electricity, water culvert gas which able to be define by eye side.
 Animal movement and crossing
2) Subsurface investigation (Soil Investigation)
 Preliminary S.I. where to define the formation levels in safety, costs and
time for geotechnical works.
 Detailed S.I. where obtaining the soil profile and properties for optimum
designs purposed.
3) Survey Report
 Information require regards the description of site condition, geology of
the site and soil condition.
 Information of existing public services utility such as electrical, gas, water,
telephone, sewer and related.
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 Information of Historical report such as rain fall, flood records, right of

ways and related.
 Collection information on site visit shall need to compile as report to
facilitate the various designers in making decision on their design
parameters.
Relation and responsibility matrix chart of project’s design teams
In IOI city mall project, the design team organisational structure is in matrix structure
where design consultants shall require allow their organisation to focus on their
specific technical competencies while also allow projects to be staffed with
specialists from throughout various consultants in order to achieve the project needs
and requirements.
The functional and contractual relation between various consultants can be illustrated
as following chart:-
IOI PROPERTY MANAGEMENT

Board Of Management
PROJECT MANAGEMENT IOI PROPERTY IOI CITY MALL

OVERALL OVERALL OVERALL
PROJECT MANAGER
SPACE PLANNING
DESIGN (BUILDING) ARCHITECT C&S ENGINEER M&E ENGINEER
CONSULTANT
DESIGN DESIGN DESIGN
DESIGN
PROJECT MANAGER
INTERIOR DESIGN
DESIGN (M&E) SURVEYOR ICT ENGINEER RETAIL CONSULTANT
CONSULTANT
LAND DESIGN DESIGN
DESIGN
PROJECT MANAGEMENT TEAM
GEOTECHNIQUE
FAÇADE CONSULTANT LIGHTING CONSULTANT
CONSULTANT
DESIGN DESIGN
SOIL & FOUNDATION
LANDSCAPE ARCHITECT S.I SPECIALIST

DESIGN SOIL INVESTIGATION
PROJECT TEAMS DESIGN RESPONSIBILITY MATRIX CHART
Functional Relation Contractual Relation
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Coordinating the design process between the various disciplines
In design organisation of IOI City Mall Phase 2, project design team lead is headed by
Project Manager for all the relevant coordination process during design stages among
the various disciplines as per matrix chart above.
Before to further details into the coordination process, following is the various
disciplines involve in the project as table below:-
Item Professional Response To

1 Architect Architectural
2 C&S Engineer Structure and Civil
3 Geotechnical Engineer Foundation
4 Soil Specialist Soil Investigation
5 M&E Engineer Electrical & Mechanical
6 Interior Consultant Interior Designing
7 Façade Design External Facade
8 Lighting Consultant Common and external lighting
9 Landscape Architect Hard and Soft landscape
10 ICT Engineer All ICT technology
11 Space Designer Consultant Space and route Design
12 Surveyor Land matters
By understanding the design roles and responsibility from various parties, the timeline
of design will be the next consideration for delivery from various consultant panel.
HIGH Planning Phase Production Phases

Concept Development Execution Transfer Operation
Design Review, Development a nd Deta iling

Va lue Ma na gement
Economic 1 P
Studies 0 re
6 0 -t
Functiona l 0 % e
% D n
Design D e d
e si er
Working si gn
gn
Dra wing
R
ev Tender
ie Awa rd
w
Construction Comm is sion
Opera te
LOW
-75% -35% -7% 0% +75% +100%
Approximate Percentage of Construction + Commission Time
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Project Management teams implementing the Major Execution Control Point (MECP)
in the design management plan for project design organisation teams. As norm,
(MECP) time bar and task contribution related can be illustrated as above.
Project management team is putting substantial effort during the design stage as this
will be the time zone for the cost and value efficiency which will reflect the investment
return from Client and cost effective in material and construction during the
construction implementation period to achieve optimum development cost value
balance.
During design stage, major of the time spend (around 70%) from the conceptual to
detail design from the design teams. As such, implication is that the start of
construction must be preceded by adequate time for conceptual and functional
planning as well as the preparation of the necessary design and administrative
documents and procedures.
Second consideration in project management team is the design information control

where information of project shall be sufficiently available as parallel to the design
stages. The MECP chart of design information from various design consultant teams
can be illustrated as follow:-
Planning Phase Production Phases

100%
Design Review, Development and Detailing
Value Management
85%
Economic 1 P
Studies 0 re
6 0 -
Functional 0 % te
% D n
Design D e d
e si er
Working si gn
Drawing gn
R Tender
ev
ie Award
w
Construction Commission
Operate
15%
0% Major Design Complication

-75% -35% -7% 0% +75% +100%
As experiences developer, IOI properties is fully aware that the major design
compilation shall be during the working drawing period where majority of the design
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shall be finalized and approved before the pretender stage in order to reduce the risks
of change during construction period.
During the design stage, process of design development has been defined for
coordination and communication during design development to various consultants
within the design team organisation.
In organisation, there shall be involvement of two process to the design development

as follow:-
a) Conceptual or Design Brief Approval Process

Where during this stage, the Architect and Engineer with precede the design
sketch and schematics designs which may described as conceptualization
format from the client’s requirement and needs from the Architect and Engineer.
Several optional of design ideas will be prepared for Client’s consideration and
approval.
b) Detail Design Development Process
Upon completion and approval design brief, consultant’s design team will
proceed full development stages where details are being worked out to enable
other designer’s team to develop and produce their supporting design of the
project.
The full set of working drawing upon completion from various disciplines with
necessary appropriate specification and detailing will forward to Quantity
Surveyor for value or cost estimation of the project.
Project Manager roles in coordinating the design process as described can be

commencement from the client’s needs data collection to the completion of design
path upon the pre-tender stage where major of the working drawing has been ready
for issuance as construction information.
Following design stages and procedures illustrating the Project Management Roles in
coordination the design process.
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STAGE 1 - Conceptual or Design Brief Approval Process
a) Client’s needs statement report stage

b) Design brief approval stage
c) Concept design formulation stage
d) Concept design workshop, discussion and reviewing stage
e) Concept design approval stage
f) Notification and distribution of approved concept design
STAGE 2 - Detail Design Development Process
a) Detail design reviewing stage

b) Risk assessment / constructability / workshop during reviewing of preliminary
design stage
c) Risk assessment report stage
d) Preliminary design review and approval process stage
e) Reviewing and approval of working drawing, Bill of Quantity and related from
various design consulting disciplines.
f) Confirmation and singing off the detail design working drawing, Bill of Quantity
and related before issuing for execution. (can be for construction, for tender
bidding and etc.)
The process of Design process as described can be illustrated as stage design

development of a project as per referred Appendix A for further reference.
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MONITORING DESIGN CONCEPT DEVELOPEMENT
In executing and proceeding the design concept development monitoring, it is crucial

to develop the design methodology for identifying the process of works flow in order
to define the major path which will need to be executed. The design methodology can
be categorised into four stages as following:-
DESIGN METHODOLOGY
1) Outline conceptual design stage – to visualise the client’s needs, requirements

and intention to gauge the financial requirement of the project
2) Preliminary design stage – with basic plan, elevation, section showing shape,
size and internal layout, openings, structural framing plans and foundation
design prepare progressively for cost plan or preliminary cost estimation.
3) Design development stage – where develop design proposal with details
available, progressively developing into full set of working drawing make
available for Quantity Surveyor to prepare the Bill Of Quantities to determine
the detail costing of project. With this, more detail drawing showing the excat
material and finishes that being apply to the project.
4) Completion of Drawing for Construction stage – During the stage of
construction, project manager responsible for distribution the construction
drawing to respective builders and trades of various drawing endorse by the
various design consultant team.
Coordinating the design brief with other design disciplines
Upon confirmation and validation of Client’s need from various Group’s Objective,
Space usage, property team and business nature of an organisation, by product
outcome based on the Client’s need and requirement as accordance to their objective,
the Architect and Engineer with precede the design sketch and schematics designs
which may described as conceptualization format. In this stage, client require the
design ideas and concept with outlook, overall impression and external visualised
format such as perspectives of the development. In this stage also, it may happen
there will few options of design proposals are prepared in few alternative for the client
consideration and approval. Upon approval, the next steps of design process will
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involve the development of the designs and input from others designers and Quantity
Surveyor
Design proposal will require the verification and review process, Verification process
will involve the checking and evaluation the design output that has been agreed upon
by the design consultant team whereas the validation process which will happen
during the design brief process where client will be together with consultants’ design
team and project manager to validate the design.
Coordination of various design disciples during design concept development can be

illustrated as Appendix B (Project Management functions) which is include the
following:
Project management again contribute essential roles and responsibilities in

coordination among the various design consulting disciplines. Following are the
functional path of project management in coordinating roles during design brief
development stage.
1) Project management initiating the “Start” that is commencement of design brief

upon received the needs statement and data collection from the Client’s /
property related parties for compilation of Needs Report which will be forward
to design team for design brief preparation
2) Upon completion of design brief, project manager required to review the design
brief as accordance to the Needs Report and forward for stakeholder for
approval.
3) During the stages of preparation Concept Design, discussion and inputs will be
major roles from stakeholders, property and project management in order to
produce the Concept Design in few options if require. This stage of date input
to design team is important in order to elaborate the needs and requirement.
4) Costing option to be prepared by estimating team (can be Quantity Surveyor
or internal Estimator related)
5) Upon having the cost and design option, workshop and review section will be
conducted to define and determine the options where concept design report will
be prepared for finalization and comparison with Needs Report for fulfilment
audit and examination.
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6) Upon completion and confirming of concept design report, report will be forward
for client’s review and approval where subsequently issuance of notification of
confirmation and approval of concept design report to various design consulting
disciplines prior commencement of detail design development process.
During the concept design report, design review process will be executed from time to
time in order to monitor the design concept and same time follow up the progress of
finalisation design concept. A checklist will development for recording and follow up
action to various design consultant which will be reporting to project owner periodically.
Reference of checklist can be referred to Appendix C as enclosed in this assessment.
Validate & Verify the completed design for conformity to the needs
statement and client’s brief
Verification process will involve the checking and evaluation the design output that has
been agreed upon by the design consultant team. The process will be from the
Concept Design report preparation till the approval from Client stage. During this
timeline, needs report and concept design report will be verified from various design
consultant, property team and stakeholder team in order verification process can be
objective resulting toward the design stage.
Same time, during the verification process, validation process being executed
simultaneously where evaluation of design being carry out and reviewing to Needs
report by producing building simulation and model in order to validate the Needs
statement and also satisfying the client’s needs by visualizing the designated building
product.
Assess the risks involved in the design decision and ensure that the
completed design fulfills the client’s brief
The potential risks can be identified and categorized in three major groups; technical,
managerial, and external risks during design stage of design decision. Most of the
technical and managerial risks have links to the other category. Categorization was
carried out based on the higher tendency of the risk event to either category. External
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risks included all events that most probably caused by reasons out of the project
manager’s control.
Potential Risk Event

Design errors and changes
Technical risk events Delay of Design and permits
Innovative and new technology design
Complicated design and not sufficient details
Lack of communication planning
Lack of coordination among different disciplines
Poor organizational structure and definition of
Managerial risk events roles and responsibilities
Impact of Value Engineering (VE) Process
No Consultant for specific discipline
No quality control system
Roles and responsibilities map is not clear
Changing the engineer
Owner's frequent change orders
External risk events Overseas Engineer's Headquarter
Overseas Contractor's Headquarter
Suitability of available skills with the project
Technical risk events
The technical risk events are involving in Design errors and changes due to
performance enhancement, other discipline’s requirement, or better constructability
are common in the complex construction projects.
Delay of design for the project is a risk that encounters many risk events. This risk
includes delay that may occur due to delay in any disciplines or stakeholders in the
project. It also includes the delays in formal processes whether within the participating
agencies (owner, engineer, contractor and related) or outside of these design team
such as property, assessment and related.
Innovative and/or new technology design is one of the events that usually have
relatively high impact and high probability due to encountered high uncertainty in the
design and in the constructability of the project. Complicated design and insufficient
details is concerned with the insufficiency of the required details. This risk has higher
probability and higher impact as the project becomes more complicated and more
innovative.
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Managerial risk events
Lack of communication planning among the key persons of the project is a common
problem either in project implementation or design phase. Usually, there is no detailed
plan for the project communication. Lack of coordination among different disciplines
within the design process depends on the capacity of the project manager or the
project management office.
Poor organizational structure and definition of roles and responsibilities within the
whole project could result with any stakeholder in the project. A common source of this
problem is the incompatibility between the organization breakdown structure (OBS) of
the client and the OBS of the engineer’s firm. This event could be of higher risk if the
project manager has low level of authority or low level of capability.
Lacking a consultant for specific discipline can be of considerable risk. This risk takes
place if the project manager or the main engineer lessens the importance of a specific
discipline that has a little stake in the project.
Lacking quality control system in the design phase may cause many troubles to the
project. Technical and managerial quality control is necessary in the design phase as
well as it is in the construction phase. Quality control includes having a consistent
system among all disciplines participating in the project such as in using consistent
specifications and integrated documentation system for archiving and retrieving the
documents.
Roles and responsibilities’ chart is not clear in any participating firm it will be a source
of trouble for the project. This risk usually caused by mismatching between the
organization breakdown structure (OBS) and the work breakdown structure (WBS). It,
also, could arise from unclear definition for the job description with one the main
stakeholders in the project.
External risk events
External risk events are referred to outside control of project management or design
teams management such as changing the engineer is a risk in the design phase of
any project. Most of the cases for changing the engineer are referred to the failure to
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satisfy the requirements of the client. Either this could be because of severe delay in
fulfilling the required time schedule or the technical capacity of the engineer is less
than the target level.
Owner's change orders in the design phase constitute major obstacles to the success
of the required tasks. If the scope of the client is not well defined, the changes are
expected to be frequent and the impact on the productivity of the engineer is likely to
be much lower than the expected productivity.
Lacking project management office to client’s leads to reduction in the coordination

among the stakeholders of the project. In complex projects with multiple disciplines
and many links to contractors and suppliers, the need for perfect communication
control is an essence. This risk is likely to appear when the client prefers to reduce the
cost of the project management in the design phase by omitting the project
management office relying on the engineer only.
Having an overseas engineer's headquarter is another logistical risk that is common

to arise in the mega project. This is usually due to employing design firms with
headquarters outside the country despite the new developed communication
technology, the need to physical interviews is required in many situations.
Overseas contractor's headquarter is similar to the previous point but with less severity
in the design phase and higher severity in the construction phase.
Suitability of available skills with the project is usually leads to severe delay. The
unsuitable of the required skills could be referred to the need to employ local human
resources with certain ratio as required by the local authority or because of in
appointing the engineer’s firm that is not technically qualified to have the project
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INITIATE VALUE MANAGEMENT
In initiating the Value Management process, the identification of timeline of initiating

the VM process is critical which would require in parallel during what and when the
VM shall require to be executed.
Thus, to have more value in project management of executing the VM, the
understanding of cost value implication of project shall be observed as chart below:-
Planning Phase Production Phases

100%
Design Review, Development and Detailing
Value Management
Ability to influence final cost
Economic 1 P
Studies 0 re
6 0 -t
Functional 0 % e Cost and Value Influence Curve Line
% D n
Design D e d
e si er
Working si gn
gn
Drawing
R
ev Tender
ie Award
w
Construction Commission
Operate
0% Major Design Complication

-75% -35% -7% 0% +75% +100%
With the MECP chart above, it has been recognised that the cost implication will have
higher influence ability during the economic study and functional design stage where
as less influence during the construction and commissioning stage. Hence, the VM
process shall herewith initiate as early as the intend to commencement of project from
the needs, requirement and initiating stages.
As stated earlier, significant effort by the management team should be execute during
the planning phases and working drawings stage to maintain control of the project’s
scope, quality, time and cost. This should at least take the form of specific and
contractually required design review and workshop to definite the Value Management
Process.
Value Management, a systematic multi-disciplinary approach to find the best balance

between cost and performance while achieving value at lowest life cycle cost which
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on the other hand defined as "An organized approach whose objective is to optimize
the total cost and/or performance of a facility or system." The methodology of this
approach is to first identify the areas of high cost, identify their essential purposes, and
to systematically develop alternatives that perform the required functions at the same
quality but at lower cost.
By Initiating the Value Management Process, there are three procedures needs to
make into consideration as following:-
1 2 3
PRE STUDY VM WORKSHOP POST STUDY
a) Coordination a) Information a) Preliminary Report
b) Scope of Study b) Creativity b) Review of Report
c) Team Selection c) Evaluation c) Final Report
d) Date Preparation d) Development
e) Modeling e) Presentation
To the similar project, the VM team is leaded by Project Management during the design
stages where the approval of Concept Design and Detail Design stages. VM teams
member consists of the following various design disciplines, client’s property and
project department and project management team as listed below:-
Item Professional Designation

1 Client’s Project Team Senior Project Manager
2 Client’s Property Team Senior Property Manager
3 Project Management Senior Project Manager
4 Engineer Senior Engineer
5 Architect Senior Architect
6 Quantity Surveyor Senior QS
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Ensure the designs optimal and meet the client’s budget and
technical requirement
In parallel to the VM process, for achieving the design optimisation with budget and
technical requirement, VM workshop would be required and organised during design
process. In order to ensuring the effectiveness of VM workshop, Pre-Study Phase is
essential to be determined and identified for this objective. Project Management are
required to lead and ensuring the Pre-Study Phase has been effectively executed in
the terms of organising, data collection and information obtaining process prior to
achieving the purposed of VM workshop
During Pre Study Phase of VM, the following activities shall need to make available
and accomplished under the organising of Project Management Teams.
a) A Coordination meeting between the Client representative, Design Consultant and

Value Management Team Coordinator.
b) Accumulation of the project’s technical and cost data
c) Confirmation of the composition of the VM team and logistical arrangements for the
VM Workshop
d) Preparation of initial cost energy, and life cycle models
e) Distribution of the technical and cost data to VM team members.
Conducting of VM workshop require VM Job Plan to be developed and accomplished.

Job Plan is assisting VM team to analyse and identified high cost to worth areas and
selecting alternative which minimize costs while maximising quality. Job Plan assist
VM team to think “beyond the common approach” in creative manner and emphasising
total ownership costs for a facility rather than just initial capital cost. Beside that Job
Plan is the key leading VM team to develop a concise understanding of the purpose
and function of the facility.
VM job Plan apply to the design review consists of five distinct phase as illustrated
figure below which would require to complete the VM tasks and objective, within the
organisation, IOI VM team will normally conduct the VM workshop as team building
and brainstorming section in resort of intended high achieving in VM objective.
VM workshop job plan (As per Appendix D) can be prior planned to identify the
particular elements to be executed during the workshop.
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Stage 1: Information Phase

Objectives - Provide an information base or "Cost model"
- Select areas for detailed study
Questions - What is it?
- What must it do?
- What does it cost?
- What is it worth?
Technique - Cost and Energy Model
- Functional Analysis & FAST Diagramming
Stage 2: Speculative / Creative Phase

Objective - Generate alternatives for meeting requirements
Questions - What else will perform the required function?
Technique - Creative thinking process (i.e. brainstorming)
Stage 3: Evaluation / Analytical Phase

Objective - Evaluation & selection of best cost saving alternatives
Questions - What will alternatives cost?
- Will the alternatives meet the required functions?
- What proposals have greatest cost savings?
Techniques - Life cycle costing
Stage 4: Development / Recommendation Phase

Objective - Presentation of best alternatives to the decision maker
Question - How best to present proposals?
Techniques - Narrative reports
- Schematic overlays
- Graphics
Stage 5: Report Phase

Objective - Define and quantify results
Question - What was implemented?
Techniques - Life cycle costing
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VM workshop will only consider reaching the conclusion upon the finalization of POST
STUDY of Report Phase. There are elements of essential post study must be carry
out in order to realize the maximum benefit of VM study and process. Post Study
Phase ensuring the feasible, advantageous proposal are actually implemented
meanwhile provides opportunity of identifying and collate learned for future
improvement in VM process.
In general, the POST STUDY shall involve the following procedures to conclude the
VM process:-
a) Preparation Preliminary Report

Report that summarise the results of the entire VM study and process which
can be utilised by design team in their review and evaluation of the VM
proposals during project design stage. Hence, time of preparing the report shall
immediate upon the completion of VM workshop.
Information of preliminary report shall be consists of following information but
not limited to:-
1) Executive Summary
2) Project name and general description and summary fictional space program
3) Scope of VM study
4) Name of client representative, design team, project manager and VM team
members and related responsibility
5) Location and date of VM workshop
6) List of data provided by design team
7) Project objectives and constraints
8) All cost, energy and life cycle model and worksheet from the Job Plan
Phases
9) Summary of VM proposal and cost saving specific VM proposal with
supporting documentation appendix with additional information which the
VMTC may find appropriate.
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b) Review of the VM report

With Post workshop, VM report and proposal shall be reviewed and evaluated
on the basic of technical, operational and life cycle cost saving consideration
and may consult and clarify with VMTC on any inquiry during the review stage.
Upon reviewing, respond shall be executed by indicating the detail clarification
and status of “Accepted”, “Rejected” OR “Further study require”.
c) Implementation Summary Report

To implement the VM result, implementation meeting should be organized and
attended by all related parties including organization decision marker, design
team and VM team in order to resolve shall any different in opinion regarding
the deposition of the proposals so that it could be finalized.
d) Final VM report
The report that upon completion of implementation phase for the overall VM
process which may consists of additional contains as following:-
 List of summary of VM proposal in Accept or Reject
 Implementation schedule for incorporating the accepted proposal into
design
 Analysis’s by the design team of the value improvement effect of VM
proposal
 Lesson learn during VM process.
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Test project brief and budget against design proposal
In construction development process, mostly project brief that has been developed
during design initiating stage will have variants from design proposal in later design
stage due to the increment of maturity of design development stage where more
information has been identified along the timeline compare to the initiating phase.
During preparation project brief that likely to be coordinated by lead consultant in

gathering and collective project information about physical requirements, the briefing
process based on the following factors described as follow:-
a) Verify the objectives and priorities of the project.

b) Ensure space, time and budget parameters are aligned with the client’s vision
and needs.
c) Ensure expectations are reasonable and attainable.
d) Clarify client roles and the project structure.
e) Establish how much the client knows already and their level of experience; do
they already have a clear brief?
f) Gather contextual information and user information.
g) Establish the building life span and flexibility requirements.
And also, lead consultant may develop the project brief based upon:
a) Existing information such as the business case, the statement of need and the
strategic brief.
b) Site surveys, site information and site assessment report.
c) Analysis of existing accommodation.
d) Input from other stakeholders, Interviews.
e) Input from statutory authorities, such as the fire brigade, statutory utilities, local
authority, heritage organisations, and so on.
Thus, the budget will likely base on the understanding of historical data collection
comparative experience based on previous experience available. Assumption and
estimating is applicable for budget preparation while elemental budgeting will be
mostly the outcome during the project brief stage.
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To further identifying if shall design proposal compatible with project brief in terms of
design requirement and budget, following elaboration of design proposal shall take
into consideration.
Design proposal is a plan, idea, suggestion or offer that is put forward by one party to
another for consideration. It may form the basis of negotiations, and may be accepted
or rejected. In terms of design process, design proposal typically takes the form of a
competitive bid that is put forward with the intention of winning business, for example,
quotes from suppliers or subcontractors, concept designs from architects, tenders
from contractors, detailed designs from specialist contractors, and so on.
A credible design proposal should consist the following features:
a) Document the extent of conceptual design efforts,

b) Processes used in concept selection and development
c) Key features of the proposed product concept and their relationships to client
needs and expectations,
The quality of the report’s content and presentation will make a statement about the
team’s professional competency and express of attention to detail. Design proposals
are formal written documents which content may vary depending upon requirements
of clients.
In overall design proposal much more depending on the to the actual market
availability and higher constructability comparative to project brief due to the
involvement of suppliers and specialist trades involve if shall described in construction
projects. Hence, the budget prepared during the design proposal will be more
reflective to the actual project cost comparative to project brief due to the certainty of
needs requirement from Client. (if shall this referred to the construction projects where
bidding process available).
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Seek client’s approval on design concept
Client’s approval on design concept is essential process during the design

management process that will very much affecting the identifying detail design
development. During this stage, client will require to affirmed the needs and
requirement and final reviewed if shall any change to their initial needs statement of
the Needs Report.
During this timeline of design process, design concept report will be prepared for
client’s reviewed from the design team. Thus, this reviewing stage will require the
involvement of design team, project management team and related for the overall
presentation of design concept in objective that reducing the risks of change in later
stage of detail design development or design implementation stage to reducing the
risks of change in Needs and Requirement.
By reviewing all necessary, design consulting team may require review and produce
the final Design Concept Report for client’s sign off indicating of approval in design
concept prior to commencement of detail design development stage.
In group’s approval process, design concept report review and approval will be consist
of group’s project committee, property team, project management team, lead design
consultant where the design element shall be defined and identical in order the
reviewing process are in conjunction with the Client’s Needs and Requirement.
The process can by illustrated as follow:-
PRESENTATION REVIEWING UPDATING

Presentation by Design Lead Review Report from various Updating all relevant outcome
Of Design Concept including the parties involve of Needs and from the Design review and
Design Concept
Design Report to various parties Requirement with historical input compilation of relevant
involve. during design process information during process of
Content of Complete: reviewing
- Sketch and Drawing
- Preliminary Cost and Budget Plan
- System Facilities and Services
- Needs and Requirement Brief
SIGN OFF & APPROVAL CONFIRMATION SUBMISSION
Sign Off and Approved By: Confirmation of Group’s Project Submission of update design
Group’s Management Committee Committee and Project concept report to Group’s Project
Group’s Project Committe Management Team of Design Committee and Project
Report Management Team for final
confirmation
IOI DESIGN CONCEPT REVIEW AND APPROVAL PROCESS BRIEF
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IDENTIFY THE AUTHORITIES REQUIREMENT
Authority requirement shall reflect to the submission of drawings to relevant authorities

that may vary from one project to another depending on the project nature, size and
complexity. This shall also vary from state to state or from city to city based on the
local authorities and individual requirement.
With rules and procedures set by the relevant authorities, we are all aware that the
processing of application may take long time. Thus, is crucial that the project
consultant require to be thorough in their submission so as to facilitate fast processing
and prevent any hang-ups. In general, the function of making submission to the
relevant government departments shall be responsible by the following design
consultants as listed below with the compliance of rules and regulations by laws and
government gazettes relating to the building industry.
a) Planner
b) Architect
c) C&S Engineer
d) M&E Engineer
e) Land Surveyor
f) Landscape Architect
As development project, the following government department will normally involve of

the submission as concerning to the authorities requirements.
a) Jabatan Perancang Bandar dan Desa

b) Jabatan Kejuruteraan
c) Jabatan Kawalan dan BAngunan
d) Jabatan penyelamat dan Bomba
e) Jabatan Pengairan dan Saliran (JPS)
f) Jabatan Kerja Awan dan Lalu Lintas
g) Jabatan Alam Sekitar
h) Telekom Malaysia Berhad
i) Tenaga National Berhad (TNB)
j) Jabatan Penerbangan Awam
k) Jabatan Bekalan Air
l) Pejabat Daerah
m) Pihak Berkuasa Tempatan
n) Pejabat Tanah dan Galian
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Check the design conforms to the prevailing and current statutory

requirements
To the project for Selangor ( Daerah Sepang ), the One Stop Agency or commonly
names as OSC is applicable for the submission that the single agency will coordinating
the compliances of the various authorities department and requirements. The overview
of the design and drawing shall include the following:-
a) Development planning – Development Order

b) Development layout – Layout Approval
c) Pre-comp and survey plan – Conversion and Subdivision
d) Building plans
e) Earthwork plans
f) Road and Drain
g) Water Supply
h) Electrical Supply
i) Sewerage System
j) Telephone Line
k) Landscape plan
For the purposed of monitoring the design and drawing submission, the process of
determination in design and drawing delivery will be monitored by checklist and status
reporting and guidelines of authority process and procedures which can be referred to
Appendix B as below.
During the design development and authority submission, drawing submission require
the compliance by variants authorities building by laws, rules and regulations, the
design consultants shall herewith input the necessary information into design drawing
for submission as accordingly to the rules and regulations based the locality, state and
city respectively from one project to another.
Generally, rules and regulations of design development and submission to the

commercial and real estate development can be referred to the list below:-
Ministry of Urban Wellbeing, Housing and Local Government

 Housing Developers (Control and Licensing) Act 1966 (Revised 1973) (Act 118)
 Housing Developers (Control and Licensing) Regulations 1989
 Housing Developers (Housing Development Account) Regulations 1991
 Building and Common Management Act 2007
Local Government Department

 Control of Rent (Repeal) Act 1997 (Act 572)
 Control of Rent Act 1966 (Act 363) (Revised 1988)
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 Federal Territory of Kuala Lumpur Land Rules 1995

 Local Government Act 1976 (Act 171)
 Malaysian Constitution, Schedule 9, Item 76 (4) & 95(A)
 Road Transport Act 1987 (Act 333)
 Street, Drainage & Building Act 1974 (Act 133)
 Town and Country Planning Act 1976 (Act 172)
 Town Planners Act 1995 (Act 538)
 Uniform Building By-Laws 1984
National Housing Department

 Street, Drainage & Building Act 1974 (Act 133)
Fire Services Department

 Fire Services Act 1988 (Act 341)
Department of Town and Country Planning, Peninsular Malaysia

 FMS Town Board Enactment (Cap 137) Chapter IX
 National Land Code Act 56 of 1965
 National Land Code (Penang and Malacca Titles) Act 1963 (Act 518)
 Street, Drainage and Building Act 1974 (Act 133)
 Strata Titles Act 1985 (Act 318)
 Strata Management Act 2013
 Town and Country Planning Act 1976 (Act 172)
Sewerage Services Department

 Sewerage Services Act 1993 (Act 508)
Other Related Legislation

 Communications and Multimedia Act 1998 (Act 588)
 Continental Shelf Act 1966 (Act 83)
 Electricity Supply Act 1990 (Act 447)
 Energy Commission Act 2001 (Act 610)
 Environmental Quality Act 1974 (Act 127)
 Food Act 1983 (Act 281)
 Land Acquisition Act 1960 (Act 486) (Revised 1992)
 Land and Mining Plans and Documents (Photographic Copies) Act 1950 (act 233) (Revised 1980)
 Land Conservation Act 1960 (Act 385) (Revised 1989)
 Lembaga Pembangunan Industri Pembinaan Malaysia Act 1994 (Act 520)
(Construction Industry Development Board / CIDB)
 Malaysian Communications and Multimedia Commission Act 1998 (Act 589)
 Mining Enactment (FMS Cap 137)
 Municipal Ordinance S.S. Cap 133
 National Land Rehabilitation and Consolidation Authority (Incorporation) Act 1996 (Act 398)
(Revised 1989)
 Occupational Safety and Health Act 1994 (Act 514)
 Pengurusan Danaharta Nasional Berhad Act 1998
 Real Property Gains Tax Act 1976 (Act 169)
 Urban Development Authority Act (Act 46)
 Waters Act 1920 (Act 418) (Revised 1989)
 Waters Enactment FMS Cap 146
 GST Act 2014
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SETUP AND ORGANISE THE AUTHORITY LIAISON TEAM

To commencement of the authority liaison team, project team shall herewith define the
relevant responsibility chart to the process of submission till the completion upon
completion of obtained (Certificate of Completion and Compliance, CCC) and the final
approval for commencement of building operation. This is essential to ensure the
deliverable of project objective from various project disciplines in order project owner
will able to deliver the said property to the end users for operational means.
Responsibility chart to the design consultants, project management and project owner
can be referred to the Appendix E
Coordinate and obtain authorities’ approval

In lieu to have efficient coordination process to liaise and coordinate with authorities
for smooth authorities’ approval process during pre and post construction process.
Design professional and project management team shall require to ensuring the
compliances of the authorities rules and regulations.
A schedule required to be set out to the project team via design consultant of each
authorities departments comment and review in order the action of coordination and
follow up will be closely monitoring and update from time to time. The compliances of
the authorities review shall require design professional and project management team
to be comply and implement in meeting the authorities submission and comment.
The checklist summary of authority compliances can be referred to Appendix F and

relevant sample of approval from authorities and comment of compliances can be
referred to Appendix G.
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APPENDIX A
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APPENDIX B
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APPENDIX C
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APPENDIX D
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APPENDIX E
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APPENDIX F
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APPENDIX G
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Endorsement
I hereby certify that all the documents and data as provided by this
candidate, (Name: SIEW UO YONG ) are to my
knowledge true and valid, and has been collected in the course of the
candidate’s undertaking his work and responsibility as an officer of
this project
______________________________
Name: WONG PEN FOOK
Designation*:GENERAL MANAGER
PROJECT
Date:5.10.2020
52

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IOI CITY MALL PHASE 2

IOI CITY MALL: PHASE 2 PURTAJAYA – Sustaining

LP06 – DESIGN MANAGEEMNT AND

3.0 Project information 10

5.0 Assess The Design Requirement 15

6.0 Coordinating Design Parameters 20

7.0 Monitoring Design Concept Development 26

8.0 Initiate Value Management 32

9.0 Test Project Brief and Budget Against Design Proposal 38

10.0 Identify The Authority Requirement 41

11.0 Setup And Organise Authority Liaison Team 44

© CIDB 2010 (Original CIDB 2005)

MPPM - Professional Master Construction Project

Skill Task No. Task Coverage

Z-004-LP07 05.01 Administer Design Process

TERMINAL PERFORMANCE OBJECTIVE (TPO):

© CIDB 2010 (Original CIDB 2005)

DIRECTION TO THE TRAINEE:

DIRECTION TO THE RESOURCE PERSON:

Your performance will be assessed accordingly to the assessment criteria below:

1. Obtain the client’s brief, if any, and translate it into a design

2. Prepare a relationship matrix and responsibility hierarchy chart of the

7. Coordinate the design processes between the various disciplines,

© CIDB 2010 (Original CIDB 2005)

8. Check the design conforms to the prevailing and current statutory

9 Ensure the design is optimal and meet the client’s budget.

10. Initiate value management to optimize the design output.

11. Obtain the client’s approval on design concept.

12. Identify the authorities’ requirements pertaining to design, technical

13. Setup and organise the authority liaison team.

TOOLS AND EQUIPMENT:

1. Design guidelines and standards

© CIDB 2010 (Original CIDB 2005)

PERFORMANCE ASSESMENT SCHEME SHEET

DESIGN MANAGEMENT AND AUTHORITY LIAISON

Please complete the assignment below in 2 hours supervised by Assessing Officer

© CIDB 2010 (Original CIDB 2005)

 Ensure the design is optimal and meet the client’s

Verification Result: Non Competent First Second

© CIDB 2010 (Original CIDB 2005)

CLARIFICATION OF CASE STUDY

As such, in relation to the performance assessment objective and the

ii Estimated Value TOTAL : 2,000.00 Million ( 2.0 Billion )

vi Client: IOI Properties Group Berhad @ IOI City Mall S/B

vi Contractors BASEMENT AND COMPLEX

TOWER 1 (MOXY HOTEL)

vii Project Manager IOI Properties Sdn Bhd @ PM LINK LTD

Project Site Location:

Project Phases : Phase 2 Development Boundary

Project Phases: Phase 2 Development Boundary

Project Phases: Phase View

DESIGN MANAGEMENT AND AUTHORITY LIAISON

Design management endeavours to establish managerial practices focused on

ASSESS THE DESIGN REQUIREMENT

Item Design Requirement Brief and Needs Statement

1 IOI CITY MALL (A PART TO IOI RESORT CITY )

GROUP’S DEVELOPMENT REQUIREMENT

Item Design Requirement Brief and Needs Statement