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Sime Darby Property Berhad Case Study

830 Words4 Pages

The assignment / project draws attention to the fact that joint venture between Sime Darby Property Berhad (PMT) and CapitaLand Malls Asia Limited (CMA) through its newly established company, Sime Darby CapitaLand (Melawati Mall) Sdn Bhd (SDCMA) in the construction of a new mall in the vicinity of Taman Melawati is in fact a failure due to fact that it was not able to be completed in End 2016 as projected during the official launch by in 3rd October 2013. Thorough this JV, is was mutually agree that PMT will be in-charge of the construction of the mall and CMA acting as the Retail Advisor where they would advise on the design and requirements for the development. The project Superintending Officer were Ahmad Izaham Architect (AIA) and the Main Contractor were Binapuri Holdings Berhad (BPHB). The design consultant were HL Design Group Sdn Bhd (HLD), the M&E Consultants were KTA Tenaga Sdn Bhd (KTA), the C&S Consultants were Nik Jai Associates Sdn Bhd (NJA) and the Interior Designers were Steven Leach & Assiciated (SLA). …show more content…

Subsequently it moved on to analyse the type of organization applied in the project. It then evaluates the life cycle of the project and also its project management life cycle and deliverables. The stakeholder analysis and communication management aspects of the project were then addressed to discover its effectiveness. As a natural progression, the monitoring and control of the project were look into together with the change control system. Lastly, the analysis tried to establish the effects of all of the above on the project success as well as project management

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