sep/oct 2014 the project manager - sprojm.org.sg · sep/oct 2014 the project manager ......

HIGHLIGHTS

Sep/Oct 2014

THE PROJECT MANAGERNewsletter of the Society of Project Managers, Singapore www.sprojm.org.sg MCI (P) 153/08/2014

MOU signing between BCA and the CIJC during the BCA Awards 2014

A 5-year Roadmap to attract local talents into the built environment (BE) sector was launched by Senior Minister of State (National Development and Trade & Industry), Lee Yi Shyan on 22 May 2014. Jointly formulated by the Ministry of National Development (MND), the Building and Construction Authority (BCA), industry stakeholders and institutes of higher learning (IHLs), the Roadmap aims to attract and retain a strong pipeline of local talent for the BE sector.

The key initiatives under the Roadmap would help drive transformations in the sector to offer conducive work environments, better human resource (HR) practices, and meaningful careers to enhance attraction of local talents, including females. Beyond these, the Roadmap would also focus on raising awareness on the sector through structured internships for students and attachment programmes for teachers. >> ... continue on page 09

Pledge for a Better Built Environment Workplace

“13th International Outstanding Project Manager” Awards Judging SessionThe China Construction Industry Association (CCIA) and Construction Project Management Committee (CPMC) of the People’s Republic of China have been awarding the “International Outstanding Project Manager” Awards to deserving Project Managers in China for the last 12 years. They are now in the process of evaluating the candidates for the “13th International Outstanding Project Manager” Awards.

As part of the evaluating process for the Awards, there was a presentation cum Q&A session to evaluate and test the candidates’ ability in presentation and their command of the English language. This year’s Q&A session was held on 12 Jul 2014 at Hohhot, Inner Mongolia, China.

Mr. Tan Joo Chuah, SPM’s official representative for the People’s Republic of China, was invited to be the Deputy Judge for this Presentation cum Q&A Session. Mr. Wu Tao, the Vice Chairman and Secretary-General of China Construction Industry Association (CCIA) was the Chief judge, together with five other eminent judges. >> ... continue on page 08

The candidates together with the judges. Mr. Tan Joo Chuah (front row, 5th from left). Mr. Wu Tao (front row, 6th from left) and Mr. Bill Young, President apfpm (front row, 8th from left).

A Case for Accreditation of Project Managers >> 2

Productivity in Project Delivery >> Page 6

The Project Sponsor >> Page 4

01THE PROJECTMANAGER

President’s AGM Address on 18 July 2014

S/N NAME MEMBERSHIP PLACE OF PRACTICE

1 Erwin Sangalang Garcia Associate Tycoon Construction Pte Ltd

2 Lee Kok Boon Associate Arcadis Project Management Pte Ltd

3 Lee Soon On Ordinary Arcadis Project Management Pte Ltd

4 Lim Wi-Jin, John Ordinary PM Link Pte Ltd

5 Lim Yao Ching Ordinary Arcadis Project Management Pte Ltd

6 Lum Shih Feng Mervin Ordinary Arcadis Project Management Pte Ltd

7 Vun Sook Yieh Ordinary Arcadis Project Management Pte Ltd

Welcome! New SPM MembersWe extend a warm welcome to the following new members into SPM:

SPM all along has a student membership scheme. It has recently taken a step further in amending its constitution, at its AGM on 18 July, to allow part time students to join as student members.

Students of degree courses like those in UniSIM, NUS, NTU and SUTD related to the fields of Project Management, Architecture, Civil & Structural Engineering, Mechanical and Electrical Engineering and Quantity Surveying are welcome to apply for SPM student membership. Student members will have opportunities to attend talks and seminars relating to Project Management and attend networking sessions with PM practitioners.

SPM Opens Its Door to Part Time Students

I want to thank the members of the SPM council and the various working committees for the support and time they have given to promote the objectives of the Society.

During the past year 2013/2014, SPM had continued our engagement with our MOU partners both internationally and locally.

We had been very active in the Global Alliance for Project Performance

Standards (GAPPS) workshop sessions held at various avenues of member organizations. Kim Seng is a Director of the GAPPS Board as well as a member of the endorsement panel.

The Construction Project Management Committee (CPMC) of the China Construction Industry Association is having its 13th China International Construction Project Management Summit in Hangzhou from 12 to 13 October 2014. SPM will be organizing a delegation to go for this summit. Members who are interested to join are welcomed.

The Asia Pacific Federation of Project Management (apfpm) is organizing its inaugural Asia Pacific conference in Beijing from 29 to 30 November 2014. They are also encouraging us to participate in their apfpm awards for management of projects. This is due by 12 September 2014.

The Society has been and will be actively conducting talks and professional courses for members. I hope all of you had been able to attend the lunch time talks that we organized in the past year. The next lunch time talk would be in October where we would have a visiting speaker from Pacific National’s Australian Operations. He would be speaking on an award winning project and the Project Management scene in Australia.

SPM will be conducting its 9th run of the course on Project Management for Professionals of the Building & Construction Industry with BCA Academy from 22 July to 5 September 2014.

Next Wednesday, 23 July, we have a joint seminar with BCA Academy focusing on productivity for in project delivery. This would be at Concorde Hotel. There would also be a tour of the newly completed Sports Hub facilities in the afternoon. We have received an overwhelming response, more than 200 so far.

Total membership of the Society as at May 2014 stands at 382 comprising 4 Honorary Fellows, 63 Fellows, 288 Ordinary Members and 27 Associate Members. During the past year 2013/2014, SPM welcomed 18 new members comprising 10 Ordinary Members and 8 Associate members.

I look forward to your continued support and for more ideas on how we can make our Society even better.

Thank you.

Dr Ting Seng KiongPresident , SPM (Council 2013-2015)

02 THE PROJECTMANAGER

International Relations Committee1. Its objective is to establish relations with other similar

project management associations globally to:

a. Coordinate and network with global counterparts.

b. Arrange for SPM representations at these global PM forums/conferences, etc.

c. Coordinate international mutual exchanges of learning.

d. Achieve mutual recognition and transferability.

2. Committee Members – Bernard Ho (Chairman)

Chang Meng Teng (Advisor)

Tan Kian Huay (Vice Chair)

Tan Joo Chuah.

3a. Listing of MOUs between SPM and other local and overseas institutions:

• 20August2002–AgreementoncooperationUnionofInternational Construction Project Management was signed with 6 institutions.

i. International Project Management Association (IPMA)

ii. Chartered Institute of Building (CIOB)

iii. Chartered Institute of Building (Hong Kong)

iv. Construction Management Association of Korea (CMAK)

vi. Construction Project Management Committee of China Construction Industry Association (CPMC)

v. Society of Project Managers (SPM)

• 28January2003–JoinedAsiaPacificFederationforProject Management (APFPM) (represented by about 12 countries).

• 25February2003-JoinedGlobalPerformanceBased Standards for Project Management Personnel (GPBSPMP is now known as GAPPS – Global Alliance

for Project Performance Standards) as founding member.

• 1June2004–JoinedConstructionIndustryJointCommittee (CIJC).

• April2010–apfpm(AsiaPacificFederationofProjectManagement) was re-launched in Hong Kong. apfpm is a regional grouping of independent national project management associations. SPM is part of the grouping of 15 international PM associations.

• 3October2012–SPMandCPMCrenewedtheirMOU in Singapore.

3b. Overseas PM conferences, seminars & workshops

• GAPPSworkshops–SPMhassentrepresentativestoattend and participate in GAPPS working sessions on an average of twice a year to help develop the Global Project Management standards and other practice standards relevant to project management.

• CPMCannualsummits–SPMhasbeenactivelyparticipating in the CPMC’s annual China International Construction Project Management Summits for many years. In some years we had presented papers at the summits and our senior members were invited to be judges for their outstanding project managers awards.

• apfpmConferences–SPMhasbeenactiveinapfpm conferences and even submitted members’ projects for participation in their PM Achievement Awards competition and presented papers at their conferences. Our current President, Dr Ting was involved in judging at their PM award.

Contirbuted by:

Bernard Ho2nd Vice President, SPM


The Society of Project Managers held its 18th Annual General Meeting on 18 July 2014 at the Singapore Recreation Club. Members gathered for networking and catching up over a hearty buffet lunch prior to the AGM commencement.

As this is the AGM after the 1st year of the 10th Council (2013-2015), the meeting was conducted without any election of office bearers. However, members were asked to exercise their voting rights on amendments to the Constitution. The key change was to allow for the admission of part time students to join the society. The rest of the amendments were more to regularize text for consistency and were administrative in nature. All the proposed amendments were unanimously passed.

After the AGM, the Council took the opportunity of having a gathering of members to carry out a conversation session with them. The floor was open for members to raise issues and suggestion to improve the Society. Several topics were raised. They included how to attract more PMs from the construction companies to join

SPM, how to raise the practice standard of PMs, and how to improve the quality of PM undergraduate courses to benefit the profession. The Council will engage the relevant stakeholders to address them.

SPM 18th Annual General Meeting

The Project Sponsor

In the field of Project Management, the term “Project Sponsor” has been used widely in the context of projects. The use of “Project Sponsor” appeared around the end of the 1980s. In the Singapore construction scene, its use is becoming more evident, although its role has very much been exercised within the developer organization. The Project Sponsor’s role is sometimes enmeshed with that of the project owner, the funder, or the senior management of the organization requiring the project.

What is a Project Sponsor? The Project Sponsor is the individual (usually an executive) or a group with overall accountability for the project. He is the person or group that is responsible for the project on behalf of an organization. The Project Sponsor is primarily concerned with ensuring that the project delivers the agreed business benefits. He acts as the representative of the organization that owns or requires the project to be done. He plays a key leadership role in:

• championingfortheproject,“theproject’sadvocate”- promoting and marketing the project throughout the organisation

• chairingtheProjectSteeringCommittee• actingasthelinkbetweentheproject,thebusiness

community and, very importantly, the management decision making groups

• actingasthebridgebetweentheorganisation’sseniormanagement and the project manager/project team

• providingbusinessexpertiseandguidancetotheProject Manager

• actingasanarbitratorandmakingdecisionsthatmaybe beyond the authority of the Project Manager.

The role is seldom needed or the term ‘Project Sponsor’ is seldom used where the project is delivered by a separate organization to the client or owner through a contractual arrangement, for example in design and build construction projects. In such cases, the relationship between the owner and the contracting organisation will be defined by the contract.

The Project Sponsor does not need to have good understanding of project management, but more importantly, he must be at a sufficiently senior level in the organisation to provide the necessary support for the project. He needs to ensure that the project meets the desired business objectives providing internal political support for the project and ensuring priority for funding and resources.

What does a Project Sponsor normally do?The Project Sponsor is the key link between the project management team and the organization's executive management. A good Project Sponsor will not interfere in the day-to-day running of the project – that is the role of the Project Manager. But, the Project Sponsor should help the Project Manager facilitate the necessary organizational support needed to make strategic decisions and create a successful project.

While the Project Manager is responsible for the day-to-day implementation of the project, there are certain issues that can occur and are beyond the ambit of project management. For example, business circumstances may change considerably, making it impossible for the Project Manager to carry out his/her job, such things as changes of policy, adverse business conditions, etc. When such cases arise the Project Sponsor has to recognize and react to such circumstances expeditiously to help clear the impediments to enable project management to continue.

Project Sponsor’s ResponsibilitiesAn effective Project Sponsor has the ultimate responsibility for seeing that the intended benefits are realized to create the value forecast in the business case.Typically he is responsible for:

• ensuringthatthebusinessneedisrobustlyvalidatedand correctly prioritised

• establishingtheprojectorganisation,rolesandreporting structure

• ensuringrisksarestudiedandthereisasystemtohave them managed

Acknowledgement: cartoon illustration from Simon Kneebone

Project Sponsor needs to keep close tab on the changing business environment.


From a land of blazing sun, GAPPS moved their meeting and working session to the land of the rising sun, Japan. The 31st Working Session of GAPPS was held in Tokyo from 30 May to 1 June. The host, Project Management Association of Japan (PMAJ), had a 16-member delegation to the session. Meetings and discussions were held in Japan International Cooperation Agency (JICA) Building. There were 8 other participants from Australia, Austria, Canada, Singapore, South Africa and United Kingdom. I represented SPM, Singapore. We had two students from the University of Sydney participating in the session.

The group was honoured to have met with Mr Kuroyanagi, Vice-President of JICA and being hosted to two dinners by Mr Kiyomitsu Nishio, Chairman of PMAJ. We were also delighted to have participation from the large delegation of PMAJ, led by its President, Mr Akio Mitsufuji. We were briefed on the latest development of the Japanese PM standards – the 3rd Edition of the Project and Program Management (P2M) standards, and a presentation on what PMAJ and the Japanese industry are doing in the area of Knowledge Management.

In WS31, the participants spread themselves out to work on 4 streams, namely Mapping of Standards, Project Sponsor Standards, Knowledge Management and GAPPS Communications. I participated in the Project Sponsor Standards, continuing my contributions as of previous working sessions.

The Project Sponsor work group reviewed and worked on the guide to assess complexity of project types in respect of the Project Sponsor’s role and tasks. We looked into factors like Project Management structure, decision-making protocol and processes, stability of business case and cultural diversity.

On the side, I had a meeting with representatives from PMAJ and PMSA (Project Management of South Africa) to discuss PM certification.

I look forward to the next session (WS32) in Johannesburg, South Africa on 19 to 21 September 2014.

Written by:Yip Kim Seng1st Vice-President, SPM

Kim Seng giving an illustration of a relationship set up between Sponsor, PM, Employer and Contractor in a construction project team during his work group on Project Sponsor Standard.

GAPPS Working Session 31 in Tokyo

Mr Mitsufuji, President (PMAJ) welcoming the foreign delegates.

Yip Kim Seng (standing, far left) with the other participants

of the GAPPS WS31.

• ensuringbudgetisapprovedandfundsandresources are well allocated

• ensuringthattheprojectisproperlylaunched• approvingtheprojectplan• ensuringchangestotheprojectareproperly

managed• ensuringtheprojectissupportedpoliticallyandis

under control• ensuringthatheisconsultedonkeydecisionsbythe

Project Manager• addressingissuesthatarebeyondtheambitor

authority of the Project Manager• approvingkeyprojectdeliverables• initiatingprojectreviewsandsupportingtheprocess

of review• resolvingconflictandremovingobstaclestoprogress• overallqualityoftheproject,boththemethodsused

to develop it and the end product.

In summary, the Project Sponsor is a key advocate for the project. He must “walk the talk”. He operates within the owner organization in a position more senior than the Project Manager, if he is also an internal staff. The Project Sponsor has to gain commitment from other key stakeholders within and without the organization. He has to keep the project aligned with business and cultural goals.

During project implementation, the Project Sponsor has to ensure issues are escalated from the project and solved effectively at organizational level. These include decisions risks, conflicting objectives, changes and other issues that are outside of the Project Manager’s designated authority. For the project's outputs to be sustained, the Project Sponsor has to ensure that people and processes are in place to maintain it once the project is completed and handed over.

From the project management perspective, a project not having an effective sponsor would raise the probability of project failure and the Project Manager could be held accountable for that failing. It is therefore important, for the sake of the project and shared sense of ownership of the project though it may be politically sensitive and unpopular, to flag the lack of effective sponsorship as a key risk to the project for the attention of the organization’s management.

References:(1) “Exploring the Role of the Project Sponsor” by Lynn Crawford and Christine Brett [2001](2) “What Does a Project Sponsor Really Do?” by Lynda Bourne [2012]

Contributed by:

Yip Kim Seng1st Vice-President, SPM


Raising productivity has been a major challenge for Singapore, particularly for the Construction sector. The Building and Construction Authority (BCA) has developed and implemented many schemes to encourage the designers and builders to utilise the Construction Productivity and Capability Fund (CPCF) as part of the Government’s efforts to help the construction industry improve productivity and strengthen its capability. It promotes the adoption of innovative and less labour demanding and more productive methods and approach to construction. While the use of innovative technologies and systems have improved productivity, these are mainly focused on the construction and installation stages of projects. The upstream management and initiatives by a Project Manager are equally critical in reaping productivity gains.

BCA-SPM Joint Seminar 2014What role can Project Managers play to help raise productivity in project delivery? The BCA and Society of Project Managers (SPM) once again joined hands to organise a seminar to address this question. The BCA-SPM Joint Seminar 2014 was held on 23 July to explore and discuss how the PM in his management of his project can contribute to higher productivity and better project outcome. It shifted the spot light upstream to focus on pre-construction stages – planning, team formation, design development and tender preparation.

At Concorde Hotel at 9 a.m. we saw 254 industry practitioners from developer, consultant and contractor

organisations gather for the Seminar. After a warm welcome from Dr Ting Seng Kiong, President of SPM, Mr Low Tien Sio, DyCEO, Sentosa Development Corporation delivered the keynote paper. He recounted the study findings into the construction capacity of the industry of a Commission of Inquiry some 50 years ago. From the findings of the COI and also that of the Construction Working Group (MTI) in 2002, he shared some key lessons for the build environment industry practitioners, particularly the project managers. He outlined the challenges that Project Managers have

to grapple with in the changing and increasingly globalised and competitive industry; the resources, and capabilities and expertise required to meet these challenges.

Following the keynote presentation, the seminar participants were treated to a platter of varied but interesting topics concerning productivity from learned and experienced professionals.

– Projects & Management – Raising the Bar Mr Paul Chain Shau Woo, CEO, Development & Facilities Management, Nanyang Technological University

– Dispute Avoidance and Resolution Mr Paul Teo, Partner, Hogan Lovells Lee & Lee

– Leverage on Innovation in Project Delivery Mr Eugene Seah, Group MD, Langdon & Seah Singapore Pte Ltd

– Redefining Productivity: A Holistic Approach to Project Development Mr Ludwig Reichhold, MD, Dragages Singapore Pte Ltd.

Paul Chain in his animated presentation was very forthright in highlighting the need for project managers to step up a few notches in their service and practice standard, particularly in the area of leadership. He stressed that low productivity could be a result of the project team not well led or managed, decision taken not based on experienced management judgement.

Paul Teo, drawing from more than 17 years of experience as a construction and disputes lawyer in Singapore and Asia, shared practical insights from actual cases in his practice and strategies and approaches for pre-empting, managing and resolving disputes in a cost effective manner.

Productivity in Project Delivery – The Role of Project Managers

Mr Low Tien Sio giving the keynote address on “State of Our Construction Industry: The Challenge to the Project Manager”.

Dr Ting Seng Kiong welcoming the participants and kicking off the Seminar.

A section of the 250 plus participants at the Concorde Hotel Ballroom.

Panel of speakers during the Q&A session: (from left) Paul Teo, Paul Chain, Yip Kim Seng (Panel Chair), Ludwig Reichhold and Eugene Seah.


Eugene Seah captivated the audience with an array of futuristic technologies that can bring game changing innovations in project delivery to enhance productivity and quality. He brought to participants’ awareness new tools and technologies – BIM Cave, Biominetics, Nanotechnology, Robotics, e=Procurement and SkyBIM. These are not dreams but very near future realities.

Ludwig Reichhold had just led his team to successfully complete the construction of the Singapore Sports Hub, which was developed on a PPP model. He shared the benefits achieved from a more holistic approach to productivity, through integration of the inputs and close collaboration involving the developer, the project manager, the designers, the builder and the operator of the Sports Hub facilities, right at the early stages of project development.

Site Tour of the Singapore Sports HubThe Seminar program included a site visit to the newly completed Singapore Sports Hub (SSH). Due to constraint in conducting the tour, only 150 of the Seminar participants who were the earlier birds secured the golden opportunity to tour the SSH. Besides the grand National Stadium, the participants had the privilege to see the ‘back-of-house’ facilities that were normally not accessible to the general public. They included the player dressing and changing rooms, media conference studio, VIP lounges and viewing gallery.

From the survey feedback of the participants, the Seminar is considered a success. Perhaps the only regret is that some of the eager participants had to miss out on the SSH site tour. In rounding up the Q&A forum involving

the speakers, the Panel Chair, Yip Kim Seng, 1st VP of SPM posed a few questions to the participants to take away to ponder. Is productivity just about having construction faster or having less reliance on labour resource? Shouldn't productivity be viewed in a life-cycle perspective – from project inception, design, procurement, construction and even operation and occupation of the completed facilities? Should we look into reduction of wastage –

in time due to inadequate planning and disputes resulting from lack of clear communication or documentation; in resources and materials due changes and re-work resulting from not-so-robust decision making or clear specification?

With advancement of technology, there is confluence of knowledge and roles of construction professionals; project development process will change – process gets automated and information is processed and produced faster, more options can be available. Decision makers are challenged to act faster, but also knowing that changing an inferior decision later will cost time and resources. The Project Manager, who is the prime mover and key facilitator of the project development process, needs to be cognizant of it. Knowing the challenges and riding the new possibilities in technology advancement he can reap real productivity for the project delivery chain.

Particpants checking out the back rows of stadium seats.

View from the VIP Lounge.

President, SPM with some Council members and participants tryning out the seats in the VIP gallery.

Participants absorbing the sights of the awesome new National Stadium.

Written by:

Yip Kim Seng1st Vice-President, SPM


A total of 23 candidates attended this Q&A Session. They had been shortlisted from hundreds of applicants from the various provinces and cities in China.

Following the presentation, Mr. Tan Joo Chuah gave his comments on the performance of the candidates and provided advice to them on their presentation materials and communication skills.

The Q&A Session was successfully completed and the results of the Awards will be announced in due course. The successful candidates will receive the Awards in October this year during the 13th China International Construction Project Management Summit to be held in Hangzhou, China.

SPM President, Dr. Ting Seng Kiong will be leading a delegation from SPM to attend the 13th CICPM Summit on 12 and 13 October 2014. The theme is Project Management Innovation and Construction Industry Modernization. SPM will be contributing a paper at the Summit. Members who are interested are welcome to register with the Secretariat [email protected] before 30 Sept 2014.

Written by:

Tan Joo ChuahFormer SPM Council Member

“13th International Outstanding Project Manager” Awards Judging Session

<< ... from page 01

Mr. Tan Joo Chuah posing question to a candidate at the Judging Session

Mr. Tan Joo Chuah giving evaluative comments and sharing his advice after the candidates’ presentations

SPM organized a launch of two signature books authored by our very own members on 11 July 2014 – “The Singapore Developers Design & Build Contract” by Mr Chow Kok Fong, our founding President; and “Construction Industry: Procurement, Contract Administration and the Law” by Mr Eugene Seah.

At the Grand Copthorne Waterfront Hotel, the book launches were preceded by a seminar on REDAS DESIGN AND BUILD FORM OF CONTRACT AND ESSENTIALS OF PROCUREMENT PRACTICE. We had more than a hundred people present at the event. The seminar featured papers on “Issues relating to Fitness of Purpose in Design and Build Contracts” by Wong Meng Meng, SC and “Design and Build-Early Contractor’s Involvement (ECI Processes)” by Mr Seah Choo Meng, IPP of SPM. Mr Ho Chien Mien of Allen & Gledhill chaired the discussion panel that followed the presentations.

We were also honoured to have Justice Chan Seng Onn to grace the book launch.

SPM would like to take this opportunity to again thank the sponsors of the event – Lexis Nexis, Funtasy Island Development Pte Ltd and Hexacon Construction Pte Ltd.

SPM Members Launched Two Books for Construction Professionals

Justice Chan Seng Onn (right) and Chow Kok Fong unveiling an enlarged replica of the cover of the latter’s book. Standing with them is Ms Ella Wang of Lexis Nexis.

Book author Eugene Seah (centre) with SPM President, Dr Ting Seng Kiong and Ms Ella Wang of Lexis Nexis.

Mr Wong Meng Meng, SC, giving his keynote presentation.


<< ... from page 01

A key highlight of the Roadmap launch was the signing of a Memorandum of Understanding (MoU) between BCA and the Construction Industry Joint Committee (CIJC) to promote the adoption of good HR practices in BE firms through a new pledge initiative, Pledge for a Better Built Environment Workplace.

The launch of the Roadmap marks an important milestone to the 5-year journey that MND, BCA, the BE sector and IHLs are embarking on. With the sustained and synergistic partnership, the sector is set to undergo greater positive transformative changes to become the workplace of choice.

SPM is pleased to be one of the 9 signatories of the Pledge. Being an association with membership of individuals, and not corporate, the SPM Council strongly advocates its members to support this Pledge by encouraging their companies’ HR colleagues to help create good and conducive built environment workplaces.

Pledge for a Better Built Environment Workplace

BE firms that signed the Pledge can be identified by the above logo


A Case for Accreditation of Project ManagersSimilarly, how can a PM become a PM of high competence? While he can start by reading books on Project Management and watching how others manage project, but that is not enough. He can attend appropriate training to “knowledge up” and to limited extent “skill up”, but really he must “get into the water” to experience it. He needs to gain the experience of managing more complex projects to gain higher competence.

It is unlikely that the practice of Project Management will be legislated, although that would be an easier approach. Accreditation of PMs will certainly expand and improve knowledge and experience of managers of projects and provide for continual professional education and development. With these, it will help raise project management practice standard in the industry. With accreditation, the

qualified PMs can obtain internationally recognised certificate acknowledging their competence in Project Management. Accreditation of PMs will increase certainty to the customers that they will receive competent and professional services from the PM and enable project management services companies to demonstrate clearly the professional competencies of their employees. The built environment industry can see more successful projects delivered with higher productivity, better safety record and greener and more sustainable facilities.

Contributed by:

Yip Kim Seng1st Vice President, SPM

<< ... from page 12

Achieving greater height.

UE BIZHUB EAST THE ROCHESTER LKC - NOVENA LKC - YUNNAN

CET @ PAYA LEBAR ROAD


AnnouncementThe email address of SPM Secretariat is changed to:

[email protected]

SPM members and readers are advised to use this new address to correspond with SPM Secretariat.

Dear Readers,We invite you or your esteemed company to

place an advertorial under our sponsorship

scheme.

The cost of sponsorship is S$3,000 for

one full page or S$2,000 for a half page. Your

advertorial can be in the form of a feature article such as a write up on a project

or a portfolio of projects undertaken by the

sponsor or on any subject related to project

management practice.

You can convey your interest and support to

[email protected]

We sincerely look forward to your support!

SPM Publications Committee

Calling for Sponsorship!

Looking Forward...

from the Editorial Team...The Editorial Team

Tan Kok Siong, ChairmanYip Kim Seng, AdvisorManish BangaJason LeeShaun Yeo

Calendar of 2014 Events

Dear Readers,In this issue, we introduce a complementary role to the Project Manager – The Project Sponsor. This person or group resides within the Developer or Owner organization. He plays an important role together with the Project Manager and the team of consultants and contractors in successful project delivery.

The competency standards and performance of Project Manager is also discussed. There is need for accreditation of Project Managers to differentiate the good from the mediocre and raise the practice standard of project management in Singapore BEI.

We trust that you have an enjoyable time reading our news and feature articles.

Your views on the materials presented or any general feedback are welcome to help us improve the publication. Also, we look forward to you contributing an article to share your experience with the PM fraternity. Please send them to [email protected].

Tan Kok SiongOn behalf of the Editorial Team

You can look forward to the following in the coming issues:

1. Building Information Modeling – The PM's Role

2. Academia at Singapore General Hospital

3. The New National Heart Centre Building

We thank Greatearth Construction

Pte Ltd and Greatearth

Corporation Pte Ltd for their kind

support and sponsorship in this

edition of the newsletter.


Publisher: Society of Project Managers | Printer: Toppan Security Printing Pte. Ltd.Publisher: Society of Project Managers | Printer: Toppan Security Printing Pte. Ltd.

What is project management? It is a discipline or skill set that applies a set of methodology and techniques to deliver a specific project from initiation/conception and planning to execution and ultimate completion. Good project management is not simply a matter of putting together a schedule and cost plan, and sticking to it regimentally. We operate in a fast-pace and changing business environment, projects are normally exposed to uncertainties and risks. Project Managers are expected to have the confidence to deal with these factors and have the ability to plan meticulously. It requires a good lot of leadership and organizational skills to handle this, as well as great planning and communication skills. Management of projects requires a smooth and calculated approach that constantly holds a holistic perspective of the project objective but at the same time requires meticulous attention to break down the task into manageable parts and pieces that people in the team can address and the finesse to manage people involved in delivering the outcome.

Currently, any person can call himself a Project Manager (PM) and practise project management in the Built Environment/Construction Industry. Unlike the practices of Architects and Professional Engineers, the professional practice of PMs is not legislated. Developers and consumers of project management service find the quality and standard of Project

Management service vary widely. Some developers questioned why their consultants or contractors claimed that their design and supervision service included project management and yet found that their projects ran into delays, with cost overrun or laden with poor quality or defective works. There is a need to have industry standard stipulated for the practice and provision of good professional project management service in Singapore. We need a system for the consumers of Project Management service to sieve out or differentiate the good PMs from the mediocre. The Society of Project Managers (SPM) is leading the way in developing an accreditation scheme to assess and certify qualified practitioners in Project Management.

What is expected of a good project manager?Can we assume that those who call themselves PMs have the basic knowledge and skill set required for project management. Do they know and use the principles of project management, adopt the best practices - use suitable Project Management tools, templates? Do they have some type of project management training?

Project managers in the build environment industry (BEI) in Singapore are expected to be conversant with the development in technology and

methodology to improve productivity, to encourage environmental sustainability, to adopt good work place safety practice, and have some degree of understanding of the technical aspects to help developer/owners achieve better maintainability in their buildings, for better life cycle outcome.

Are we expecting a good PM to be a modern day Renaissance man who is master of all trades and disciplines? No, but a good PM is expected to have sufficient knowledge of each discipline that he is managing to enable him to interact intelligently with the consultant of that discipline. I reckon a good PM is like a good orchestra conductor who knows the characteristics of the various instruments in his team of musicians. His skills and expertise are not just to coordinate, but really to integrate the sounds of the instruments in good timing, tempo and intensity to create a beautiful melody, and not noise. So, a good PM is expected to have the skills to integrate the contributions of the various and varied consultants (or trades of sub-contractors, in the case of a contractor’s PM) in his project team with good leadership and management skills.

Now, how does a conductor reach maestro standard? It cannot be just by reading books and musical scores and attending concerts, can he?

A Case for Accreditation of Project Managers

There is a need to have industry standard stipulated for the practice and provision of good professional project management service in Singapore.

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All too often we hear about projects getting into difficulties. Budget overruns, unable to complete project on schedule, shoddy workmanship or inferior materials, and maintenance problems are not uncommon complaints. While we do not expect a perfect project, such difficulties are result of lack, if not absence, of good project management.


sep/oct 2014 the project manager - sprojm.org.sg · sep/oct 2014 the project manager ......

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