June 2020 THE PROJECT MANAGER

Newsletter of the Society of Project Managers, www.sprojm.org.sg MCI (P) 137/03/2020

Dr Teo Ho Pin conferred SPM Honorary Fellowship

The Society of Project Managers conferred the Honorary Fellowship to Dr Teo Ho Pin at its annual dinner on 20 September 2019. The recognition of Honorary Fellowship is awarded by the Society to prominent members of the construction industry who have distinguished themselves as industry leaders in Project Management. This is only the 7th time the Society has presented this award in our 24 SPM Honorary Fellowship conferred to Dr Teo Ho Pin Thomson East Coast Line T307 years. (Marine Parade) – Page 4

Dr Teo has had a long and illustrious experience in the Building industry. He was awarded the Tan Lark Sye scholarship in 1982 to pursue the Bachelor of Science (Building) from the National University of Singapore, after which he received the university's Overseas Graduate Scholarship to pursue his Master of Science in Project Management, and PhD in Building at Heriot Watt University (UK).

In 1991, Dr Teo was seconded to be the Chief Executive Officer of Jurong where he was responsible for the management of over 40,000 units of public housing flats.

He was Chairman of the MCST Committee Strata Title 533 from 1994 to 1996, and President of the Singapore Design for Safety (DfS) – Page 8 Institute of Building from 1996 to 2002.

In 1997, Dr Teo was elected as Member of Parliament for Sembawang GRC and subsequently chaired various Government Parliamentary Committees for National Development, Environment and Water Resources, Home Affairs, Law and Foreign Affairs. Dr Teo was appointed as Mayor of North-West District in 2001 - a position he has held to today. As the Mayor, he is responsible for implementing Community Development Programmes for 880,000 residents living in the North West District. He is also the Chairman of the Holland-Bukit Panjang Town Council and the Coordinating Chairman of 15 PAP Town Councils in Singapore, taking charge of township management for about 1 million public housing flats.

Management of Development Projects The Council Members of the Society of Project Managers had unanimously recognized Dr Teo's achievements in China– Page 9 in the past three decades as an inspiration to all of us in this industry. The Society of Project Managers is therefore pleased and proud to confer Dr Teo Ho Pin the Honorary Fellowship.

SPM-SUSS Professional Talk Series: Design for Safety 101: Understanding the Essentials for Project Management

Introduction

With the recent implementation of the WSH Design for Safety Regulations on 1 August 2016, the industry is progressively changing mindset. On 23 May 2019, Er. Lim Peng Hong and Ms. Sumay Tan conducted a talk to SPM members on the basic principles of Design for Safety and its effective implementation.

Er. Lim Peng Hong Principles of Design for Safety (DfS)

Safety and health issues occur at different phases of the life cycle of buildings, structures and infrastructure. Safety and Health risks can be avoided or reduced if careful considerations have been taken during the design phases. The DfS process seeks to eliminate or reduce the risks to As Low As Reasonably Practicable (ALARP) through the use of design; thereby providing a building/structure that can be constructed, maintained, and decommissioned safely.

Ms. Sumay Tan >>...continue on page 8 THE PROJECT MANAGER 01 PRESIDENT’S MESSAGE Our long-term vision is to have at least one or two Certified Professional Project Manager (PPM) to be working and serving on each and every major or mega “ project in Singapore and surrounding regional countries. I wish to thank all SPM members for your commitment and support toward SPM at the 23rd AGM held on 6nd August” 2019 at Singapore Recreation Club. Especially to the members who had personally attended this 23rd AGM to vote in the new Council. On behalf of the new 13th SPM Council, we thank you for your strong mandate given to us and the new Council will work very hard in the following key areas to strengthen SPM’s role on the Built Environment sector:-

Membership – we will be embarking on a Membership Drive, to attract more Student members (who will be our Future leaders), Ordinary Members from all sectors including GPEs, Private Developers, Consultants, Main Contractors and Sub-Contractors alike. We believe that it is through a larger membership base that we will be able to make arrangement for better trainings, learning and sharing of knowledge and skill.

SPM Accreditation Scheme – we wish to roll out in a fast pace to every practicing Project Manager. The main intention behind this scheme is to gradually elevate and improve the overall practices and skill of each and every Project Manager, and to enhance the project delivery standard in the BE Industry.

Trainings – we will arrange a series of trainings via “SPM ProjectShare” series to enhance the overall skill and knowledge of all practicing Project Managers, with the aim to elevate the profession of Project Management.

Contributions to ITM and the BE Industry – as a whole, SPM and its members must be able to work and contribute toward the collective ITM journey. Although many of our SPM Members have been doing this successfully in the past, somehow their efforts were not fully and properly appreciated and recognised. SPM intend to arrange and confer many such annual awards to recognise and appreciate our practicing Project Managers so as to encourage more and better Project Management work and also to attract more talents into the Project Management Profession.

To enlarge & empower SPM Secretariat – to do these above, we will need to have a bigger team in the SPM Secretariat, and we need to also empower them as Professionals to assist the Council in doing all these works. Also, to upgrade their administrative and organisational skills.

We intend to conduct some fund-raising activities (ie. Such as SPM Golf day, a series of good quality talks, continue with our list of current fund-raising activities such as the annual dinner, book launches, seminars, PM courses, etc) with an aim to raise funds to conduct and grow the SPM Secretariat, and eventually to own a small Secretariat office of our own. We want to take this opportunity to give an Open Invitation to all SPM Members to come in and apply to be accredited as a “Professional Project Manager (PPM)” via the SPM Accreditation scheme.

We sincerely hope that all SPM Members will strongly support all the events and trainings and to elevate the Society onto greater heights.

Mr Bernard Ho President (13th Council) Society of Project Managers Welcome! New SPM Members We extend warm welcome to the following new members into SPM: S/N Name Membership Place of Practice 1 Akila Venkata Subramanian Associate Member SIPM Consultants Pte Ltd 2 Bartolome Noel Associate Member C&W Services (S) Pte Ltd 3 Chen Qiu Yi Associate Member SIPM Consultants Pte Ltd 4 Chin Khee Hoo Associate Member Low Keng Huat (Singapore) Limited Lem Shen Yeong Gerry Associate Member 5 Takenaka Corporation 6 Loh Ke Qi Associate Member SIPM Consultants Pte Ltd 6 7 Tan Jun Xiong Associate Member Surbana Jurong Consultants Pte Ltd 7 8 Yong Yee Ling Eileen Associate Member SIPM Consultants Pte Ltd 98 Wilbert Hidalgo Associate Member Shimizu Corporation 109 Chew Sze Cheak Ordinary Member SIPM Consultants Pte Ltd 1110 Chin Tshun Vui Vincent Ordinary Member Busways Pte Ltd 1211 Chow Mun Wah Ordinary Member Surbana Jurong Consultants Pte Ltd 1312 Eu King Ching Ordinary Member Shimizu Corporation 1413 Gair Huat Kian Ordinary Member Kim Seng Heng Engineering Construction (Pte) Ltd 15 Gan Chin Hwi Ordinary Member T.Y. Lin International Pte Ltd 14 16 Kong May Chwin Ordinary Member SIPM Consultants Pte Ltd 15 17 Leong Sow Yee, Yvonne Ordinary Member SIPM Consultants Pte Ltd 1816 Lim Sue Guan Kenny Ordinary Member JTC Corporation 1917 Ling Liang Wen Ordinary Member SIPM Consultants Pte Ltd 2018 Lusman Yustanto Ordinary Member SIPM Consultants Pte Ltd 2119 Mano Kalaiarasan Hemalatha Ordinary Member C&W Services (S) Pte Ltd 2220 Neo Poh Kok Ordinary Member Housing & Development Board 2321 Ng Chong Ban Ordinary Member SMM Pte Ltd Ng Wei Seong Ordinary Member Surbana Jurong Consultants Pte Ltd 2422 25 Ong Pei Lern Ordinary Member JTC Corporation 23 26 Pang Wai Wah Ordinary Member SIPM Consultants Pte Ltd 24 27 Pwee Sock Hui Ordinary Member SIPM Consultants Pte Ltd 2825 Shen Jian Ordinary Member Surbana Jurong Consultants Pte Ltd 2926 Shen Zhuojun Stella Ordinary Member Changi General Hospital Pte Ltd 3027 Sng Boon Siang Ordinary Member Surbana Jurong Consultants Pte Ltd 3128 Steven Lee Chwee Chay Ordinary Member T.Y. Lin International Pte Ltd 3229 Sumay Tan Ordinary Member PH Consulting Pte Ltd 3330 Tan Koon Li Ordinary Member Sentosa Development Corporation 34 Tan Lih Chee Ordinary Member CIAP Architects Pte Ltd 31 35 Tan Wee Hang Ordinary Member HPC Builders Pte Ltd 32 36 Tanadi David Ordinary Member NTU, Office of Development & Facilities Management 3733 Tay Chai Hoon, Paulin Ordinary Member SIPM Consultants Pte Ltd 3834 Tay Meow Choo, Michelle Ordinary Member Surbana Jurong Consultants Pte Ltd 39 Wijaya Muliadi Halim Ordinary Member SIPM Consultants Pte Ltd 40 You Ching Fui Ordinary Member Surbana Jurong Consultants Pte Ltd 41 Low Jun He Chester Upgrade to Ordinary Member SIPM Consultants Pte Ltd 42 Wee Gee Kheng Ken Upgrade to Ordinary Member Harvest Consulting Engineers LLP 43 Lee Kok Boon Owen Upgrade to Ordinary Member SIPM Consultants Pte Ltd 44 Liang Zheng Sheng Student Member Singapore University of Social Sciences THE PROJECT MANAGER 02 SPM 13th Council (2019 - 2021)

Mr Bernard Ho Mr John Ting Mr Patrick Too Mr Lee Soon Ghee Mr Max Low Mr Jonathan Shek Dr Ting Seng Kiong President 1st Vice President 2nd Vice President 3rd Vice President Honorary Secretary Honorary Treasurer Imm. Past President

Mr Kenneth Lim Ms Pauline Sim Mr Amos Cheong Mr Thomas Ho Dr Leong Christopher Mr William Lim Asst. Hon Secretary Asst. Hon Treasurer Council Member Council Member Council Member Council Member

Mr Fabian Loi Ms Veronica Ng Mr Tan Kok Siong Mr Wong Gasper Mr Ng Cheng Huat Mr Yew Boon Cheat Council Member Council Member Council Member Council Member Council Member Council Member

23rd Annual General Meeting

The Society of Project Managers held its 23rd Annual General Meeting on 6 Aug 2019 at the Singapore Recreation Club Lounge 1883. Members gathered for networking and catching up over a hearty buffet lunch prior to the AGM commencement.

The President highlighted a few activities fronted by the society such as the presentation of the SPM Construction ITM Action Plan to the Future Economy Council Built Environment Cluster Sub-committee chaired by Minister Desmond Lee. He also mentioned the numerous talks/seminars/courses conducted for our members. The President thanked the Council members and the various working committees for their support and the time they had given up to promote the objectives of the Society. The Honorary Secretary, Ms Audrey Tee presented the Annual Report and the audited accounts. Besides the usual agenda, this year happened to be an election year for a new 13th council in the AGM 13th Council (2019-2021). The results were validated and witnessed with no objection from those present in the AGM. After the AGM, the New President on behalf of the 13th Council took the opportunity to express their gratitude to those who have voted and given their support to them and encouraged more members to come forward to support the society.

Dr Ting Seng Kiong, the Immediate Past President and Ex-Officio on the new Council wish to thank Past Presidents, Council Members and SPM Members, Chairpersons of sub-committees for their strong support and contributions throughout his three terms in office.

Dr Ting is confident that the newly elected leadership at SPM will continue to play its pivotal role in the growth and development of the project management profession and practices in Singapore and beyond. SPM’s focus on promoting and developing the profession of project management as well as in enhancing the quality of project management training and practices through its members and SPM members catch up with one another before the AGM practising Project Managers has contributed to the overall quality of projectsin the Built Environment in Singapore and beyond.

Mr Bernard Ho is honoured to accept the responsibility as SPM’s new President. He said, “Over the years, the society has been led by a committed team of Council Members who are business leaders and experience Project Leaders from a wide range of companies. I am glad to be a member of this dynamic team. I look forward to working closely with them on progressing many of the initiatives to grow the industry, promote project management practices, champion excellence and sustainable developments in our built environment for the betterment of the industry”.

Bernard Ho brings with him some 37 years of corporate leadership and project management experience. Currently, he is the Managing Director of SIPM Consultants Pte Ltd, a subsidiary of Surbana Jurong Group.

THE PROJECT MANAGER 03 Feature Project Thomson East

Project Information – Thomson East Coast Line T307 (Marine Parade) Samsung C&T was awarded the first civil engineering contract, T307 for the East Coast stretch of the Thomson-East Coast Line (TEL) in November 2015. The contract is to build the Marine Parade station and associated tunnels. A brief project description is as follows:

- Marine Parade Station (L=305m) / Commercial Space (L=343m) Total 2,065m - Bored Tunnel (West Tunnel 820m / East Tunnel 597m) Brief Scope of Work - Upgrading 3-Cell Culvert & New Single Cell Drain Box - Utilities Diversion - Architectural Works

Construction Period November 2015 – February 2023

Entrance near Marine Parade Central Platform Entrance near HDB residential areas

Thomson East Coast Line T307 (Marine Parade) Construction Challenges Utilities

Extensive coordination work with the utilities agencies are required to divert the densely populated existing underground services under Marine Parade Road away from the station footprint. Some of the existing services are required to be suspended within the work site during the major excavation works. Careful planning has to be taken to prevent service disruption to the stakeholders.

Canal Diversion

Construction of a new canal measuring between 6.5m to 7.5m wide to divert the existing 4m wide canal situated along Marine Parade Road. The tight space constraint to carry out the sheet piling works for the proposed canal poses a major challenge as its alignment is very closed to the adjacent stakeholders. Stakeholders engagements will be carried out to mitigate the inconvenience caused.

Cut & Cover Works

Marine Parade Station is a 305m long underground Civil Defence (CD) shelter station with an additional underground 343m long commercial space. This is one of the most challenging cut and cover MRT station to be constructed in Singapore. Series of traffic diversions are required to facilitate the massive cut and cover excavation works for the station and commercial space.

Public Relation Engagement

Project T307 is located in the middle of Marine Parade Road which has 6 traffic lanes; a heavily congested and densely populated areas, surrounded by residential, shopping malls and hotels.

Samsung C&T rolls out a very robust Public Relation Programme to engage all the stakeholders, including updating them the progress of site works and meeting up with them regularly to maintain good relationship.

THE PROJECT MANAGER 04 Coast Line T307 (Marine Parade)

Mitigation Measures Muck Pump System

Use of Muck Pump System instead of Conventional Muck Car System, over a 2.7km drive of TBM Advantage for the TBM works in constraint space and gantry cranes efficiency Reduction in number of manpower deployed and equipment used More productive and result in cleaner site

Advantage in Utilization Plan

Efficient Use of Limited Shaft

Safety Improvement

Advantage in Logistics

Increase in Safety

Efficient Use of Limited Shaft Bottom Area

SPM-SUSS Professional Talk Series: Management of Development Projects in China

As part of the SPM-SUSS Professional Talk Series, Er. Tan Joo Chuah, a veteran Project Manager with 40 years of property development experiences in Singapore and China, delivered an evening talk “Management of Development Projects in China” at SUSS on 25 Jul 2019.

Singapore government has been encouraging Singaporean firms to venture overseas. Going forward, more Project Managers and consultants will be going overseas to work. They will also be tasked to manage development projects in countries outside of Singapore like China. To prepare themselves for these new challenges, Project Managers and building consultants need to be aware of the different operating environment in which development projects are managed outside of Singapore.

Er. Tan Joo Chuah delivering the talk to an attentive audience

The importance of “Relationship” or “guanxi ” [ ] The term “guanxi” refers to personal connections with appropriate authorities or individuals. There is a Chinese saying: “ , ” (It doesn’t matter if you have “relationship”; it matters if you don’t have “relationship”). Issues or disputes can be more easily resolved if you know the right people. “Whom you know is more important than what you know.” The Chinese also normally have a very strong network among their old schoolmates; and in times of need, they would tend to go all the way out to help each other. >>...continue on page 9

THE PROJECT MANAGER 05 SOCIETY OF PROJECT MANAGERS ANNUAL DINNER 2019 The Society of Project Managers celebrated its 24th anniversary on 20 September 2019 at the Grand Copthorne Waterfront Hotel. The event was attended by about 600 guests and members.

Mr Bernard Ho, President of the SPM, welcomed all to the evening’s celebrations.

SPM President Mr Bernard Ho delivering his welcome address Guests being entertained by performances of the night

The evening saw SPM handed out 3 Book Prize awards to Master of Science students, Ms. Shen Zhuo Jun for Best Student from NUS for MSc Project Management Programme, Mr. Chin Khee Hoo for Best Student from NTU for MSc International Construction Management and Mr Ching Fung Guan for Best Student from SUSS University for Bachelor of Building and Project Management. The society would certainly be looking forward to their contributions in the field of project management in the future.

As part of the SPM’s corporate social responsibility and keeping to our tradition of giving, the Society once again made a generous donation to the Singapore Children’s Society. Above: The SPM Book Prize Winners. From left: Mr Ching Fung Guan, Mr Desmond Lee, Mr Bernard Ho, Mr Chin Kee Hoo and Mr Nie Tongxin (On behalf of Ms Shen Zhuojun Stella)

SPM took an opportunity to interview the two winners on their thought, after the awards and how it could assist them in their career. When asked about Stella’s thoughts on the project Group Photo of management in the construction Industry. She mentioned in SPM Annual Dinner Sponsors the past usually Architect would play in dual roles of as Presented with designer and project manager in most of projects. Thus there Artwork from The is lack in focus on project management in term of cost, time Children’s Society and quality, yet it were very important components of whether the project could be delivered successfully. Therefore, industry has recognized a dedicated project manager is Amidst the celebratory mood of the evening, the sumptuous 8 course dinner and the needed to manage various consultants to achieve the desired music provided by the live band and performances by MSG, it was a opportune time outcome of a project development. She will use the to catch up with fellow professionals in the industry. Old friendships were rekindled knowledge gained in the master course to carry out her and new contacts were made as member and guests mingled among each other. project management duties in her day-to-day works. Music, performances, good food and great company created a convivial atmosphere Khee Hoo revealed that the pursuit of MS International for the evening. All too soon, the evening came to an end. As the good byes, were Construction Management course was an encouraging and said, it was time to look forward to next year’s Dinner. fruitful journey. It had broadened his horizon and gained much knowledge in his field as a project engineer. He certainly felt that his hard work had paid off and would be well prepared him for more challenging working environment . He thought Project Manager’s role is crucial in Singapore construction industry. In this fast-changing world, building development and construction industry has advanced rapidly. Thus one needs to upgrade his skill and knowledge which is aided by Guests participating in games during this rapidly advancement of technology to have higher the Dinner productivity. He envisioned that more skilled, experienced and committed professional to develop this industry to next level of advancement for project management.

THE PROJECT MANAGER 06 SOCIETY OF PROJECT MANAGERS ANNUAL DINNER 2019 Speech by Second Minister Desmond Lee at the 24th Annual Dinner for the Society of Project Managers

Good evening and thank you for inviting me to your 24th annual dinner. I am delighted to be here to meet all of you.

The Society of Project Managers (SPM) has come a long way since it was established in 1995. You have played a very important role in helping our construction industry to transform and advance; and you have done this proactively. For example, you are a member of the Construction Industry Joint Committee and participated actively in our Future Economy Council Built Environment Sub-committee. This sub-committee brings together not just government agencies; we bring together academics, union leaders, and members from professional associations and trade associations. And, we bring on board our young leaders – young professionals, architects and engineers, who represent the future of construction in Singapore.

Having launched the first industry transformation map (ITM), we are tracking As project managers in SPM, you have a very important progress and keeping on top of the figures; and, we are moving on to the next role to play in catalysing the transformation of this industry. I phase. I would like to thank SPM for taking an active part and participating in the “ work of not just one sector, but the entire construction value chain. am very encouraged that SPM has taken it upon yourself to draw up an action plan in order to play your part in the There is strong potential in our construction sector for growth. No doubt, it is a Construction ITM. You have shared with us the challenges cyclical sector, but in Singapore, there is a strong pipeline of major infrastructure projects. Countries around us in Asia and the Middle East are also ramping up faced by our PMs and mapped out the steps we need to take infrastructure capacity. The transformation that we are currently undergoing will together to bring the profession forward. Amongst the many put us in a better position as we seek to harness these opportunities action items that you are pursuing, the SPM accreditation domestically and overseas. That means looking at the entire value chain – developers, architects, engineers, project managers, quantity surveyors, framework to enhance recognition and quality assurance of builders, sub-contractors and specialty trades; and going further to the profession. A professional training course is also being environmental services, facilities management (FM), security services and jointly developed with BCA Academy that will be jointly landscaping. Everything in the life-cycle of a building and a city – from construction all the way to maintenance, security, environmental services – we certified, and has so far benefited 400 PMs in Singapore. are seeing how we can build a common spine throughout them through the use of Building Information Modelling (BIM). profession’s efforts in attracting and retaining talent, and facilitate career and” wage progression. I hope this Skills Framework will help bring young people BIM, is not just a 3D model, to help consultants conceptualise, conceive and into this very important integrative profession. We are targeting to launch this build. It enables the entire construction value chain to build efficiently, virtually, sometime next year. and to build on-site with as little abortive work as possible. Our facilities management professionals and landscapers can also use the digital model. Coming from the Ministry for Social and Family Development, I am very encouraged that SPM is supporting the Singapore Children’s Society. The When I spoke to developers and the facilities management sector, they told me Singapore Children’s Society is a veritable institution that has been around for that the maintenance cost of a $100 million building can be four times more i.e. a long time. Institutions like the Singapore Children’s Society provided for $400 million. However, if we can build well, we can save a lot on maintenance; vulnerable people, including children, when the Government was not resourced and building well depends a lot on you – the PMs – to orchestrate, consolidate to provide in the early days. and integrate the value chain on the construction side. We can also do it on the FM side. Think of the potential available for Singapore Inc. in the built The children are our future. We need to invest significantly in them. Some of environment sector! If all Singapore companies across the value chain can them might become project managers in the future! I thank you for supporting design, conceptualise, engineer, build and maintain in a particular way, what and sending the right signal by supporting the Singapore Children’s Society. does it mean for our competitiveness locally? Compare this to those who are coming in and not able to build the same way, not able to harness the Talking about young people, there will be a climate rally tomorrow afternoon at capabilities of Integrated Digital Delivery (IDD), and not able to have the same the Speakers’ Corner in Hong Lim Park – a display of activism by young people. language as us. Think about the potential when you go out to the regional I have met the organisers and they are all young people – professionals, countries as a whole value chain – the kind of value proposition we can harness! students, young working adults, lecturers and academics. One of the speakers is an 11-year-old boy. This is a product of our education system, a product of I know some firms are beginning to see the opportunity, and increasingly more our current generation of Singaporeans investing in the next thinking firms - both big and small - are coming on board,. This is a very ambitious effort generation. through which we will create better jobs for Singaporeans, which may not have existed before, and stronger firms that are more competitive. At the rally, the young people are going to emphasise the need to look after our future, the environment, and to go green. It is an encouraging sign. All of us I am encouraged that you are not stopping there. SPM is participating in the here in the built environment sector, whether as project managers, developers, collaboration between BCA Academy and the Singapore University of Social contractors or architects, have already put in a lot of effort in Green Mark, in Sciences (SUSS)to roll out graduate certificate programmes that can be green buildings, and in Net Zero Energy Buildings. Let us find opportunities in counted as credits towards the Master’s programme. this sector to make the world sustainable, liveable and hospitable. The young are looking at all of us – the grown-ups and the older people – to help them set On the Government’s part, we are working on a Skills Framework for all the the direction, so that they can continue in the right direction. professions in the built environment sector, to chart out clearer progression pathways for key job roles in our industry, including project managers. This On this note, I would like to thank SPM. I think we can work together to do many Skills Framework will highlight the kinds of skills and capabilities that are things. It is a wonderful symbiotic relationship where SPM works together with needed, and identify the type of training courses that will match the ladders that our social service agencies to invest in the next generation. Thank you, and you are seeking to climb. By doing this, we hope to complement your have a good evening. THE PROJECT MANAGER 07 SPM-SUSS Professional Talk Series: Design for Safety 101: Understanding the Essentials for Project Management >>...from page 1

Implementing Design for Safety (DfS)

The DfS platform follows the GUIDE process recommended by WSH Council to facilitate design reviews throughout multiple stages of the project. Historical data shows that incorporating maintenance, and future replacement strategies upfront within the building design will decrease long term maintenance costs. This is especially significant when other factors such as operations, downtime, customer inconveniences, building aesthetics, etc. are added into the equation.

Through the use of practical examples, the speakers took us through the fundamental questions of When, Who, What, How and When to provide the attendees a better understanding of how to efficiently merge the DfS process into the overall project timeline with minimum impact to time and cost. The speakers demonstrated how upfront planning may even save time by reviewing construction considerations early during the design stage.

GUIDE: Aim, Milestones and Deliverables

GUIDE 1 (Schematic Design Review) – Reviews the safety and health risks with respect to the site location, impacts to the surrounding and critical risks associated with the construction & operation. Milestone: GUIDE 1 should be completed prior to the commencement of detailed design. Deliverables: Minutes of Meeting, Design Risk Register (DRR) for GUIDE 1.

GUIDE 2 (Detailed Design Review) – Reviews the safety and health risks with respect to the detailed design, maintenance and future replacement strategies. Milestone: (a) Design, Bid, Build Model - All foreseeable risks related to building usage, maintenance and replacement strategies should be closed prior to tender. Consultants to also include identified construction risks into the tender document. The mitigation measures should be incorporated within each of the respective designers’ tender drawings and/or specifications. (b) Design & Build Model - All foreseeable risks related to building usage, maintenance and replacement strategies should be closed prior to tender for the designers whom will not be novated to the Contractor. Deliverables: Minutes of Meeting, Design Risk Register (DRR) for GUIDE 2.

GUIDE 3 (Pre-Construction Review) – Reviews the safety and health risks with respect to the temporary works and specialist contractors’ design not covered in GUIDE 1 & 2. Milestone: (a) Design, Bid, Build Model - All foreseeable risks related to constructiondesign shall be reviewed and be closed. (b) Design & Build Model - All foreseeable risks related to building usage, maintenance and replacement strategies shall be reviewed and closed. All foreseeable risks related to construction design shall be reviewed and be closed. Deliverables: Minutes of Meeting & Design Risk Register (DRR) for GUIDE 3 & GUIDE 2/3 (respectively).

DfSR Handover Preparation: Consultants and Contractor are to review the items within the DRR and provide the DfSP with the updated information pertaining to the following: (a) Advisory Notes for the Maintenance of Building Works & Building Services (b) Advisory Notes for the Replacement of heavy machinery and equipment. Er Lim sharing on DfS (c) Advisory Notes for future Additions and Alterations, and Demolition of the structure. Handover: The DfSP shall brief the Developer and Subsidiary Management Corporation during the handover process.

THE PROJECT MANAGER 08 SPM-SUSS Professional Talk Series: Management of Development Projects in China >>...from page 5 China is a big country

China is a very big country, with 23 provinces ( ), 4 municipalities ( ) (Beijing, Tianjin, Shanghai, Chongqing), 5 autonomous regions ( ) (Guangxi, Inner Mongolia, Tibet, Ningxia, Xinjiang) and 2 special administrative regions ( ) (Hong Kong, Macau). Different cities are in varying stages of development and they are all constantly changing. We therefore must bear in mind that there could be differences in practices in different cities. In managing development projects in China, one needs to be aware that “Culture” plays a very important part. The more one understands the culture there, the higher chances of success.

(Goodwill, Reasoning, Legal) instead of (legal, reasoning, goodwill)

In China, the way of business dealing is “ ”, instead of “ ”.

In conducting business dealings in Singapore, we will first and foremost respect the legal system - “ ” (legal). “Whether it is legally or contractually right” is the basic for making any business decisions. However, people in China tends to first go by “ ” (goodwill), follow by ” ”(reasoning), lastly then refer to “法”(legal). Generally, they are less respectful to contract, and depend more on friendship and negotiation to get thing done.

On 17 Aug 2018, during his visit to Singapore, Mr. Jun, Prosecutor General of Supreme People's Procuratorate of China, delivered a speech entitled

“Comprehensive Law-Based Governance: The China Solution” at the Singapore General Prosecutor's Office. Regarding the biggest challenges that China will face in the future of the “rule-of-law”, Zhang Jun believes that the most difficult thing to develop in the “rule-of-law” in China, is the cultivation of Chinese citizens' awareness of the “rule-of-law”, including government officials.

He explained that although the 5,000-year history of Chinese civilization is China's advantage, it sometimes makes it difficult for the acceptance of modern concepts like the “rule-of-law”. A distinctive feature of Chinese history is the “rule-of-man”. The “rule-of-law” has only been implemented for several years in China, and the change of people’s mindset is the most difficult and challenging part.

“ ” (“Face”) is very important In Chinese culture, loss of face not only brings shame to individuals, but also to family members (a member’s actions can cause shame for the entire family). While doing business in China, we therefore need to constantly bear in mind not to cause the other parties to loss face, especially in public.

Contract Periods are in calendar days, not working days Unlike Singapore, the Contract Periods stated for the development projects in China are in number of calendar days, not Working Day. The contract periods therefore include Sunday and public holidays. In determining the Contract Period, one also needs to consider the climate conditions (4 seasons), including the long break for Chinese New Year. For example, for projects in the northern city of Shenyang, an additional period of 70 days needs to be added to the contract period if the construction works span across a winter period. This is due to the cold winter weather there, prohibiting the concreting and other construction works to be carried out on site.

Other pointers shared by Er. Tan at the talk are listed below:

The Chinese normally do not express their views directly Most things are negotiable, likely for them to accept compromise Strong organizational hierarchy - juniors generally tend not to express their views in front of their bosses Need to observe protocol in seating arrangements Leadership style in China is more authoritarian No one size fits all -- All roads lead to Rome ( ) Need to exercise flexibility, adopt different means to achieve the desired results

For better appreciation of the challenging operating environment in China, Er. Tan also shared two case studies with the participants: The first case in Jiangyin City – due to the falling property prices, the property buyers at one of the residential developments there would like to return their properties to the developer at the original prices. Following a few months of giving threats to the developer and many rounds of negotiations, they ended up 1. smashing the developer’s sale gallery and attacking the staff in the gallery, resulting in two of the developer’s marketing staff being hospitalized.

The second case in Shenyang City – again due to the falling property prices and trying to get the developer to accede to his demands, one of the residential property buyers sent his 92-year-old father to stay at the developer’s sale office for a few months. And when the aged father passed away, the buyer brought his 2. father’s dead body to the sale gallery and turned the sales gallery into a funeral parlor, with wreaths in front of the gallery. The buyer then tried to get the press and the local TV station to publicise the case with the aim of attracting media’s attention in order to pressurize the developer and the local government into giving in to him to take his apartment back and give him a higher compensation.

Summing up for the talk, Er. Tan provided the following advices to the participants: While working overseas, it is important to have a different and open mindset Try to understand the local practice and respect their culture Be patient and flexible “ ”(The higher ups have policies while the lower downs have their own ways of getting around them) - There is always a way out “ ”(All roads lead to Rome) – When faced with obstacles, try to adopt different approaches to achieve the desired results It is importance to maintain the core values: Diligent, Commitment and most importantly Integrity

Lastly, Er. Tan also strongly encouraged the participants to venture overseas as there will be opportunities to experience different lifestyles, cultures and values. It would be a very enriching experience for those who make the move.

THE PROJECT MANAGER 09 North South Corridor Contract 106 & 107 THE TRUSTED BUILDER

Samsung C&T Corporation has a wealth of global experience and international recognition in building, civil infrastructure and plant Thomson East Coast Line T 307 construction. We have successfully completed many landmark projects in Singapore and globally, including Tanjong Pagar Centre (Tallest Building in Singapore), Changi Runway Package 1 (Largest Single Contract Value), and SLNG Terminal (1st LNG Regasi cation Terminal in Southeast Asia).

As a World Class Trusted Builder, Samsung C&T strives to execute our projects successfully with the highest level of commitment, performance and delivery in safety, quality and within schedule to the satisfaction of our esteemed clients.

Downtown Line 3 Contract 922 Changi Runway Package 1 Thomson East Coast Line T 313

Tanjong Pagar Centre Thomson East Coast Line T 307 V on Shenton

PacificLight CCPP SLNG Regasification Terminal Samsung C&T Corporation 3 Church Street #11-01 Samsung Hub Singapore 049483 Tel: 6550 8000 Fax: 6538 3779

THE PROJECT MANAGER 10 Calling for feature Articles and Sponsorship! Upcoming SPM events Dear Readers, Due to Covid-19, the following events have We invite you to contribute articles of been rescheduled: Project Management interest so that this can be shared with the project New date for the AGM to be advised later management fraternity. depending on the Covid19 situation

We also invite you and your esteemed SPM 25th Anniversary Dinner at Shangri-La company to place an advertorial under Hotel has been rescheduled to 11 Dec 2020 our sponsorship scheme. The cost of sponsorship is $3,000 for one full page or The Organising Committee is happy to invite $2,000 for a half page. Your advertorial members and supporters to take part in the can be in the form of a feature article such SPM Inaugural Golf Tournament 2020 as a write-up on a project or projects tentatively scheduled in End 2020. More undertaken by the sponsor or on any details to be announced in due time subject of project management interest and practice.

You can convey your interest to [email protected]. We sincerely looking forward to your contributions and support.

Mr Tan Kok Siong (Chairman) Mr Yip Kim Seng (Advisor) Mr David Cheong Mr Wooi Sin Mr Manish Banga Mr Shawn Yeo

IDD and the Project Manager; The Young, The Primes and The Merdekas

Project Managers in this Digital Age require both soft skills and hard technical skills to manage the Integrated Digital Delivery (IDD) process of transformation and transferring of a vast multitude of data whilst ensuring ease of accessibility and usage.

The concept of IDD is divided into 4 major areas within the Building and Construction industry, namely Digital Design, Digital Fabrication, Digital delivery & on-site installation as follows: Construction and Digital Asset Management.

Digital Asset Management involves Operation & Maintenance of Built Assets Digital Design refers to Collaborative & Coordinated Computational Design using BIM & MetaData as follows: using BIM & VDC Processes as follows:

THE PROJECT MANAGER 11 iProject Managers (PMs) in this line are expected to possess crucial skills requisite in managing and maintaining BIM models, BIM-based documentation amongst the different teams throughout the project life cycle. and digital project documentation, formalizing and administering contractual BIM- based documentation and workflows, and having an overall understanding The PM should remain inclusive by being involved in various of BIM/VDC/IDD applications. project teams, rather than keeping a distance. More interactive communication can also be achieved using latest technology It is noted that BCA requires BIM documentation for use in DfMA, Digital FM & tools for Value Management and Risk Management with GreenMark. Other requirements cater to BIM Responsibility Metric, the BIM Execution and Deployment Plan; including but not limited to the IT Architecture popular software like REVITZO, BimLink and NavisWorks. for Digital Networks in Construction.

For example, Pod Working can be defined by arranging workspaces based on project themes to actualise collaborative "PODS".

Surbana Jurong has countless case studies of Digital Tech being used for Project Management. Drones are deployed as efficient PM assistants onsite doing GIS surveying for virtual 3D modelling and creating detailed geolocation data for comparing with original building plans for erosion or damages. SJ has The User Experience Path for a Project Manager begins as either an embarked on Digital FM, Digital Security, Defect Management, CDE (Common Employer’s Representative or a Non-Executive Project Manager. For Data Environment) and Risk management through BIM 360 & ProjectWise. Contractor PMs, they need to understand and be open to the benefits of using Digital Technology onsite. Many consultants are now using Virtual Design SPM and leading firms have formed Joint Ventures (JV) with Memorandum of Construction (VDC) comprising BIM, ICE & PPM/Metrics for coordination. Understanding (MOU) and R&D labs to research on digital processes like combining Knowledge Management with Artificial Intelligence (AI) to achieve the following objectives:

Training and discussions using AR/VR allow open -minded participation when everyone is viewing from With more options presented to our clients/end-users, consultants can benefit more direct experience from the shorter decision-making processes and quicker turnaround for project milestones.

The PM industry needs to develop a Training and Development Program with a roadmap based on actual training needs encompassing the following: As the PM moves up the corporate ladder to a senior position, he is expected to display digital project management skills with the ability to identify and drive organizational changes needed for implementing, monitoring and improving IDD adoption. An all-rounded business leader with PM experience, very likely, will lead and guide the process of implementing new systems and workflows for IDD, after identifying IDD strategic objectives by establishing value to be Companies and individuals can leverage on using SkillsFuture Credit (SFC) to achieved by the organisation and its clients from IDD adoption and workflows. offset course fees from BCAA.

Across the multi-generational digital gap, older project managers who are Does a PM need to understand Sustainability issues? fixated on hardcopy paperwork and submission process are already finding Knowledge of how technology can be applied during the right phase of the themselves redundant. The use of a photocopier to scan and email documents design and construction cycle. The know-how of when to get proper expertise is now replaced by mobile apps which can capture, convert and save a on board is critical with sustainability with its accompanying technology as scanned image into the “Cloud”. With the disruption of work habits and culture these are continually embraced and integrated into the construction process shift, younger colleagues who are involved in Project Management are usually globally. An effective PM has to be able oversee the entire process by asking savvy with the all-in-one concept of digitalisation – ‘Create once, use many”. the right questions to the right people at the right time. Picking up a new software to increase your productivity at work is beneficial for survival in the workplace. Briefly summarised, the key takeaways from the current perspective of Digital Project Management are as follows: It is quite a common to observe that professions from Design (Architects), Quantity Surveying, and Engineering, are embracing the IDD change with more Productivity (DfMA, PPVC, etc) openness, while the industry sector of Project Managers seem to be lagging. To instil broader awareness as a PM to steer designers, engineers and Serving the AEC industry consultants forming MDTs (Multi-Disciplinary Team) In AEC, Digitalisation and Project Management can serve to enhance the PM’s To create wider opportunities for learning by tapping on overseas role as the Collaborator, participating in the following focus areas: governments and deepen economic understanding; by working with ESG and EDB. To initiate overseas visits – e.g Estonia (Esplan), Australia (Prescience)

For the older generation, the learning should not stop. The younger PMs are persuaded to foster broader interaction with their seniors to benefit from their experiences in the field. The PM must also perform the role of Facilitator assisting in the integration of various digital tools and system platforms. Hence, IDD requires soft skills like Eugene Seah, Senior Director effective questioning and a coaching mindset while the PM remains as both the Surbana Jurong

THE PROJECT MANAGER 12