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

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    Case Study Flexus

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

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    © All Rights Reserved
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    53 views13 pages

    Slide Flexus

    Uploaded by

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

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    © All Rights Reserved
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    of 13

    BQS 309 LARGE FLEXUS SIGNA

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

    LARGE PEOPLE
    CONSTRUCTION
    DELAY
    TIME

    SOURCES ISSUES

    PROJECT DELIVERY
    SYSTEM
    1.1 PROJECT INFORMATION

    LEXUS SIGNATURE SUITES


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

    ii. Jabatan Kerja Raya(JKR)


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

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

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


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

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

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

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

    iv. Otis Elevator Sdn Bhd (Lift)

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

    vi. Signature Aluminium Sdn Bhd (Aluminium Work)


    1.3 ASSUMPTION & APPROACH

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

    Acquire progress report


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

    nsultant
    Preparation and approval of drawing
    2.1 TRADITIONAL PROCUREMENT METHOD

    he most common method used in construction industry

    he client employed designers to produce a complete design

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


    esign stage

    fter the design completed, contractor tender the price

    Winning contractor will be carried out the work of the project

    he client pays monthly installment based on amount of work done


    2.1 TRADITIONAL PROCUREMENT METHOD CONTD

    ontractual Arrangement for Traditional Procurement Method


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

    Cost certainty Contractor not involved in design or


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

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


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

    raditional procurement is not the best


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

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

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

    SCOPE

    DELAY WORK ON SITE

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

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

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

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

    raditional project delivery system is not suitable for large construction project

    ossibility of delays are always present

    elays are caused by all parties. Not just contractor

    Maintaining healthy/ef fective communication can reduce delays in projects

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