PROJECT MANAGEMENT IN SINGAPORE : WHY, WHAT, WHO

Abstract

Project management in Singapore is still in its infancy. Though it is being practised, it is only carried out in parts, for example architects implementing functions related to architectural works, and engineers carrying out functions related to engineering works. Clients are still accustomed to the Traditional approach. They believe that additional expense could be incurred if another professional is employed to manage the project. They assume that the management function is effectively performed by the architect or engineer. Hence, designers and builders also adopt the mentality of swhy rock the boat?' The existing industry is not geared towards project management. However with time, as the local market shrinks, and the need to be competitive arises, local professionals will need to rationalise their organisations or be ^pushed' out of the industry. This is reflected by the encouragement given by the government to professionalise the management of projects, and by the need for more integration efforts between designers and builders. Leglislation has been passed to enable architects and engineers to combine with builders to offer their services as a single entity, for example in a Design and Build approach. The Project Management approach is a possible solution. It could be initiated by either designers or builders. This approach basically professionalises the management of the project. A project manager is the client's representative. The project manager is the link between the main project contributors i.e. the client, designers and builders. This dissertation's hypotheses are that there is a need to manage the tripartite relationships of the client, designers and builders, and that there must be simultaneity in the integrated relationships. This dissertation examines the reasons for the emergence of the Project Management approach. It looks into the shortcomings of the Traditional approach, and considers possible alternate solutions. Various common alternative approaches are considered. The strengths and weaknesses of the various alternative approaches are highlighted. It is noted that of the various approaches, the Project Management approach has emerged as the most feasible alternative. The dissertation highlights the project managers' roles and qualities. It also discusses whether project management involves the creating of a new profession, or that this function could be performed by existing professionals in the industry. To reinforce the dissertation's hypotheses, a survey is conducted to seek the local perception of project management. The survey also determines the need to manage the tripartite relationships, and the need for simultaneity in the integrated relationships. Apart from the author's personal experience, information on this topic is obtained from published literature by academicians and practitioners on the topic of project/construction management. This dissertation concludes that, though project management is at its infancy in Singapore, there is a need to manage the tripartite relationships and that there must be simultaneity in integration.