A Singapore-Listed Company

Builds Client Satisfaction with

Better Project Management

Scorecard INTRODUCTION: Established in 1912 with key activities in Engineering,

• Reduced construction Construction and Integrated Facility Management, a Singapore-listed
delay by up to 56 days corporation’s strong track record and end-to-end capabilities from
over an 11 month period
Design, Build and Manage has given it a competitive edge in today’s
• Shortened structural business. As one of the first listed companies in Singapore, the company
construction cycle time for
today has more than 5,000 employees and operations in about 12
typical floors (from 11 to
9 days within 3 months) countries across the Asia Pacific region.
• Improved productivity of BUSINESS ISSUE: Under its property development subsidiary, the company
M&E works:
continues to contribute to Singapore’s urban landscape by building some
• 200% for first fix of the more iconic structures and residential condominiums.
above ceiling
• 63% for ceiling Its most recent project is a mixed development comprising of a multi-story
clearance condominium and hotel as well as a retail podium. Given the strategic
• Shortened Concrete Body and iconic nature of this development, it is singled out by the company’s
Plan (CBP) processing senior management for KT to provide project management support. The
time by 72% (from
average 58 to 16 days)
underlying intents are to embed robust project management practices
that govern the construction of the iconic project; and in the longer term,
• Improved Monthly RFI
average count by 60% develop a customized model that can replicate success at other project
(from 33 to 13 incidents) sites.
• Reduced % RFI reply took
standard 7 days (from
35% to 29%)
• Improved VO approval
duration by 33% (from
179 to 130 days)

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THE COLLABORATION: Underpin by KT’s Sustainability
Proposition model comprising of Capability Transfer,
STRUCTURAL
Process Integration, Performance Support, the company
and KT collaborated to improve the iconic project via: MA
NA
A CE G
• Based on pre-determined criteria, identified key

EM
RF
TE
personnel as Internal Process Drivers which were

EN
IN

T
Milestone Management
groomed to drive improvement effort.

CURTAIN WALL
ARCHITECTURAL
Perfect Week
• Internal Process Drivers underwent customized

SYSTEM
Management Dashboard
training in Project Management, Issue Resolution Technical Drawing
and Performance System.
Detailed Project Planning
• Identified causes of bottlenecks and thereafter Subcon Selection Matrix
devised corrective actions (e.g., Technical

T
EN
IN
Drawing Process).

TE
R

EM
FA G
C E NA
• Developed guidelines for three level-down WBS MA
detailed project planning which formed the basis M&E
for Perfect Week Management.
• Scanned project implementation during Milestone
Management to pin-point potential areas of
concern and thereafter proactive resolutions
through Perfect Week Management.
• Established a Subcontractor Selection and Risk
Management Matrix.
• Established an Interface Model that supports
coordination among Structural, M&E, Architectural
and Curtain Wall works focusing on Perfect Week,
Milestone Management, Visual Factory and
Technical Drawing Process Optimization.
• Established protocols and measurement systems to
track project progress and performance that aided
management in making fact-based decisions.
• Reduced conflicts among stakeholders, usually
involving Main and Sub-contractors, M&E,
Architects, etc., by providing a process for
cooperation, communication and issue resolution.
KEPNER TREGOE PROJECT MANAGEMENT combines the technical and people skills that are
fundamental for effective project management. Its practical, step-by-step approach results in
the successful management of projects, regardless of size or complexity. Drawing on its proven
processes for problem solving and decision making, risk management and human performance,
KT Project Management provides the capabilities needed to bring construction projects in on time
and within budget.
KT’s comprehensive method and intervention for strengthening the project management expertise
in organizations of construction industry consists of four distinct phases:

E n g i n e e r i n g t he Performan ce System

Define Scope of Select & Develop Deliver Intervention

Intervention Internal Consultants Develop
Establish Protocols & Sustainability
Develop Objectives Customize Measurement Systems Framework
Intervention
Evaluate & Modify Propagate Good
Gain Management
Plan Activities & for Continuous Practices
Commitment
Resources Improvement

Defini ti o n P l an n i n g I mpl e me n t a t i on S u s t a i n a bi l i t y

M an a ging Involvement

KT Project Management also addresses the factors that can promote project performance and
influence project behavior. Our approach to engineering the performance system and managing
people involvement can be used to support teamwork and gain commitment to the project.
CLIENT LIST FROM CONSTRUCTION SUPPLY CHAIN: Some of our clients in the construction supply
chain who have benefited from KT process driven project management are Ann Joo Steel, Axis
Identity Group, BlueScope Steel, BlueScope Lysaght, Cement Australia, Greatearth Construction,
Keppel Shipyard, NatSteel, Paramount Property Development, Pruksa Real Estate Thailand, SCG
Building Materials, United Engineers Limited, just to name a few.
 ABOUT KEPNER-TREGOE
Kepner-Tregoe (KT) provides consulting and training services to organizations throughout the world.
We support clients and build competitive advantage by using our systematic approaches to achieve
rapid, targeted results and create lasting value.
Since 1958, KT has studied how effective business leaders manage difficult business challenges. We
incorporated their habits into repeatable, logical, and consistent methods for resolving problems,
making decisions, planning ahead, and managing people and projects. This world-renowned,
rational-process approach helps maximize the critical thinking skills, knowledge, and expertise of
individuals and organizations.
KT collaborates with many of the largest and most successful companies in the world to improve
the way work is done and facilitate new approaches to quality, competitiveness, cost, cycle time,
business strategy and other issues. Some remarkable results KT has achieved with our other clients in
project management excellence are summarized as follows:
REINVENT THE BUSINESS: A FPSO builder integrated KT PM into their process to drive safety, operation
improvement, cost efficiency.
GROWTH: A pharmaceutical manufacturer turned to KT PM to implement and run a project management
office. After two years of no new products, they are now launching 5–10 annually.
PROJECT OVERLOAD: A Bio-Service client adopted KT PM to address a project overload situation. On-
schedule projects increased from 56.4% to 90%, saving “696” people days along the way.
MORE UPTIME: A Steel making client recently completed its shutdown under budget and ahead of
schedule. We are now supporting the same client in their Strategic Implementation plan roll-out.

Singapore: +65-62566492 Thailand: +66-2-2740646 to 8

kt-singapore@kepner-tregoe.com kt-thailand@kepner-tregoe.com
Malaysia: +60-3-76609128 to 9 Hong Kong: +852-69558580

kt-malaysia@kepner-tregoe.com kt-hongkong@kepner-tregoe.com

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