CIVIL & STRUCTURAL ENGINEERING DIVISION

OPERATION GUIDELINES

1. INTRODUCTION

CONTENTS

1.1 AIMS

1.2 REVISIONS

1.3 PROJECT IMPLEMENTATION PRINCIPAL DOCUMENTS (PIPD)

1.3.1 INTRODUCTORY NOTES TO PIPD
1.3.2 MULTI-DISCIPLINE PROCESS FLOW CHART (MPFC)
1.3.3 ROLES OF PROJECT TEAM MEMBERS (RPTM)
1.3.4 MODEL PROGRAMME (MPGM)
CIVIL & STRUCTURAL ENGINEERING DIVISION
OPERATION GUIDELINES

1. INTRODUCTION

1.1 AIMS
This Guideline is intended to provide information on the operations
of Civil & Structural Engineering Division for engineer and technical
staff in CPG Consultants office. It is particularly aimed at new
members of staff but is also intended as a reference Guideline for
existing staff members.

The problems that have to be solved during the design phase on

many projects are similar and where such repetitative problems are
encountered it is wasteful and uneconomic to solve the problem
many times. Each engineer and technical staff being individually
efficient can improve efficiency. However, a much greater increase
in efficiency can be obtained by using an overall system that is
coordinated and standardized. The senior management is
determined that such a system is maintained and this Guideline
aims to outline the system to be adopted.

This Guideline is not intended to take the place of engineering

judgement but is intended to standardize routine matters thereby
allowing more time for creative engineering. Engineers are
encouraged to go beyond the Guideline and be resourceful to look
for additional materials to enhance their services.

1.2 REVISIONS
It is intended that this Guideline will be revised from time to time to
accommodate improvements to standards or systems. It would be
helpful if staff could provide feedback on the Guideline and report
difficulties, errors or omissions to their principal engineers.
Updates will be issued as new revisions on a page-by-page basis.
CIVIL & STRUCTURAL ENGINEERING DIVISION
OPERATION GUIDELINES

1. INTRODUCTION

1.3 PROJECT IMPLEMENTATION PRINCIPAL DOCUMENTS (PIPD)

The development of the three main documents of the Project

Implementation Principle Documents (PIPD):

Multi-Discipline Process Flow Chart (MPFC)

Model Programme (MPG)

Roles of Project Team Members (RPTM)

A) BACKGROUND

In the process of developing the new QMS documents for CPG Consultants
to cater for ISO9000: 2000, it was realized that while the QMS takes care of
the quality part of the work, knowledge sharing and teaching elements for
the purpose of guiding the staff in the routine work processes are lacking. It
was felt that there was a need to re-look into some of the existing guidelines
prepared by PWD previously.

One such document was the Office Manual (OM) of the four main services,
namely Architecture, C&S, M&E and QS. The existing Model Programme
with explanatory notes and also the Roles of PM/PD and Consultants would
also be referred to. Other supporting documents like SIA Contract, Master
Agreement, Staff Handbook, etc. were included as reference documents as
well.

From the existing QAM, QAP and OM it can be seen that while each
discipline had their own work processes laid out as a guide to the
individual Division staff members, there is a lack of a guide to the
Multi-Discipline Process for major projects handled by CPG
Consultants.

The Operation Guidelines Committee (OGC), chaired by EVP

Mr.Kok King Min, was thus set up to look into the development of the
following documents:

1. Operation Guidelines - (OG)

By the four Disciplines; Arch, C&S, M&E, QS.

2. Multi-Discipline Process Flow Chart - (MPFC)

Based on the existing PWD Model Programme (MPG)

3. Roles of Project Team Members - (RPTM)

Based on the existing MPG, and The Roles of PM/PD and
Consultants.
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1. INTRODUCTION

B) Multi-Discipline Process Flow Chart (MPFC)

Referring to the Model Programme, a flow chart was developed, taking

into consideration of all key processes, with accompanying Resources
and Output for each Process, linked in a logical process flow to capture
the key tasks in a major building project. The MPFC was developed in
a generic form, and can be used as a guide for most building projects.

The Terminologies used in the MPFC were crosschecked with those

used by SIA Contract, the Model Programme, the CPG Roles and
Duties of PM/PD & other Consultants, Time Logging System and the
Master Agreement.
(Refer to Appendix-1 Comparison Table)

The MPFC will serve as the LINK to connect the Process Flow of the
four Services, i.e. Arch, C&S, M&E, QS.

The MPFC was adopted by both OG Committee and QMS

Committee.
It will be the first item to appear in the group of OG Documents.

C) Model Programme

The existing Model Programme, presented in the form of a Gantt chart,

was the basis for developing the MPFC, and it will be retained.

The Gantt chart will compliment the MPFC and serves as a visual
presentation of Project Schedule in a Time-Line format.

The Model Programme shall be modified to suit the requirements of

individual projects.

D) Roles of Project Team Members (RPTM)

Each process in the MPFC will be explained in the RPTM document; a

table showing the Roles of all consultants involved, with the required
tasks and output at different stages by each discipline.

The RPTM was developed based on the existing Roles of PM/PD

document; all processes were elaborated, enhanced and expanded for
the individual services.

The RPTM will thus replace the PM/PD document and the Explanatory
Notes for the Model Programme.
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OPERATION GUIDELINES

1. INTRODUCTION

Appendix 1: Comparison Table

PIPD SIA CPG Model CPG Roles and Time MA

Programme Duties of PM, PD Logging
and Other System
Consultants (TLS)
Preliminary Services Preliminary Services Preliminary Services Inception Proposal Preliminary Design

Concept Concept
Schematic Design Schematic Design Schematic Design Design Development
Design and Tenders
Design Design Design Design Development
Development Development Development Construction

Contract Contract Contract Tender Calling and DLP

Documentation Documentation Documentation Award
Site
Construction Contract Construction Construction Supervision Construction &
Construction Completion
Final Completion Final Completion NIL Handing Over

M&E
Structural

Notes:
1) Definition of stages and key tasks within each stage is consistent with descriptions in SIA.
2) Activities and explanatory notes from Model Program had been incorporated into PIPD.
3) Scope from M&E and Structural from Model Program had been incorporated into PIPD
4) Roles and Duties of Consultants had been incorporated into RTPM
5) TLS and MA stages had not been incorporate
CIVIL & STRUCTURAL ENGINEERING DIVISION
OPERATION GUIDELINES

1. INTRODUCTION

1.3.1 INTRODUCTORY NOTES TO

PROJECT IMPLIMENTATION PRINCIPLE DOCUMENTS

A) INTRODUCTION

To be the consultants of choice for building and infrastructure projects,

we must provide service beyond expectation, delivering projects with
exemplary quality.

To achieve this, CPG consultants have been using the following

operation documents to guide the company toward effective and
efficient project delivery.

1) Quality Assurance Manuals

2) Operation Manuals
3) Project Delivery Handbook
4) Roles and Duties of PM, PD and other Consultants
5) Project Management Model Programme

A taskforce was set up in July 2002 to review the scope of these

operation documents and to produce a set of new documents to cover
multi-discipline operations. The purpose of the new document is to
identify the main stages and processes for multi-disciplinary projects
and establish the critical milestones for effective project management.

The new documents consists of the following:

1) Multi-Discipline Flow Chart (MPFC)

2) Roles of Project Team Members (RTPM)

B) PREPARATION OF THE NEW DOCUMENT

The Multi-discipline Process Flow Chart (MPFC) was drawn up after

discussion with the Architectural Divisions and reference to the existing
operation documents. Six main stages in a multi-discipline project
were identified and described as follow:
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OPERATION GUIDELINES

1. INTRODUCTION

1) Preliminary Services
2) Schematic Design
3) Design Development
4) Contract Documentation
5) Construction
6) Final Completion

The six main stages are similar to those found in the SIA Contract
Document, and would be adopted by the QA Committee in the
updating the QA system to meet the ISO 9000: 2000 Standards.

Key tasks within each of the six main stages were also identified by the
various disciplines and incorporated into the MPFC.

The Roles of Project Team Members were prepared based on the

Project Management Model Programme, Roles and Duties of PM, PD
and other Consultants and feedback from the various disciplines. The
Roles of Project Team Members defines the scope of work and the key
tasks of the various consultants at each stage.

MS refers to Project Milestones as defined in the Corporate

Performance Measurement System (Monitoring of Project Milestones).

C) PD ARRANGEMENTS FOR PIPD

1) The leading consultant for the project shall assume the role of the
PD.

2) PD has the authority to change Project Team Member if deemed

necessary when a Project Team Member is found to be ineffective
or not suitable in carrying out the required duties.

3) When Civil PE is QP for building, the Civil PE shall assume the role
of PD and shall make the necessary submissions to the relevant
authorities.
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1. INTRODUCTION

D) PM (and PD) ARRANGEMENTS

The document was drawn up for the case of a Public Sector Building
Project with the PM and the PD appointed at the commencement of
the project. Modification to the roles and duties of the team members
are required for public sector projects and private sector projects with
the following arrangements:

1) Public Sector Building Project, no PM: PD to take on all PMs

duties.

2) Public Sector Building Project, PM was appointed late: PD to

take on PMs duties before the appointment of PM.

3) Public Sector Building Project, only PM services: PM will carry

out duties documented as a guide and will brief outside
consultants on their duties. PM Link may modify details to
suite scope of services.

4) Public Sector Building Project, partial service (eg. Only C&S,

M&E etc): duties documented will serve as a guide.
Modification may be required to suit scope of services.

5) Public Sector Engineering projects: Engineer will take on all

PM and PD Roles and duties. (N.B.- There could be projects
with PM appointed separately)

6) Private Sector building project, professional PM appointed: PD

and other consultants roles and duties serve as a guide.

7) Private Sector Building Project, with Owners PM: PD may

need to take on some PMs duties, actual duties to be
discussed with the clients on a case-by-case basis.

8) Private Sector Building Project, no PM appointed: PD may

have to take over all PM duties.

E) APPOINTMENT AND MANAGEMENT OF SPECIALISTS

The appointment and management of specialists involved all project

team members. Such specialists could be clients appointed specialist
CIVIL & STRUCTURAL ENGINEERING DIVISION
OPERATION GUIDELINES

1. INTRODUCTION

or specialist services as part of CPG Consultants scope of services.

Some common arrangements are:

1) The clients appoint the specialists direct and the works are
carried out as direct contracts. In this case, the PM would
appoint and manage the specialists. However, PD and other
consultants would be required to work with the specialists on
technical coordination, such as provisions of space and
services. CPG Consultants would try to get additional fees for
such works.

2) A variation to the above is that the works are called as NSCs.

The cost of such NSCs work would form part of the project
cost for fees calculation. Consultants would be required to
supervise the works of the NSC and coordinate their work with
the main contractor and the other NSCs.

3) If the clients prefer to have the specialist services as part of

CPG Consultants scope of services, CPG Consultants would
ask for additional fees for the specialist work. We may appoint
external specialist for services in which we do not have the
experts. If the clients designate specific specialists for the
work, CPG Consultants would ask for additional management
fees. All such fees would go towards the common pool to be
shared among various disciplines in accordance to the fees
apportionment in the MA.

4) Management duties, such as progress payment, coordination

with regards to time schedule etc of the specialists shall be in
accordance to the following chart:
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OPERATION GUIDELINES

1. INTRODUCTION

Architect

Acoustic Specialist
Interior Design
Cladding
Landscape Architect
Conservation
Fire Engineering (affecting architectural layout.)

Civil and Structural

- If applicable

Mechanical
Fire Engineering (As part of Mechanical Engineering
works)
PD
Non-Hospital Kitchen Equipment
Material Handling
Waste disposal
CFD for Air-conditioning & Mechanical Ventilation
System

Electrical
Lighting Specialist
Security System Specialist
Computer Network System Specialist

Quantity Surveyor
- If applicable

Clients Appointed Specialist

- If applicable

F) CLIENT RELATIONS MANAGERS (CRM)

1) Certain projects would be assigned CRM to enhance client service.

The following points were agreed on the CRM:

CRM is an extra channel for communication with the Clients.

CIVIL & STRUCTURAL ENGINEERING DIVISION
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1. INTRODUCTION

CRM should provide Client focused, 3rd party independent

and less defensive listening ears to the Client.
CRM should help to manage Client expectations
CRM should prepare Clients and their users in taking over
projects
CRM should continue to keep in constant liaison with the
clients several months after handing over
CRM to conduct client's satisfaction or feedback survey,
where required.

2) PD should be overall accountable for the projects including Client

relationship. The meeting agreed that CRM should not create
another layer to the project team. The introduction of CRM should
not create confusion to the Clients. PD must ensure closing the
loop on any clients feedback.

3) CRM should be more actively involved 6 months prior to the

handing over of projects. It is important for CRM to contact Client
regularly including after final handing over of projects.

4) CRM is in the midst of finalizing a handing over package which

include orientation to Client, etc
CIVIL & STRUCTURAL ENGINEERING DIVISION
OPERATION GUIDELINES

1. INTRODUCTION

1.3.4 MODEL PROGRAMME (MPGM)

Microsoft Excel
Worksheet