Kelwin Wong

Strategies for integrating design and construction and operations and maintenance supply chains in Singapore

Purpose – The purpose of this paper is to investigates strategies for achieving better integration between the design and construction (DC) and operation and maintenance (OM) supply chains in Singapore. The specific objectives are to: discover the goals that stakeholders want to achieve in integrating the supply chains; identify the stakeholders that play important integration role in each supply chain; and investigate the effective strategies that may yield better integration of the supply chains. Design/methodology/approach – Data were collected using a structured questionnaire. The sampling frame was Singapore-based clients, consultants and construction firms involved in developing and managing built facilities. Findings – The most important strategies for integrating the supply chains are: sharing relevant information and addressing sustainability issues jointly with DC and OM teams; and integrating life cycle optimization options in DC and OM supply chains. Research limitations/implications – The lim...

Building integrated project and asset management teams for sustainable built infrastructure development

Purpose – This paper aims to investigate the relevance of the relationally integrated value networks (RIVANS) concept for integrating project management (PM) and asset management (AM) for total asset management (TAM). The specific objectives are to test the RIVANS for TAM concept postulated by Kumaraswamy (2011) and Kumaraswamy et al. (2012); discover ways to enable PM and AM teams to work in an integrated manner; and recommend strategies and operational measures to promote greater team integration in the industry. Design/methodology/approach – This study is based in Hong Kong with parallel studies in the UK, Singapore and Sri Lanka. Through a comprehensive questionnaire, a case study on an organization engaged in both design and construction and operations and maintenance (O&M) works, interviews and hosting a workshop (all conducted with experienced industry practitioners and experts), a set of recommendations are derived to guide the industry toward greater team integration. Findings – Early involvement...

Recognizing Stakeholders in Construction Projects as Co-creators of Value in Sustainable Urban Development: A Hong Kong Perspective

Sustainability goals and environmental performance of construction and infrastructure development projects are often determined by construction clients or consultants (in design specifications), or set out by the government (in the form of regulations, codes and ordinances). Contractors and subsequent layers of sub-contractors and suppliers rarely have opportunities or mechanisms to provide feedback to the consultants and clients. This results in: i) the hindrance of learning from lessons captured by these other project stakeholders (acquired through their experiences from other projects they worked on) to be relayed back to the client or consultant; and ii) the lack of support systems and mechanisms for these companies (particularly for the smaller or more specialized subcontractors/suppliers) to collaborate with the consultant, client and/or main contractor to nourish innovation and create greater value together. Based on a study conducted in Hong Kong through a series of semi-structured interviews (with construction clients, relevant government department representatives, consultants, contractors, sub-contractors and suppliers), review of project documentation related to sustainability objectives and environmental features, as well as a detailed case study conducted with a major construction client, this paper explores the existing landscape of the relationships and support mechanisms (related to sustainability/environmental aspects) between the various project stakeholders mentioned above, and identify industry best practices. A roadmap of recommended strategies is then presented for embracing this diversified range of stakeholders to become co-creators of value in sustainable urban development.

Focusing megaproject strategies on sustainable best value of stakeholders

Purpose Most megaprojects focus on overcoming current infrastructure capacity problems or opening up new business opportunities, while a few may be inspired by iconic-symbolic or socio-political drivers. Also, many megaprojects may be seen to focus on benefitting proximate stakeholders in the short-medium term. A case is made here, for aligning the immediate expectations from a megaproject with a parallel focus on the best overall value for all, including long-term stakeholders, thereby also targeting more meaningful and sustainable contributions to the built environment. The paper aims to discuss these issues. Design/methodology/approach This paper draws together and synergises relevant findings from two completed PhD projects and another research project in Hong Kong. Additionally, a focused literature survey and a case study, also contribute to the development of the proposed concepts and strategies. This is therefore a hybrid between a “review” paper and a “conceptual” paper where a suite of significant improvements to current practice are conceptualised and proposed, based on logical integration of relevant findings from the above three research projects, literature review and case study. Findings Inadequate stakeholder engagement has led to many process disruptions and adverse outcomes in recent megaprojects. A structured approach focusing throughout on common overall value from the outset is proposed to achieve better and more sustainable megaproject outcomes. Specific recommendations include: aligning megaproject stakeholder objectives with regional or even national needs and targeting co-creation of common value through early stakeholder involvement in planning and design of built infrastructure megaprojects. Originality/value The increasing number, scale and complexity of megaprojects has amplified their impact on the built environment and its sustainability, hence the imperative to incorporate sustainability considerations, so as to formulate and manage megaprojects better. The proposed approaches in this paper can help revamp megaproject strategies towards such sustainable outcomes.

Tight budget constraints and the absence of strategic planning: An exploratory analysis of FM service outsourcing

Purpose This paper aims to identify the factors that affect facilities management (FM) service outsourcing. Design/methodology/approach Five focus group discussions (FGDs) were conducted for this study. A total of 25 professional FM managers were invited to participate in the FGDs. The qualitative data collected from the FGDs were analysed with the coding method. Findings FM managers commonly regard that tight budget constraints and the absence of strategic planning are two important factors that affect FM service outsourcing. Tight budget constraints reflect that clients control their service providers by constraining budgets, which creates a series of inefficiencies in the outsourcing process and thus lead to adverse outsourcing relationships. A series of strategies are recommended to deal with the challenges posed by budget constraints and the lack strategic planning. Research limitations/implications Twenty-five Hong Kong-based FM managers were interviewed for this study. The empirical data collected mainly reflects FM service outsourcing in Hong Kong. It is important to test the findings with a bigger group of FM managers from other regions. Originality/value The managerial significance of FM service outsourcing has not yet been valued in practice. This study draws academic attention to FM service outsourcing practice and provides practical opinions from FM managers. Also, this study adopts the FGD method in data collection, which extracts to a maximum degree of authentic opinions from practitioners.