PROJECT DEVELOPMENT STRATEGY FOR HOUSING RELOCATION PROJECT

A CASE STUDY OF 51ST PUBLIC HUSING REDEVELOPMENT PROJECT

(a PPP approach in Myanmar)

By

Ms. Htar Htar Soe

A project submitted in partial fulfillment of the requirements for the

degree of Master of Engineering (Professional) in

Construction Engineering and Infrastructure Management

Examination Committee: Dr. Bonaventura H.W. Hadikusumo (Chairperson)

Dr. Chotchai Charoenngam

Dr. Djoen San Santoso

Nationality: Myanmar

Previous Degree:Bachelor of Engineering (Civil)

Yangon Institute of Technology

Yangon, Myanmar

Asian Institute of Technology

School of Engineering and Technology

Thailand

December 2015

i
 ACKNOWLEDGEMENTS

Firstly I am grateful to all the teachers who came and taught us from AIT for the lectures
concerning with project management in construction. Specially thank to Dr. Hardikusumo for
guiding and supervision on this paper, giving reference books and helping us along the
training period.
Secondly I would like to be grateful to Director Daw Mie Mie Tin (DUHD) who assigned me
as a project representative official in "51 st public housing redevelopment project", Director
Daw San San Aye(DUHD) who advised me to attend this class, Director U Myint
Naing(MOC) who gave me the chance to attend this class and Director General U Min
Htein(DUHD) for the encouragement of attending the class.

ii
 ABSTRACT

There are two types of relocation implemented by DUHD. These are relocation for slums and
squatter families and for public tenants from old buildings to new modernized ones. In
relocation projects, the strategy in each stage such as inception stage, feasibility study, pre-
construction, construction, commissioning, hand over and project close out stage are all
important because the project is related to public.
In real practice, public tenants are more difficult to negotiate and communicate than housing
unit purchasers. For this reason, selection for designers, contractors and quality consultants are
very important and these team members must be skillful and qualified in the related
professionals.
This project is the first one in public housing relocation project in Yangon among (10) public
rental housing which have been running since 50-60 years ago. The project development
strategy include two parts, strategy for executing construction works and strategy for public
negotiation in order to implement successfully for the housing relocation project. Although
there have been facing some problems during construction and public negotiation, the project
is an evidence of a great success in relocation executed by DUHD.
Key words: relocation, public tenants, strategy, rental housing, implement

iii
 TABLE OF CONTENTS

CHAPTER TITLE Page No.

Title Page i
Acknowledgements ii
Abstract iii
Table of Contents iv- vi
List of Tables vii
List of Figures viii
List of Abbreviations i×
1.0 Introduction
1.1 General Background 1
1.2 Problem Statement 1-2
1.3 Objectives of Study 2
2.0 Literature Review for Housing Development Project
2.1 Inception Stage 3
2.2 Feasibility Stage
2.2.1 Feasibility Study 3
2.2.2 Aiming to Sustainable Development 3-4
2.2.3 Aerial Restrictions and Site Selecting 4
2.2.4 Land Acquisition 4
2.2.5 Project Execution Plan 4
2.3 Strategy for Housing Development
2.3.1 Housing Development Activities 5
2.3.2 Project Organization Structure 6-7
2.3.3 Selecting the Members of Project Team 7
2.3.4 Cost Planning and Control 7-8
2.3.5 Relationship Between Cost and Quality 8
2.3.6 Project Scheduling 8
2.4 Pre-Construction Stage
2.4.1 Interlinking with Strategy 8-9
2.4.2 Design Delivery 9
2.4.3 Project Meetings 9
2.4.4 Risk Mitigation Planning 9
2.5 Construction 9-10
2.6 Handover 10
2.7 Project Review after Completion 10
3.0 Case Study for 51st Public Housing Redevelopment Project
3.1 Case Description 11-12
3.2 Project Development
3.2.1 Feasibility Study
(a) Environmental Impact Assessment 13-14
(b) Business Case 14
(c) The Risks of the Project 16
3.2.2 Land Acquisition 17

iv
 3.2.3 Project Execution Plan 17
3.2.4 Conceptual Design
(a) Basic Characteristic 18
(b) DUHD’s Restrictions 18
(c) YCDC’s Rules and Regulations 18-19
(d) Factors Required for Fire Brigade Department 19
(e) Factors Required for YESC 20
(f) Schedule for Conceptual Design 20
(g) Quality Management for Design 20-21
(h) Problems Detail for Design Phase 21
3.2.5 Demolishing Process 21
3.2.6 Construction
(a) Pre Construction Works 21-22
(b) Foundation Works 24-25
(c) Superstructure Works 25
(d) Architectural Works 26
(e) M&E Works 26
(f) Infrastructure Works 26
3.2.7 Handing Over 26-27
3.3 Analysis of Strengths, Weakness and Recommendations
for Improvement
3.3.1 Strength of the Project
(a) Strength of PPP Project 27
(b) Location of the Project 27-28
(c) Near to Network Infrastructure 28
(d) Get Favor for Permit (BCP) 28
(e) Having Good Consultants 28-29
(f) Regular Visit of Authorized Persons 29
(g) Good for Safety and Health 29
3.3.2 Weakness of the Project
(a) Problems Between two Companies 29
(b) Weakness Concerning with Quality Control
Consultant 30
(c) Construction Technology 30
(d) Weakness in Health and Safety Issue 30-31
(e) Lack of Discussion with Relocated People
During Construction Period 31
3.3.3 Recommendation 31-32
3.4 Lesson Learnt from the Project 32-33
3.5 Develop a Framework for Housing Project Development
Strategy
3.5.1 Inception Stage 33-34
3.5.2 Feasibility Study 34
3.5.3 Pre-Construction Works
(a) Tendering for Designs 34
(b) Tendering for Construction 34-35
(c) Contractual Stage for Construction 35
v
 3.5.4 Construction Stage
(a) Strategy Related to Quality 35-36
(b) Strategy Related with Time 36
(c) Strategy Related to Cost 36
(d) Strategy Related to Safety and Health 36-37
3.5.5 Commissioning 37
3.5.6 Hand Over 37
3.5.7 Project Close out 37
4.0 Conclusion 40

References
1. Managing Residential Construction Project written by Derek Graham.
2. Code of Practice for Project Management for Construction and Development
(Fourth Edition) written by Wiley-Blackwell.
3. Myanmar Times Journal of 18 March 2015

Appendix
Appendix 1 Three dimensional project view and location plan
Appendix 2 Old buildings photographs and floor plan
Appendix 3 Comparing old buildings plan and new ones and
Profit sharing ratio between DUHD and construction companies
Appendix 4 Architectural photos for relocation buildings
Appendix 5 Floor plan for relocation buildings
Appendix 6 Architectural photo and floor plan for 15-1/2 storey building
Appendix 7 Work schedule for relocation buildings
Appendix 8 Photographs of present conditions for relocation buildings

vi
 LIST OF TABLES
TABLE TITLE Page No.

Table (1) Table for Project Description 12

Table (2) the Rooms for DUHD's Share 27

Table (3) Table for Comparison of Existing and Proposed Improvement 38-39

vii
 LIST OF FIGURES
FIGURE TITLE Page No.

Figure (1) Sequences of Activities for Housing 5

Development Project
Figure (2) Common Project Organization Structure for 6
Housing Development Project
Figure (3) Functional Steps of Relocation Project 15

Figure (4) Bar Chart for Conceptual Design Schedule 20

(in the year 2013)

Figure (5) Project Program (Master Schedule) 22

Figure (6) Project Organization Chart for 51st Public Housing 23

Redevelopment Project
Figure (7) Separate Work Schedule for Foundation Works 24

viii
 LIST OF ABBREVIATIONS

DUHD Department of Urban and Housing Development

DHSHD Department of Human Settlement and Housing Development

MOC Ministry of Construction

SLRC State Law and Order Restoration Council

YCDC Yangon City Development Committee

BCP Building Construction Permit

BCC Building Completion Certificate

CQHP Committee for Quality Control of High-rise building construction Projects

CHDB Construction and Housing Development Bank

PPE Personal Protective Equipment

BOD Biological Oxygen Demand

YESC Yangon City Electricity Supply Corporation

M&E Mechanical and Electrical

EWC European style Water Closet

PEP Project Executing Plan

AIA American Institute of Architects

QCBS Quality and Cost Based System

QA/QC Quality Assurance and Quality Control

JV Joint Venture

ITP Inspection and Testing Plan

PQP Project Quality Plan

NCR Non Conformance Report

CAR Corrective Action Report

RC Reinforced Concrete

ix
 Chapter (1)
Introduction

1.1 General Backgrounds

There are two types of relocation projects which have been implemented by Department of
Urban and Housing Development (DUHD) formerly called Department of Human Settlement
and Housing Development (DHSHD) under the Ministry of Construction (MOC).
After 1988, in the regime of State Law and Order Restoration Council (SLRC), DHSHD now
called DUHD implemented slums and squatters upgrading scheme also called “hut to
apartment scheme”. This is one kind of relocation projects for the people living in outer ring of
Yangon City and suburban area. In this scheme, squatter's families are relocated on these sites
changing their living standard from hut to apartments. These families are provided 600sqft
(56sqm) to 1000sqft (93sqm) wide apartments depending on their former housing or land area.
Surplus land area or apartments are sole out to make cross subsidizing for building cost and
to provide sufficient infrastructure such as concrete pavements, brick drains, water supply and
sanitation, electricity, etc. Apart from this utility infrastructure, DHSHD also added social and
commercial infrastructure such as schools, nursery schools, monasteries, clinics, markets,
shop-houses, etc. DHSHD acted as a facilitator in this type of relocation projects.
The second one is “Public Housing Redevelopment Project”. This paper is emphasized on this
kind of relocation project. The case study of “51st public housing redevelopment project” is the
first one and successful project. In the years 1950s, DHSHD provided rental housing for
government employees and the public about 20,000 no. of rental units. Among which, 61% is
located in Yangon and 39% in other big towns. These rental housings were constructed and
maintained by government budget. The people were allocated at a minimal rental cost that was
around 100 Kyats.
Although commodity prices have been higher and higher in year by year, the rental fee of
these housing units did not increase and remain stable. For this reason, maintenance for these
buildings cannot be done for long years. Some people repair just their own rooms inside by
their own expense. The outside appearances are not good enough and also the designs are out
of date.
During the year 2013 to present, DUHD tried to implement other public rental housing project
located in Yangon City to make redevelopment but there were some kinds of problems and
cannot be started until now.

1.2 Problem Statement

Many housing projects have problems such as poor quality, delay and not having construction
permit from YCDC. The last one is very common during these days especially in Yangon. The
land price in Yangon is very expensive and difficult to get wider space.
1
As for the private owned individual land plot, the land owners are lack of proper funds and
knowledge to construct a new building. Therefore they turn to construction companies or
contractors to erect their buildings and then they split units of the newly built structure. In this
case, contractors have to take responsibilities for getting Building Construction Permit (BCP)
before the construction was started and to receive Building Completion Certificate (BCC) after
the building is finished. These certificates are issued by YCDC.
Most of the contractors do not comply with YCDC’s rules and regulations in the design stage.
For these reasons, they cannot get BCP in time and delay starts to happen. Sometimes they
started the construction without permit, and then have to pay a lot of fines, and many
consequence problems appear. In some cases, the contractors get BCP at the start, but they do
not construct according to design and changed something, the result is that BCC cannot be
issued easily by YCDC to live the residents.
These kinds of problems are described in the journal “Myanmar Times, Wednesday, 18
March 2015” by authors “Myat Nyein Aye and Ko Ko Aung” are as follows;
“While constructing buildings without permits is a problem across Yangon, it has become
especially prevalent in Thingangyun Township.”
“Often developers do not obtain the necessary permits before starting work on sites, while
many others are not making the necessary legal contracts between land owners and
developers. Still other developers do not obtain the Building Completion Certificates (BCC)
necessary when a building is finished, to allow people to move in.”

1.3 Objective of Study

The objectives of this case study are as follows;
 To study the theory of housing project development
 To study practices of housing project development
 To analyze strengths, weakness and recommendations for improvement
 To propose framework for project development for housing projects
 To give recommendation for a better public housing project development in Myanmar

2
 Chapter (2)
Literature Review for Housing Development Project

2.1 Inception Stage

Housing Development Projects require significant management skills and co-ordination of
expert people from different professionals. Moreover, it is also need to make sure to complete
the project within the parameters of time, cost and quality. Any construction projects
especially housing development projects require to meet client's requirements and the intended
users, whether the housing is constructed for high-end or middle income people or relocation,
etc.
In the inception stage, it is needed to make clear that the client's requirements, what kind of
services they need and, have to plan the best ways to meet the users satisfactions.

2.2 Feasibility Stage

2.2.1 Feasibility Study
In order to get effective feasibility study, the information used should be as sufficient and
accurate as possible. The specialists and experts join in this stage are mostly reimbursed on a
time-charge base and without commitment to take part until the completion of the feasibility
study. Feasibility study report should include the following
Items;
 Establishing scope of the project
 Determination of project's requirement
 Construction of stakeholders
 Geotechnical survey
 Environmental impact assessment
 Study for health and safety
 Legal and statutory requirements
 Risk assessment and risk mitigation plan
 Estimated project cost including operation and maintenance cost
 Funding assessment
 Determining starting date and finished date

2.2.2 Aiming to Sustainable Development

Sustainable development is mostly defined as the interaction between socioeconomic and
environmental issues. The products of construction industry those are the finished apartments
or housings should have healthy life style with good ventilation, systematic waste disposal,

3
good drainage system, sufficient open spaces with adequate green areas, etc. Most clients and
government departments are proactively engaged and committed to securing such kind of
sustainable development.
On the other hand, carbon emission must be reduced during construction period by selecting
construction materials, construction technology and transportation. For example, concrete
batching plants should be placed in the site area or the place as near as possible to reduce
transportation. Sustainable development in terms of design and construction is responsible for
all parties involved on the entire project from start to end.

2.2.3 Aerial Restriction and Site Selecting

Before trying for land acquisition and selecting suitable site location for desire building, aerial
restriction for possible site area must be studied. Some areas have restrictions especially for
building height for the reasons of national security near important governmental office or in
the area of specific low-rise housing project, or near religious places. The key to a successful
project is the selection of location for the market places.

2.2.4 Land Acquisition

It is an important stage to confirm land acquisition for the selected site where the client does
not own the site to be developed. The work is carried out by a specialist consultant and
lawyers and the documentations for the agreement of related person for this land must be
confirmed. This process should be done as early and quickly as possible and ideally in parallel
with feasibility study.

2.2.5 Project Executing Plan (PEP)

According to the book "Code of Practice for Project Management for Construction and
Development" (Fourth Edition, 2010) by author Wiley-Blackwell, Project Executing Plan
(PEP) is an important document to manage the project successfully. In which policies and
procedures concerning with the project are mostly defined by the project sponsors. The project
manager is commonly developed PEP for the approval of project sponsor. PEP must include
plans and procedures to control project implementation and, to monitor and evaluate project
progress. The roles and responsibilities of all project participants are defined in PEP and the
result is everyone can understand and carried out their responsibilities properly.

4
2.3 Strategy for Housing Development
2.3.1 Housing Development Activities
The strategy for housing development must include the forming of project organization,
determining the strategies for procurement and delivery (cheaper, faster and better quality and
risk management), commissioning issue until completion and close out of the project. The task
and activities for feasibility study and housing strategy are interrelated to each other in order to
achieve both processes. The sequences of activities for housing development projects are
commonly as follows;

Figure (1) Sequences of Activities for Housing Development Project

Feasibility
Study

Inception
Stage

PPlana Strategy
Development

Pre-Construction

Construction

Commissioning

Hand-over

O&M

5
2.3.2 Project Organization Structure
A project organization structure is set out clearly and must include the detail functions and
performance of all parties concerning with the project. It is updated depending on
circumstances during the lifetime of the project. Under the project organization structure,
project manager plays in a crucial role for the success of the whole project. Project is usually
carried out under the overall direction and supervision of a project manager. Project
organization structure normally comprises the following separate teams.
 Client's internal team ( suitable representatives)
 Project manager (either from client's organization or appointed from outside)
 Design team consisting architects, ( buildings and landscape), engineers
(structural, civil, electrical and mechanical), and technological specialists
 Consultants to cover the field of legal, financial, quality, safety and health, etc.
 Contractors and subcontractors
The most common project organization structure for the housing development project is as
follows;

Figure (2) Common Project Organization Structure for Housing Development

Project

Client

Consultants
- land acquisition
Project Manager
- legal
- financial
- public relation

Contractors Design Team QC Consultant

Subcontractor Subcontractor

Direction for supervision

Interrelated working

6
In order to have effective project management, it must have all provisions for quality
assurance, time and financial control, health and safety and, access environmental protection.

2.3.3 Selecting the Members of Project Team

For the selection of project team members, the following qualifications are necessary to be
consider;
o Relevant working experience
o Sufficient level of technical qualification
o Positive team attitude
o Good communication skills
o Appreciate to project objective
o The ability to create and innovate

A suitable deputy for each team member should be identified to be sufficiently familiar with
the project in order to act as replacement whenever it is needed. Apart from the above stated
abilities, team members should have the following people skills in order to get smooth relation
among project team members and develop the project successfully.
 Ability to genuinely empathize with people
 Willingness to admit mistake whenever it has done.
 Appreciate to other people's feelings and respect basically to them
 Have open-minded and patiently listen to other people what they want to say
 Communicate smoothly to people with different culture and social nature
 Tolerate to people who do not fit the ideal
As for the project manager, who is the most important person to run the project efficiently and
get success effectively, should have one more skill that is "Information and Communication
Technology". Because it is usual for extensive use of computer applications as a tool to assist
most project management functions. The main purpose of applying ICT is to support efficient
working practices and enable knowledge circulation. The researchers discovered that (95) %
of construction and manufacturing companies believed that chief executive officer was
essential to initiate changes to ICT system.

2.3.4 Cost Planning and Control

The objective of cost planning is to allocate budget for the major items of the project.
Although many people think that the terms budget and cost plan are nearly the same, it is
different. Budget is the limit of expenditure determined for the project, whereas cost plan is
the amount of money to be spent on and when. Therefore cost plan should include possible
estimate of the cash flow for the project and should cover the cost for all stages of the project.
Cost plan is used as a reference to manage the project. A cost plan is prepared including all
construction costs, professional fees, contingency, project insurance, surveys and agent's fees

7
or other specialist advisors. A budget study is undertaken by the determination of total costs
and expected return of the project.
The objective of cost control is to manage project delivery within the approved budget. Only if
all the project team members have correct attitude to control the cost, effective cost control
can be achieved. Moreover, the current budgetary, cost situation and, up-to-date and accurate
cost reports must be informed to the client regularly in order to achieve effective cost control.

2.3.5 Relationship between Cost and Quality

If good quality materials are assumed to be used, the key to quality control is working with
skilled workers. The cost of the project is also depends on the skill level of workers. It is
important to choose the appropriate level of skill to meet the quality level of the project. If
over-skill workers are sent to quality B level job, it is a way of wasting money on over-skill,
whereas if workers are under-skill for quality A level job, money will be lost on low
production rates and poor workmanship. Although the former instance is losing money, the
latter one can compromise the reputation and safety problems as well.
It is difficult to deliver top quality in a cost-driven market while other items are competitive.
On the other hand, top quality cannot be guaranteed although top dollars are paid. Responsible
architects have a general sense of quality requirements and make approval to meet their
bailiwick. Poor quality tends to end up in tear out or rework being undertaken and if worse,
monetary concessions or even litigation. Therefore it is very important to do checks and
balances between quality and cost to make sure that work is being executed correctly.

2.3.6 Project Scheduling

Scheduling of a project is a difficult component of construction process. Only the most
efficient companies have a schedule for each project and update it every month, whereas the
laggards only have start and finish date of their projects. If a contractor is proactive to use a
schedule as an effective tool, the project can be controlled and managed effectively and also
the problems can be response faster. It is very seldom for a construction project to get enough
time to be built at a natural pace.

2.4 Pre-Construction Stage

2.4.1 Interlinking with Strategy
Pre-construction involves the development of technical design, preparation of tender
documents and tendering process. The precise sequence of these activities will depend on the
choice of procurement system and the type of contract. The project handbook would have been
prepared by the guidance of project manager and approved by the client. This handbook is
different from PEP and only includes processes and procedures for administration purpose.

8
Project manager is responsible person to review and update project handbook by monthly or
suitable regular time interval.

2.4.2 Design Delivery

It is the responsibility of project manager to monitor and control for the production of design
information in line with agreed schedule. Therefore, project manager should convene attend
regular team meetings to review the progress of design team's functions. The design team
leader will be mostly architect and his/her responsibilities include co-ordination and
integration of the works from other designers, consultants, service providers, statutory
authorities and utilities, etc.

2.4.3 Project Meetings

There are usually three kinds of meetings in pre-construction stage. They are project progress
meeting, design team meeting and pre-start meeting. As for the first one, project manager is
responsible to arrange and convene in order to review and control productivity of all aspects.
Design team meetings are chaired by design team leader. Although the project manager has
the right to attend design team meeting, it is not essential to attend all design team meetings.
The last one, pre-start meeting is held together with project team and contractors in order to
establish proper working arrangements, roles and responsibilities, communications and,
procedures. Health and safety plan for the construction stage have to be submitted by the
principal contractors in this meeting before the work starts. Distribution of meeting minutes to
all concerned person is an essential part of the follow-up action.

2.4.4 Risk Mitigation Planning

Possible potential risks throughout the project must be identified at the earliest stage of the
project. In which the project manager should give pressure to contractors to list construction
risks and determine the probable impact of each risk. And then the risks are reviewed by the
project team and prepare method of statement to mitigate the risks. Contingency plan must be
prepared and the risks are regularly reviewed and updated the list by the project team.

2.5 Construction
Construction business is not an individual, it is a people business and thus communication is
the key to succeed a project. The project manager's responsibilities in this stage involve
heading up the professional design and construction team and, building trust between all
parties. The bonding between all parties can be developed by holding regular meetings and
workshops. During this stage, the project team must be hand on to resolve and eliminate any
issue hindering the smooth of construction process. The major issue of construction process is

9
to ensure that contractors and subcontractors receive regular payments for their works.
Normally, the contractor makes a monthly claim for the payment. The quantity surveyor
values the work, contract administrator certifies it and the client pays for it during the period
written in the contract.

2.6 Handover
Completion and handover are interlinking to each other. This is the final stage of work
implemented by contractors and consultants in order to accept facilities by the client. In this
stage, client commissioning is carried out by the client's personnel, assisted by the consultants
as required. It is also stated as substantial completion for which AIA (American Institute of
Architects) definition of (A 201:9.8.1) defined as follows;
Substantial Completion is the stage in the progress of the Work when the Work or
designated portion thereof is sufficiently complete in accordance with the Contract
Documents so that the Owner can occupy or utilize the Work for its intended purpose.
(A201: 9.8.1)
After substantial completion, the next step is final completion. The items which are
substantially complete and only require for minor adjustments are listed as a punch list. Final
completion and handover to client must include the following documents.
 Completion of punch list
 Release of lien waivers for 100% of the contract value
 Sign-offs for all controlled inspections
 Temporary or permanent certificate of occupancy

2.7 Project Review after Completion

The objective of project review after completion is to measure performance of project
participants and to evaluate the knowledge gain from the project in order to apply in the future
project. The project manager should summarize the findings from post-completion reviews in
the close-out report and, deliver to the client as a formal record of the project.

10
 Chapter (3)
Case Study for 51st Public Housing Redevelopment Project
(a PPP approach in Myanmar)

3.1 Case Description

This project, “51st Public Housing Redevelopment Project” was started in August, 2013. The
project was implemented by PPP (Public Private Partnership) program with Joint Venture (JV)
system because of insufficient financial resource in DHSHD. Although DHSDH have
revolving fund, it was not enough to invest this project and there were also many other low
cost and affordable housing projects running by the department in the suburban areas and
satellite towns of Yangon. Central Government budget is limited and this kind of central area
development project cannot be allowed to use usually. For this reason, DHSHD invested
departmental owned land and can receive (52%) of unit floor area for this investment.
Before the project was started, director and staffs from housing estate division of DHSHD
made open discussions with residents (public tenants) many times. The old compound
consisted of (7) no. of (8) units (4) storey old buildings, that is totally (224) household units,
among which (223) household families were needed to discuss to get their satisfaction and one
unit is estate management office from DHSHD.
As for the old buildings, the room areas were narrow, the buildings were old, and the rental fee
was low and did not match the characteristic of Yangon City. The location of this estate is
very near to Botahtaung Pagoda, which is one of the tourist attraction places and also included
in the downtown area of Yangon. The total number of household units (223) is not too much
in comparing with other public rental housing estates under the management of DHSHD.
The land area is also not too wide and just (2.486) Acre. Because of the narrow space of the
old units, it made advantages to negotiate with the people for the room area of new housing in
relocation. Although the old units are 320-450 sft(30-42 sqm) wide, the new units which will
be given them back as a rental housing is 600sft(56sqm) wide. The rental fee will be collected
higher than before, around (50000) Kyats per month. These fees will go to the regional
government budget of Yangon region.
After getting agreement from (223) families, DHSHD prepared for tendering stage in which
the developers or construction companies must have competitive their own conceptual design,
architectural design, construction method and profit sharing ratio at the same time. The bidders
needed to make presentation for the above issue during competition. The responsible
engineers, architects and experts form MOC and DHSHD asked questions what they wanted to
know and chose the most feasible design and company by evaluating their presentations.
In the tendering stage, two companies succeeded the tender with the same marks. DHSHD
selected one conceptual and architectural design for this project and let these two companies
carried out half by half. The advantage of choosing two companies is that they are competitive
to each other and the project will be driven to finish faster with better quality.

11
According to the conceptual design, the project consists of (2) no of 12-½ storey buildings and
(2) no. of 15-½ storey buildings. The former ones are to relocate the old tenants. The profit
sharing ratio will be described in Appendix-3. The reasons for building 12-½ storey are to get
BCP faster by reducing one step for submittals. According to YCDC’s rules and regulations,
all building designs above 12- ½ storey have to submit CQHP to get design approval and then
YCDC will issue BCP. It will take more time about six months depending on the designer's
quality.
There are totally (10) public rental housing projects which were executed and managed by
DHSHD. All these housing estates are needed to make redevelopment by relocating. But there
are some difficulties and challenges to implement and only two projects can be carried out.
Among these two, this project is the first one and nearly finished, and will be hand over to all
the tenants on 1st November 2015. Some families have already accepted and lived in their
rooms since 1st July 2015.

Table (1) Table for Project Description

No. Particulars Name / Items

1. Project Name 51st Street Public Housing Redevelopment Project
2. Project Owner Department of Urban and Housing Development
3. Project Designer Skill Architectural Group(Architectural Design)
U Aung (Structural Design, Rainbow Engineering
Consultantcy Ltd.)
Dr. Nyan Myint Kyaw(Structural Design)
U Saw Christopar Si Maung (Water Supply and
Sanitation)
U San Tin and Daw Than Than Nwe (Electrical)
4. Contractors Maha-nawayat Myay Construction
Triple Aung Construction
5. Project Value 14.1 million USD
6. Scope of Project - All the units in (4) buildings must be ready for
residents
- All the common spaces and relaxation area must
be finished and ready to occupy
- connection to city water supply system, sewer line,
drainage system
- Electrical substation for YESC's electricity supply
- Internal lane and walk way
- Necessary landscaping as describe in tender
presentation
7. Project Schedule 2013 August to 2017 March
8. Source of Financing Only private sector investment ( presale units of their
rooms from share, profit from previous projects)

12
 Photograph for Public Meeting before the Project was Started

3.2 Project Development

3.2.1 Feasibility Study
(a) Environmental Impact Assessment
Because the project is located in downtown area of Yangon City, there are many high-rise
buildings around this area. For this reason, the population is crowded and the land price is
expensive. Therefore, high-rise buildings are suitable to erect by the complement of necessary
infrastructure such as car parking area, water supply and sanitation, electricity supply, solid
waste disposal, etc.
Although (224) units included in the old compound, the new buildings contain totally (526)
rooms including commercial areas and office spaces. DUHD and YCDC studied the facts that
will get impact to the existing environment, and giving guide lines to the developers who are

13
responsible to reduce the impacts to the environment during construction period as well as for
the smooth operation and easy maintenance of the building facilities in the long run.

(b) Business Case

In the tendering process, the floor area sharing ratio between DUHD and joint venture
companies are 52:48, excluding common spaces to use and relaxation areas. Total floor area
for these project is 638850 sqft(59382 sqm) to share between land owner(DUHD) and
contractors. The figure for floor area sharing is described in appendix-3.
This floor area sharing ratio depends on the location of the project. It will be varied as 30:70,
40:60, 50:50 etc. In suburban areas, if the location does not so developed, it also necessary to
fill many infrastructure works and the land price is cheap as well, the ratio between the land
owner and developer is used to be 30:70. In this project, the location is very nice and the land
price is expensive, apart from electricity substation, other necessary infrastructure can be
connected easily to existing city’s network. Because of competition in bidding, DUHD get
more than 50% that is 52% of total living area in the finished buildings. Although the
developers get 48% in profit sharing, the project is still attractive and profitable at the business
point of view.

14
 Figure (3) Functional Steps of Relocation Project

Discussion Relocation to public tenants by DUHD

Public DUHD
tenant

No Yes
Re discussion
Tendering
Design & Build

Demolishing Inform to Local Design Submittals

Authorities Discussion

No

No
Fire Brigade
YESC YCDC
Department
No Yes

Water & Environmental Road & Building Building Yes

Sanitation Cleaning Drainage (Structural) (Architectural)

Yes
Yes

YESC = Yangon City Electricity Supply Board

BCP
YCDC = Yangon City Development Committee

BCP = Building Construction Permit

After Construction Period
BCC = Building Completion Certificate
Relocation
BCC
Functional step
Communication for liaison

15
(c) The Risks of the Project

The major risks concerning with this project are as follows;

 If the project cannot be finished in time, the people cannot move to the new buildings.
Although they receive additional rental charges, they will not satisfy and want to move
to their new rooms.

 The developers cannot construct the buildings in time and cannot give additional rental
charges because of appearing financial problems.

 Labour shortage appears because of other construction projects such as “Haul Group
from Vietnam is running a huge construction project in Yangon by paying more labour
charges to obtain many labours”.

 Quality problems can appear because of shortage of skill labours and the relocated
people cannot satisfy the finished quality of their new units.

 If something happen for safety problems, the project is under the watch of public and
easy to describe in media.
In order to mitigate these risks, DUHD made risk mitigation plan. In conditions of the
contract, the amount of penalty for delay is expressed clearly. In clause no. (18) of the contract
between the DUHD and contractor, “the contractor must finish the work done as the schedule
attached in this contract. For the delay of the first (6) months, the second (6) months, the third
(6) months, the developer must pay 20,000,000 Kyats for each six months delay. Moreover, if
the finished date is over (6) months, the owner can take all these constructed properties
without paying any charges.” Before the contract was signed, the developers have to keep
performance guarantee that is 3% of total project cost in the Construction and Housing
Development Bank (CHDB) until the project is hand over.
As for the quality of each unit, the architectural specifications are stated in the conditions. In
which all rooms hand over to DUHD must contain kitchen counter with (8)ft length including
steel sink, toilet with EWC pan set, floor tiles in kitchen, bath, rest rooms and verandah, wall
tiles are (7)ft for kitchen and (5)ft for bath & w/c, each unit must include (200) galloon
overhead water tank, etc. Other materials such as door and window accessories and painting
standards are specified in the contract as well. The third party inspection team has been
checking and inspecting along the construction period until the project is hand over. In
addition to this, the responsible engineers from DUHD also check occasionally.
As for the safety, DUHD has given pressure to the developers to keep a full time safety officer
in the site and wearing PPE to the workers, and check the working conditions and working
environment to get safety. These safety activities are kept as a record and giving preference in
the evaluation of the bidders in the next projects.

16
3.2.2 Land Acquisition
The land area is totally (2.486) Acre including infrastructure yard. Because the land is
originally owned by DUHD, there is no problem concerning with land acquisition. The
problems appeared only the people living on this land as tenants. They did not want to lose
their opportunity to live for a long period as before only with small amount of rental charges.
In this project, DUHD implemented joint venture system with private developers.
The project includes (4) buildings and sharing units is done in each building. According to the
condominium law(which is still submitting in people's congress) of Myanmar, the buyers or
owners of living units in condominium will have chance to own partially the land on which the
building is constructed, and the building have to register as a condominium, and must be
perfect with the characteristic of condominiums.
In these new buildings, the relocated units are owned by DUHD, the relocation families will
be tenants and cannot concern with land acquisition. Apart from these units, DUHD will get
other sharing units and will be sold out to public after hand over. In Myanmar, especially in
Yangon, developers are used to run the management activities for operation and maintenance
of the condominium which they constructed for about (5) years. And then Estate Management
Committee is set up in this estate with the participants from the living families and is handed
over by the construction company.

3.2.3 Project Execution Plan

Because public tenants will be relocated in 12-1/2 storey buildings, these two were constructed
with priority to finish in time. During construction period, the tenants were given rental fees
by the developers for two years including demolishing period that is (300,000) Kyats per
month for a unit. The amount of money is covered enough for the tenants to rent a unit in an
apartment near this area.
Once the project was started, DUHD supports documentations to communicate with local
authorities, stakeholders, YCDC and other concerning governmental organizations, and held
meetings with responsible officials to obtain BCP as soon as possible. Because the project is
directly related with public and governmental ministry (MOC), YCDC issued pre-BCP for
these two relocation buildings as a special case.
Just in case, the relocated apartments cannot be finished during the period of rental fee paid,
the developers must pay additional rental charges to the public tenants. Moreover, if the delay
is not excusable, the developers have to pay fine or penalty to the owner (DUHD) as expressed
in contract. According to the project execution plan, the public tenants will be relocated before
the whole project is totally finished at all.
Therefore the people will have to live very near and the same area with the construction site
because the other two 15-1/2 storey buildings will be finished one year after they move to the
new housing units. In this case, the management for safety, pollution and other impact to these
people related to construction site is responsible for the developers. DUHD will acts as a
monitoring agency and solve the problems appearing between the public and contractors.

17
3.2.4 Conceptual Design
(a) Basic Characteristic
Conceptual design is one of the important items in bidding competition. It must be compliance
with DUHD’s restrictions and YCDC’s rules and regulations. Moreover, the conceptual design
must be creative, innovative, buildable, and easy for operation and maintenance in the long
term, cost effective, efficient for land use and will be erect as a land mark in the future.

(b) DUHD’s Restrictions

 The building design must be mixed with rental units and commercial, office (or) must
be a mixed used building.
 The floor area of relocation units must be at least (600-800)sft that is (56-74 sqm) and
must include (224) relocation units
 Floor Area Ratio(FAR) = total floor area/ land area = (maximum 6.0)
 Building Coverage Ratio (BCR) = total plinth area/land area = (maximum 50%)
 20% of project area must be used as inside road lane area.
 Internal lane must be at least (20)ft wide with (4)ft width platform for walking
 Every unit must have enough space for natural lighting and ventilation
 Must include “Ecofriendly and Energy Efficiency” concept
 Must keep set back (20)ft for the main road these are Mahabandula Road and Marchant
Road.
 All buildings must include emergency exit for the case for fire break out
 Structural design must include seismic load calculation to withstand earthquake.

(c) YCDC’s Rules and Regulations

Car Parking Space
In the conceptual design, the buildings are mixed used and must be compliance with car
parking area guide lines described as follows;
 (1.2) no. of cars for each residential unit to calculate car parking area for each building.
 For commercial area and shopping mall, one car per (600)sqft of net floor area
 For restaurant and food shop, one car per (600) sqft of net dining area
 For relaxation area such as cinemas, theatres, concert hall, one car per (5)seats and for
health and fitness centre, gymnasium are one car per (108)ft of net floor area
 For medical use such as hospital and maternity home, one car per (500)sqft of gross
floor area.

18
Water Supply
The whole project requires (150,000) galloon per day for the total usage and developers must
connect YCDC’s water supply piping network by their own expense. Actually developers
wanted to draw water from underground (tube well) because it is much cheaper than piping
connection cost. But DUHD did not allow to take huge amount of water from underground
because it can effect sustainable environment and the life span of the buildings as well.

Sewage and Waste Water

Because the project is located in the downtown area, it has to connect to the city’s sewage
network pipe line and dispose to the waste treatment plant. Before dispose to the network pipe
line, internal self-treatment system is necessary and need to reduce BOD (Biological Oxygen
Demand) up to 20mg/l.

Drainage System
For the storm water, developers have to draw drainage system design and submit to YCDC.
YCDC will check their design and if needed, they give guide lines to mend it. In this project,
after approval from YCDC, (3) no. of box culvert crossing nearby street and (1) big box
culvert (56)ft long crossing main road is necessary together with brick drains to dispose storm
water until reaching Yangon river.

Solid Waste Disposal

Chute system must be included in high-rise building’s design in order to dispose domestic
waste easily by the residents. YCDC collects the garbage in the bins every day.

(d) Factors Required for Fire Brigade Department

The space for standing fire extinguishing properties must be included outside and inside the
buildings. Starting from third floor, there must be the spaces (20)ft long and (10)ft wide at the
passage corner with no floor at the upper level to secure for fire fighting. Moreover, other
internal fire extinguishing accessories such as fire alarms, hose reel, etc. must be installed in
the new buildings. Emergency exit and special lift for fire breaking out are also needed in
these buildings according to their guide lines.
Another factor require for Fire Brigade Department is the store of water for the case of fire
break out. Depending on number of storey, the store of water volume (galloon) is identified by
this department. In this case, the store of water volume (5800) gal is required up to (5) storey
buildings because of using dry riser and (30000) gal water tank is required higher than (5)
storey because of using wet riser for firefighting.

19
(e) Factors Required for YESC
For electricity supply, the developers have to comply with Yangon City Electricity’s Supply
Corporation. All external cables must be connected underground system. 66/11KV electricity
substation must be built and installed in the project area. But the station is not only for this
project, must share the usage with other housings nearby area and the cost for this station must
be shared as well.

(f) Schedule for Conceptual Design

DUHD usually give the period of two to three months to prepare conceptual design and
architectural design for tender competition. As for this project, tender declared at the start of
January 2013, closed tender form at the end of March 2013. Presentation for competition was
held in April 2013 and the selection was declared in May 2013.

Figure (4) Bar Chart for Conceptual Design Schedule (in the year 2013)

No Name of Work Jan Feb March April May

1. Tender form selling
2. Design Preparation
3. Design Presentation
4. Choosing for selected design
5. Declaration for section

(g) Quality Management for Design

In the tendering stage, to control the design quality which include all designs such as
conceptual design, architectural design, structural design, M&E design, the contractor need to
bring all design professionals ( the leader of each team) to the presentation for tender
competition. Design team organization chart and the qualification of team members for each
design team have to present. According to the marking system of technical evaluation in the
tendering process, the marks of the company depends on how strong in technically of design
team which the contractor choose because the tender selection system is QCBS (Quality and
Cost Based System).
After the design team was chosen, in the pre-construction stage, the designers must submit
DUHD for the approval documents of concerning department such as YCDC, YESC, Fire
Brigade Department, CQHB, etc. And then, all the design sheets were checked sheet by sheet,
by holding design meetings together with all the designers, quality consultants, and
responsible site engineers from construction companies in order to run smoothly in the
construction process.

20
In the construction stage, shop drawings were distributed in time to the contractors by the
designers not to get delay. DUHD and quality consultant team usually gave reminder to the
designers if the shop drawings cannot get to the site a week before the works were started.

(h) Problems Detail for Design Phase

In the design phase, there were two distinct problems appeared. The first one is concerning
with car parking area. According to YCDC's rules and regulations, there was not enough space
to park 1.2 no. of car per unit. As a special case, YCDC released their rules only for relocation
units, one number of car parking area for two relocation units because YCDC did not want to
delay the relocation because of their rules. Relocation units are only in 12-1/2 storey buildings
and the rests two are 15-1/2 storey buildings. For these buildings (15-1/2 storey) the
contractors need to add one more storey in basement for sufficient car parking space. The
contractor has to build (2) storey basements instead of one storey basement described in
original design. The floor area sharing ratio was not changed for the additional basement
because this area is included in common use.
Another problem in design phase was appeared in structural design. Although DUHD chose
one architectural design, the two contractors chose the structural designers as they like. For
this reasons, the structural design for the same buildings especially foundation designs are
totally different. This makes some difficulties to YCDC's design checker to be busier and
Quality Control team to study two designs for inspection. Even though DUHD and YCDC
requested them to construct with the same structural design, the contractors were very strict
and no one want to cancel their design. At last DUHD and YCDC let them continue by
separate structural designs. Although foundation designs are different, superstructure and other
M&E designs are almost the same.
Some photographs of construction works and designs are described in Appendix-8.

3.2.5 Demolishing Process

Demolishing of (7) buildings was started in August 2013. This step is not included in contract.
DUHD made another tender for demolishing and chose the person who can give the largest
amount of money for these old buildings to demolish and reuse. Demolishing contractor
wanted to get old brick as much as possible and used to made slowly. Therefore, DUHD gave
pressure to demolish within short period by checking work progress in every week. Moreover,
DUHD recorded the structural design especially foundation designs of these old buildings to
study the building technology for those ages.

21
3.2.6 Construction
(a) Pre Construction Works
Before construction started, the two contractors and their engineers had to come to MOC,
office no(11), Naypyitaw and explain their structural designs, M&E designs, construction
methods, the use of construction materials concerning with their buildings to the Minister,
Deputy Ministers, Director General of DUHD, and other responsible officials. Minister and
Deputy Ministers asked questions to get the commitments and gave necessary guide lines.
In this stage, Inspection Company to inspect and check the construction works of this project
was appointed by Minister. In which TOP engineering and consultant group was chosen to do
quality control works, and the fee is (1%) of total project cost. This fee must be paid by the
developer. One of the important activities in pre-construction phase is to plan for master
schedule for construction which is described as follows;

Figure (5) Project Program (Master Schedule)

Sp = Sub program

Sp 1 Demolishing and Site Cleaning

Sp 2 2 no. of 12-1/2 Storey Bldg.

Sp 3 Connection of Water Supply & Sewage Network

Sp 4 Transformer & Electricity Connection

Sp 5 Drainage System

Sp 6 Internal Lane and Walk Way

Sp 7 Construction of 15-1/2 Bldg.

Sp 8 Landscaping

Aug(13) Jan(14) July(14) Jan(15) July(15) Jan(16) July(16) Jan(17)

Time Frame

22
 Before the construction phase was started, it is needed to set up project organization perfectly
and this organization chart must be placed in the project office.

Figure(6) Project Organization Chart for 51st Public Housing Redevelopment

Project

MOC

DUHD

TOP Engineering & Consultant Group (QC)

Mahanawayat Myay Construction Triple Aung Construction

Design Team Internal QC team Design Team Internal QC team

Sub-Contractor
Sub-Contractor Civil works Water Supply& Sanitation
Sub-Contractor Sub-Contractor
Electrical Civil Works Water Supply&
Works Sub-Contractor Sub-Contractor Electrical Works
Sanitation

Functional step

Communication function

23
(b) Foundation Works
Although the two 12-1/2 storey relocated buildings are the same in architectural design, the
structural design, especially foundation designs are totally different. The two developers were
competitive to each other and their communication is not good. It can effect some problems to
DUHD, but the advantages is better in quality and faster in construction works by comparing
their work progress and quality.
The two developers are Maha-Nawarat-Myay Construction Company and Triple Aung
Construction Company. The structural designers of Maha-Nawarat-Myay built the foundation
with 14”x14” RC precast pressed pile (1219 no.) and pile cap. Triple Aung built foundation
with 12”x12” RC precast pressed pile (1054 no.) and mat foundation.
According to the nature of high-rise building construction, foundation is the most difficult to
do and take longer period. The two companies need to made pile load test and reported the test
result to DUHD.
Because the two companies were working foundations with different design, they submitted
their own schedule. Nevertheless, DUHD did not accept it and held meeting with chief
engineers from these two companies and determined the exact finished date of foundation
works. This date must be correspond with the master schedule attached in the contract. This
work schedule for these two 12-1/2 storey buildings is described in appendix-7.
Foundation works especially piling works are executed by the same subcontractor named
"Myanmar V-pile Company". Separate work schedule for foundation works including piling
works are as follows;

Figure(7) Separate Work Schedule for Foundation Works

No. Name of Work Dec(13) Jan(14) Feb(14) Mar(14) Apr(14) May(14)

1. Site Clearing

2. Pile Load Test

3. Piling Works
4. Pile Cap/Mat Foundn.

The quality for foundation works was carefully checked by quality consultants. Precast
reinforced concrete piles were tested by rebound hammer whether it has sufficient concrete
strength or not. Destructive tests for concrete and mild steel was done regularly by quality
consultant and reported to DUHD. Contractors have to send sample of mild steel to test for
every brand before they use in the RC works. Slump test were done for every batch of
concrete and also took cube mould for testing strength. Although batching plant cannot be

24
placed in the site area, ready mixed concrete was purchased from the nearest plant to reduce
travel time. Concrete for pile cap or mat foundation were placed mostly in the morning in
order to reduce temperature during concreting. DUHD's engineers also made counter check to
quality consults in order to get safe quality foundation for the buildings.
During foundation works, the major risks are;
 Cube test results are not conforming to the design strength although the concrete works
have already finished and corrective action will cause delay.
 Heavy rain appears unexpectedly and the site becomes flooded and difficult to
continue foundation works and causes delay.
 Land slide happens because of not enough sheet pile and cannot control media and
effect the reputation of the site, contractors and DUHD as well.
Although these major risks were registered and made risk mitigation plan, some problems
appeared during foundation works. These problems are;
 YCDC water supply pipe (2"Ф) caused a lot of leakage and land slide happened in 51 st,
but neighborhood people thought that problems raised because of the construction site.
 The people living near the construction site did not accept to do overtime because of
the noise of machine and difficult to make catch up program whenever delay appears.
 The people living in the building (eight storey ) located on the opposite site of 50 th
street made problems by the reasons that their building caused vibration, whenever
piling works were done although the designers were using pressed pile.

(c) Superstructure Works

Although foundations designs of these two 12-1/2 storey buildings are different, structural
designs for superstructure works are almost the same. DUHD’s responsible engineer is
inspected and check to the sites once a week and report to the Director General of DUHD and
Deputy Minister of MOC once a month. The items containing in the monthly report are
progress, quality, special items described in inspection report, the testing result of destructive
test, NCR (Non Conformance Report), programs of corrective action and preventive action,
CAR (Corrective Action Report), etc.
The responsible engineer from DUHD can prepare monthly report only after reading the
inspection report from TOP engineering and consultant group. For this reason, if the
inspection company cannot send the monthly report in time, DUHD’s engineer will have to
face delay problem in reporting monthly on time. At that time, notice letter for sending report
is issued to the inspection company.
The construction method is conventional as cast-in-place for reinforced concrete works and
brick walling. Using pre-cast panel has not been used widely yet, but it is started to use in
another housing project located in Dagon Seikkan township, in which the area is wider and no
difficulties to carry and install by heavy machines.

25
(d) Architectural Works
According to work schedule, architectural works were started on 15 May 2014 that is after
removing scaffolding under reinforced concrete slabs and beams. These works include brick
walling, plastering, doors and window works, painting, tiling, etc. The developers prepared
one simple unit for relocation and approved by Inspection Company and DUHD for the
standard quality and the use of materials. Inspection Company and DUHD check it and give
guide lines if something needed.
Every relocation units must include kitchen counter with (2)ft width and (8)ft length
containing steel sink of medium size by medium class, floor tiles for kitchen, bath, w/c room,
verandah and outside ventilation space, wall tile with(7)ft height for kitchen and (5)ft height
for bath and w/c rooms. The tiles and other materials for architectural works must be made in
Thailand, and do not allow to use the materials made in China. Other countries’ product such
as Korea and Hong Kong are also allowed to use.

(e) M&E Works

In order to finish the project in time, M&E works including external and internal works are
constructed at the same time with the architectural works and upper floor level structural
works. Ground water tank, septic tank, electrical accessories installations, internal water
supply works such as setting water closet are also done parallel to other architectural works.

(f) Infrastructure Works

Other infrastructure works such as paving of internal concrete lane, platform, drainage system,
box culvert, etc. are constructed in open season that is during the period from October 2014 to
April 2015. The most difficult infrastructure to construct is electrical substation because of
financial problem. The owner of housing projects which has to share the cost of substation has
not yet added their financial share to build. For this reason, DUHD requested them to add their
share amount of money and on the other hand, discuss with YESC to get temporary electricity
supply for the relocation units when they move to their new units.

3.2.7 Handing Over

The relocation units and other sharing units of DUHD are handed over by the developers, but
relocation units are first priority to hand over. DUHD set up a special engineering group
including civil engineer, electrical engineers and water supply & sanitation engineers. If the
finishing works are satisfactory for the engineers without any defects, they accept this room
and locked it. If the finishing works are not satisfactory with some defects the contractors are
asked to repair it and recheck again after repairing finished.
After all rooms are accepted by DUHD, the rooms are handed over to the public relocation
tenants. The room number of each family has already decided by drawing lots. If the tenants

26
want to make decoration, they have to inform to the contractor who built the building and
must pay the charges for decoration depending on what they want. The tenants are not allowed
to hire outside decoration contractor not to damage internal piping and other M&E works.

3.3 Analysis: Strengths, Weakness and Recommendation for Improvement

3.3.1 Strength of the Project
(a) Strength of PPP Project
Because the project has been executed by partnering system, that is joint venture with private
construction companies, DUHD did not need to add any financial investment and need to
invest land only a few number of human resources. The benefits are increasing the good image
of the department because the project can improve the living standard of public tenant from
old narrow units to wider units in the modernized new buildings. From this project DUHD
totally get (334) units, among which (224) units are for relocation. The rest are wider units and
can be sold with a good price. The money form selling of these extra units goes to state owned
budget (Union Government Budget).The list of the rooms which DUHD get from profit
sharing are as follows;

Table (2) the Rooms for DUHD's Share

No Type of Building Unit Floor Area No of Room

1 12-1/2 storey Building 600 sqft (183 sqm) 224
2 12-1/2 storey Building 1200 sqft ( 366 sqm) 50
3 12-1/2 storey Building 1800 sqft ( 549 sqm) 8
4 15-1/2 storey Building 2298 sqft (700 sqm) 24
5 15-1/2 storey Building 2390 sqft (728 sqm) 28
Total 334

Another strength point of PPP project is that employees from DUHD especially engineers can
learn the construction technology by inspecting weekly as a counter check to the project.

(b) Location of the Project

The project is located in downtown area of Yangon City and is included in market place.
Although the contractors have to build one more basement, the profit is still attractive and the
contractors can sell the housing units what he will get, with higher price by the favor of
sufficient car parking space. At present condition, many apartments in Yangon City’s
downtown area are facing difficulties for not enough car parking spaces. Tower A and Tower
27
D ( The figure attached in Appendix) are 15-1/2 storey buildings and the view from upper
level rooms are very fantastic for river view (Hlaing River) and directly see to Bohtaung
Pagoda which is one of the famous pagodas in Yangon.

(c) Near to Network Infrastructure

The network infrastructure for sewage system only exists in downtown area. Other areas need
to build soak pit not only for septic tank. The project is also near to City’s waste treatment
plant which is located in the same township and is running by YCDC. The other network is
water supply which is also near and cost around (300) lakh of MMK (23500 USD) to connect
this network. YCDC will supply (1.5) million galloon per day of water to this project. The cost
of water is (80) kyats (0.06 USD) per cubic meter (220 galloon). Therefore the people living in
this housing project can use adequate amount of portable water with cheaper price without any
impact to environment as using underground water.
Another strength point is drainage system for storm water. Because the project location is near
to Hlaing river, storm water can easily dispose to this river easily by road side brick drain and
road cross box culvert.

(d) Get Favor for Permit (BCP)

Although the project is mixed development with public housing and private sharing,
commercial and residential, most of the rooms are for relocation. Moreover, the project owner
is DUHD, under the Ministry of Construction from Union Government; YCDC released some
restrictions in order to execute the project successfully. The two issues which are released by
YCDC are –
 Car parking area for relocation buildings
 Giving Pre-BCP for these two buildings

(e) Having Good Consultants

Because the two contractors are too much competing to one another, each of them hire the
strongest professional consultants for structure, construction and M&E works. Moreover, the
quality control team that is TOP Engineering and Consultant Group is also the team which
was set up by retired governmental high rank officials from Ministry of Construction. For this
reason, the project is forming like as an institution of strong professionals. Although the two
companies are competitive to each other, the professionals and specialists from these
companies and QC consultants can communicate each other smoothly.
Moreover, no one wants to lag behind another in terms of schedule and quality. Therefore the
project can run faster with better quality because of competitiveness and DUHD did not need
to give much pressure to finish on time.

28
(f) Regular Visit of Authorized Persons
Because this is the first project for relocation, every stakeholder is interested in the
implementation works. The project has been progressing in line with work schedule because
the authorized persons (Ministers or Deputy Ministers for Construction) visit the site and held
a meeting with the two companies and consultant group in every two weeks. The authorized
persons were used to ask the problems and difficulties facing in the site and gave supportive
directions. Although the delay happened for one or two weeks because of labor problems and
some other construction problems, the contractors have to submit catch up programs not to
delay the whole building schedule and also the whole project.

(g) Good for Safety and Health

Because the project is located in the crowded area, the works have been doing under the watch
of public. The contractors want to improve their image and reputation and, the works were
carried out carefully not to happen any accident. Mahanawayat Myay Construction started to
implement safety programs. All workers, supervisors and engineers were issued PPE and
ordered to wear it and must pay fine or penalty if someone did not wear PPE. Safety signpost
were placed where necessary and done site cleaning every day when all the works were
finished. One month after this company's safety program, another company also followed this
kind of safety program. For this reason, any distinct accidents did not happened for both
companies except small ones and near miss.

3.3.2 Weakness of the Project

(a) Problems Between two Companies
Although there were major strength points as described, some weakness appeared because of
competitiveness of the two companies. Sometimes both of them are difficult to handle by
DUHD. Interior accessories of each building such as door and window, water supply and
sanitation and, electrical accessories were used by different brand. Even external features are a
little bit different. Mahanawayat Myay construction used tiling works in external, but Triple
Aung used only painting. These differences make relocated tenants feel something. If all the
external appearances and internal accessories are the same, public tenants may not have any
feelings.

(b) Weakness Concerning with Quality Control Consultant

In the formal practice, QC consultant has to select by tendering process. In many projects,
design teams used to take inspection jobs for quality control of the building construct by their
design. In this project, the architectural designer, Skill Architectural Group tried to get QC
works. They have the reason that they grow a tree and want to look after until it grown up. But
the authorized officials from MOC rejected this group by the reason of not having strong civil
engineering professionals in this group.
29
And then TOP Engineering and Consultant Group was appointed by MOC to do quality
control in this project. Most of the members in this group are retired high rank officials from
MOC. For this reason, responsible officials form DUHD (MOC) felt hesitates to say anything
whenever the delay of report or other quality problems appeared. This QC team inspected only
structural works although they are responsible to inspect architectural works as well until the
project is handed over. They decided the scope of works they have to do by themselves.
Another weak point concerning with QC team is the payment of inspection fee. Before the two
contractors signed the contract, employees internal transferring appeared in DUHD. The
officials related to this project were moved to another division and the new one coming from
another division was not skill in contractual works. Actually the essential clause in the contract
concerning with QC consultant is that –
“The fees for QC consultant were paid by the contractors and it is installed to DUHD.
And then DUHD charges to QC consultant for this fee”
This clause was not included in the contract and the contractors paid directly to the QC
consultants. Because of this condition, the QC team cannot inspect strongly to the contractors.
The QC teams itself do not like this condition of receiving their fees directly from contractors.
They want to receive their fee only from DUHD.

(c) Construction Technology

The buildings have been constructing by conventional method. All reinforced concrete works
are cast in place and walling by brick. It took longer period than modern precast technology. If
precast technology is used, the buildings for relocation can be finished within a year. Because
it is a relocation project, the contractors need to pay outside rental fee to public tenants for the
construction period, that is (2) years for these buildings. For one year, it will cost 806,400,000
MMK (632,000 USD) and this cost can be reduced by completing a year earlier by
constructing precast technology. Therefore building technology is still weak and it is still a
challenging problem in the construction industry of Myanmar.

(d) Weakness in Health and Safety Issue

Because Myanmar is a developing country, safety and health programs are not strong in most
of the construction sites. Only a small number of construction sites have safety program
because rules and regulations for this issue are not strong until now. Nevertheless, 51 st Public
Housing Redevelopment Project was included in this small number of projects which have
safety program.
In this project, the contractors and project managers made the employees and workers wear
PPE. They collected fine, 15000 Kyats (11.75 USD) for supervisors and engineers and 10000
Kyats(7.8 USD) for workers not wearing PPE on the site. But bonus or incentives were not
given to anybody for regular and systematic wearing PPE. Because of lack of motivation, only
fine and no bonus, the safety program was not last long and the rules gradually came to lose.

30
When the structural works finished, only a few workers wear PPE and this PPE is only helmet
and coat.

(e) Lack of Discussion with Relocated People during Construction Period

This weak point is raised by owner’s (DUHD) side. Public tenants were given rental charges
(market price) for (2) years starting from July 2013 to June 2015. Although the finished date
of these 12-1/2 storey buildings are October 2015, the contractors promised to finish the
relocation units in July 2015 and they will take responsibilities for the safe living of the
tenants although the buildings have not finished yet.
DUHD did not discuss and informed about this condition to the public. Because DUHD gave
pressure to the contractors to finish these units in time, the contractors tried hard by adding
double number of labors and over time starting from March 2015 in order to hand over to the
public in June 2015. All the schools will reopen in June although they received the rental
charges up to July.
When they finished and about to hand over, some tenants submit to MOC that they do not
want to live in the buildings which is under construction although the contractors make safe.
Only one third of the tenants moved to their relocated units and, the rests wanted to stay
outside by receiving additional rental charges. The contractors were given pressure to agree
with public by the MOC. In this case, contractors paid additional rental charges for three
months for (153) households. The contractors did not satisfied much because they cost two
times, one for finishing the works in June and another for giving additional rental charges.

3.3.3 Recommendation
The following facts are recommended in order to get successful housing relocation projects;
 Separate tenders for design and construction should be made instead of Design Build
system because the project is related to public and need to make discussion in design
stage for their relocation units.

 QC/QA consultant for inspection should be selected by tendering process.

 The inspection fee for QC/QA consultants should not be paid directly from contractors
although it is expensed by contractors. Contractors install to DUHD account and
DUHD charges to QC/QA consultant depending on finished work done.

 The scope of work should be written clearly in the contract for inspection works.
Quality control and quality assurance should be made not only for structural works, but
also for architectural works and M&E works as well, until the project is handed over.

31
  The construction technology must be updated in the next relocation project in order to
save time and cost. Conventional brick walling have impact to sustainable
environment.

 Triangle meeting with DUHD, public tenants and contractors should be held three or
four times during construction period and must explain them the conditions of
construction works and ask their desire and try to fill within the scope of contract.

 Health and safety program should be encouraged by giving bonus or incentives for the
obedient of safety rules and restrictions in the construction sites.

3.4 Lesson Learnt from the Project

There are ten lessons learnt from this project for the implementation in the future project.

1) The Design Build procurement technic is not good enough in this kind of relocation
project. Because of this tendering system, there are many factors including profit sharing
ratio to consider for choosing contractor in the tendering stage and cannot get a good
architectural design for the building. Therefore separate tender for design and
construction is better to get good design and for user satisfaction.

2) Although architectural designs for the two relocation buildings are the same, the finished
buildings are a little bit different in some ways because of building by two different
contractors with different ideas. Instead of choosing two contractors, only one contractor
is better by writing clear statements in the contract concerning with specification, quality
and reward for defects , penalty for delay, etc.

3) Among the contractors, one contractor did not want to use good quality materials in
architectural works such as door & window accessories, tiling works, etc. Because of
DUHD’s enforcement and the competitiveness between the two contractors, good quality
materials are used. In order to improve the quality of buildings and related infrastructure,
the share for the owner should be reduced instead as of 52% unit floor area share.

4) The quality consultant was chosen with appointing system by MOC( Ministry of
Construction) and there are some weak points in the quality consultant team such as delay
for reporting, only took responsible for structural works , etc. Therefore choosing quality
consultant by competitive tendering system (QCBS ) is more effective than appointing.

5) In this project, each contractor holds their weekly meeting by oneself without inviting
DUHD and quality consultants. Because of this reasons, some problems relating to the
whole project are delay to solve and can solve only when the authorized persons from
MOC such as Minister or Deputy Ministers visited to the site. In the future project,

32
 weekly meetings should be led by DUHD by inviting quality consultant contractors and
designers (if necessary) and distribute meeting minutes regularly.

6) No contractor want to construct electricity substation because of the cost is high around
1800 million Kyats. This costs has to share with nearby housing projects located in this
area in which some projects are under the management of DUHD and some are private
projects. It took long period to collect the cost of their share. DUHD had to requested to
YESC to give temporary electricity supply for the relocation units. Therefore sharing
costs for electricity substation should be done in the early stage of the project although the
substation has not constructed yet. If so temporary installation of electricity will not be
needed.

7) The quality consultant defines their scope of work by themselves and only done for
structural works. The result is that DUHD found the differences only when the works are
finished. Therefore not only the quality check for structural works, architectural
designer’s check and approval for his design is also necessary at least twice a month when
the architectural works start and this fees should be added in the design fee request.

8) Because public tenants were met only when the works were finished, they have no chance
to know the site condition in advance. Therefore tri-party meetings with DUDH,
contractors and public tenants, must be done three or four times during construction
period.

9) DUHD assigned a representative official to this project. Therefore only one person knows
about the project. The entire junior engineer’s group should be affiliated with senior one
to study construction and QC inspection works from practical construction site.

10) In all JV projects, inspection fee is given by contractor’s side. Because of this reason,
inspectors felt hesitate to take action in some cases. Therefore the quality consult’s fee
should be paid by DUHD (owner’s expense) by making budget allocation or in some
other financial ways.

3.5 Develop a Framework for Housing Project Development Strategy

3.5.1 Inception Stage
In the first step, project team have to set up involving professionals from related field such as
architects, engineers, lawyer, land acquisition specialist, etc. Second step is to choose the
location of the site, which must be good for market place, good soil condition and feasible for
other environmental issues. The third step is to discuss and negotiate with public which is
needed only in relocation projects. The related people will be explained how to make
relocation, how many square meter wide for the new units, how much rental charges will be
given during construction period, how much rental fee will be charged for the new units, etc.
In this discussion, local authorized persons have to invite and make as evidence. Sound
recording system must be made in this meeting because the project will last one or two years
and some people will forget what they said at the start.

33
The public tenants should be explained not only one plan, at least two plans as plan A and plan
B. If only one plan is explained, only the result for this plan will always be considered in their
mind and difficult to change depending on conditions.

3.5.2 Feasibility Study

In this study, there are many issues to get feasible which include environmental impact
assessment, rules and regulations concerning to the site location, whether the project is near to
existing infrastructure network or not, whether it is possible to use existing infrastructure
during construction period, the mind set and attitude of neighborhood, etc. One of the most
important issues in this stage is to confirm land acquisition. Many projects used to suffer
because of land acquisition problem.

3.5.3 Pre-construction Works

(a) Tendering for Designs
Although "Design Build" system for project procurement is good, it is not suitable for
relocation project because this kind of project is related to many public households and need to
make clear everything concerning with this project. In this stage, client must study rules and
regulations from related organizations such as City Development Committee, Fire Brigade
Department, and Antique Building Maintaining Organization, etc. These restrictions and other
client's requirements should be described clearly in the tender invitation.
The competitors have to submit conceptual design, architectural design and construction
method. The winner must submit structural design, M&E design, interior decoration design
and landscaping design within three months after selection. The design fee should be paid by
the client first, but it will be installed by the contractor later. Total time duration for design
stage should be six months. A firm contract should be done between the project owner and
selection design team.

(b) Tendering for Construction

Tendering for construction works, and QA/QC works can be made at the same time in order to
reduce time duration. If the project is developed by owner's financial source, the contractors
need to check whether owner's financial source is strong or not. If the project is developed by
partnering system as joint venture process, the owner need to check contractor's financial
source before selecting in tendering. Although most of the JV system is implemented by
Design Build System, separate tendering for design is more feasible for relocation project
because it is related to public.
In the tendering system, the contractors are chosen by QCBS. The contractors have to submit
two envelope, one for technical and one for price or profit sharing ratio. The tender selection
committee is chaired by Deputy Minister and Director General, Deputy Director General and

34
Directors from Ministry of Construction. The number of person in Jury Board is (5) to (7)
depending on project size. The marking system for huge project including at least (4)no. of
high-rise buildings are as follows;
 Financial condition of the contractor (10) point
 Construction experience in high-rise building (20) point
 The program for internal QA/QC (15) point
 Required heavy machineries and equipment possession
and resources for qualified engineers (15) point
 The plan for investment and fund flow (10) point
 Plan for master schedule (construction period) (10) point
 Unit sharing ratio for finished buildings (20) point
Total (100) point

(c) Contractual Stage for Construction

It is an important stage and all the words written in the contract must be clear. Both side must
check thoroughly the contract and, discuss and negotiate before the contract is signed.
Essential documents in the attachment of contract must include scope of works, drawings,
specifications, master schedule, payment system, fine or penalty for delay, change order
process. In JV system, drawing for sharing units and, the installation of design fee and
inspection fee from contractor to owner is essential to add because there is usually no budget
to pay for this kind of fee in governmental department. Government investment is only land in
JV system.
The contract between owner and quality consultant must include scope of work, payment
system, and reporting system, the essential data and document in the report, etc. The forms for
inspection works and ITP must be attached in this contract.

3.5.4 Construction Stage

(a) Strategy Related to Quality
Before the construction is started, PEP must be prepared by the project manager. In relation to
quality of the finished buildings, PEP must include PQP, in which the necessary documents
for quality such as ITP, the procedure for CAR whenever NCR is issued by quality consultant
are added. And then ITP must also include witness point, hold points and the inspection
procedures. In order to get good quality product, both construction materials and workmanship
must be checked and inspected properly.
One important item to get good quality is the attitude of contractors. Some contractors want to
keep their dignity and good reputation, they want to make every work qualified even though
there is no one to inspect. Whereas most contractors want to get cost effective and do not want
to care their quality and used to do just acceptable and difficult to ask rework for defects.

35
(b) Strategy Related with Time
Because Project Master Schedule has already prepared in the pre-construction stage, separate
schedule with detailing for each work package and also short interval plan is needed to prepare
in the construction stage. When delay appears in some activities, catch up program must be
drawn as soon as possible by holding meetings with related persons such as sub-contractors,
supervisors, material suppliers, etc.
Weekly meeting should be held in the site office during weekdays especially between Tuesday
and Thursday in the morning. Meetings should be held by two portions, one for design
meeting and another for construction meeting and the project participants have to attend only
to the related meeting. Meeting minutes for each meeting must be distributed to the attendees
not later than coming Monday.

(c) Strategy Related to Cost

In order to complete the project without cost overran, reworks must be avoided as much as
possible. Moreover, Variation Orders(VO) should be confirmed by the responsible engineers
to get claim. The engineers for cost estimating of tendering are also an important one to
calculate efficient project cost with profit. In construction projects, there are many items to
waste and only a good project manager can control to minimize the wastage. The plan for
sequence of activities must be correct to reduce undesirable cost overran.
As for the relocation project, the meeting with public should be held at least (4) times during
construction period. Therefore, this meeting should be held quarterly or once in every six
months depending on construction period. By doing so, public can know the condition of the
buildings where they will be relocated and transparency can be established among DUHD,
contractors and public tenants. Unnecessary asking for outside rental fee of extension period
can be avoided by negotiation. Local authorities have to invite to attend these public meetings
as evidence for discussions.

(d) Strategy Related to Safety and Health

Safety and Health issue is related to time, cost and reputation of the company. Some of the
cost overran and delay problems are concerning to accidents in the construction sites. For this
reason a good Safety and Health procedure is necessary in every construction site. Tool box
meeting must be held in every morning before the works start. Safety officers and Safety
supervisors must be employed adequately in the construction sites by the contractors. Fine or
penalty should be done for the workers who do not obey safety rules and do not wear PPE
systematically. Not only fine, bonus should be praised for the workers who wear PPE
systematically and always obey safety rules.
On the other hand, empowerment system should be used such as safety supervisors or work
supervisors have power to stop the work whenever the site have unsafe conditions or the
workers are doing unsafe work or without wearing PPE systematically.

36
3.5.5 Commissioning
Commissioning must be made for electrical and mechanical machines and equipment when
the building is finished and before handover. The responsible engineers from Construction
Company or material supplier must explain the practical operation with the manual guide
book. The client's representative or resident engineer must note down the operation works,
maintenance procedures and avoidance. In relocation projects, the representative on behalf of
public tenants has to invite to involve in the commissioning process.

3.5.6 Handover
In normal construction project, the building is handed over from the contractor to the client as
the substantial completion. Copies of manual guide books for M&E installation works are
transferred to the client. Defects or some works which the client or user do not satisfied must
be repaired within the scope. In relocation project, contractors have to hand over to owner and
owner hands over to the public tenants systematically.
The most important documents for this stage is BCC (Building Completion Certificate) to
hand over from contractor to client or unit purchaser. Without BCC no one can occupy in this
residential building and if stay without BCC, fine or penalty have to pay by per diem rate. The
rate is mostly 10000 Kyats per day for one unit. The contractor has to take responsibility for
getting this document (BCC). Although it is an understanding in the residential construction
work, it should be written clearly in the construction contract.

3.5.7 Project Close out

One or two year (depending on the contract) after substantial completion, the project is closed
out at final completion date. During this period, the major participants of the project such as
owner, designers, contractors and project managers have to review the whole project and
operating systems in order to get lessons to learn for the next project. All the financial
payment must be completed at this stage. Both the owner and contractor must keep the
necessary documents such as drawings and manual guide books as a record.

37
Table (3) Comparison for Existing and Proposed Improvement

Stage Existing Proposed Improvement

Inception Do not formally set up project Set up project team formally and
team including professionals assign duties and responsibilities
in related fields. clearly.

Feasibility study Do not have proper feasibility Should do proper feasibility study
study, only for network with the intention of sustainable
infrastructure and market environment for the people living
price of the finished units. this region.

Tendering Although the winner for A firm contract should be done for
for Design architectural design is chosen the quality improvement of every
and the awarded price is design concerning with the project.
given, there is no proper
contract between designer &
owner
Tendering Two envelops systems is used Good enough in current project
for construction by choosing QCBS in starting in 2015.
tendering for contractors.

Contractual Include only penalty for delay, Should also include more detail in
Stage general for scope of work in scope of work, reporting system,
for Construction the contract. quality standard, rework for defect
etc.
Construction Weakly project meetings are Weekly meetings should be held
Stage held separately by the with the guidance of DUHD
contractors, without inviting together with the contractors,
DUHD. quality consultants and designers
(if necessary)
Meeting with public tenants Tri-party meetings between
are only held before and after DUHD, contractors and public
the construction. tenants should be held three or
four times during construction
period.
There are no enforcement for Safety and Health program should
Safety and Health issue by the be made enforcement to reduce
authorized organizations. accident and near miss.
Commissioning The responsible engineers It is good enough for current
from construction company or projects.
material suppliers explain the
practical operation with
manual guide book.

38
 Stage Existing Proposed Improvement
Hand-over Manual guide book for M&E Copies of manual guide book for
installation works are kept in M&E installation are transferred to
contractors. the client.
Project Project review is done just a Project review should be done
Close out little by contractors only in systematically and thoroughly by
some project. the project team for every project
to get lessons learnt for the next
projects.

39
 Chapter (4)
Conclusion

In the construction industry, there have been many projects implemented successfully for
commercial, residential and mixed used. But only few projects are executed for the purpose of
relocation. The project team needs to manage carefully in this kind of project because of
relating to public. Actually public tenants are not owners, but sometimes they want to get more
opportunities than the one who purchased the units. Although the purchaser can be negotiated
and they can be patient for a few month delays, the tenants cannot be patient and they are used
to want more market rental charges to stay outside for delay. If they do not satisfy and inform
to president office or Yangon region chief minister office or journalist, the project team will
get busy for the explanation of real condition.
Because construction is a dynamic business and plays many people with specific professionals
such as architects, engineers, contractors, material suppliers, management people, labours, etc.
Therefore, the pace of all these members must have balance to complete the successful
housing project.
In conclusion, not only for project management strategy, communication and negotiation
strategies are also necessary in order to develop the successful public housing relocation
project.

40
Appendix

Appendix 1

41
 Appendix 2

42
 Appendix 3

Comparing Old Building and New Ones

Profiting Sharing for Rooms in Buildings

43
 Appendix 4

44
 Appendix 5

Typical Floor Plan of Relocation Building (1st to 6th Floor)

Typical Floor Plan of Relocation Building (7th to 12th Floor)

45
 Appendix 6

Two no. of Condominium on the Main Road (15-1/2 storey)

46
 Work Schedule for Relocation Buildings Appendix 7

51st Street Project Progress Plan

2013 2014 2015
No. Task Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul

1 Knocking Down

2 Site Claning

3 Pile Work

4 Foundation Work

5 Ground Floor Slab

6 1st Floor Slab

7 2ndFloor Slab
8 3rdFloor Slab
9 4thFloor Slab
10 5thFloor Slab
11 6thFloor Slab
12 7th Floor Slab
13 8th Floor Slab
14 9thFloor Slab
15 10thFloor Slab
16 11thFloor Slab
17 Penthouse Floor Slab

Program
Progress

51st Street Project Progress Plan

2014 2015
No. Task Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

18 Penthouse Roof Slab

19 Mansonary

20 Chowket

21 Electrical

22 Sanitary

23 Painting

24 Tiling

25 Aluminium

26 Steel

27 Ceiling

28 Lift

29 Iron Grill

30 Transformer

31 Generator

32 Landscaping
33 Apron & Drain

Program
Progress
47
 Appendix 8

Photograph for Pile Cap Construction

Construction Photograph for Floor Slab

48
 Appendix 8

Construction Photograph for Floor Slab

Construction Photos for Relocation Building

49
 Appendix 8

Present Condition of Relocation Buildings

50
 Appendix 8

Present Conditions of Relocation Buildings

51
 Appendix 8

Car-parking Area (Basement) of Relocation Buildings

Internal Passage Way

52
 Appendix 8

Internal Passage Way

Outside View of Relocation Buildings

53