FEASIBILITY OF REMOTE CONSTRUCTION MANAGEMENT IN SINGAPORE

Abstract

Remote Construction Management (RCM) is a term that has not been discussed much in the industry. Building upon the technologies from Fourth Industrial Revolution (IR 4.0), and Industry Transformation Map (ITM) by BCA, it is possible for projects to be remotely managed outside of the construction site. Additionally, it is timely to be investigating RCM which can assist to improve Singapore's digital preparedness given the strain the sector encountered during the COVID-19 pandemic, which entirely halted building activity for two months. Hence, this research aims to identify RCM’s related technologies and software and investigate the drivers, barriers, and strategies in implementing RCM between the various organisation types, sectors, and experience, together with the respondent’s designations and experience in the construction industry. In order to achieve the objectives, a total of 16 drivers, 18 barriers and 13 strategies were identified in the pilot interviews and literature study, which was distributed to the construction industry experts. With 81 survey response received, analyses were carried out to determine the variations in the drivers, barriers, and strategies significance, for RCM implementation. Following that, post interview with a professional from the industry was investigated to confirm and support the survey analysis. The analyses revealed that the current RCM implementation rate, based on the frequency of respondents involved is 54.3%. The top 4 drivers of RCM implementation across categories are “D4: Monitoring on-site progress in real time”, “D10 Inspection of completed construction works can be done off site”, “D2: Ease of collaboration & frequent communication between contractors - Reducing chances of miscommunication and disputes” and “D15: Reduced project delays”. Meanwhile, the top 4 barriers that impede RCM implementation across categories are “B2: Concerned about major investments without getting guaranteed success/returns”, “B4: Cost & Time needed for employees to be trained”, “B10: RCM technologies is not widespread enough for it to be implemented” and “B15: Privacy and data security issues”. Lastly, to encourage the implementation of RCM, the top 3 strategies are, “S1: Have clear & dedicated roles that can provide strong support systems to accomplish organisation's objectives”, “S5: More Research & Development (R&D) and “S10: Financial Incentive /Support/ Subsidies for use of RCM” to make RCM technology / software more advanced”. These findings offer valuable information for firms that aims to be more digital ready in Singapore’s construction industry.