Please use this identifier to cite or link to this item: https://scholarbank.nus.edu.sg/handle/10635/221743
Title: AN ENTERPRISE APPROACH TO MAJOR INFRASTRUCTURE PROJECT DELIVERY: ADOPTION OF PROJECT 13 IN SINGAPORE
Authors: SUN KEVIN
Keywords: 2020-2021
Building
Bachelor's
BACHELOR OF SCIENCE (PROJECT AND FACILITIES MANAGEMENT)
Low Sui Pheng
Enterprise Structure
Infrastructure Project Delivery
Project 13
Issue Date: 18-May-2021
Citation: SUN KEVIN (2021-05-18). AN ENTERPRISE APPROACH TO MAJOR INFRASTRUCTURE PROJECT DELIVERY: ADOPTION OF PROJECT 13 IN SINGAPORE. ScholarBank@NUS Repository.
Abstract: Project 13 (“P13”) is a project delivery model developed by the United Kingdom (“UK”) Institution of Civil Engineers (“ICE”), in conjunction with the industry-led Infrastructure Client Group (“ICG”), to improve on the performance and delivery of major infrastructure projects. P13 seeks to do so by establishing a new approach to infrastructure delivery, based on an enterprise structure rather than the current transactional models. Since its introduction in 2017, P13 has been successfully trialled on several public infrastructure projects in the UK, ranging from highway construction to waterworks development, to airport expansion. As with other developed countries, Singapore has been trying to increase the productivity of its construction industry and to improve on its effectiveness in the delivery of public sector projects. Whilst measures such as technology adoption and regulatory reforms have been proposed and implemented, the use of a new project delivery structure remains a novel approach. Given the similarities between Singapore and the UK’s construction industry and procurement routes, there is an opportunity for Singapore to adopt a project delivery model similar to P13 for its major public infrastructure projects. This research seeks to examine possible contributions to performance improvement through the adoption of P13 in Singapore, investigate the barriers in implementing the model, and finally propose some strategies in tackling the challenges and in promoting P13’s effective implementation. Based on a review of existing literature, the efficacy of P13 was established. Case studies of Anglian Water and the Surrey County Council using P13 were carried out to further understand the workings of an enterprise project model. In addition, a total of 30 barriers and 19 critical success factors have been identified through literature review. A survey questionnaire was then developed and distributed to stakeholders within the local construction vertical. Non-parametric analysis was used on the responses to establish the different attitudes towards adopting P13 in Singapore. The study shows that while P13 is a possible project delivery method in Singapore, major issues such as the lack of drivers from both public and private sectors, absence of interest in innovative procurement strategies, and general comfort with the current industry structure may stifle any attempt in shifting the industry towards an enterprise model. While respondents have reacted positively to the reported benefits P13 can bring to project delivery, the overall inertia is still too great to subdue. Nevertheless, several recommendations to overcome the above obstacles have been raised in this paper, with calls for stronger leadership and cooperation between the public and private sector, as well as the adoption of more collaborative attitudes amongst industry players.
URI: https://scholarbank.nus.edu.sg/handle/10635/221743
Appears in Collections:Bachelor's Theses

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