FACULTY OF ARCHITECTURE, PLANNING AND SURVEYING

FACILITIES PLANNING AND MANAGEMENT OF BUILDING FABRIC

(BSB706)

MINISTRY OF SCIENCE, TECHNOLOGY & INNOVATION (MOSTI)

PREPARED BY

ASMARINA BINTI AMRAN 2021396023

WAN SITI ZUBAIDAH BINTI YAHYA 2021369937

NURUL NABILA BINTI MOKHTAR 2021514729

ADIBAH BINTI DANH SAPRY 2021338567

NURUL FAUZIANA BT ABU BAKAR 2021736491

PREPARED FOR

IR. MAHAMAD SAIDI SAAD

DATE OF SUBMISSION

3rd DECEMBER 2021

 TABLE OF CONTENT

1 INTRODUCTION.............................................................................................................. 4
1.1 Organisation Background ........................................................................................... 4
1.2 Organisation Structure ................................................................................................ 5
1.3 Business Overview of MOSTI .................................................................................... 5
1.3.1 History ............................................................................................................. 5
1.3.2 Vision and Mission ........................................................................................... 6
1.3.3 MOSTI Core Values ......................................................................................... 7
1.4 Site Description .......................................................................................................... 9
1.5 Building Information ................................................................................................... 9
2 UNDERSTANDING CURRENT PRACTICES ................................................................ 11
2.1 MOSTI Strategic Plan ............................................................................................... 11
2.1.1 Strategic Facility Plan ..................................................................................... 11
2.2 Space Planning ........................................................................................................ 12
2.2.1 Facilities and Amenities .................................................................................. 13
2.3 Manpower Planning ................................................................................................. 14
2.3.1 Introduction of Manpower Planning ................................................................. 14
2.3.2 The Importance of Manpower Planning........................................................... 15
2.3.3 Organization Structure .................................................................................... 16
2.3.4 Human Resource Department in MOSTI......................................................... 17
2.4 Procurement of Management and Maintenance Facilities ........................................ 18
2.4.1 Introduction ..................................................................................................... 18
2.4.2 Procurement Management in MOSTI .............................................................. 19
2.5 IT Strategy ............................................................................................................... 22
2.6 Quality Management................................................................................................ 24
2.7 Risk Management..................................................................................................... 25
2.7.1 Introduction ..................................................................................................... 25
2.7.2 The Importance of Risk Management ............................................................. 25
2.7.3 Risk Matrix ...................................................................................................... 26
2.7.4 Safety and Security Aspect ............................................................................. 28
3 UNDERSTANDING CURRENT FM PRACTICES .......................................................... 31
3.1 Background .............................................................................................................. 31
3.2 Technical Management and Maintenance Facilities Strategy.................................... 32
3.2.1 Maintenance Strategy ..................................................................................... 33
3.3 FM Structure............................................................................................................. 35
 3.4 FM process & procedure .......................................................................................... 35
3.5 Area/Scope of Coverage .......................................................................................... 36
3.6 SLAs and KPIs ......................................................................................................... 36
3.7 Facilities Issue in MOSTI .......................................................................................... 38
4 STRATEGIC ANALYSIS ............................................................................................... 41
4.1 Application of Analytic Tools ..................................................................................... 41
4.1.1 Definition of Analytic Techniques / Methods .................................................... 41
4.1.2 Analytic Tools ................................................................................................ 41
4.1.3 Summary of the Analytic Tools ....................................................................... 46
4.2 SWOT Analysis of MOSTI ........................................................................................ 47
4.2.1 Strength .......................................................................................................... 47
4.2.2 Weakness ....................................................................................................... 48
4.2.3 Opportunity ..................................................................................................... 48
4.2.4 Threat ............................................................................................................. 48
4.3 Potential Improvements ............................................................................................ 49
5 RECOMMENDATIONS .................................................................................................. 50
5.1 Strategic Facilities Planning Excellence Model ........................................................ 50
5.2 Strategic Focus Area ............................................................................................... 51
5.2.1 Utilisation Of CMMS........................................................................................ 51
5.2.1.1 System Not Fully Utilised .................................................................... 51
5.2.1.2 Awareness on The Implementation of CMMS at Workplace................ 51
5.2.1.3 QR System (Archibus) at Parcel F ...................................................... 51
5.2.2 Enhancing Solar Power Application ................................................................ 52
5.2.2.1 Potential of Existing Solar Panel Capacity Is Not Well Explored ......... 52
5.2.2.2 Establish Task Force to Produce Action Plan Report & Estimated
Budget ............................................................................................................ 53
5.2.2.3 Solar Photovoltaic at Parcel F, Putrajaya ............................................ 53
5.2.3 Parking ........................................................................................................... 54
5.2.3.1 Insufficient Parking Space Due to Other Building Visitor ..................... 54
5.2.3.2 Propose for Multistorey Parking System ............................................. 54
5.2.3.3 Multi-Storey Parking System in Japan ................................................ 54
6 CONCLUSIONS ............................................................................................................ 56
7 REFERENCES .............................................................................................................. 57
1 INTRODUCTION

1.1 Organisation Background

The Ministry of Science, Technology, and Innovation (MOSTI) was established in 1973
and known as the Ministry of Technology, Research and Local government. Following
several modifications, the Ministry has also undergone several name changes, which are
the Ministry of Science, Technology and Environment (MOSTE) in 1976, the Ministry of
Science, Technology, and Innovation (MOSTI) in 2004, the Ministry of Energy, Science,
Environment and Climate Change (MESTECC) in 2018 and currently known as the Ministry
of Science, Technology, and Innovation (MOSTI).

Figure 1: MOSTI Top Management

MOSTI plays an important role in restructuring the country’s economic growth strategy
to achieve knowledge-based economic development and acts as a facilitator by providing
the necessary framework to achieve the country’s Science, Technology & Innovation (STI)
agenda. MOSTI is also responsible for matters such as Fund Management, R&D and C&I,
Space Science, Chemistry, Nuclear, Meteorology, Standards, Atomic Energy, Remote
Sensing, Design, Biotechnology, Space, Cyber Security, Nanotechnology, IoT and Venture
Capital. MOSTI has 27 support machinery including Departments, Agencies, Government
Owned Companies, Statutory Bodies, Non -Governmental Organizations, Councils and
Foundations which are also responsible for performing the functions and roles of the
Ministry.
1.2 Organisation Structure

Figure 2: MOSTI Organisation Structure

1.3 Business Overview of MOSTI

1.3.1 History

● 1973 – the Ministry of Technology, Research and Local Government

● 1976 – in Accordance with the functions and responsibilities related to
environmental issues, the name of the Ministry was changed to Ministry of
Science, Technology and Environment (MOSTE)
● 2004 – The Cabinet on March 27, 2004, has agreed to the restructuring of
MOSTE and the Ministry’s name was changed to Ministry of Science,
Technology, and Innovation (MOSTI) in order to spearhead the development
of National ICT, Multimedia and Innovation.
● 2007 – the Function of science and technology separated by cluster of
Biotechnology, ICT, Industry, Space, Sea and Atmosphere, and Science and
Technology Core
● 2016 – On October 3, 2016, MOSTI re-structured with the focus to accelerate
on promoting the commercialization R&D and national innovation programs
● 2018 – After a General Election to the 14 (PRU-14), the whole component of
the Ministry of Science, Technology, and Innovation (MOSTI), the
components of the energy and green technology from the Ministry of Energy,
Green Technology and Water (KeTTHA) and related components of climate
change and environment of the Ministry of Natural Resources and
 Environment (NRE) has been reorganized and formed the Ministry of Energy,
Science, Technology, Environment & Climate Change (MESTECC).
● 2020 – MESTECC has been re-structured, and its name was changed to the
Ministry of Science, Technology, and Innovation (MOSTI) following the
Formation of the Cabinet of the New Government announced on 9 March
2020.

1.3.2 Vision and Mission

Vision

A high-tech nation through Science, Technology, Innovation and Economy

(STIE). Malaysia will become a High-Tech Nation by:

 Leading advanced technology and innovation to increase country’s global

competitiveness.
 Prospering national technology development by strengthening policy and
regulation.
 Providing effective and efficient STIE enablers and services through agile
governance.
 Harnessing talent through inclusive approach for high performance
delivery.
 Communicating science effectively for accelerated STIE growth.

Mission

Spearheading STIER to address national issues and challenges for societal well-
being and sustainable development

 Leading STIE development through R&D&C&I towards wealth creation and

High-Tech Nation for economic growth, environmental sustainability, and
societal well-being.
 Developing STIE enablers and providing services in responding to national
issues through scientific approach, advanced technology, and capacity
building.
 Planning and enculturating STIE in all aspects of life and society to achieve
High-Tech Nation and shared prosperity.
1.3.3 MOSTI Core Values

Figure 3: MOSTI Strategic Core & Objective

Science, Technology & Innovation (STI)

● Administer the latest technology for scientific and analytical services

across sectors in addressing national issues and challenges to ensure
sustainable development
● Digitalize services and businesses in the public and private sectors by
expanding the use of big data analytics and artificial intelligence
● Mobilize the sharing of public sector researchers’ expertise with industry to
drive innovation and productivity as well as enhance human capital
development in both sectors

Development of STIE

● Strengthen research and development (R&D) activities based on

experimental development to increase commercialization in wealth
generation and economic growth
 ● Manage funds efficiently and responsibly to drive innovation for economic
growth and the society well being
● Develop and promote the use of the latest technology and applications
subsequently transforming the industry and society from technology users
to technology developers/creators
● Facilitate and develop potential technology-based start-up companies
globally

Planning and Cultivating STIE

● Enacting a comprehensive science, technology, and innovation policy to

support the country’s economic growth towards common prosperity and
sustainable development
● Mainstreaming STIE in collaboration with MOSTI agencies, other public
service sectors, industry, academia, and society to strengthen socio-
economic development
● Empowering adaptive STIE talent to drive an innovation -driven economy
● Take advantage of science & technology awareness and education
initiatives strategically towards lifelong learning and talent development
● Cultivating science and technology in various aspects of community life

Figure 4: MOSTI Shared Values

1.4 Site Description

Figure 5: Government Complex Parcel C

In general, Parcel C is a government office complex located in Precinct 1, Federal

Territory of Putrajaya (WPP), Malaysia. It currently houses the Public Service Department
(JPA), Ministry of Science, Technology, and Innovation (MOSTI), Department of Statistics
Malaysia (DOSM), Registrar of Youth Office (KBS) and Department of Irrigation and
Drainage (JPS). The construction of Parcel C is strictly guided by the rules and regulations
tailored to the architectural and landscaping design criteria to suit the ecology and tropical
climate. It’s designed was aimed to become a landmark on its own merit. Parcel C was
designed to be inward looking with 7 multi-storey office building blocks ranging from 7 to
13 storeys high and two floors of basement parking. Looking strong, solid, and durable, this
building was to deliver an image of strength and authority yet friendly.

1.5 Building Information

Figure 6: MOSTI (Block C4 & C5)

Located at the south of Parcel C Government Complex, C4 & C5 is a seven-storey

high building with a total net operational floor area of 29,640 m2, accommodating the
Ministry of Science, Technology, and Innovation (MOSTI). This two buildings position
mirrored each other in between a central landscape which is designed to reflect the green-
themed plazas. The building space houses two levels of podium parking that can
accommodate car park space up to 200 bays and seven floors of office spaces and
common areas, mainly caters for working needs where each floor is designated for different
departments from different disciplines.

Building Ministry Of Science, Technology & Innovation (MOSTI)

Government Complex Parcel C, Precinct 1, Federal Territory of

Location
Putrajaya (WPP), Malaysia

2
Land Area 40,442.18 m

No. of Building 2 Blocks (C4 & C5)

No. of Floor 7 (Excluding 2 floors basement parking)

2
Gross Floor Area 29,640 m

No. of Parking 200 bays

C1, C2, C3 - Public Service Department (JPA)

C6 - Department of Statistics Malaysia (DOSM)
Surrounding Building
C7 - Registrar of Youth Office (KBS)
C7 - Department of Irrigation and Drainage (JPS)
Table 1: MOSTI Building Information
2 UNDERSTANDING CURRENT PRACTICES

2.1 MOSTI Strategic Plan

MOSTI Strategic Plan 2016-2021 is a continuation and improvement of the MOSTI

Strategic Plan 2011-2015. This document is the main reference document for the Ministry
in ensuring that the key performance indicators (KPIs) and targets set can be achieved
within the planned period. Improvement efforts can be enhanced through the planning,
implementation and monitoring of programs as outlined in the relevant strategic plan.
MOSTI Strategic Plan 2016-2021 was drafted and produced based on the 11th Malaysian
Plan with the theme of people-centered growth, DSTIN, Science Outlook 2015 as well as
the OECD Reviews of Innovation Policy Malaysia 2016 report.

The MOSTI Strategic Plan 2016-2021 summarizes the direction of the Ministry into six
strategic thrusts as follows:

1. STI Key Policies Remain Relevant

2. Creating Value Through R&D & C&I
3. Effective Service Delivery System
4. STI Practice and Cultivation
5. Optimal Outcomes Through Strategic Collaboration
6. Effective Resource Management

2.1.1 Strategic Facility Plan

According to IFMA (2002) “A strategic facility plan (SFP) is defined as a two to

five years facilities plan encompassing in an entire portfolio of owned and/or leased
space that sets strategic facility goals based on the organization’s strategic (business)
objectives. The strategic facilities goals in turn, determine short- term tactical plans,
including prioritization of, and funding for, annual facility related projects. Effective
strategic facilities planning approaches link an organisation's business demands with
its physical needs, ensuring that a corporation's facilities continually try to support,
rather than hinder, the company's corporate mission. These plans are also flexible and
ongoing documents that may be used for both short- and long-term facility goals.
MOSTI Strategic Plan has been translated into an action plan that outlines strategies
and specific programs that can enhance the capabilities and competencies of public
service delivery in addition to realizing the national STI agenda. In order to achieve
these goals, establishing a Strategic Facilities Plan is very important to facilitate all
plans implemented by MOSTI.
2.2 Space Planning

Figure 7: MOSTI Building Layout

Strategic space planning can be defined as the process of determining the space
requirements for one or more of these organisational objectives, evaluating space
allocation possibilities to meet those requirements, and prioritising space purchase,
disposition, and allocation in accordance with the organization's strategic priorities. In
particular, the effects of project-specific space allocation plan on enterprise-wide space
allocation, usage, capacity criteria, and other aspects are considered during strategic space
planning. Generally, all of the facilities and services provided in the building are positioned
using space planning.

Table 2: MOSTI Building Directory

At MOSTI, most Divisions, Departments and Units are allocated at Block C4 which also
includes amenities and facilities such as cafeteria, surau, gymnasium and also childcare
centre while at Block C5, most spaces accommodate the top management of MOSTI such
as the Minister office, Deputy Minister office and other KSU offices.
2.2.1 Facilities and Amenities

The workspace in MOSTI is a combination of open office layout with cubicle

workstation and private office. The arrangement of the office in each departments have
no significant difference in terms of layout and theme. The workstation however is
planned as such that collaborative areas are within every cluster of workstations. This
coordination provides interaction opportunities between staff in immediate context. The
workstations are organized near the glazing allowing direct light.

Figure 8: Facilities at MOSTI

Provision of conveniences and amenities also plays a critical role in enhancing the
spatial areas of the building. Well-designed facilities create a highly desirable working
environment where it brings a range of benefits towards employees and the
organisation.

Figure 9: Facilities for The Disabled at MOSTI

 Provision for the disabled provides special features and amenities for disabled
users in the building such as parking, pathways, and ramps. For instance, to facilitate
people with impaired hearing or visual, special indicators (Braille) for lifts buttons as
well as its direction of travel are provided in the building.

There are three internal staircases equipped to promote easy access and efficient
circulation within the building. It also advocates healthy living and energy
conservations. Three passengers' elevators and one service elevator are provided in
serving and facilitating the connectivity throughout the building.

The proper design for the interior of the building helps create more spaces,
improve lighting, and colour effects. At MOSTI, the interior has been designed to suit
the building function to make the occupant feel comfortable and safe in their own
space. The arrangement of cubicles is also important to ensure the working space
receives enough light. The office space is a work setting and encourages occupant
motivation and work more efficiently.

2.3 Manpower Planning

2.3.1 Introduction of Manpower Planning

Manpower planning is one of the important aspects in an organization.

Manpower planning also known as Human Resource Planning and workforce planning
in certain organizations. Bartholomew (2016) in his journal defines manpower as,
manpower (or, human resource) planning is concerned with the quantitative aspects
of the supply of and demand for people in employment. Quantitative aspects of the
supply are depending on the size and the business operation of the organization.

MOSTI Human Resource Department is always enthusiastic to deliver the best

services in providing and developing quality human capital in various aspects including
skills and knowledge and implementing the human resource planning to produce
competent and excellent individuals and organizations in a harmonious environment.
Aim of manpower or HR planning is to have the exact number of staff (lack or surplus
of staff is avoided) with the required and preferred KSA (Knowledge, Skills and
Abilities) (Gul, 2017). Each organization's manpower department has a similar aim
regarding the supply and demand for people in employment within the organization.
To achieve this aim, the objective of the manpower department should be determined.
The main objectives of the MOSTI human resource department are to ensure that all
Divisions and Departments under MOSTI have a realistic organizational structure,
planned career development, trained, professional, competent and integrity manpower
to enable the organization to function efficiently and effectively.

2.3.2 The Importance of Manpower Planning

According to the (Juneia, n.d.), there are 5 importance of manpower planning, which
are:
1) Key to managerial functions
2) Efficient utilization
3) Motivation
4) Better human relations
5) Higher productivity

The managerial function is used to assist the management level to conduct the
management process. It consists of planning, organizing, directing, and controlling
processes. Efficient utilization is the crucial part in an organization, and it can be
achieved through staffing functions. Proper manpower planning can boost motivation
among workers since the right position is given to the competent candidate, which can
enhance the working environment and result in increasing motivation among workers.
The relation between humans can be improved through effective control, clear
communication, effective supervision, and leadership. This aspect can be achieved by
working together in a group towards the organization goals. The main outcomes of
productivity of an organization are reducing wastage; this can be in several aspects
including time, efforts, and money.
2.3.3 Organization Structure

Figure 10: MOSTI Organization Structure (Pelan Strategik MOSTI, 2021)

2.3.4 Human Resource Department in MOSTI

There are 13 department under MOSTI to ensure a smooth operation. All of these
department are overseen by the human resources department. Human resource
department encompasses 7 division, all these 7-division function are as listed below.

No. Departments Block Level

1 Commercialization Department C4 2

2 Development Department C4 2

Strategic Technology and S&T Applications

3 C4 3
Department

4 Accounts Department C4 3

5 Fund Department C4 4

6 Human Resource Management Department C4 5

7 International Department C4 6

8 Strategic Data & Future Technology Department C4 6

9 Finance Department C4 7

10 Information Technology Management Department C5 1

11 Strategic Planning Department C5 2

12 Administration Department C5 3

13 STI Culture and Services Department C5 5

Table 3: List of Department in MOSTI (MOSTI, n.d.)

No Division
1 Organizational Development and Human
Resource Planning Section
2 Services Section
3 Human Resource and Competency
Development Section
4 Performance Management and
Promotion Unit
Function
Plan the human resource and the Ministry's
organization development in accordance with the
JPA policies
Manage the recruitment process with SPA and
the Head of Service concerned as well as
retirement, leave and remuneration related
Plan and conduct in-service training programs
(LDP) and coordinate applications for
participation in training programs in and outside
the country
Manage promotion and staff performance
appraisal reports for all Ministries and
Departments staff. Manage the Declaration of
Property and land applications of the Ministry
officers.

5 HRMIS unit Manage Personnel and Service Data of officers

in the agency. Coordinate and monitor HRMIS
implementation activities at the Ministry and
agencies. Manage training and helpdesk any
problems occur in ministries and agencies

6 Psychology Management Unit Manage psychological and counselling services

in Human Resource Management through
development, prevention, and rehabilitation
programs
7 Administration Unit Manage administration and division finances
including preparing of the division's Annual
Operating Budget and manage service book
information
Table 4: MOSTI Human Resource Department Division and Function (MOSTI, n.d.)

2.4 Procurement of Management and Maintenance Facilities

2.4.1 Introduction

IFMA and RICS (2018) describe Procurement management as the process of

selecting the best bidder who can deliver services to clients on time and at a
reasonable cost while complying to contract conditions and regulatory and legal
requirements. According to Bogdan (2013) Procurement management is the process
of selecting the lowest or most advantageous bidder after it has passed through the
selection criteria established by the tender management team, which includes
procurement specialists, project managers, application and solution specialists,
purchaser representatives, document lists, and challengers.

According to (IFMA & RICS, 2018), there are four (4) critical factors to
successful procurement management. These are the ones:

I. Understanding the clients' expectations and demands.

II. Obtaining specific property history and facility services supplied.
III. Proposing an inexpensive cost to the customer without affecting the
client's quality standards.
IV. Realistic contract work schedule.

Figure 1: Procurement process according to (IFMA & RICS, 2018)

2.4.2 Procurement Management in MOSTI

Since MOSTI is a Ministry under Federal, generally the procurement

management follows the standard that has been set up by the central agency of the
Ministry of Finance (MOF). The manual, called Sistem Pengurusan Bersepadu (SPK),
explained the procurement procedure under Prosedur Perolehan Kerja JKR.PK (O).03
(05).

Figure 2 shows the three (3) steps of the MOSTI procurement process, which
are input, procurement procedure, and output. There are five procurement procedures
that must be followed in each government project before a Letter of Award (LOA) is
issued, according to PK 2.1, which was released by the Malaysia Treasury Ministry.
They are as follow:

● Work requisition
● Direct appointment
● Quotation
● Tendering
● Rescue contractor for sick project

Figure 2: Summary of MOSTI procurement process

A. Input

The goal of this procedure is to get and thoroughly comprehend the project's
essence, which includes the project's history, aim, scope of work, cost, timeframe
schedule, and requirements as set out by MOSTI. It must be thoroughly described to
ensure that no information is missing and that the desired outcome is reached.

B. Procurement Procedure

i. Work Requisition

Work requisition is defined as small scale rectification work that does not affect
the original structure and the price is based on the Schedule Price rate. The
maximum rate for work requisition is RM 50,000 and will be based on a voting
system.

Work requisition only eligible for contractors that registered with Construction
Industry Development Board (CIDB) under building/civil works and possess G1
grade, acquire Sijil Perolehan Kerja Kerajaan (SPKK) as well as Perakuan
Pendaftaran Kontraktor (PKK).

ii. Direct Appointment

 Work that does not exceed the value of RM 20,000 can be awarded to the
contractor through direct appointment. Contractor must be registered with CIDB
(G1) and possess SPKK as well as Sijil Taraf Bumiputera (STB).

iii. Quotation

Work that value more than RM 50,000 but does not exceed RM 100,000 should
be invited by quotation of at least five (5) Bumiputera contractors that are registered
with the Ministry of Finance under the related field code.

Work that value more than RM100,000 but does not exceed RM 500,000 should
be invited by quotation of at least five (5) contractors that are registered with the
Ministry of Finance under related field code. Quotation should be open to
Bumiputera and non-Bumiputera contractors.

iv. Tendering

There are three (3) categories of tendering which are open, pre-qualification and
selective tendering. Open tender is for work that value more than RM 500,000 and
above. The tender will be normally advertised by MOSTI in newspapers and their
website. It is open to all contractors that are registered with the Ministry of Finance,
CIDB and PKK. Open tender is often practiced in the construction industry as it
provides fairer competition and with a reasonable price according to the current
market.

Pre-qualification tender is a tender that is open to qualified contractors based

on the requirements by clients on their technical abilities, experience and financial
capabilities. This normally happens to a project that requires special skills or
expertise such as healthcare (construction, waste management, building parts
(aero hub, control system) to name a few.

Selective tendering means that only selected contractors that are chosen by the
client will be able to participate in the tender. Normally the number of contractors in
the selective tendering is no more than ten (10). While pre- qualification tendering
can be an open tender but with extra requirements, selective tendering is more to
close tendering where the client has chosen beforehand few contractors that
qualified to participate based on the client’s needs.

v. Rescue contractor for sick project

 The project is considered ill if and only if the assigned contractor was unable to
finish the project after several extensions of time (EOT). MOSTI's recommended
technique is depicted in Figure 3 below.

Figure 3: Procedures for Sick Projects

C. Output

The tender will be issued to the successful contractor via Letter of Award (LOA),
Indent, and Letter of Acceptance when the entire procedure has been completed. The
contractor is normally alerted a month before the start date to allow them to prepare
for mobilization.

MOSTI also has one integrated system to manage procurement matters which is
known as ePerolehan and iGFMAS. This system has been developed by the Ministry
of Finance, Malaysia and it is a fully online based system. All government agencies
need to adhere with this procurement policy based on good governance practices
which emphasize accountability, transparency, competitiveness, and good value for
money.

Figure 14: Features of ePerolehan and iGFMAS for Government Sectors

2.5 IT Strategy
 Technology helps to enhance and accelerate the construction process, as well as the
building maintenance operating procedures. In the context of building maintenance, it helps
detecting building defects more effectively with technology application in non-destructive
testing. The majority of building maintenance data information could be promptly
accessible, managed, and monitored. Furthermore, a building management system is a
typical system that assists maintenance employees in dealing with problems/defects
connected to regulating and monitoring building services systems. Maintenance employees
may now care for building facilities in a more efficient and effective manner thanks to
advances in technology.

ICT, or information and communication technology, is an expanded version of

Information Technology (IT) that includes communication via audio and video via the
internet across a vast geographic region. ICT, like IT, entails storing, retrieving, modifying,
transferring, and receiving digital data across a cable or connection system. There appears
to be a recent growth in knowledge of the amount to which equipment influences safety
and the work environment, and hence how the relationship between maintenance of the
equipment used and work quality is.

With the evolution of IT, various gadgets may be employed by facility management to
fully use data. With the evolution of IT, various gadgets may be employed by facility
managers to fully use data acquired about the building's state. The information acquired
remotely from sensors, metres, lights, heaters, and other equipment may be communicated
to other building operators for use during preventative maintenance, allowing a decision to
be taken on whether any action is necessary. One of the methods of good maintenance of
buildings using ICT is the utilization of Computerized Maintenance Management System
(CMMS).

A CMMS is made up of a computer database containing information regarding a

company’s maintenance operations. Examples of information stored are the assets
inventory, including quantity, location, condition, brand, specifications and also lifespan.
This information will assist the firm in determining the maintenance activities that will be
required by that specific asset, including the number of times maintenance is required, the
kind of maintenance required, and the replacement of parts if necessary. This not only
helps the maintenance staff do their work more efficiently by recognising which assets
require repair and which areas demand more of that asset, but it also assists management
in assessing whether it is still feasible to maintain that asset or replace it.

Some CMMS can be linked to other programs or systems, such as the Building
Automation System (BAS) by Eagle Technology Inc. BAS primarily manages the energy of
the building by monitoring the lighting and ventilation systems, resulting in energy
efficiency. When combined with CMMS, the building not only reduces energy waste but
also increases longevity.

However, under JKR the facility maintenance system used to the extent of SPFB (as
mentioned in above topic).

Figure 15: Sistem Pengurusan Fasiliti Bersepadu (SPFB)

2.6 Quality Management

MOSTI has been certified by the Standard and Industrial Research Institute of
Malaysia (SIRIM). This entitles them to possess ISO certification of ISO 9001:2008 -
Quality Management System. Standard procedure in ISO 9001:2008 is divided into main
and supporting documents. Main document consists of requirements, fundamentals, and
vocabulary whereas the supporting document consists of guidelines for the application of
ISO 9001:2008. Quality policy is developed by top management of MOSTI. The purpose
of quality policy is:

● To meet the vision, mission, and objective of MOSTI,

● To commit in improvement of MOSTI; and
● To meet customer need and satisfaction.

MOSTI must ensure that the policy and the quality management procedure is
followed, understood, and implemented at all levels. The procedure should be reviewed
from the top management level to the lowest level as possible so that continual
improvement could be made on the existing system.

All quality management systems as outlined by SIRIM should contain corporate

quality assurance manual, quality assurance procedure, quality work instruction as well
as records and supporting documents. Each department in MOSTI has their own quality
management either for project or financial depending on the business nature of the
department.

2.7 Risk Management

2.7.1 Introduction

According to Merriam-Webster Dictionary, risk can be defined as the possibility

of loss or injury. Employees are exposed to various types of hazards during work.
Especially during this pandemic, risk management is a vital aspect that needs to be
considered and well managed. Risk management is the process of identifying,
assessing, and controlling threats to an organization’s capital and earnings (Tucci,
n.d.). The types of risk can be various forms such as legal liabilities, natural disasters,
and accidents. Beyond physical risk-arising from health and safety considerations,
organizations must also address growing financial, reputational, and contractual risk
(Minne, 2018). Financial risks are essential for service providers such as facility
management organizations. Through procurement and management policies and
procedures the financial risk can be reduced. Reputational risks are associated with
ethical practices of the company. Any unethical behaviour can affect the organization
brands which can result in damaging the organization image. Contractual risk occurs
due to contact breaching actions.

2.7.2 The Importance of Risk Management

Risk management is an important process because it empowers a business with

the necessary tools so that it can adequately identify and deal with potential risks
(Corporate finance institute, n.d.). By identifying risk, the suitable solution can be
determined, and action can be taken to prevent or reduce it. During this pandemic, risk
management is becoming more important. The number of employees returning to work
in the office is estimated to be full capacity. Precautions should be taken to ensure the
risk of covid-19 spreading can be contained. According to Kaushik, 2020 there are four
importance of risk management, which are:

1) Helps to reduce uncertainty

2) Crucial for successful planning
3) Reduce expenses and losses
4) Helps to improve reputation
 To reduce the uncertainty, the most important part is to understand the internal
and external aspect of the organization. The more knowledge obtained regarding this
factor the lesser the uncertainty aspect of risk in the organization. Unforeseen events
can affect the success rate of the planning. With adequate risk management the risk
can be identified and can be overcome. Risk can also impact the financial aspect of
the organization. By conducting risk management any sudden incident can be
managed, while expenses and losses can be reduced. A proper risk management
strategy can uplift the organization's image and reputation since it conveys that the
organization is forward looking. MOSTI implemented the risk management process in
their organization. The risk management process is consisting of 5 phases, which is:

Analyse Evaluate Treat the Monitor

Identify the risk
the risk the risk risk and review

Figure 16: The Risk Management Process

During the risk analysis phases, risk matrix assessment will be conducted.

2.7.3 Risk Matrix

A risk assessment matrix, also known as a Probability and Severity risk matrix,
is a visual; tool that depicts the potential risks affecting a business (Auditboard, 2021).
All the potential listed risk are classified according to their effects and possibilities.
This approach can display the predicted damage caused by all the risk specified. By
using this method, the best risk management strategy can be produced.
 Figure 17: Standard Risk Matrix (Kaya, 2018)

There are four colour indicator in the diagram above. The level of risk is represented
by these colours. Green denotes low risk, implying risk prevention measures are not
required. While red demotes extreme risk and a risk avoidance strategy should be
developed. According to (Glossop, 2021), the pros and cons of risk matrix are as
below:

Pros Cons

 They present complex data in a
clear, accessible way
 Organizations can customize them
as appropriate for their specific
situations
 They highlight which risks should
be prioritized
 By being easy to use and
understand, they can make your
risk management processes more
transparent
 They are an effective method of
presenting risk data
Table 5: Risk Matrix Pros and Cons
 The risk matrix categories may not be specific
enough to accurately compare and
differentiate between levels of risk
 They can lead to poor decision making if risks
are categorized incorrectly
 Categorizing the severity and likelihood of
uncertain risks is often subjective and
therefore not totally reliable
 They are often oversimplified
 They do not consider timescales and how
risks may change over the years
2.7.4 Safety and Security Aspect

Due to the covid19 situation, risk management become more important to the
organization. To operate as usual there are several standards of procedure that need
to be implemented in the organization. By following this standard of procedure formed
by the Ministry of Health (MOH), the unnecessary risk can be prevented. Among the
standard of procedure been implemented in MOSTI buildings are:

1. Personal protective equipment (PPE)

2. Social distancing indicator
3. Health screening at building entrance
4. Sanitizing station
5. Checks in via mySejahtera application

It is compulsory to use PPE such as masks in public areas and MOSTI

management has ensured to remind the building occupant about this matter by
placing posters and signage around the common area. The social distancing indicator
is placed around the building. This indicator can reduce the infection risk. Health
screening at the entrance area by checking the temperature of the building occupant
before they proceed to enter the elevator. Sanitizing stations are in the entrance area,
this is to encourage the building occupant to use it before and after entering MOSTI.
QR code posters of mySejahtera application are accessible before entering the
MOSTI building. This application can be used for tracing direct and indirect contact
of the suspected patient. Having convenient data can minimize the infection rate.

Figure 18: PPE and SOP compliance poster in MOSTI)

 Figure 19: Social distancing indicator in common area

Figure 20: Health screening, sanitizing stations and check in at MOSTI entrance

One of MOSTI strength is their security aspect. This is because MOSTI have
their own security system. This system encompasses the Building Control System
(BCS). The building control system monitor all the CCTV around MOSTI area,
responsible regarding the alarm system around MOSTI, act as lift controller, managing
air conditioner temperature and lighting system. The BCS also can control different
building under their jurisdiction.
Figure 21: Safety & Security features in MOSTI BCS
3 UNDERSTANDING CURRENT FM PRACTICES

3.1 Background

Beginning in the 1980s, a new and more encompassing management specialisation

has emerged, focused on facilities. People have increasingly realised the necessity of
managing not just structures but also such buildings in relation to people, integrating with
administrative and development concepts. Current advancements in information
technology, advancements in telecommunications, and the removal of trade barriers are
among the factors that are transforming the world of facilities management all over the
world and, as a result, have spread the needs of facilities management from outside into
Malaysia.

FM began and developed in Malaysia in the second part of the 1990s. In 1996, the
government privatised non-clinical support services in government hospitals to three FM
businesses, which was the largest FM contract awarded by the government at the time and
so marked the beginning of a new age of FM in Malaysia. Since then, Malaysia has placed
a strong emphasis on the growth of FM, notably in the public sector. The holistic approach
to combining effort and collaborative responsibility is now the primary focus for improved
FM performance in Malaysia.

As a result, the use of integrated FM will make the FM system more successful and
greater. FM may be defined in a variety of ways, ranging from asset management and
finance to operations and maintenance, as well as the expedited implementation of
management and planning strategies.

FM serves as a support function or service, with some serving the requirements of key
activities or core business (demand side) and the other serving the needs of the
organization's non-core business (supply side). The role of FM is also to reconcile the
organization's demand and supply components throughout time. To put it another way, in
order to operate effectively, FM must have expertise of both facilities and management.
Successful FM results in workplaces that improve the flow of productive operations while
generating value and lowering expenses. Facility management's scope, range of services,
activities, duties, skills, and expertise are all aimed to better integrate existing
organisational variables.

Malaysia is still in its infancy when it comes to FM. Currently, MNCs and government
organisations such as JKR are primarily focused on FM adoption and practise. Aside from
that, FM is commonly used in a specific industry, like as healthcare. The formation of
National Asset and Facility Management (NAFAM) demonstrates that the government is
particularly interested in establishing a systematic management system. Furthermore, in
2007, Guidelines for the Management of Movable Assets and another statute, the Building
and Common Property (Maintenance and Management) Act 2007 Act 663, were
distributed.

In a nutshell, facilities management is based on the requirements of facility and

customer coordination. To satisfy the standards, it must be altered and balanced. Various
disciplines such as engineering, architecture, business management, and behavioural
science are required to obtain the best facilities management in order to ensure excellent
quality and effective facility management. As a result, being a facility manager is not a
simple work because it necessitates a manager's abilities, competence, and vast
experience in managing and maintaining a facility.

3.2 Technical Management and Maintenance Facilities Strategy

Strategic management is part of the process which is also known as strategic planning.
There are four aspects such as strategic planning, steering, and controlling the operational
planning, operational planning, and general planning. Strategic planning may not be the
entirety of strategic management; it is a key component in the implementation of strategic
management and is critical in assisting managers in fulfilling their strategic management
responsibilities. While the aim and objectives of the business is determined by the owners
or managers (managerial level). The capacity to lead the company into the future is derived
from strategic planning, which reduces the risk of failure. Strategic management, according
to the author, is a set of administrative choices and activities that influence a strategic and
long success of the organization, and it consists of four stages:

I. Scanning of the environment,

II. Design of a strategy,
III. Application an implementation of the strategy,
IV. Assessment, monitoring, and control

The selection of maintenance policy and strategy is dominated by strategic directions.

Strategic management and maintenance policy have a strong link. However, there are
issues with the two levels of strategy: top management at the strategic level and
maintenance employees at the operational level are not aligned. They have an impact on
the maintenance policy and strategy that is chosen. There are conflicts between
organisational and maintenance goals. Despite the fact that building maintenance is not a
fundamental activity, these gaps do not aid in the achievement of the common objectives.
Facility management is a strategic problem that is also one of the most significant
components of determining strategic building maintenance directions. It has to do with both
service efficiency and quality. It has an effect on client satisfaction as well. Building
maintenance plans are influenced by facility management. It analyses not only the use of
balance of facility cost for reaching the needed quality, but also the use of operating
operation cost optimization. Building maintenance and performance management are
connected (Hon Yin Lee & Scott, 2009).

3.2.1 Maintenance Strategy

The selection of a maintenance strategy, the definition of maintenance

standards, and the distribution of maintenance resources are the three fundamental
factors for developing a maintenance policy. Maintenance actions could not be planned
or conducted properly unless these factors were understood. In general, maintenance
strategy involves corrective, preventative, and condition-based maintenance.
Acceptable maintenance standards are heavily influenced by available maintenance
resources, as well as common elements such as building, occupant, technological,
administrative, and political issues.

As stated in General Circular (No.l, 2009), the Malaysian government

reappointed the Public Work Department (Jabatan Kerja Raya) as a trusted agency in
charge of Asset management for government-owned infrastructure and buildings. JKR
is directly involved in the maintenance of government buildings in Putrajaya, however
other government buildings outside of Putrajaya are maintained by the building's
owner, which is the corresponding Ministry or Department, and so on. The types of
maintenance also differ depending on whether it is provided by a concessionaire, a
department, or a one-time initiative. As a part of the government's building in Putrajaya,
therefore, MOSTI buildings, namely C4 and C5 are under the caretaker of JKR.

Building maintenance operations in Malaysia, on the other hand, are simply

condition-based and reactive. As a result, maintenance management is carried out
when money is allocated, during breakdowns, and most importantly when the building
becomes ugly and inappropriate for its occupants. The accountability of the
stakeholders of government facilities to improve and enhance the procedure and
engage in the system to guarantee the facilities are properly performed and able to
serve its purpose as the government office is a key component of maintenance
management. The one organization's maintenance has to define its major goal for the
building to keep its worth in order to ensure a long-term investment-free and capable
of producing a satisfying and ongoing return.
 It is important to use a consistent technique of measuring while preparing
maintenance activities, such as building services, in order to get the most value for
money. Maintenance management is also defined as the integration of all technical,
administrative, and supervisory arrangements throughout the item's lifespan with the
goal of restoring or retaining it so that it can fulfil its fundamental function. The
maintenance system is represented as input and output, with the input consisting of
human resources, management, tools, and equipment, and so on. In terms of
production, the equipment is both reliable and well-built. To guarantee that the input
and output provide a better insight, maintenance planning such as competency,
philosophy, maintenance workload forecasting, and scheduling are necessary.

Since 2018, THP Services Sdn. Bhd. has been awarded as the facility
management company to undertake the facility management and maintenance of
building C4 & C5. THP Services provides and manages the facilities because they are
accountable to serve the government in order to improve the quality of life of the
occupants and the lifespan of the facility. The present state of facility maintenance
implementation has broadened due to numerous developments and improvements in
techniques, knowledge, and management.

People, processes, and technology are essential to efficient facility maintenance

management, which has also emerged as a potential opportunity within the strategic
direction of facilities maintenance. Under JKR, all the complaints, feedback and the
status of the facility maintenance is monitored by JKR from the integrated system which
is known as Sistem Pengurusan Fasiliti Bersepadu (SPFB).
3.3 FM Structure

Figure 22: THP Services Sdn. Bhd. Organisation Structure

3.4 FM process & procedure

THP Services Sdn. Bhd. evaluate and analyse their quality by following three (3)
aspect; 1) Performance Based; 2) Services Availability Based and 3) Asset Availability
Based. The purpose of key performance index to achieve the goals and objective has been
set for MOSTI building, there are few process and procedure need to follow in order to
achieve the KPI.

In order to make sure that the complaint about the building from the client or user reach
the maintenance team, they have created manual or process to ensure that any issue of
the building received to maintenance team and the rectification work can be done. The
service request process and procedure are important to act as evidence and platform to
request any services regarding the building. For renovation work for the MOSTI building,
the work needs to review by the JKR and get approval from the local authority. The
renovation work needs to follow the guidelines has been set by the BOMBA. Last but not
least, for defect rectification work the process is to make sure the work has been done
correctly.

Figure 23: FM Process & Procedure

3.5 Area/Scope of Coverage

Building maintenance is the work done to preserve, restore, or enhance all of the
facilities and services of a building. It is important to maintain the usability and worth of the
building while maintaining acceptable standards at a reasonable cost.

Figure 24: THP Services FM Program

3.6 SLAs and KPIs

A Service Level Agreement (SLA) defines the level of service expected by a customer
from a supplier (Overby et al., 2017). It outlines the services that should be delivered, the
expected service level, each party's obligations and responsibilities, and the penalties that
will be imposed if the agreed-upon service level is not met. SLA is crucial because it
ensures an optimum level of service, manages expectations effectively, defines liabilities
and responsibilities, and establishes frameworks for customer assistance conduct. The
THP Services Sdn. Bhd., SLA information are as below:

No. Tittle Description

1 Contract Tittle Facilities management and maintenance at
government office complex C, Putrajaya for year
2018 to 2022
2 Contract Duration 48 months (1/2/2018 – 31/1/2022) – 4 year
3 Contract Price RM 36,191,316.64
4 Contract No. JKR/PERS/WPP/3/2018
5 No. of Block 8
6 Ministry/ 1- Public Service Department (JPA)
department/ 2- Advisory Board
agency 3- Ministry of Science, Technology, and
Innovation (MOSTI)
4- Department of Statistic Malaysia (JPM)
5- NNC Department, MOSTI
6- Registrar of Youth Office (KBS)
7- Department of Irrigation and Drainage (JPS)
7 Scope of Work 1- Civil
2- Mechanical
3- Electrical
4- Landscape
Table 6: THP Services SLA

According to THP Services, the definition of Key Performance Indicator (KPIs) is the
performance and standards for services as specified to be achieved. It is one of the most
widely used systems in organizations. According to (Wishart, 2021) The importance of KPIs
is:
 To monitor company health
 To measure progress over time
 To make the adjustment and stay on track
 To solve problems or tackle opportunities
 To analyse patterns over time.
 To obtain the benefits of KPI in the organization, THP Services has set their KPIs as
below:
KPI Key Performance Performance
Target Output
No. Indicator (KPI) Measurement
1 Maintenance Completion on of monthly 100% Completion
PPM
2 Complaint Respond Time Vary based on types of
complaint
3 Services Customer Satisfaction on Customer satisfaction
a score system survey  75%.
4 Assets Assets functioning at all 100% available at all
times times
5 Power, water, Supply availability during 100% available during
and Toilet supply operation hour operation hour
6 Reports Timely and Accurate 100% compliance to
Submission standard format and no.
of report submitted
7 Technical Timely and Accurate 100% compliance to
Request Submission of technical requirement
request
8 Illumination Availability during and 100% availability during
outside operation hour and outside operation
hour
Table 7: THP Services KPI

3.7 Facilities Issue in MOSTI

Complaint Management

Complaint management involves more than just simply making individual clients
satisfied by resolving their issues. Instead, complaints are indications of larger issues that
need to be addressed in order to improve business development, manage risk, and identify
potential for development and innovation by fulfilling customers' requirements. While many
businesses believe that poor frontline worker performance is to blame for customer
dissatisfaction, this is not the case. While managing the facilities issue, the complaint
management also plays a crucial part in increasing customer satisfaction.
 The lack of an effective process for gathering complaints to enable both resolution and
trend analysis is perhaps the most significant challenge with complaints management.
Many organisations struggle to keep track of all the information because customers lodge
complaints through a variety of communication channels, including email, customer
response surveys, and social media. It's not uncommon to find these complaints racking
up in frontline workers' or customer service representatives' personal email accounts, and
they're frequently recorded in nothing more sophisticated than simple spreadsheets.

However, MOSTI have this kind of issue whereas the application of CMMS not fully
utilised by the user, they do not have awareness towards the effectiveness of CMMS or
SPFB whereas they do not follow the proper procedure in channelling complaints. They
tend to use manual procedure, which is messaging, email and so on. This cause trouble to
the maintenance team when user complaint but the team did not receive the work order.

Building Data Information

Data is frequently created and accessed in real time, and it is generated from the
merging of several resources. Organizations have depended on these data sources to
characterise, analyse, predict, and support economic and commercial activity, as well as to
make decisions about the future. The 3Vs, or value, velocity, and variety, are three
characteristics that define big data. Volume refers to the sheer volume of data being given
in real time, while velocity refers to the speed with which it is sent, and variety represents
the number of varied sources. The best understanding of this big quantity of data from many
sorts of different sources, to be analysed, evaluated, and presented in a comprehensible,
visible, and respectable manner to meet the business language and stakeholders'
objectives (Saleh et al., 2019).

The main issue of the MOSTI building is building data information. The maintenance
team and MOSTI management team have issue with the building information such as
specification of building, floor plan, inventory etc. This issue has been arising when doing
the repair and maintenance work. The maintenance team do not have exact information
about the building for example code colour, type of material, type of fitting and fixture etc.
This issue cause of improper maintenance work to the building.

Not Fully Utilised of Solar Panel

Solar energy is the energy produced created by the sun, and the sun radiates or sends
out a large quantity of energy every day. Solar energy must be turned into more usable
types of energy before it can be put to use. Solar technology is fast growing into areas other
than typical uses (solar water heating, space heating, and cooking and drying food) usage
of solar photovoltaic technology Solar photovoltaic technology has the potential to use the
sun's energy to generate large-scale, domestically secure, and environmental beneficial
electric (Islam et al., 2010). According to the research by (Wermager & Baur, 2013), using
solar energy utilisation not only give advantages to the environmental but also to financial
of the building. The MOSTI building issues was the usage of solar panel do not fully utilised
because existing solar panel not compatible with the size of building. However, the building
in Putrajaya mostly have installed the solar panel and it shown positive impact to the usage
of electricity.

Parking Issue

Parking issues in cities and metropolitan regions are becoming increasingly essential,
and they are one of the most often debated concerns among both the general public and
specialists. The major cause has been identified as an imbalance between parking
availability and demand. Due to a shortage of adequate parking sites, open areas such as
public squares, public fields, and places of social meetings are gradually and under the
strain of the situation transformed to parking areas. Curb parking causes many lanes of the
road to be occupied by automobiles, increasing the strain on the remaining lanes, which
occasionally become one single lane, resulting in the accumulation of cars exceeding the
intended capacity of roads and generating traffic jams.

MOSTI building have issue on parking space. The amount of parking space cannot
cater the amount of visitor and workers at the building. They parked the car on the roadside
and cause disturbance to the road users.
4 STRATEGIC ANALYSIS

4.1 Application of Analytic Tools

4.1.1 Definition of Analytic Techniques / Methods

According to the Management Mania (2020), an analytical technique (analytical

method) is a technique or a method for analyzing a problem, a condition, or a fact.
Analytical approaches are often time and task constrained. They are only used once
to address a specific problem. Opposed to management approaches that have a long-
term impact on the organization's management.

Dharmalingam (2018), said that, in recent years, business analysis has

undergone a paradigm change because of novel approaches to optimal business
analysis procedures. The main goal of these strategies is to achieve the greatest
possible result in terms of a business solution.

According to Lannon (2020), the analysis is a method for facilitating,

researching, analysing, and mapping an organization's abilities to achieve a future
envisioned state based on current reality and often considering the organization's
processes, technologies, business development, and people capabilities.

According to Mirkovic (2019), An internal analysis is a method for examining an

organization's internal environment to analyse its resources, competences, and
competitive advantages, according to the definition. An internal analysis enables a
manager to determine the organization's strengths and flaws.

According to Marr (2016), the purpose of analytic tools is to analyse data and
extract actionable and commercially relevant information that may be used to improve
outcomes or performance.

4.1.2 Analytic Tools

From the literature reviews in 4.1.1, It was discovered that each author had their
own set of analytic tools that they considered were clear to use. It is clear here that
there are several authors who propose some of the same and proven effective
analysis tools such as SWOT Analysis, Gap Analysis, MOST Analysis, PESTLE
Analysis and Brainstorming.
1. SWOT Analysis

SWOT analysis is a general analytical approach that focuses on the

examination of internal and external elements impacting the effectiveness of a
company or any other examined system, according to Management Mania (2020).
SWOT analysis is most commonly used in an organization's strategic management to
evaluate a strategic aim. Albert Humphrey created the SWOT analysis in the 1960s.
The SWOT analysis considers both internal and external influences. The Strengths
and Weaknesses of the Organization/System are examples of internal variables.
Opportunities and Threats connected to the environment of the organization/system
are examples of external factors. The acronym SWOT is made up of the initial letters
of each factor's name.

Figure 25: The relation diagram between Strengths (S), Threats (T), Weaknesses (W) and
Opportunities (O)

The purpose of the analysis is to identify the organization's core strengths and
weaknesses, as well as important opportunities and dangers posed by the external
environment. SWOT analysis is a general and extensively utilised analytical approach
with a wide range of applications in practice. It can be utilised for an entire
organization/business or for specific sections, initiatives, or other objectives. It is also
part of an organization's larger risk management because it includes both external and
internal variables.
2. Gap Analysis

Gap analysis is defined as a method or way to determine and differentiate

between present condition and future conditions of any function and business that
focuses on what we want to be and where we are right now. The difference between
these two points (present situation and future objectives) is known as the gap, and the
approach used to fill this gap is known as Gap Analysis. This is also described as the
process of determining the difference between future and current features in any
application. In this research, gap analysis is considered the most precise and
comprehensive benchmarking procedure (MarraM, Di Biccari, Lazoi M, Corallo A.,
2018).

According to Murray (2000) in the research, gap analysis can be done quickly,
affordable, and simple to manage. It can be used efficiently for small and medium sized
projects. Furthermore, developing pilot gap analysis methods and validating the
process findings is relatively simple. This allows business to assess the reasonable
approach before committing fully to the process for more comprehensive work. The
gap analysis should not be a complex process and should have full understanding of
requirements that need to be rectified, the discovery of issues that block the progress
and the use of direct approach to solve the issues. There are few processes which is:

1) The goals of the gap analysis must be identified

2) Study of the present process barriers that prevent you from achieving
your objective
3) Implementation of a strategy to overcome the gap between the current
state of the process and the primary objective (future goal)
4) An evaluation of the proposed gap analysis strategy by
representatives of the business divisions that liable for the procedures
to be evaluated, to ensure understanding and commitment to the plan
5) An audit at the end of the process to assess if the goals were fulfilled
and if individuals using the process now understand it, making future
usage more effective

3. Most Analysis

MOST is short for Mission, Objectives, Strategies and Tactics (Boardroom

advisors, n.d.). The purpose of MOST Analysis is for strategic planning and strategy
development of an organization. MOST analysis is used in the process of creating
strategies both from the top to bottom (MOST), or the bottom to top (TSOM)
(Management Mania, n.d.). Most analysis can be used for internal processes of the
organization and also individual tactics such as marketing and growth. Based on this,
the organization can determine their goals over the mission and objectives of the
company and ways to accomplish it through the strategy and tactics process. MOST
analysis is suitable to be used in various types of organizations since it is more about
strategy planning and the development process. Organizations can apply this analysis
to many areas of a business, from the most obvious department of sales, marketing,
and business growth to internal processes and human resources (Pathak, 2021)

Figure 26: The relation between Mission (M), Objectives (O), Strategies (S) and Tactics (T)
(Janse, 2020)

4. PESTLE Analysis

A PESTEL analysis or PESTLE analysis (formerly known as PEST analysis) is a

framework or instrument for analysing and monitoring macro-environmental elements
that can have a significant influence on the performance of an organisation. According
to Dharmalingam (2018), the key factors are commonly known as PESTLE which
stands for:

P - Political, E - Economical, S - Social,

T - Technological E - Environment and

L - Legal
Each of the factors mentioned above has influences in making a business decision
final. Hence, analysing such key drivers is an important task of a business analyst.

Figure 27: Key factors which drive the PESTLE parameters

According to Lannon (2020), also mentioned that PESTEL reveals opportunities

and threats better than SWOT, the direction of business change, projects that will fail
beyond the manager’s control, country, region, and market issues through helping them
create an objective view.

PESTLE has the benefit of being a basic and uncomplicated framework for
business analysis that incorporates a business analyst's cross-functional talents as well
as his specialisation. The analyst can decrease the possible dangers to a business
through a PESTLE analysis. Furthermore, it expands the possibilities for tapping into
new markets throughout the world.

5. Brainstorming Analysis

Merriam Webster (2020) defines brainstorming as “a group problem-solving

technique that involves the spontaneous contribution of ideas from all members of the
group”. Dharmalingam (2016) also added that Brainstorming analysis is a group activity
and one of the most popular business analysis techniques among the business analysts.
This is a very creative technique where a group activity is performed to generate ideas,
root cause analysis and proposing solutions for the problems. Not to mention
Brainstorming works as an underlying technology for other business analysis techniques
including SWOT analysis and PESTLE analysis.
 Figure 28: Brainstorming analysis is a group activity.

Morgan (2020) explained the process of brainstorming analysis into these steps to get
the most out of the brainstorming session.

Figure 29: Step by step processes in brainstorming analysis

4.1.3 Summary of the Analytic Tools

We chose the SWOT analysis method over GAP analysis, MOST analysis,
PESTEL analysis, and brainstorming as a group. This is because the SWOT analysis
allows us to concentrate on examining MOSTI's internal and external aspects that
impact its organisation while also comprehending MOSTI's goals. We can discover
the major strengths and weaknesses of MOSTI's internal elements, as well as
MOSTI's exterior important opportunities and treats, utilising SWOT analysis.

With this, we will be able to analyse the information gathered during our site
visit and interview with Puan Emilia MOSTI to better understand the situation and, as
 a result, make appropriate improvements and recommendations for MOSTI's strategic
facility planning in the following chapters of this report.

4.2 SWOT Analysis of MOSTI

To help us get started to analyze the MOSTI organization, we created a SWOT

analysis template. The SWOT analysis for MOSTI below are specific to an it’s
organization’s strategic facility plan and this exercise is applicable to all businesses
as mentioned in the previous chapter. SWOT analysis for MOSTI divides our
hypothetical examples for strengths, weaknesses, opportunities, and threats which
is this method provide a strong framework for the discussion in the next chapters.

Figure 30: MOSTI SWOT Analysis

4.2.1 Strength
 Application of latest technology & infrastructure.
 Very informative because MOSTI have very clear direction, informative and
directory for each level.
 Certified MS ISO 9001:2008 which is Quality Management System and to
provide a practical and workable Quality Management System for improving and
monitoring all areas in MOSTI core business.
 Modern look building and comfortable for all.
 Secured environment because building parameter under the supervision of
CGSO.
  Strategic location and surrounded with other Government building and have
future development plan.
 Safety first and monitored by CCTV.
 Application of e- Procurement and procedure under MOF that more practical,
confidential, and transparent.
 Good Information Counter since have comprehensive data base and counter
facilities.

4.2.2 Weakness
 Non-integrated FM. As reported in the previous chapter, implementation
of facilities management in MOSTI is a hybrid FM and this is considered
as one of the weaknesses in SWOT Analysis.
 Current contract FM will be expired in January 2022. The process for appoint the
new contract still ongoing under action JKR.
 Maintenance monitoring system not fully utilized. Currently MOSTI not fully
utilized the system especially during generating corrective maintenance work
order. Complaints are made directly to technician and no records of work order.
 Not fully utilize solar facilities due to potential of existing solar panel capacity is
not well explored.
 Parking constraint due to other building visitor.

4.2.3 Opportunity
 Space for future improvement and development.
 Solar technology enhancement and innovation for MOSTI.
 Technical collaboration and innovation for federal govt building. At the same
time, MOSTI will be as pilot project to lead govt office business towards
innovation on energy and sustainability.

4.2.4 Threat
 Accumulated defects due to old building structure.
 Pandemic: COVID-19 and MCO contribute problems and issues towards building
fabric sustainability.
 Inadequate support facilities. ATM and vending machine not provided in the
building space.
4.3 Potential Improvements

Figure 31: MOSTI SWOT Analysis; Opportunities & Weaknesses

We discovered a potential improvement for recommendation based on the preceding

SWOT analysis, which was primarily based on opportunities and weaknesses. The
following is an overview:

 Parking constraint
 Maintenance monitoring system not fully utilized
 Solar technology enhancement and innovation for MOSTI
 Non-integrated FM
 Contract expiring
 Not fully utilize solar facilities
 No Upgrade; SIRIM ISO 9001:2015 still 9001:2008
 Space for future improvement and development
 Technical collaboration and innovation for federal govt building.
5 RECOMMENDATIONS

5.1 Strategic Facilities Planning Excellence Model

The PDCA Model is a Problem-Solving tool that suggests 4 simple Steps to achieve
Goals efficiently. The PDCA cycle is considered a project planning tool. Thus, this PDCA
Model can be applied in this chapter in order to achieve goal effectively and efficiency. The
PDCA Cycle can help MOSTI to streamline their processes, reduce costs, improve staff
satisfaction and help direct their organizations as it encompasses the basic tenets of
strategic planning. In this PDCA model, even if we don’t use it explicitly, we can act
according to its dynamics:

 To Plan something new/improvement/enhancement, Do it, Check our results and

Modify what needs to be modified.

Figure 32: Plan-Do-Check-Act Cycle (PDCA)

To improve the outcomes, these procedures can or should be repeated in a cyclical

fashion. The more we repeat the cycle, the closer we will go to discovering the answer or
achieving the final objective, as with many other Continuous-Improvement techniques.

This PDCA Model is a very simple and flexible Model that can be very useful:

 For Starting new Projects.

 To improve/enhance a Product or Service.
 To improve Personal Skills.
 Defining a repetitive work process.
 Planning data collection and analysis in order to verify and prioritize problems or
root causes.
 Implementing any change.
5.2 Strategic Focus Area

Based on the list of potential improvements, our group selected the top 3 critical potential
improvements as below.

5.2.1 Utilisation Of CMMS

5.2.1.1 System Not Fully Utilised

CMMS does not fully utilise by user; they do not have awareness towards
the effectiveness of CMMS or SPFB whereas they do not follow the proper
procedure in channelling complaints and breakdowns. User tend to use manual
procedure, which is direct messaging, call and so on. Though it may seem easier
to raise issues on site however these could lead to improper and missing
breakdown records where the asset/system availability and maintenance
performance could not be properly monitored.

5.2.1.2 Awareness on The Implementation of CMMS at Workplace

Figure 33: Functions of CMMS

Top management as a decision maker of an organisation should be

aware of the importance on the use of CMMS at workplace and give awareness
to the employees on the implementation of more integrated system or technology
that are user friendly which could benefit the organisation as a whole.

5.2.1.3 QR System (Archibus) at Parcel F

Taking Parcel F, Putrajaya for example, they use Archibus in monitoring

assets, system and work orders. The QR provided on every asset and location
of the building make it easier for user to raise work orders and monitor the
maintenance performance provided by the FM Team. There are also guidelines
 and signages on how to raise work order through mobile application of the
system provided throughout the building that make it easier for end user to utilise
the system. Not only assets and space are well recorded and have a better
tracking system, fully utilisation of technology also can improve building
operation performance (response time, green concept for maintenance and
operation, better communication between all stakeholders).

Figure 34: Archibus System at Parcel F

5.2.2 Enhancing Solar Power Application

Solar power is energy from the sun that is converted into thermal or electrical
energy (SEIA, n.d.). It is considered a sustainable practice since it helps to reduce the
building energy consumption and reducing greenhouse gas emission. According to
Greenmatch (2021), there are 7 main reasons on why solar energy are important which
includes, good for the environment, solar electricity makes your building go off the grid,
use underutilised land, less electricity loss, improves grid security, creates jobs and
economic growth and also free source of energy.

5.2.2.1 Potential of Existing Solar Panel Capacity Is Not Well Explored

New buildings in Putrajaya mostly have installed photovoltaic solar panel

as it shown positive impact towards the usage of electricity. However, at MOSTI
the electricity generated from existing solar panel is not significant enough
towards energy saving as it only caters for only Minister Office. This pilot project
however can be improved as there are enough space allocations for more solar
panel to be installed at MOSTI. This development of sustainable practice can
bring positive images to MOSTI as a spear header of Science, Technology and
Innovation.
 Figure 35: Solar PV at MOSTI

5.2.2.2 Establish Task Force to Produce Action Plan Report & Estimated
Budget

Since these green technology features are already installed in MOSTI

building, it is easier to analyse space requirements, Building Energy Index (BEI)
and estimate electricity generation through Solar PV. However, task force should
be established in order to produce action plan report and budget estimation.

Figure 36: MOSTI solar panel

5.2.2.3 Solar Photovoltaic at Parcel F, Putrajaya

At Parcel F, the buildings utilise innovative solar power solution to

optimize and reduce energy consumption for a sustainable return. There are real
time monitoring and performance optimization of the PV System located at the
lobby of every building. Taking block F7 for example, average monthly Solar
Energy produced is 56,219kW/hr which is as much as 20 cars off the road.

Figure 37: Solar PV at Parcel F

5.2.3 Parking

5.2.3.1 Insufficient Parking Space Due to Other Building Visitor

MOSTI building is surrounded with other few government buildings.

Though all building has their own basement parking, most of it are allocated for
the staffs and employees and still it is not enough to cater the number of visitors
that park around the building. They tend to park on the roadside or double park
and block the main road.

Figure 38: Open Parking at MOSTI

5.2.3.2 Propose for Multistorey Parking System

In order to solve this issue, it is recommended that Multi-Level Parking

System to be implemented in Parcel C. Multi-level parking is alternatives way to
space utilisation in vertical way and give a great option to address horizontal
space constraints and better manage traffic flow. According to Martin (2017)
there are lot advantages using this system such as

1. High efficiency of parking,

2. If it is utilised by recognised parkers, there is no need for additional staff.
3. Because there are no ramping levels or openings in the outer walls, facade
integration is simplified.
4. In standard ramped parking facilities, the retrieval time may be less than the
total driving or parking or walking time.
5. There is no need to drive around seeking for a parking spot.

5.2.3.3 Multi-Storey Parking System in Japan

In Japan, they are using two storey or multi-storey system where the cars
are parked either above or below other cars to optimise the space. The vehicles
are hoisted using an elevator, and a shift conveyor transports them to the bottom
tier of the system and either side so that automobiles may arrive and exit. In
these setups, an extra underground pit is frequently utilised to store automobiles.
These systems can have up to four storeys.

These Japanese parking systems are beneficial because they allow car
owners to make better use of their space. These parking technologies also make
it easier to find a parking place by eliminating the need to make repeated circuits
around a busy parking lot. These solutions reduce the amount of time spent
seeking for parking and remove the fuel loss that happens while driving about
aimlessly waiting for a space to open up. Laser barriers that detect the car and
your licence plate are another feature of these automatic parking systems. These
scanners then generate a number for your parking card, allowing you to depart
the lot before your vehicle is driven to its assigned location. This is another time-
saving feature. Instead of having to wait through the rest of the parking process,
after you have paid the parking money, you may be on your way. When you
return, the number on the card will tell you where your car will be parked (RISE
Corp., 2020).

Figure 38: Open Parking at MOSTI

Figure 39: Multi-Storey Parking in Japan

6 CONCLUSIONS

MOSTI has the comprehensive fundamentals of Strategic Facility Planning and the
important stages of the overall SFP process which include understanding, analysing, planning,
and acting.

MOSTI uses the SWOT analysis to list out and identify the future requirement and
problems faced by the organization. New strategic facilities planning with an adaptation of new
technology can be recommended with the aim of future improvement of the organization.

In conclusion, the current condition and practices in MOSTI are aligned with their
objectives and goals.
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