This document is downloaded from CityU Institutional Repository,

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Title A case study of collaborated design process in façade subcontract

package

Author(s) Yeung, Hiu Man (楊曉雯)

Citation

Yeung, H. M. (2015). A case study of collaborated design process in façade subcontract package (Outstanding Academic Papers by Students (OAPS)). Retrieved from City University of Hong Kong, CityU Institutional Repository.

Issue Date 2015

URL http://hdl.handle.net/2031/8317

Rights This work is protected by copyright. Reproduction or distribution of the work in any format is prohibited without written permission of the copyright owner. Access is unrestricted.

By

Hiu Man YEUNG

Submitted in partial fulfilment of the requirements for

the degree of Master of Science in Construction Management

Department of Civil and Architectural Engineering

City University of Hong Kong

July 2015

A Case Study of Collaborated Design Process in

Façade Subcontract Package

ABSTRACT

Construction is an economic sector, which is different from manufacture sector, consisting

several elements: complexity, durability, costliness and social liability etc. (Nam and Tatum,

1988). Due to the complexity of construction nature, the traditional contract cannot fulfill the

rapid global competition, it is necessary to adopt the innovation approaches to improve the

construction demand.

Amongst different analysis around the world, Integrated Design (ID) and Integrated Project

Delivery (IPD) are the two innovated approaches from inception until the handover for

construction industry in Hong Kong.

By adopting the successful elements of developed projects in Hong Kong, this paper first

introduces the literature review of ID and IPD for the past several years and then states the

critical factors for a successful collaborated design process.

Second Part will focus on studying the hierarchy and workload of the façade subcontractors

in Hong Kong. Depending on the special requirements and contractual relationship between

the Façade Subcontractor and different stakeholders, this paper will analyze the situation and

suggest possible solutions.

In addition, a case study of façade project is used on defining the problems encountered

during the construction process, and then solve them by applying IDEF0 technique and

research method. After reviewing the significant result by listing questions and hypotheses to

be tested, good practices were reorganized to improve the current framework in façade

industry.

Lastly, the proposed suggestion and further works of this paper comprehended the good

practice from IPD and ID into a reality situation of construction industry and collaborative

design, thus reducing the conflict relationship with other firms

ACKNOWLEDGEMENTS

The author wishes to express his deepest thank and sincere gratitude to Dr. LI Shan, the

supervisor of this dissertation, for providing her valuable guidance and recommendations to

me throughout the dissertation period.

5

Table of Contents

Abstract i

Acknowledgements ii

Table of Contents iii

List of Tables iv

List of Figures v

Page

CHAPTER 1: ABSTRACT 7-9

CHAPTER 2: LITERATURE REVIEW OF INTEGRATED DESIGN

AND INTEGRATED PROJECT DELIVERY

2.1 Concepts from Collaborative Design and Concurrent

Design into Integrated Design and Integrated Project

Delivery

10-11

2.2 Literature Review of critical factor for Integrated

Design and Integrated Project Delivery

2.2.1 Integrated Design 12-17

2.2.2 Integrated Project Delivery 17-21

2.3 Integrated Design and Integrated Project Delivery of

Façade Work in Hong Kong

22-24

CHAPTER 3: FAÇADE INDUSTRY IN HONG KONG

3.1 Background and knowledge of Façade Industry 25

3.2 Critical Factor of Prefabrication in Façade Industry 25-26

3.3 Reasons to adopt the prefabrication in Façade Industry 26-27

3.4 Requirement of implantation of Façade Industry 28-34

CHAPTER 4: CASE STUDY FOR FAÇADE INDUSTRY

4.1 Introduction and Definition to façade system 35

4.2 Background and Interfacing structure in Façade System 35-37

4.3 Reasons to adopt the integrated design in Hung Hom

Project

37-38

4.4 Concepts and graphic presentation of IDEF0 38-40

4.5 Integrated Process (IDEF0) with different participants in

Hung Hom Project

40-44

6

CHAPTER 5: METHODOLOGY

5.1 Research Method 46

5.2 Sampling Method 46-50

5.3 Questionnaire Design 50-51

5.4 Data Analysis 52-61

5.5 Research Frame 62-63

CHAPTER 6: DISCUSSION AND CONCLUSION 64-65

CHAPTER 7: FUTURE WORKS 66-67

REFERENCE LIST 67-74

APPENDIX 1- Typical Components of Curtain Wall System in Typical

Residential Project

APPENDIX 2A - Structure of Proposed Residential Development of Hung

Hom Project (External)

APPENDIX 2B - Structure of Proposed Residential Development of Hung

Hom Project (Internal)

APPENDIX 2C - Work Program of Proposed Residential Development of

Hung Hom Project

APPENDIX 2D - Physical Components of Façade Package

APPENDIX 2E - Components of Façade Package

APPENDIX 2F - Façade Package – NSC Involvement

APPENDIX 2G- Integrated Process in Proposed Residential Development of

Hung Hom Project

APPENDIX 2H - Problems Detail in Proposed Residential Development of

Hung Hom Project

APPENDIX 2I - Actions/ Practices Details in Proposed Residential

Development of Hung Hom Project

APPENDIX 3 - Questionnaire

List of Tables

List Content Page No

Table 1 Changes between the Traditional Design and Concurrent

Design for the Preliminary Design Stage

11

Table 2 Gross Value of Construction Works Performed by Main

Contractors

12

Table 3 Comparison between the Traditional and Integrated

Design Process

14

Table 4 Levels of Collaboration in the Project Delivery Method 20

Table 5 Comparison of Prefabrication and On-Site Process 27

Table 6 Roles and Responsibilities in Design-Bid-Build 29

Table 7 Roles and Responsibilities in Design-Bid-Build

(Updated)

31-32

Table 8 Milestone Date of the Proposed Residential

Development of Hung Hom Project

36

Table 9 Summary of the Problems (P) under IDEF0 in Hung

Hom Project

42

List of Tables (Cont’d)

List Content Page No

Table 10 Summary of the Actions/ Practices (AP) under IDEF 0

in Hung Hom Project

43

Table 11 Probability Sampling Method 47

Table 12 Non-Probability Sampling Method 49

Table 13 7 point Likert in data analysis 53

Table 14 SPSS Result of Part 2: Awareness of Integrated Project

Delivery Environment

54

Table 15 SPSS Result of Part 3: Problems Faced 55

Table 16 SPSS Result of Part 4: Practices Adopted 59

List of Figure

List Content Page No

Figure 1 Information Flow from traditional into collaborative

process

15

Figure 2 Integrated design model for the construction industry 16

Figure 3 Organization Chart of Design-Build in Tamar

Redevelopment Project

23

Figure 4 Elevation View of Hung Hom Project 35

Figure 5 Floor Plan of Typical 6/F to 26/F 36

Figure 6 Function Box and Data/ Objects Arrows in IDEF0 39

Figure 7 Constraint Diagram in IDEF0 39

Figure 8 Context Diagram in IDEF0 40

Figure 9 IDEF0 Diagram in Hung Hom Project 41

Figure 10 Research Frame for Collaborated Design Process in

Façade Subcontract Package

62

7

CHAPTER 1: ABSTRACT

Due to the strong needs in property and government infrastructural development projects

(Hong Kong Monthly Digest of Statistics, 2000), the demand in construction industry had a

significantly increase starting from 1992.

By reviewing concepts of previous researches in the Integrated Design (ID) and Integrated

Project Delivery (IPD), relevant technique is rare to adopt in the framework for Sub-

Contractors and Suppliers.

Case study of Hung Hom Project is a typical residential development with Design-Bid-Build

as a basis. Due to the complexity and uniqueness in Hong Kong façade industry, traditional

method could not fulfill the demand of the market. Although Design-Bid-Build is still the

contract basis, it required a higher level of structure framework and design awareness such as

Nominated Sub-Contractor (NSC) instead of Domestic Sub Contractor (DSC).

Therefore, the way is to analyze the problems faced from the case study, investigate good

practices to address those problems in the future.

PROBLEMS

In the present study we sought to search out critical problems by NSC to deliver the Design-

Bid-Build method. Although prefabricated technique was adopted in case study, problems on

design aspects, structural framework and project management with different participants have

been outlined during whole life cycle process.

Problems were critical factors to cause the extra cost and time implication, even the

reputation of company and long term relationship between Client and NSC finally.

8

OBJECTIVE

In this paper, it is aimed to identify the problems faced by NSC in delivery the ID and its

application on the case of Residential Development of Hung Hom Façade Work. Also, good

practices would be bringing out to address the problems faced during the construction period

in this project.

METHODOLOGY

Firstly, this paper will discuss two concepts of ID and IPD which have been well developed

in United Kingdom but not commonly used in Hong Kong, especially in Sub-Contract

Package.

Secondly, in the case study of façade sub-contract package, Hung Hom project, was adopted

to validate the problems faced and potential practices. Therefore, concepts of ID was

proposed in order to avoid the potential problems. Identifying the failure, understanding the

design complexity and improving intra-firm communication of Hung Hom Project using the

IDEF0 were discussed

Thirdly, questionnaires was conducted after investigating the case study. The data collected

by snowball method was targeted to respondents who were experienced in façade industry,

thus to ensure the validity and accuracy of the case study.

Lastly, hence strength and weakness can be found out by using research method (Qualitative

and Quantitative method) and data analysis (One Sample T-Test). Data process and analyze

would figure out the importance and significant factors in a systematic method.

Therefore, practical and efficient solutions can be applied in actual situations.

9

DISSCUSSION

Despite many literature reviews have addressed different concepts and theories for ID and

IPD, it is noted that those researches are not fully matched with the situation in Hong Kong

building projects.

Under case study that involves different participants by NSC to delivery DBB. Prefabrication

technique, subcontractor’s role and updated delivery method causes complexity and

difficulties. In particular, the problems and good practices relating to façade subcontract

package carry out the further works.

CONCLUSION

Due to the complexity and fragmentation of Hung Hom façade project, poor interaction,

failure in knowledge network cause series of problems in both external and internal parties.

Using ID to address the problems will be the solution for this case study, even façade

subcontract package in future.

Although the Hung Hom project cannot fully represent all projects in Hong Kong, it is

revealed that modifications can be made while using different collaborative techniques,

making a strong bonding between companies, targeting the goal and enduring the knowledge

network flows effectively, will be the secret of a successful project.

In unity there is strength.

10

CHAPTER 2: LITERATURE REVIEW OF INTEGRATED DESIGN AND

INTEGRATED PROJECT DELIVERY

2.1 Concepts from Collaborative Design and Concurrent Design into Integrated Design and

Integrated Project Delivery

Having reviewed the literature of the Integrated Design (ID) and Integrated Project Delivery

(IPD), it was found that two concepts, “Collaborative Design” and “Concurrent Design/

Engineering” relating them for the whole life cycle process. Firstly, fundamental meaning for

the “Collaborative Design” and “Concurrent Design” were identified.

Cooperation is described as a team work which is similar to “Collaboration” in the dictionary.

However, Mattessich and Monsey (1992) describe the difference of “Collaborative” and

“Cooperation” and carried out the third terms as “Coordination”. They discovered that

“Coordination” and “Cooperation” focused on individual organization with formal and

informal relationships, when “Collaboration” emphasizes on a deeper relationship and a

common project goals. Thomas Kvan (2000) has expressed the above statement into the

design process. Based on critical factors for group success such as framework interfacing,

sharing common goals from Shea and Guzz (1987), Thomas surveyed that the concepts of

“Collaborative” can be applied into the computer systems.

The implementation for “Collaborative Design” has been adopted into different activities.

David Latch Craig and Craig Zimring tried to analyze factors such as special studies and

techniques for collaboration which should be suitable for online rather than original design

process. Moreover, A, Nakakawa, P. van Bommel and H.A. Proper developed a new method

called “Collaborative Evaluation of Enterprise Architecture Design Alternatives (CEADA)”

into architecture design. Both of them summarized the time and cost throughout the whole

life cycle can be reduced under implementation of Collaborative Design.

On the other hand, Clark, K. B., and Fujimoto, T., (1987) carried out the terms of concurrent

design/ engineering drew attention at the same time. West, M. A., (1990) expressed the

relationship between the organization and outcomes advantages, while Anderson N. R. and

West, M. A. (1998) developed different methods during the design process. Based on those

11

literature reviews and studied, Stephen D. Wall formed a group named Team X “The

Advanced Projects Design Team” of modifying West’s theory on the difference between

traditional design and concurrent design from preliminary design process in Table 1 shown.

Table 1: Changes between the Traditional Design and Concurrent Design for the

Preliminary Design Stage (Stephen D. Wall, 1999)

One critical factor is adopted integrated tools leading to deduction of workload and design

error. Therefore increase the client satisfaction team loyalty and innovation etc. which is also

similar to the collaborative design.

Both concept of “Collaborative Design” and “Concurrent Design” emphasize to carry out an

innovative way for the design framework and relationship between different disciplinarians.

However, most of the literature focused on the whole design stage only when ID and IPD

tried to develop those consequences into a deeper and border view on the whole life cycle

process in the construction industry.

12

2.2 Literature Review of critical factor for Integrated Design and Integrated Project Delivery

2.2.1 Literature Review of “Integrated Design”

The construction industry has been one of the major industries in Hong Kong. As reported by

HKTDC Research in June, 2014, it was found that Hong Kong’s construction industry

performed well with a strong growth of value for main contractors as Table 2 presents.

Table 2: Gross Value of Construction Works Performed by Main Contractors (HKTDC, 2014)

The three categories, building, structures and infrastructure, have rapidly risen in the public

section such as Hong Kong-Zhuhai-Macau Bridge, Guangzhou-Shenzhen-Hong Kong

Express Rail Link which may cooperated with China’s government. With rising awareness of

developing the complex structure and innovative technique in construction process, Hong

Kong government has expanded the land supply and introduced innovation contract

relationship into traditional approach. Collaborative relationship has become more popular in

recent project.

Roger B., Cheung S. O., Henry Suen., Wong S. P., (2004) studied the project of Tseung

Kwan O 604 of implementing partnership with great value on human behavior and effective

framework. In regard to the demand of construction industry in Hong Kong, ID and IPD

which is developed from Collaborative Design and Concurrent Design, should be adopted

into the 1) Internal Organization/ Framework and 2) Relationship between different

13

stakeholders in construction industry.

As mentioned previously, N. F. O. Evnuomwan and C. J. Anumba (1997) have summarized

the drawbacks in traditionally fragmented framework including but not limited to the

followings:

➢ Inadequate information to comply with clients want and need; ➢ Fragmentation of the data sharing ➢ Lack of communication, coordination between the internal organization ➢ Lack of communication with the design changed with unnecessary claims and disputes

Most literature agreed that communication is the one of the key factors in the work

environment in construction industry, Garcia et al (2004) explored the lack of interaction on

framework and information and Dainty et al (2006) concluded to the internal and external

factors on misinterpretation of message as human behavior.

Ross. G., (2009) has been mentioned in the above statement and effective project delivery in

the construction industry in the United Kingdom, “Integrated Design”(ID) has one of the

critical implementation on reduced cost and time with an integrated approach.

Construction is a project based industry (Petra M., & Lars. H., 2014) which is different with

manufacture industry. Gann (1996) highlighted the high degree of construction framework

and the project management, in which to comply the challenge of sustainability (Wei. P., &

Mohammed A., 2011).

Furthermore, recent research alerted that misconceptions and conflicts between different

disciplines are the key problems on traditional method (Danity el al, 2006). It is necessary to

develop a new method on how to share the information and knowledge to multiple

stakeholders from the preliminary design upon the design development stage.

In aim to achieve the sustainability in the construction project, integrated framework should

be in a comprehensive manner. N. F. O. Evbuomwan & C. J. Anumba (1997) has developed

integrated framework into three strategies, i.e.

14

➢ First Level: Integrated different disciplines into the project

➢ Second Level: Integrated of design process and design tools;

➢ Third Level: Integrated to the geometric project data

Similar characterizes has been developed in the Petra M. B. S., and Lars-H. H.,(2014) which

mostly concerned in using techniques/ tools for interacting. It includes the form of

interaction, ways of working environment and crossing boundaries for transferring

knowledge. Most difference between the previous literature is how to use the visual

information system such as 3D software (i.e. Building Information Modeling or BIM) (Moum,

2010) and develop system for the teamwork (Garcia et al, 2004; Hatmann and Ficher, 2007).

Petra and Lars also suggested the terms of “Boundary” which presumed to create the

integrated work culture and the role Project leaders and members to avoid the fragmentation

information/ knowledge from project. This good practice on knowledge management and the

development of social network played an important role for the project leader in a specific

construction project.

Integrated Design Process focused on the interaction which is opposite to the Traditional

Design Process has been compared in Table 3:

Table 3: Comparison between the Traditional and Integrated Design Process

It shall be noted that the “Concurrent Engineer” emphasizes the information flow through

United Kingdom in the early 1990. John A., Richard C., John C., Robin D. and Peter N.,

(1998) observed the global trend of information flow should be changed since the participant

15

between different sectors became more complex. They suggested the information flow

should be based on the “Shared Project Goal” into a collaborative process as Figure 1

presents:

Figure 1: Information Flow from traditional into collaborative process (John A., Richard C.,

John C., Robin D. and Peter N., 1998)

After the establishment of the “Concurrent Engineering”, it was easy to keep in mind that the

“Integrated Design” is the similar with “Concurrent Engineering”. However, as discussed

earlier, “Concurrent Engineering” is a good practice which tried to approach the design

product into a process while concern from concept into detailed design. Lauri Koskela (2007)

concluded eight elements of Concurrent Design such as concentrated “Teamwork”,

“Philosophy”, “Tools” etc. which “Integrated Design” had the same practical.

“Concurrent Engineering” provided a wide and broader view of the concept and strategy,

when “Integrated Design” benefits the fundamental concepts in details through the

preliminary design until the post-contract stage.

During this integrated design model, all participants can access and update their information

and data into the database leading the inter-disciplinary collaboration. Compare with the

technical model such as graph model and decision making (Moustafa K., Keith H., and Tarek

H., 2006), Mailk M., and Naveed R., emphasize the “Sharing”, not only the project goal but

16

also the database to ensure each member can review and alert towards the goals. This intra-

disciplinary collaboration can be fitted for construction industry to reduce the cost and time

for redesign through the whole life process.

More modelling approach has been represented into integrated design continuously, Chimay

J., Bpichoaghem N. M., Andrew N. and Amme F., (2006) use the activity diagram into a

steelwork construction project which helps to develop the integrated process based on

organization characterize in construction industry:

Figure 2: Integrated design diagram in design stage (Chimay J., Bpichoaghem N. M.,

Andrew N. and Amme F., 2006)

In additional, green building seems to the global issue in the construction industry when

Busby P., and Will S., in 2006 firstly brought the “Integrated Design” into whole life cycle

process. Based on Larsson theory, (2002) a theory of a collaborative process covering from

inception design until the handover stage, they examined the principle into a green building

case to summarize the critical factor as Workshops, Common Project Goals, Effective

17

Commination, Systematic decision making and Information Flows. The most important factor

in their observation is those principles not only achieved the complex requirement but also

built a trust and lesson learned throughout the whole process which is related to Integrated

Project Delivery in a later period.

Engaging on the model and concepts above, “Integrated Design” benefits the advantages of

“Concurrent Engineering” and develop the concept for: 1) Organization Framework which

drawn more attention for external key stakeholders such as Sub-Contractor, Suppliers, 2)

Information Flow using different technique and models and 3) Sustainable building

development.

2.2.2 Literature Review of Integrated Project Delivery

After the establishment of Concurrent Engineering and Integrated Design, construction teams

have concentrated on the framework to the contractual relationship by controlling the cost,

time and quality through whole life cycle in the construction project.

AIA California Council in 2007 has provided a clear definition for IPD as a project delivery

with integrates participants, contract relationship and practices over all phases of construction

period. After that, American Institute of Architects (AIA) joint with National Association of

State Facilities Administrators (NASFA) etc., in 2010 supplemented IPD can be summarized

into Philosophy and Delivery Method under three levels.

As the philosophies in IPD, essential elements such as Trust, collaboration concepts,

communication honesty, shared common goals etc., have been carried out from ID. However,

IPD has tried to link the concepts with contractual arrangement.

In the other hand, IPD could be selected as a Delivery Method. AIA California Council (2007)

already mentioned the contractual arrangement and the tools are different from the traditional

method. Based on the concepts of ID such as common share goals, communication under a

critical framework, IPD tried to explore deeper for the innovation technology and develop the

framework from internal to external, which including owner and subcontractor, subcontractor

and suppliers under some complex, mega size project in construction industry.

18

According to the unique and complex characteristics in different project (Lincoln H., and

Syed M., 2011), AIA Council comprises the significant reasons in the construction industry

in U.S. including the construction waste increase almost 200% for 30 years, develop

innovation technique of BIM (Building Information Modelling) in 2008 which helps to

proceed the Integrated Project Delivery and Owner aware the value more than focus on cost

cutting only.

The statement above can also be found at Hong Kong. Since Environmental Protection

Department which mentioned the problem of “Construction Waste” is serious due to the

shortage of landfill life in Hong Kong causing the financial loss. Such problems are turned

the owners to alert and prevent the Construction Waste Disposal Charging Scheme from

December, 2010, they concerned to change the attitude and relationship between different

participants under project delivery method.

Project Delivery Method is a system used by a project owner for organizing and financing the

design, construction for a building project. Lincoln H., and Syed M., (2001) described Project

Delivery Method included:

1. Design-bid-build (DBB)

2. Design-build (DB)

3. Engineer-procure-construct (EPC)

4. Construction Management

5. Design agency Construction Management

6. Partnering

7. Relationship Contracting/ Lean Project Delivery

In the methods above, DBB should be the most used in Hong Kong. However, owner in

private and public sectors seems to adopt the DB, Construction Management and Partnership

in recently year such as Mass Transit Railway Corporation (MTRC) Projects. IPD should be

the essential and critical factors in the innovation project delivery method instead of

traditional one (DBB). We will focus on the Design-Bid-Build (DBB), Design-build (DB)

and IPD later.

19

DBB is the most popular method in the construction industry. Fully completed construction

documents by in-house or outsourcing designer/ engineer should be prepared in the detail

design stage. Subcontractor will bid the price based on given tender documents while owner

mostly choose the lowest bidder.

This method can establish the lowest bidders for saving cost. However, the potential of cost

(claims), time and quality loss also increase gradually leading the disputes between the

architect and contractor. Owners in Hong Kong are widely used in residential building such

as Cheung Kong, Henderson, Sino etc.

Apart from DBB projects, DB projects allowed design build contractor covering both the

design and construction of a project. Design-build project including the elements of

integrated design such as communication in the preliminary design upon to final design,

develop the information flows within different parties leading to the earning better quality

and avoid the conflicts. However, it contains risk between the design feature and the owner

interest leading design change in the construction phase. It is not commonly used in Hong

Kong since the situation seems to change in the recent complex project such as Tamar Project,

MTRC Project by government etc.

According to the method mentioned above, Howell (2000) developed a lean construction as a

new and innovation method on some complex, mega size projects leading to reduce 25% of

construction cost and shorten the design period in United States. Lean involves the integrated

and collaborative continually from preliminary design until the occupation stage.

Most critical factor in IPD is the General Contractor will work together with designers,

consultants, subcontractors as a core team to share the common goals, establish different

team activities and create the trust and problems through the whole life cycle. Lincoln H.,

and Syed M., (2001) observed three case studies which adopt the IPD and summarize the

successful factors into the behaviour (common goals, communication) and technique.

(Workshop, BIM modelling) This has been discussed earlier.

After the review and comparison with the different project delivery methods, it is discovered

that the IPD and DB increased team involvement in the early stage and highlight the

20

technique to stimulate the project and enable the design with a higher level of completion.

Collaboration and integration are not new issues in the construction industry. However,

owners with both public and private sector are willing to adopt an innovation approach which

AIA and AIA California Council (2007) divided three levels for examining Integrated Project

Delivery as following table:

Table 4: Levels of Collaboration in the Project Delivery Method (AIA and AIA California

Council ,2007)

It shall be noted that IPD is characterized as the higher collaboration which should be created

a critical culture for risk management and liability control in the construction project.

Among the difference between Level 2 and Level 3, collaboration is the contractual

obligations. It required increasing the efficiency and value of the integrated project delivery is

technique implementation – Building Information Models (BIM).

AIA (2007) defined BIM as “a process of managing the building data which helps to gain a

more collaborative and integrative way”. Usually, integrated team members would use

building information models for decision-making throughout the whole life cycle phases.

BIM developed from the traditional 2-D drawings starting from 1970s by Professor Charles

M. Eastman. After that, BIM developed into more visual and systematic method which

benefits for fabricate shop drawings easily, inviting suppliers into BIM data, present in code

models, easy cost estimation, create sequencing construction schedule for all components etc.

Lincoln H., and Syed M., (2001) agreed that Building Information Models (BIM) helps for

21

information updating and integrated an environment for all participants to review any updated

data in an digital format. BIM has not only benefited in the design phase, but has also been

applied in the construction and occupancy stage especially “as-built” drawings for increasing

cost and time effective.

Building Information Model (BIM) enables geometry, and geographic information of

building components. It supports and benefits the IPD to promote the activity based on the

updated data information. Furthermore, the core teams including some suppliers, and

subcontractors involved in the design and alert the changes in a quick way, while traditional

one may overlook and lead the wastage on cost and time.

In summary, IPD improves the concept from concurrent engineering and integrated design

which emphasizes the degree of behaviors aspects, develop and demonstrate the IPD as a

delivery method with contractual relationship and obligations within innovation technology

such as practical of BIM.

22

2.3 Integrated Design and Integrated Project Delivery of Façade Work in Hong Kong

In Hong Kong, clients demand to find an efficient way to construct the building faster and

cheaper but in same or better quality. The approach of prefabrication has become an

important factor for reducing cost and time and for fulfilling the fast-track construction

culture around the world. (Percival, 2005). Y. S. Zhou (2002) defined Façade Work should be

a prefabrication building system which includes Curtain Wall, Glass Wall, Canopies, etc.

Prefabrication technique is different with traditional methods; it allows prefabrication and

off-site assembly which seems to be more popular in many developed countries (Thomas,

2005). In Hong Kong, the Housing Department has been applying the prefabrication

techniques since 1990s (Sam C. M. Hui and George K. C. Or, 2005), while Private Sector

such as Sun Kung Kei, Henderson adopt the prefabrication in recent years.

As mentioned before, Façade Work is one of the prefabrication construction which demands

high level of integrated and collaborative framework in the design stage. It is better to

practice the ID and IPD into the Façade Work.

However, it is not commonly used in Hong Kong. One of the reasons is that many Clients

still use the DBB as project delivery method which we have discussed in the previous chapter.

The Contractor/ Sub-Contractor bid the tender based on full set of tender document while

detailed design and programme need to be carried out by the Architect.

It comes out the lowest tender price but it increases the project life cost for design failure and

risk of quality. However, Stakeholder in DBB such as Owners, Architects, Consultants,

Contractors, Sub-Contractors, Suppliers etc., are still fragmented. Due to lack of

communication and adversarial relationship among the participants, there is a lack of practice

in integrated design and integrated project delivery into DBB projects.

It is not easy to change the culture of construction industry. However after the introduction of

new measure to encourage the fabrication as a lean process by the Hong Kong Housing

Department, owners in public and private sectors tried to adopt and invent different project

delivery methods which can involve the integrated design and integrated project delivery in

23

the project. DB is the basis of creating the collaborative framework. It allows the Contractor/

Sub-Contractor to be involved in the preliminary design stage.

In façade package, Contractor/ Sub-Contractor can bring the concepts and techniques of

prefabrication system into the design which helps the architect and the consultant to build up

the technical specification and to establish detailed design in order to reduce time and cost

throughout the project life cycle. However, DB was adopted in large scale and complexity

projects. Tamar Development Project is an example of DB contract with multi agreement.

Figure 3: Organization Chart of Design- Build in Tamar Redevelopment Project

The contract awarded HK$4.94 million and covered the design and construction of the

Government Office Block, the Legislative council, an open space and other facilities. Design

concept of “Door Always Open” is created to fulfill the design requirement by HKSAR. Due

to the large scale (Gross Floor Area: 130,000m2), complexity (Joint Venture between Hip

Hing and Gammon), technique innovation (Components included double layer facades

system, green roofs, solar electricity panels, daylight sensor controls etc.), Hip Hing Gammon

JV were able to take design responsibility to achieve the environment and energy efficiently.

Meanwhile, ID and IPD are not fully descriptive on Sub-Contractor and Suppliers from the

above literature review. In aim to Design-Bid-Build is the basis of project delivery method on

Façade System in Hong Kong, it is important to create different measures and methods to

24

promote sub-contractor responsibility. Details of Façade Industry and Sub-Contractor

responsibility in Hong Kong which provide a unique environment to create the ID and IPD

will be discussed in the next chapter.

25

CHAPTER 3: FAÇADE INDUSTRY IN HONG KONG

3.1 Background and knowledge of Façade industry

Due to the complexity of the building industry in Hong Kong, people continue to seek for

new and innovative technologies to construct a building in a faster way and better quality.

Prefabrication has been applied in the changeable environment around the World (Ballard

and Arbulu, 2004) to minimize the risk of time and cost implication. Prefabricated

components also help to develop the sustainable construction which led to reduce the

environmental impact through the building.

Precast Façade is one of the building systems of prefabrication. In Hong Kong, prefabricated

façade system technique was not widely used in the past twenty years. Until 1990s, the Hong

Kong Housing Authority started to adopt precast façade components in public housing

project, while it became mandatory package in 1997. Moreover, three departments including

Building Department (BD), Land Department (LandsD) and Planning Department (PlanD) of

the HKSAR Government jointly encourage sustainable green building by issuing a practice

notes.

Due to the wide use in the public sector, Private sector started to adopt precast façade

construction in 2002 with the concession of gross floor area (GFA) and Site Coverage (SC)

included, issued by three departments as mentioned above. Use of prefabrication construction

becomes more common in Hong Kong Private Sector. Reuben C. and W. H. Wong (2004)

observed the trend prefabricated design already adopted by private sectors after 2002. Recent

measure leads the private sector to use the prefabrication building system, but some

developers are turning from using precast façade to curtain wall which targets the thermal

insulation for the concept of sustainable as BEAM PLUS assessment.

3.2 Critical Factors of prefabrication in Façade industry

Wilson, Smith and Deal (1998) identified “Prefabrication” as “the manufacture of

components part of a building and its services prior to their assembly on site. Prefabricated

techniques can be applied into different components such as staircases, partition walls, beams,

26

concrete etc. In this paper, we will discuss the façade system which includes curtain wall

(utilized and stick system), glass walls supported with glass fins, Metal Cladding, Skylight

and Canopies.

In fact, production of fabrication is different from traditional system when it can be separated

into two main concepts in Hong Kong projects: Prefabrication and Modularization

“Prefabrication” relates to terms of “Pre-assembly” which means” the manufacture and

assembly of components in factory instead of install on site (Wilson, Smith and Deal, 1998).

This is one critical strategy of reducing the time and cost of installation.

For the term of “Modularization”, it means that individual units are pre-assembled and

delivered to site. Sam C. M Hui and George K. C. Or (2005) defined the “modular” into

“individual modules stand alone to combine into a large structure. For example, each curtain

wall has typical modules and combines into a large curtain wall on site. Meanwhile, modules

are prefabricated in factory and are available for use. This approach can minimize the on-site

works and can speed up installation (Ricketts, 2005).

Moreover, Joseph Y. M. Mak (2013) mentioned that mechanized construction is another

critical strategic for prefabrication building system. It is related to the use of tower crane,

monorail and gondola which move the precast components from ground floor into different

floors. Therefore, condition such as storage, wet inclement weather and environment factor

can be improved by using mechanized construction.

3.3 Reasons to adopt the prefabrication in façade industry

As prefabrication technologies is widely used and presents a better quality in Hong Kong,

many people believe that this technology carries out the advantages to change the culture for

the time and cost improvements by fulfilling Client’s satisfaction.

Raymond W. M. Wong (2002) compared the prefabrication and on-site process as following

table:

27

Table 5: Comparison of Prefabrication and On-Site Process (Raymond W. M. Wong, 2002)

In addition, prefabrication helps to reduce the demand for manpower while most of works are

prefabricated in factories and alleviate the shortage of local skilful labourers.

Site Safety also can take an advantage to reduce the case of accidents because there is no

need to work at height activities such as scaffolding works.

Moreover, many prefabrication façade factories are near Hong Kong such as Guangzhou,

Dongguang etc., it is easy to transport the precast components to site.

Materials storage on site can be improved when most of the precast products can be stored in

the factories and delivered to site by a trunk trailers in a shorter time.

Government policy is the important benefit in Hong Kong. Since three departments by

HKSAR issued the GFA concessions since 2002, this policy make many private developers

to adopt the precast façade and this will be a better solution in the future. Furthermore, the

Hong Kong Government supports the industry to use the fabrication system such as given

extra credits, BEAM PLUS assessment etc., also leads to the trend change from traditional

into prefabrication building system, which helps the development of façade industry in Hong

Kong.

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3.4 Requirement of implementation in Façade Industry

Having reviewed the strategy of prefabrication in façade industry, it is still not easy to change

the culture of construction industry while the basis of project delivery method is awarded on

the Design Bid Build.

As mentioned in the previous chapter, the construction industry especially the private sectors

such as Henderson, Sun Kung Kei, Sino etc., are traditional and resistant to changes.

Prefabrication in façade industry will tackle to the higher cost if there is lack of supporting

and investment. This situation has been changed after 2002, while private developers are

willing to invest and play the important role by adopting prefabrication in the façade industry.

Project Delivery Method is one of the critical factors in the façade industry. Traditionally,

many projects include façade system are being awarded as design-bid-build when the sub-

contractor are not involved in the design stage. The following table presents the parties’ roles

and responsibilities in a typical residential project of façade package:

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Table 6: Roles and Responsibilities in Design-Bid-Build

By using the design-bid-build as a project delivery method, some weakness and limitations

can be found in the above table. For example, Façade Sub-Contractor and Suppliers are not

involved in the design of façade that requires technical skills on pre-assembly and

prefabrication. Design is prepared by Interior Design Team and Architect led to the

inadequate and misunderstanding for the façade components such as how to combine the

sealant into the aluminium mullion and transom section as below drawings:

30

In previous experience, Architect will use the weather sealant to fix the aluminium mullion,

however, weather sealant may not be enough to fix up the components due to the wind load

and dead load. Lack of experience in Façade System by Architect causes design change with

higher cost and conflict in final.

In recent years, Clients are likely to invite Façade Sub-Contractor with their speciality

knowledge. Highly controlled by Client and early involvement of Sub-Contractor require

high level of framework and design management from the preliminary design stage to

improve the weakness of Design-Bid-Build (Updated).

Sealant

Aluminum

Mullion

31

Table 7: Roles and Responsibility in Design Bid Build (Updated)

32

Compare with the traditional roles and responsibility, Sub-Contractor can involve the design

in the early stage with Client and Architect, they may provide their speciality knowledge and

consider the prefabrication elements on design strategic. Suppliers may also advice the

technique on design intent to the Sub-Contractor and Architect. For example, Sub-Contractor

advice to use the aluminium sleeve and sealant to fix the Glass Wall because of weight of

glass fin must heavier than typical curtain wall system. At the same time, glass suppliers may

advice thickness of glass should be adopted 19mm instead of 12mm for loading.

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Mawdesley, et al (2002) pointed out that the use of prefabrication causes the restructure of

the traditional construction procurement process. Apart from the project delivery method

between the Client and the Façade Sub-Contractor, three critical factors which affecting from

the project delivery method should be addressed to implement the prefabrication of Façade

Industry in Hong Kong.

First is the design approach. Façade is better for absorbed the Sub-Contractor design in the

preliminary design stage instead of construction stage. Early frozen of design can reduce the

lead time and higher cost on design change. Collaboration is required amongst the framework

become more complex.

Buildability should also be considered by Client in the façade project. Even in the

preliminary design stage, it is necessary to take risk on the tower crane, circulation of trucks,

calculation of the precast components, connections of all precast element on site. Sub-

Contractor and Suppliers will advise how to minimize the precast types all help precede from

factory to site efficiently.

Aluminum Sleeve

Sealant

Glass

Glass

34

The last one is quality assurance. Since most façade factories are located in Mainland China,

it is necessary to employ the supervisor to monitor the production line in the factory for

quality control. For public sector, Housing Department already employed supervisors on a 2-

year term consultancy basis. Moreover, they established a ranking system for the tenders’

evaluation. For the Private sector such as Henderson, they will engage the Main-Contractor to

include the consultant fees or arrange the factory visit to ensure the quality of the façade

products.

Due to the standardisation and modularisation of prefabricated technique, it is necessary to

adopt the integrated and collaborative strategy for the project. Since the façade industry is

still not developed for a longer period in Hong Kong, we will discuss the real case study of

Façade project in order to investigate and apply the ID and IPD in practical.

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CHAPTER 4: CASE STUDY IN FAÇADE INDUSTRY

4.1 Introduction and Definition to Façade System

Curtain Wall is a façade system which is objected to protect the natural discomforts such as

wind, water, noise and light. In Hong Kong, developer such as Sun Hung Kei, Sino,

Henderson are willing to adopt curtain wall system in residential, commercial and shopping

mall projects. In residential development projects, curtain wall system can be developed in

the following main components in Appendix 1.

4.2 Background and Interfacing structure in Façade System

Case Study in our discussion is a residential building located in Hung Hom at the Junction of

Grilles Avenue South and Bulkeley Street, including curtain wall with stick system, glass

balustrade, glass canopy and stone cladding. The building consist 27/F storeys with 5,000m2

gross floor area (GFA) for Podium and Tower as below:

Figure 4: Elevation View of Hung Hom Project

36

Figure 5: Floor Plan of Typical 6/F to 26/F

This project has been awarded to “Design-Bid-Build” as a basis, while including internal

participants such as tender team, project team, quantity surveyor team, design team, purchase

team etc., and external participants such as Client, Architect, QS Consultant, Suppliers in

Appendix 2A & 2B. Several milestone dates and working programme during tender stage

regarding this project are described as below and Appendix 2C respectively:

Table 8: Milestone Date of the Proposed Residential Development of Hung Hom Project

37

Main components in Hung Hom Project include Curtain Wall (Stick Wall System) and Glass

Balustrade from 5/F to R/F, Glass Canopies and Stone Cladding System on Podium.

Appendixes 2D & 2E represent the physical interfacing and façade package in details. Instead

of physical structural on curtain wall system, it also connected with other trades such as glass

balustrade system fixed to concrete, tolerance for the above said system (Glass panels and

steel sub-frame) should not be exceeding +/-5mm due to the interfacing with other work

trades.

4.3 Reasons to adopt the integrated design in Hung Hom Project

As mentioned in the previous chapter, the façade sub-contract is commonly awarded as

“Design and Build” in the recent years. Sub-Contractor could be involved and advise on the

design in the preliminary stage due to reduction of time and cost.

However, Hung Hom Project is awarded as a “Design-Bid-Build” basis. Appendix 1F shows

the process of Sub-Contractor involvement. In tradition, Sub-Contractor will be involved in

the design in tendering stage under the “Design-Bid-Build” method and follow the

Architect’s instruction until Defect Lability Period. The role of Client is only an investor and

the power is transferred to the Consultant/ Architect.

However, the trend is different from traditional method under this project. Although it is still

a “Design-Bid-Build” method, Client (Henderson) holds up much power to instruct the

Architect/ Consultant on façade package.

Better appearance to sell in market is the main reason for Client to choose the façade package.

Pre-fabricated and assembly in factory are other attractions for Client to reduce their cost

budget and time frame to completion. Therefore Client invites Façade sub-Contractor in

Details Design Stage to advise/ propose alternative design for cost/ time implication as

Appendix 2F mentioned. Some proposals may be reviewed or abandoned during the

interview. For example, glass wall with glass fins which exceeded 5m high proposed by

Architect may lead to double cost on supply and installation, this proposal has been

abandoned in final within the budget. After the interview with Façade Sub-Contractor, Client

instructed to deliver the “Nominated Sub-Contract” and “Nominated Supply Contact” to their

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nominated Façade Sub-Contractor and Nominated Suppliers.

On the other hand, Façade Sub-Contractor also wants to propose the façade design for better

connection and easy installation. When Client and Sub-Contractor both in their attitude in

façade design, the framework in this method becomes more complex and fragmental in

reality. It is important to adopt the collaborative techniques and concepts into the integrated

activities. Hence the participants including external and internal during the project, different

problems would be brought out in this case. This paper will focus on Integration Definition

Function Modelling (IDEF0) as a modelling technique in order to carry out the functional

relationship and implementations, which is a useful technique to find out the core problems,

barriers and is practical in typical residential projects.

4.4 Concepts and graphic presentation of Integration Definition Function Modelling

(IDEF0)

Before analysing the Hung Hom project by using the IDEF0, it is necessary to introduce the

modelling technique of above said.

IDEF0 (integration definition language 0) is based on SADT (Structured Analysis and Design

Technique) which is developed by Douglas T. Ross in 1972. It is a modelling technique

based on combined graphics and word to explain the relationship and logic of design and

integration activities in systematic way (National Institute of Standards and Technology,

1993).

National Institute of Standards and Technology identified IDEF0 with different concepts:

Graphic representation to show the interfacing between different arrows, Conciseness to

define the feedback and error paths, Communication to bring the limitation of details,

Precision for review the connection and boundary between different arrows, Methodology to

provide the step-by-step procedures and Organization to propose the critical review.

IDEF0 can be presented in different modelling graphics. Using IDEF0 can easily define the

requirements and functions in every stage, and analyse the interfacing and relationship

between each system and record the limitation between them.

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Figure 6: Function Box and Data/ Objects Arrows in IDEF0 (National Institute of Standards

and Technology, 1993)

Figure 6 shows the “Constraint Diagram” which shows the specific interfaces to constrain

each sub-function, in order to get the sources of the interface constraints.

Figures 7 as below is the evolution of “Constraint Diagram” that shows the widely review

between different functions, a function uses the data or objects shown entering the box and is

constrained from operating by the interface.

Figure 7: Constraint Diagram in IDEF0 (National Institute of Standards and Technology,

1993)

When we developed the function box continuously, the levels in the diagram structure in the

model will be transferred in detail. Figure 8 presents a “Context Diagram” to interface

different arrows into the system or subject as a whole. Not only to present the function in one

or two, it also provides a well and wide topic for readers to understand the relationships

between each other. Therefore, case study in this paper will adopt the context diagram to

present the interfacing and relationship between each stage.

40

Figure 8: Context Diagram in IDEF0 (National Institute of Standards and Technology, 1993)

4.5 Integrated Process (IDEF0) with different participants in Proposed Residential

Development for Hung Hom at the Junction of Grilles Avenue South and Bulkeley Street

After reviewing the background and organization of Hung Hom Project, Appendix 2G shows

the integrated process between different participants. The project can be separated into six

main stages: Pre-Tender (A), Tendering (B), Pre-Construction Stage Get Consent from

Government (C1), Construction Stage: Materials Order (C2), Construction Stage: Pre-Façade

in Situ (C3) and Defect Liability Period (After Certification of Practical Completion) (C4).

Pre-Tender Stage means the tender documents have not been established, Client and

Architect will invite Sub-Contractor to get advice for the design. After pre-interview with

different sub-contractors, consultant QS will prepare the tender documents for bidding during

the tendering stage. While the project being awarded, pre-construction stage get consent from

government proceed immediately, it usually takes 45-60 days for the while process.

41

Construction Stage can be divided into materials order and delivery of the pre-cast façade

elements from factory, and installation in situ. At the later stage, Sub-Contractor takes

responsibilities on the making good defects to ensure the building can be handover to the

Clients.

In the diagram of IDEF0, each Stage consists requirements, inputs and outcomes into a

function box. The upper arrow represents the Client’s requirement in each stage, the left one

is the input from the Sub-Contractor and the lower one shows the actions from the above said

requirement and input as below Figure:

Figure 9: IDEF0 Diagram in Hung Hom Project

For example, Sub-Contractor will be invited by Client before tendering stage. Under Pre-

tender Stage, Client will provide preliminary briefing to Sub-Contractor including budget,

construction time, Technical skills and Quality requirement in this project. During the pre-

interview with Client, Sub-Contractor need to estimate the budget, suggest some suppliers

with better quality, advise some technical skills such as glass thickness for wind load, glass

structure to fix and comply with the technical requirement.

Due to this diagram, we can understand the relationship between Sub-Contractor and

different parties and try to comply with the Client requirement. Each stage consists this three

main elements (Input, Action, Requirements) for us to understand the logic and interfacing

for Sub-Contractor. In an ideal world, this process can help to carry out the integrated

activities efficiently. However, there are always some problems established in practical

Stage

Requirement

Inputs

Actions

42

actions. For example, Pre-tender stage with practical actions including a chance for Sub-

Contractor to advise or avoid unnecessary time and cost while they are specialist in Façade

Industry. If they don’t alert / embarrassed Client/ Architect to amend the design and change

the technical skill, results affect the difficulty on the tendering and construction stage such as

additional cost on not get fully clarification on glass thickness and water test requirement

during tender stage, leading the discrepancy with Suppliers in the construction stage.

Problems in each stage are connected and interfaced with other problems in next stage in

Appendix 2H.

After reviewing the problems in every stage, it can be summarized as the below table:

Table 9: Summary of the Problems (P) under IDEF0 in Hung Hom Project

Five common problems can be found from the above table: Passive to express/ amend the

design(Pre Tender and Tendering Stage), poor communication (Tendering, Pre-Construction,

Construction – Pre façade in situ and DLP), discrepancy in the design (Pre-Construction,

Construction – Materials Order and DLP), Poor Quality (Pre-Construction and DLP) and

Poor Management (Construction Stage in Materials Order and Pre façade in situ).

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At the same time, it is also important to define the practices/ actions (AP) during the project

carried out by the above problems. As mentioned in the previous chapter, façade is a

prefabrication building system which is necessary for innovation techniques such as pre-

assembly, modularization and standardization etc., it gets more incentive to arrange the

materials, equipment and on-site planning during the construction process. Appendix 2I

points out some important actions/ practices. Those practices show the interfacing of inputs

and problems. For example, the purchase department will help to contact Suppliers with

quotation for budget analysis. This action/ practice is good for paralleling the work sequences,

however, incomprehensive information causes the discrepancy between Sub-Contractor and

Suppliers with poor quality.

Moreover, some actions/ practices will interface other actions/ practices. Tender Document

during tender stage is a good example. Tender Document should consist of Bill of Quantity,

Tender Drawing and Technical Specification which is related to Technical Skill in Pre-tender

stage. Constraints/ concurrently in Technical Specification between two stages cause

additional cost and time in final result.

Similar to the problems to the above shown, actions/ practices can also be reviewed and

summarized in the following table:

Table 10: Summary of the Actions/ Practices (AP) under IDEF0 in Hung Hom Project

44

Although “Arrange Interview/meeting” and “Well Commutation between internal and

external parties” achieved mostly in different stages, others factors are also important in

problems solving in order to present the practices/ actions in a better way.

Problems and Practices show the relationship and interfacing within inputs and outcomes.

Not only appears in one/ two stages, but mostly happens into every stage. The relationship

provided the wide and accuracy pictures for the Hung Hom projects are facing different

participants.

To facilitate the comparisons carried out on a better platform, based on the key findings of

the problems and practices in the Hung Hom Project, the questionnaires will be conducted in

the next step.

The results of this project will become a reference strategy while adopting in the Façade Sub-

Contractor in the foreseeable future.

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CHAPTER 5: METHODOLOGY

5.1 Research Method

Research can be defined as a logical and systematic process of inquiry to search for new facts

in any branch of knowledge (Willie Tan, 2004). It is used to find solutions under scientific

method. Research is different than investigation of science and technology but it improves the

quality of human life. Research follows a process, a sequence of steps from formulating the

problem to analyzing the results/ phenomenon.

Research can be classified into the following five critical methods:

a. Descriptive and Analytical: Descriptive research aimed to describe the state of affairs as it

exists at present when researchers only report the situation rather than control any

variable. It included comparative and correlational methods. In analytical research,

researchers need to use the information to make a critical and reasonable evaluation for

what they collected.

b. Applied and Basic: Applied Research need to find out the solution of problems related to

the society while Basic Research is mainly concerned on formulation of a theory. For

example, pure mathematics is related to basic research, but Applied Research is focused

on the social trends. The purpose of applied research is to find out a solution on coming

social problems, it is different than the directed finding and application the information

from basic research.

c. Conceptual and Empirical: Conceptual research usually invents new concepts or

develops/ modifies the existing one by using abstract theory. However, empirical research

is only relied on researcher’s experience and observation in order to come out the

conclusion. Empirical research is also named as an experimental research. Such variables

are exanimated by experimenter’s control.

46

d. Quantitative and Qualitative: Quantitative research can apply to phenomena which can be

transferred into terms of quantities. On the other hand, qualitative research connect to

human behavior and discover the underlying motives and thinking of human behavior.

e. Others Type of Research: Research can be clarified as diagnostic research that to find out

the basic casual relations. Exploratory research is formalized studies and information with

specific hypotheses testing. Historical research is another method to investigate the

behavior and events of persons in the past etc.

Since quantitative research is a type measurement of quantity or amount. It uses statistical

methods with the data collection based on a hypothesis or experiment. On the other hand,

qualitative research is effective on values, quality and behavior etc.

Degree of flexibility is the main different between the quantitative and qualitative research

method. For example, quantitative methods such as survey, questionnaires may be based on

“Closed Ended” questions which are fixed and categorized by the researchers. However, it

allows a systematic comparison of response throughout case studies.

Qualitative method is more flexible than quantitative research method. “Open-end” set up is

better for participants to explore their answer rather than fixed questions. But the degree of

systematic assumption and conditions is weak which almost relied on the researcher’s

observation and participant’s experience.

Since the literature review is not mainly focused on the façade industry, the issues referring

collaboration design to façade package in Hong Kong seems to be a new topic within two or

three years. Case study and questionnaires which are related to qualitative and quantitative

method would be applied in this paper, as mentioned above, it is better to combine the

qualitative and quantitative method in observing the industry cultural deeply and analyzing

with a systematic result for further action.

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5.2 Sampling Method

Sample can be described as a group or population (Frey Lawrence R, 2000) and represent the

characteristic of a known number of units in the group/ population by researcher’s selection

accurately.

Probability Sampling

Two categories of sampling method are found in Sampling Method: Probability Sampling

and Non-Probability Sampling. Probability Sampling assumed that each unit in the

population get a known and non-zero probability of selection. In a probability sample, it is

necessary to find a sampling frame in numbers randomly to determine the person is surveyed.

Probability Sampling can be classified into four types including Random, Sampling,

Systematic Random Sampling, Stratified Random Sampling and Cluster Sampling.

Table 11: Probability Sampling Method (Henry & Gary T, 1990)

a. Simple Random Sampling: Each unit of the population has an equal chance of being

selected. A Simple Random Sample is selected by a number to each unit in the population

and use a random format to draw out the sample units. Each unit should be selected

independent and without replacement. Researchers need to recognize the selection of

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numbers may not affect all units in the population.

b. Systematic Random Sampling: Many researchers believe that this sampling is more

convenient than Simple Random Sampling. Selection of the sampling units will be

separated on lists by sequences. The list of selection is referred to randomly select every

nth name to formulate the sampling rate. Frey Lawrence R, 2000 defines the every nth

name as sampling interval. The drawback of this method is the risk of bias for the

population list, researchers need to examine the list carefully and ensure the order of list

must not be arranged.

c. Stratified Sampling: Population is divided into subgroups or ‘strata’, and each group will

select a random sample. It is suitable to apply in same population with few characteristics.

This sampling can be divided into proportionate and disproportionate. Fraction is the

main difference between these two items. Proportionate assumes the same fraction for

each subgroup while the disproportionate adopts the different one. The researcher should

justify the selection of subgroup in order to control the sampling error in minimize.

d. Cluster Sampling: It is similar to Stratified Sampling. In cluster sampling, the subgroup

will be defined as clusters rather than strata because of the occurring group such as

schools, geographic units (Henry & Gary T, 1990). Henry explored Stratified Sampling is

selecting a few members from each stratum whereas a few group but with all group

members will be selected in Cluster Sampling. Researchers need to reduce the risk of

inaccurate findings; otherwise, it leads to less the precision of this sampling.

Non-Probability Sampling

Non-Probability is a method to use if the sample cannot be determined. It is better to apply

for some pilot studies, when provides an opportunities for researcher to interview every

member of a specific group. However, researcher should play a role to justify and not to

generalize results into general population. It includes Convenience, Purposive, Snowball and

Quota methods.

49

Table 12: Non-Probability Sampling Method (Henry & Gary T, 1990)

a. Convenience Sampling: This method is based on availability of the participants.

Researcher is convenience to find a group of people to survey or question, however, they

need to find ways to procure the sample with valuable and representative of the

population. Bobbie Latham (2007) pointed one example that researchers should go to

salon rather than restaurant if he wants to research the topic on hair cutting techniques.

b. Purposive Sampling: It is known as judgment or judgmental method. Researchers select

the sample based on their own knowledge of the population. It is useful to study a small

subgroup in easily identified of a population. Moreover, this method requires researchers

to get a rich knowledge on their sample and understand that results are only practicable

on a specific group.

c. Snowball Sampling: Snowball sampling is also called “Network” sampling. It applies on

some cases when the population is not easily to identify. It relies on existing group to

connect their social network with same characteristics. This process is repeated until the

same people involved in this sample. Similar to purposive sampling, snowball sampling

cannot be generalized to a population as a whole.

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d. Quota Sampling: Quota Sampling is defined as the population group into subgroups,

therefore researchers are free to select a numbers of units from each group and establish

the final result. It is better to apply the group into gender, age etc. On the other hand,

researchers need to ensure the accurate of the list of subgroups and the proportions which

would be increase the risk of sampling error.

Bobbie (2007) concluded the purpose of each study is the most important of their sample

method choice. As this paper studies the specific group, i.e. Sub-Contractor façade

environment in Hong Kong and this work trade is specialist in the construction industry,

Snowball Sampling is selected in final.

Based on the specialist characteristics of the group, questionnaire has been sent out to curtain

wall sub-contractors who are experienced in façade industry. 60 sets of questionnaires were

sent to target respondents by email/ by hand. Finally, 36 sets were returned by those target

respondents.

5.3 Questionnaire Design

The questionnaire was designed to survey and investigate the integrated environment and

culture of Façade Industry in Hong Kong. The questionnaire consists of five sections (Part A,

B, C, D & E) in Appendix 3.

Part A: General Particulars

This part consists of 10 questions in total to study the background of respondents in their

business firm. For example, firm size, nature, service in façade works, years in façade

industry etc. This section also helps to determine the contractual/ relation methods for

respondents with different participants such as Client, architect, main-contractor etc.

Part B: Awareness of Integrated Project Delivery Environment

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This section includes a total of 13 questions which are brought out from case study.

Respondents are required to rank the scale of their firm with integrated project delivery (IPD)

environment or not. Ranking was adopted 7-point Likert scale, whereas 1 represents “Never

aware”, 4 stands for “moderate” and 7 shows “Clear aware”. This section provided

preliminary knowledge on the degree of involvement of IPD environment on Façade Firm in

Hong Kong. The above knowledge would affect the next section of problems faced in reality.

Part C: Problems Faced

This section conducts a total of 22 questions which summarized from case study. Principle is

same as Part B, respondents need to rank the scale on each problems in their project from the

beginning until completion. 7-point Likert was used, which clarify 1 as “Never face the

problem”, 4 as “moderate” and 7 as “Frequently face this problem”. Besides the above

ranking, each question explored into two sub-questions: ‘when’ (Time) and ‘who’ (Person)

should take responsibility on each problem.

Part D: Practices Suggestion

This section establishes a total of 19 questions abstracting from case study. Similar to Part B

& Part C, this section asked the respondents for their practical suggestion. 7-point Likert was

used, while 1 to “Practice is not necessary”, 4 to “moderate” and 7 to “Practice is critically

necessary”. This section is the summary and conclusion for what practices could be applied

and adopted into respondents firm in order to reduce the cost and time implication as

mentioned previously.

Part E: Information of Respondent

This section asked respondents to provide some general information on their background

such as their job post, number of years they have involved in construction and façade industry.

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5.4 Data Analysis

Hypothesis testing

Hypothesis testing is a statistical reference including question, collection and examination of

the data in order to finalize the result. Generally, hypothesis test is an assumption of the

population and can be supported or rejected on empirical situation.

There are two options in hypotheses testing: Null hypothesis and given the system (H0). It

was presented as no difference between the hypothesized population mean and a sample

mean. At the same time, alternative hypothesis with given symbol (H1) were tested against

the null hypothesis. Alternative hypothesis can be accepted when null hypothesis was

rejected.

Decision making brings out two types of errors. Type I error is appeared by rejecting the null

hypothesis when it is true and Type II error is committed when the null hypothesis was not

rejected, even it is false.

One Sample T-Test

According to the adoption of research method (Qualitative and Quantitative) from

questionnaires, the analysis will be done by using One Sample T-Test theory (Two Tailed)

and SPSS software (Statistical Package for the Social Sciences).

One Sample T-Test is one type of hypothesis testing. It is a statistical procedure to test the

mean value of a distribution which the assumption of the sample distribution is normal.

53

Hence hypothesis will be determined as follows:

Null Hypothesis:

H0 : ų = ų0 (Assume the population mean is equal to hypothesized value ų0)

Alternative Hypothesis:

H1 : ų ≠ ų0 (Assume the population mean is not equal to hypothesized value ų0)

In the above hypothesis, ų expressed the population mean when ų0 expressed the

hypothesized value of population mean (ų).

According to the research data, 7-point Likert were set to determine the scale/ degree of the

importance of the awareness, problems faced and practices adopted.

Table 13: 7 point Likert in data analysis

Therefore, H0 will be assumed factors importance </= 4 from respondents while H1 will be

regarded as respondents feel more important/ awareness at > 4. The confidence interval (C1)

will be tuned to 95%. If the level of significance or alpha (ɚ) level is smaller than 0.05,

therefore H0 is rejected and turned to alternative H1. Those significant will be point out the

relationship between the importance factor and industry environment.

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Analysis of Awareness of Integrated Project Delivery Method

Table 14: SPSS Result of Part 2: Awareness of Integrated Project Delivery Environment

IPD2: My Firm aware that Key Participants in building project bound together as equals &

IPD3: My Firm aware the liability waivers between key participants in building project

In Table 14, the significance level is 0.003 (IPD2) and 0.015(IPD3) which is smaller than

0.05 in order to reject H0. Respondents mention high degree of the organization framework in

their project. It includes the liability and responsibility between internal and external

participants which is critical factors of Integrated Project Delivery Environment. It also

related to practical adopted in Part 4, whereas the organization framework will affect cost and

time implication during construction period.

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Table 15: SPSS Result of Part 3: Problems Faced

P2:The budget of the work is only briefly calculated based on tender drawing and documents,

which is not considering uncertainties and constraints when special design involved;

P8: Poor communication between internal departments in my firms;

P9: Poor communication between external firms and my firms;

P14: Poor communication between my firm and suppliers;

P21: Poor communication between my project manager and estate manager for the schedule

of defect list

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In Table 15, the significance level is 0.000 (P2, P8, P14, P21) and 0.005(P9) which is smaller

than 0.05 in order to reject H0. Four practices are significant to poor communication. As

discussed in Part 2, respondent ranks higher mark in participant’s relationship and liabilities.

However, the result shows that the problems are serious whatever external, internal, suppliers

or other sub-contractors. For example, if façade subcontractors were not well communicate

with suppliers to ensure the product warranty in tendering stage; it led the extra cost for

defects (Poor product quality) and extra idling time during the defect liability period. On one

hand, Integrated Design and Integrated Project Delivery require high degree of

communication between different parties; lack communication will affect the work and

product quality, even the reputation of company.

P3: Conflicts between conceptual architectural design and façade system design &

P10: Discrepancy between tender drawing and construction drawing

In Table 15, the significance level is 0.000 (P3 & P10) which is smaller than 0.05 in order to

reject H0. Two practices are significant to design aspects. Design in façade package is

significant factor because of high degree of responsibility for façade design instructing by

client. Meanwhile, design team from many firms was not involved in the early stage, conflict

and argument occurs on government approval period certainly. Extra time for design review

will affect the installation process.

P4: Less right in selecting particular technical skills to modify the façade design system;

P7: No incentive to notify suppliers in technical specification;

P11: Discrepancy between construction drawing and supplier material approaches;

P12: The quality of the material samples submitted in different stage is inconsistent;

P13: The quality of the material samples submitted in different stage in poor;

P15: Suppliers late delivery on Site;

P18: Pre-cast unit cannot match with design due to the misunderstanding with the Suppliers

for the pre-cast unit requirement &

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P19: Pre-cast unit cannot match with the design due to poor communication with the

Suppliers for the pre-cast unit requirement

In Table 15, the significance level is 0.000 (P4, P11, P12, P13, P18, P19), 0.002(P7) and

0.003(P15) which is smaller than 0.05 in order to reject H0. Eight practices are significant to

collaborate with Suppliers. Suppliers are the key factor (problem) for façade subcontractor.

In façade industry, the materials demand a high level of technique, for example, sun

coefficient index on glass will affect the appearance, cost, delivery time and warranty period.

Façade subcontractor and Architect may not get specialist knowledge on this, Purchase,

design and project department shall well communicate with Suppliers, including the

technique requirement, delivery time, warranty period which should clarify in the Purchase

Agreement/ Purchase Order timely.

P5: Less right in providing value-added design strategies to Client &

P6: Less right in providing value-added design strategies to Architect

In Table 15, the significance level is 0.000 (P5) and 0.004(P6) which is smaller than 0.05 in

order to reject H0. Two practices are significant to organize better internal structural. During

the pre-interviewing meeting, it is necessary to propose the design strategies to Client and

Architect. Details drawing prepared by Architect could change if there are any solutions for

cost saving by façade Subcontractor’s recommendation. However, problems in P5 & P6

related to the façade subcontractor are structural (Internal). Owing to tender department

involved only during the pre-interviewing meeting/ tendering stage, they didn’t get any

experience or knowledge on design and technique skill to propose. Thus, project or Design

Team will less right in providing value-added design strategies in later stage.

P13: The quality of the material samples submitted in different stage in poor;

P18: Pre-cast unit cannot match with design due to the misunderstanding with the Suppliers

for the pre-cast unit requirement &

P19: Poor quality of the materials

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In Table 15, the significance level is 0.000 (P5) and 0.004(P6) which is smaller than 0.05 in

order to reject H0. Three practices are significant to quality control. Because of the lack

communication problem with Suppliers, poor quality occurs on different stage. For example,

sample submission is the basic requirement in façade package; project and design department

shall control sample quality such as sample size, coating, effective index etc. Poor quality of

materials will affect the pre-cast unit and installation difficulties. Abortive work led to extra

cost and time implication.

P16: Poor site management &

P17: Poor process management

In Table 15, the significance level is 0.000 (P16 & P17) which is smaller than 0.05 in order to

reject H0. Two practices are significant to project management. Project Management is the

process of planning and controlling resources to achieve the target. Façade package requires

high degree of controlling the pre-cast unit in factory to site, interfacing the pre-cast unit with

other subcontractor. Poor project and process management shows that project team were

failed to monitor and control the resources, which occurs the poor quality, idling time and

extra cost on delay.

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Table 16: SPSS Result of Part 4: Practices Adopted

PA2: My firm reviews discrepancy on preliminary drawing from Architect in pre-

interviewing meeting &

PA12: My Firm collaborates with architect to reduce the gaps between tendering drawing and

construction drawing

In Table 16, the significance level is 0.003 (PA2) and 0.009(IPD12) which is smaller than

0.05 in order to reject H0. Two practices are significant to design aspects. During pre-

tendering meeting (PA2), it is necessary to invite design manager to meeting for comparing

the discrepancy on preliminary drawing. Similar to IPD 12, not only the Quantity Surveyor

but also design team to compare tender drawing and construction drawing, good practices

will reduce many abortive work during the materials order and construction in situ period.

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PA3 My firm mentions technical difficulties/ incompletes/ possibilities to Client to change

the details in design in pre-interviewing meeting

In Table 16, the significance level is 0.015 which is smaller than 0.05 in order to reject H0.

This practice is significant to organization structural (External). Due to obtain the wants and

needs from Client, relevant design changeable is based on cost control can gain much power

to client/ architect. Façade subcontractor need to organize a good team similar to PA2, it is

better while they promote a professional and specialist image.

PA8: During tendering stage, my firm established internal collaborative working environment

to make sure that architectural design will be consistent with façade system design

In Table 16, the significance level is 0.027 which is smaller than 0.05 in order to reject H0.

This practice is significant to organization structural (Internal). In Part 2, high degree of

participants (internal and external) can be found from respondents. However, they alerted the

risk of working environment on tendering stage significantly. Since tender department is the

department involve only during tender stage, collaborative working environment for different

participants should be established. Argument and discrepancy will less on design in the later

stage.

PA9: During tender stage, my firm collaborates with suppliers to ensure that technical skills

used in special design are complied with &

PA17: Project Manager coordinates with different suppliers to make sure that the components

of façade system are be unified at installation stage (Aluminum Extrusion suppliers

collaborate with Glass Suppliers)

In Table 16, the significance level is 0.37(PA9) and 0.14(PA17) which is smaller than 0.05 in

order to reject H0. This practice is significant to collaborate with Suppliers. Due to

complexity and special, clients usually nominated their subcontractor/ suppliers to facilities

the façade project. Subcontractor should collaborate with Suppliers with better advice in early

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stage. Technique skill such as glass interlayer of PVB instead of SGP which reduce 20% of

cost per m2 should be proposed on pre-interviewing meeting/ tendering stage. Moreover,

project manager also get closer coordination with Suppliers during the construction period.

Glass and Aluminum Extrusion are two main components for a typical curtain wall unit and

are prefabricated in factory, good practice collaboration will reduce the idling time and extra

cost in advance.

PA11: My firm collaborated with architect in construction drawings to make sure that the

design will not impact the works down by other contractors, such as BMU Socket Contractor,

Lighting Contractor etc. &

PA14: During the materials ordering process, my firm collaborates with other sub-cons to

make sure that actual site installation to be done smoothly

In Table 16, the significance level is 0.001(PA11) and 0.000(PA14) which is smaller than

0.05 in order to reject H0. This practice is significant to collaborate with other contractor. In

construction project, façade subcontractor interface with other subcontractor frequently. It is

necessary for façade subcontractor to coordinate and communicate well with Architect and

Main Contractor. For example, E&M, BMU and Lighting system always affect the

installation method of façade package; façade subcontractor shall notify Architect and Main

Contractor before install on site. Discussion and Meeting with external participants is a must.

PA16: Project and Design Team shall visit producers’ factor for inspection to control the

product quality for the precast façade unit

In Table 16, the significance level is 0.18 which is smaller than 0.05 in order to reject H0.

This practice is significant to quality control. Due to façade components were fabricated in

factory, factory inspection and quality control is necessary. Comparing with quality control

for the products separately, how to combine different components such as glass and

aluminum extrusion, aluminum extrusion and steel sub-frame etc. and less discrepancy will

be more important to façade subcontractor. Design and Project team shall provide the latest

fabricated drawing and shop drawing to supplier and less the tolerance consequently.

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5.5 Research Frame

Figure 10: Research Frame for Collaborated Design Process in Façade Subcontract

Package

Figure 10 figured out the research frame as mentioned previously. To obtain the purpose of

studying the environment culture and examine the problems and good practical, the paper

was followed a series of four steps:

1. Review all literature of Integrated Design (ID) and Integrated Project Delivery (IPD)

and list out the critical factors relates to Hong Kong Façade Sub-Contract Package

2. Select one typical residential development for case study; study the structural

including physical and organization to this project, define the problem/ barriers from

pre-tender stage until the defect liability period by using IDEF0 technique and find

out some good practice to improve the framework.

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3. Apart from the case study (quantitative method), questionnaires were established and

sent out to the targeted respondents. Use hypothesis test on One Sample T-Test to

analyze the data, formula the test statistic and find out the significance factors.

4. Discuss and conclude based on the data results and case study, advice and suggest the

good practice to improve the collaborated design process into a reality situation of

construction industry.

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6. DISCUSSION AND CONCLUSION

6.1 Discussion

This paper has studied the typical residential development in façade industry which awarded

in Design-Bid-Build as basis in Hong Kong. It is found that façade package is unique and

specialized during the construction process. Since the prefabricated techniques are related to

actual site condition, it requires a higher degree of collaborative design process for façade

subcontractors. However, after reviewing the structure from pre-tender until defect liability

period by using IDEF0 technique, various problems were brought up based on its complexity

and uniqueness. To optimize the content of the collaborative design process in Façade

package, it is necessary to analyze data form questionnaires provided by respondents who

constantly facing the problem in their work daily.

Regarding the data analyze about the degree of awareness, problem and practical aspects, it

revealed human behavior is the most significant factor affecting the process of the project.

This provides explanation to why respondents aware the key participants work well together

during design stage but fail to facilitate or proceed during construction stage.

Apart from the human behavior, the research also indicated the design and quality control is a

critical factor for practices adopted. It reveals the unique environment in façade structure

which the Client delegated the design responsibility and power to Façade Sub-Contractors,

thus Façade Sub-Contractors need to develop good practices to ensure a fluent work flow and

good result in different stages of a project.

6.2 Conclusion

After reviewing the literature in the previous chapters, Integrated Design and Integrated

Project Delivery are not fully adopted by Façade Sub-Contractors. Moreover, Façade Sub-

Contractors has a surprisingly week concept of collaborative design, which is helpful to the

65

Sub-Contractors in its complexity and unique environment.

Prior to adopting good practices and arise the degree of collaborative concepts into façade

industry, it is important to identify and rank the degree of problem faced in reality.

Hypothesis Testing aimed to conduct the problems in a statistical procedure. Significant

factors can be defined systematically.

For further exploration of façade industry, the next step is to change the culture/ environment

in façade industry. Traditionally, façade package awarded as “Design-Bid-Build” as a basis

when the sub-contractors were not delivered different approaches to earn much bargaining

power in the early stage. For example, detailed design will be established by Architect and

Client will invite façade subcontractors to provide advices for the design feasibility in pre-

interview meeting. It is not commonly in other work trade in Hong Kong. If façade

subcontractors organize a good team including design manager, structure engineer, project

manager and suppliers, many discrepancies in design can be avoided in the future.

After the façade subcontracts alerted the problems can be remedied and predicted, the study

can be extended to the adoption of good practices to improve the structural and knowledge

network. It should be noted that integrated design and integrated project delivery may not

truly fitted in actual situation in Hong Kong based on different size of business firms. Making

a strong bonding between internal and external participants, targeting a clear goal and

enduring the knowledge network flows effectively, will be the critical factors for every

successful project, no matter façade package or any specific package in Hong Kong.

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7. Future Work

The study in Hung Hom project provides real problems faced in reality and the figured

potential practices to façade subcontractor package firstly. Methodology on hypothesis test

were well formulated to show the significant indicators of feasibility in Hong Kong.

Therefore, future studies should address the issue of delivering the practices into reality

situation. Culture is not easy to change in façade industry in Hong Kong, especially most of

the contract were awarded to Design-Bid-Build as a basis. Three strategies should be

addressed as below:

Firstly, façade sub-contractor should enhance a stronger organization framework. Due to the

poor communication, it is necessary to improve the organization framework between

different stakeholders including internal and external parties. Effective communication and

common project goals during meeting are two critical keys to success. Both internal and

external parties such as client, architect, main contractors and suppliers etc., should build up

trust with each other, not only to prevent misunderstanding and avoid conflict, but also

toward a win-win situation for all parties ultimately.

Secondly, it is better to imply tools and techniques to ensure the information flows smoothly.

Previously, some research suggested to organize the workshop regularly for improvement.

However, it is not easy to proceed in Hong Kong due to the short life cycle of whole project.

Comparing with the workshop, techniques and tools are easy to imply. Some Clients have

used server shared system such as IPCC (Internal project communication center) in order to

collaborate all participants in a project.

Last but not least, sustainable building development which is important on ID practices

should be considered. In a façade subcontractor package, it is necessary to build up a quality

control plan/ strategy on design and materials aspects. Due to the complexity of the design,

façade subcontractor should aware and freeze the design change in early stage, i.e.

67

Architect’s detail design. Furthermore, factory visit and regular meeting with Suppliers can

preserve and control the quality, thus, less discrepancy/ tolerance between different assembly

units such as glass and aluminum extrusion, aluminum extrusion and steel framework

because of the prefabricated technique in façade system.

The study is only aimed to define the problems and potential practices, to develop a

comprehensive plan/ scheme and suit to the façade subcontractor package in Hong Kong, will

be the critical factors to success.

(Total: 13535 words)

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(90 references in total)

Appendix 1 – Typical components of Curtain Wall System in typical residential

development project

A1. Utilized Curtain Wall System

A utilized curtain wall system is combined with Vision Glass and Spandrel Glass in

one unit. Each Unit is one floor high and one bay wide usually. Each unit should be

fixed with at least one female mullion and one male mullion on each side (Left, Right,

Top and Bottom) to support the glass. Stack Joint should be fixed with two units in

horizontal and vertical.

Typical Elevation and Section of Utilized Curtain Wall System

Moreover, it is necessary to adopt Steel Stiffener / U-Channel to connect the four

Glass

Aluminum Mullion

Sealant

Aluminum Sub-frame

Vision Glass

Spandrel Glass

Aluminum Mullion

units together due to the achievement of water tightness test and to reduce the

problems of water leakage. Those units are pre-fabricated in factory with pre-fitted

glass panels fixed to aluminum mullion and transoms.

Utilized Curtain Wall System is normally found in commercial development projects

for better appearances.

Commercial Development in International Commerce Centre

A2. Curtain Wall System in stick system

Compare with Utilized Curtain Wall System, Stick Wall System consist the Curtain

Wall with Windows/ Louvre System.

Vision Glass and Spandrel

Glass fixed in mullion system

Vision Glass

Spandrel Glass

Window

Typical Elevation and Section of Stick Wall System

Normally, Stick Wall System is fixed and hidden behind the reflective glass with

mullion and transom system. It requires more components such as cast-in embeds

fixed to concrete wall, aluminum angles and anchor bolts to the mullion and transom,

steel sub-frame to hold up the glazing panel and aluminum frame.

In traditional method, Glass Panels glazed in factory and fixed in aluminum frame on

site. In recently years, glass panels being pre-fabricated into the aluminum frame in

factory are popular because of time and cost consideration. However, it will create the

interfacing problems when stick wall system also need to connect to the window/

louvre/ glass balustrade.

Stick Wall System normally adopted in Residential Development since it provides

better and confortable environment for housing/ living.

Residential Development of Le Prestige

Such utilized curtain wall and stick wall system comprise the glass glazing panels,

utilized curtain wall system adopted double glass with low iron. Double or triple glass

panels are separated by vacuums or other gas filled spaces to reduce heat transfer

across the building system. Low Iron is a coating to provide the higher vision

percentage for the outer appearance.

Requirement of Glass in stick wall system is lower than utilized wall system due to

the use of aluminium frame supporting. Reflective Glass is normally adopted that is a

metallic coating to absorb the heat and coolness for the system.

B. Glass Balustrade/ Glass Barrier System with Free Standing

Under the requirement of Regulation 8 of the Building (Construction) Regulations

(B( C)R) and regulation 3A of the Building (Planning) Regulation by Hong Kong

Government, the height of glass balustrade/ glass barrier should not be less than 1.1m

from finished floor level.

Reflective Glass Panels with

Aluminum Frame

Louvre and Glass

Balustrade System

Windows System

Typical Section of Glass Balustrade/ Glass Barrier System

In this system, a hardness/ aluminum coping should be contacted between the glass

and other substances. Gasket/ Structural Sealant should be fixed into glazing and

frame system. The use of GMS angle, Cast-in embed with Anchor Bolts, Setting

Block etc. is necessary to support the glass panel with free standing and designed to

fulfill the wind load design. Since the glass balustrade appears in residential

development in normal, test requirement of glazing in Class A to BS6206 is necessary.

Therefore the thickness of glass should not be less than 12mm for structural

calculation.

C. Canopies

Canopies are similar to utilized curtain wall system which the glass glazing and steel

sub-frame, sealant and setting block etc. are fixed together as below. However the

weight of sub-frame which supports the glazing is more critical than that in a utilized

curtain wall system.

Typical Section of Canopies

D. Stone Cladding

Stone Cladding System is the system fixed with the external concrete with mechanical

fixings. Stone in different components such as granite, limestone and marble can be

used based on Client and Architect’s requirement.

Appendix 2A

Structure of Proposed Residential Development of Hung Hom Project (External)

Work Package: Façade System

Lu Tang Lai Architect Ltd. Northcrafc HK Ltd.

Hip Hing Engineering Co., Ltd.

Henderson Land Development

Sub-Contract A

Client

Sub-Contractor

(Our Role)

Supplier of Alum

Extrusion

Supplier for

Aluminum Panel

Quantity Surveyor

Supplier B

Architect

Main Contractor

Supplier A Supplier C

Supplier for Glass

Building

Contract

Agreement Agreement

Minmetals Condo Sub-Contract B

Domestic Sub-Contract Domestic Sub-Contract

Nominated Sub-Contract

under HKIA Form

Purchase Order Purchase Order Purchase Order

General Manager

總經理

Commercial Director

合約總監

Purchasing Department

採購部

Purchasing Manager

採購經理

Purchasing Officer

採購主任

Contracts Department 合約部

Project Quantity Surveyor

項目工料測量師

Assistant Quantity Surveyor

助理工料測量師

Deputy General Manager

副總經理

Tender Department

投標部

Quantity Surveyor

工料測量師

Senior Deputy General Manager

常務副總經理

Design Department

設計部

HK Office

香港本部

Design Manager

設計經理

Design Engineer

設計工程師

Senior Structural Engineer

高級結構工程師

Structural Engineer

結構工程師

SZ Office

深圳設計部

Designers

設計師

Project Department

項目部

Project Manager

項目經理

Ass. Project Manager

助理項目經理

Site Manager

地盤經理

Project Engineer

項目工程師

Foreman 管工

Safety Manager

安全經理

Appendix 2B

Structure of Proposed Residential Development of Hung Hom Project (Internal)

Work Package: Façade System

Appendix 2D: Physical Components of Façade Package

1. Curtain Wall

(Stick System) Glass Balustrade

Spandrel Glass

Glass Canopy

Stone Cladding

Supplier A: Glass Supplier B: Aluminum Extrusion Supplier C: Windows Accessories Supplier D: Sealant Supplier E: Steel Supplier F: Ironmongery

Supplier A: Glass Supplier B: Aluminum Extrusion Accessories Supplier C: Sealant Supplier D: Steel Supplier E:

Supplier A: Glass Supplier B: Aluminum Extrusion Accessories Supplier C: Sealant

Supplier A: Stone

Appendix 2E: Façade Pacakge

Items Package Section Details Knowledge People Qty Amount

1. Curtain Wall System

(Stick System)

1. Knowledge to know how to combine the

glass panel into the aluminum extrusion frame,

fixing with structural sealant, setting block,

backpanel, rockrool insulation, embed, steel

subframe and accessorities

Architect,

Suppliers(Glass,

aluminum extrusion,

sealant, steel, window

accessorities,

Ironmongery

, insulantion) and

Nominated Sub-

Contractor

2,500m2 13,392,000.00

2. Glass Balustrade 1. Knowledge to know how to fixed the glass

panel with GMS subframe, weather sealant,

aluminum flashing and accessories

2. Since the typical high of Glass balustrade is

1100mm high due to request of building

department, glass reflective index is very

important. If the glass reflective index is lower

the breakage frequently will be bigger

Architect, Suppliers

(Glass, aluminum

extrusion, sealant, steel

and

Ironmongery),Nominated

Sub-Contractor

500m2 3,888,000.00

3. Glass Canopy 1. Knowledge is similar to Glass Balustrade Architect, Suppliers

(Glass, aluminum

extrusion, sealant, steel

and

Ironmongery),Nominated

Sub-Contractor

5 nos 3,240,000.00

4. Stone Cladding 1. Knowledge to know how to fix the stone

cladding with GMS subframe, weather sealant,

aluminum flashing and accessories

2. Stone Cladding weights heavy and easily to

breakage due to exposed environment, how to

fix stably and the emotion painting will be the

critical point

Architect, Suppliers

(Stone

Cladding),Nominated

Sub-Contractor

25m2 1,080,000.00

Total Contrat Sum: 21,600,000.00

Window

Window Mullion

Aluminum Mullion

Reflective Glass

Min 12mm thick Glass

Steel Sub-frame

Concrete

Steel Sub-Frame

Min 12mm

Steel

Embed with

Steel

Stone Cladding

Sealant

Appendix 2F: Façade Package - Nominated Sub-Contractor Involvement

Stage NSC Involvment Details

Planning X

Conception Design X

Schematic Design X

Details Design 1. NSC involve to provide advice to Architect/ Client for the design feasibility

For example, tolerance between aluminum extrusion and glass panel should be +/- 5mm only, more than that

will lead to problem of water leakage

Tendering 1. NSC involve to submit their proposal through technical submission, tender interview or reply of post tender

query. NSC can be ask/ suggest their proposal to tune better for the façade design

Pre-Construction Stage 1. NSC is responsibility to get approval from different government department. Design submission should be

prepared well and all system should be presented in feasibility.

For example, drawing for glass balstrade should be showing the glass panel can be free standing with enough

GMS subframe.

Construction Stage 1. Site situation is most difficult to control. NSC should be aware all precast façade system which prefabricated

in Mainland Factory (All elements will be prefabricated in factory first and install on site immediately) is fitted

with the actual site situation.

2. Site inspection and Factory visit for quantity control is critical and necessary. Also, NSC need to consider the

physical interfacing with main building structure. For example, Curtain Wall fixed in R.C. or with steel truss

system is two different method on fabrication and installation.

DLP X

Topic: Integrated Process with Different Stakeholders

Case: Proposed Residential Development for Hung Hom at the Junction of Grilles Avenue South and Bulkeley Street

Budget, Construction Time,

Technical Skill (AP2), Quality

Estimate to Client

1. Façade Contractor's Budget

2. Façade Contractor can suggest

the Suppliers in current market Problem: (P1 for details)

with better quality (for Client Selection) 1. Briefing Only 1. Project Team: Meeting with Governemnt

3. Technical Skill 2. Cannot adment the Department, Architects for getting approval

(Client/ Arch may wanna know design 2. Design: Team: Submit shop drawing based Problem: (P3 for details)

some technical skill can comply 3. Cannot change the The Hong Kong Institute of Architects Form (1999) on Construction Drawing 1. Tender Drawing is not details enough,

with the final products) technical contraints for Nomainated Sub-Contract) (w/ Qty) (AP4) 3. Suppliers: Submit the sample to satisfy NSC need to submit and adment

- Bill of Quantity, Specification, Tender Drawings by Clients and Architects 2. Discrepancy with Tender and

NSC Internal Group: Construction Drawing, led to re-submit

1. Purchase Dept: Call for quotation (AP3) of shop drawings

3. Discrepancy with Construction Drawing

Problem: (P2 for details) and suppliers materials approach

3. Engineering: Structural Cal for wind load 1. Shorten Tender Time 4. Sample submission in poor quality

and supporting dead load can comply the 2. Poor Communcation 5. Poor communctaion leading to dispute

design or not 3. Poor Problem Sharing with NSC and Suppliers

4. Project Team: Prepare Sample Submission 4. Not fully clarification for

from Proposed Suppliers tender

5. Marketing Team: Prepare Budget for bidding 5. No incentive to notify

Supplier in Technical

Specification

1. Project Team: Shop Drawing Submission

2. Purchase Team: Issue Purchase Order with

quality, type and delivery details Problem: (P4 for details)

1. Discrepancy with Construction Drawing

and suppliers materials approach

2. Poor Site Management

3. Poor Progress Management

Internal: Project Team, Purchase Team,

Design Team

(Step 69)

1. Project Team: Shop Drawing Submission, 1. Project Team : Finish the defect work

estimate the quantity and delivery period from under DLP Period Problem: (P6 for details)

façade and others suppliers Problem: (P5 for details) 2. Design Team: Submit As-build drawing 1. Poor Quality for materials

1. Poor Commucation for final settlement 2. Poor Communcation

2. Poor Site Management 3. Dispute with Suppliers

3. Poor Progress Management 4. Increase reputation risk

NOW (2nd months of DLP)

Architects, Logistics, Sub-Contractor

Project Complete

2. Close communcation with Suppliers

(Façade and Others) and Design Team

Client Requirement / Information

Warranty requirement, schedule of

defects list, quality and safety

requirement (AP13)

NSC Internal Group: (AP14) (Step 69)Defect Liability Period

(After Certificate of

Practical Completion)

(C4)

1. Handover meeting with Client

2. Regular meeting with Estate Manager,

Suppliers

Client Requirement / Information

Master Programme, Materials Quality

requirement (AP8) (Step 38)

1. Factory Visit (AP12) (Step 52-57)

Client Requirement / Information

NSC Internal Group: (AP11) (Step 38, 47)

Construction Stage:

Pre-façade In Situ (C3)

NSC Internal Group: (AP9) (Step 32)

Construction Stage:

Materials Order (C2)

Master Programme, Materials Quality

requirement (AP8) (Step 31)

1. Meeting with External and Internal

partiers: (AP10) (Step 33-37)

External: Suppliers, Main Contractor,

2. Communication with internal and external

(AP5)

Pre-Construction Stage

Get Consent from Government

(C1)

NSC Internal Group:

1. Held up different kind of metting with

Government, Architect and Suppliers

(AP6) (Step 8-30)

1. Held up serveral meeting (AP5)

Pre Interview with Client (AP1)

Tendering (B)

Tender Document:

2. Design Team: Submit Preliminary Design for

main section (Curtain Wall, Glass Wall)

Appendix 2G

Pre-Tender (A)

Client Requirement

Client and Architect confirm budget

Client Requirement / Information

Construction Drawing (AP7) (Step 6)

Topic: Problems Detail

Case: Proposed Residential Development for Hung Hom at the Junction of Grilles Avenue South and Bulkeley Street

Item Description Details

P1 1. Briefing Only Client and Architects just held up meeting with difference NSC for getting their budget of the work. However, NSC is just assume

it is an briefing meeting which should invite more internal parties such as Design Manager, Structure Engineer etc. Under this

case, the meeting only involved Project Manager and Marketing Manager is not enough.

2. Cannot adment the design During the meeting, Architect will bring out some technical skills on some special Items such as double curved cladding features.

They may not specialist in curtain wall system so that NSC shall suggest the better solution to achieve the same function.

For Example, Double Curved Cladding Feature can use the selant instead of fixing bolt which will not affect the appearance

3. Cannot change the technical Some technical skill maybe new and difficult. NSC shall advise and suggest it may take an cost and time implication.

contraints For Example: Glass Fin System is similar as the Apple retail shop in IFC. Full Height of Glass connect with Spider but no sealant.

However, the budget will expensive since the technical skill is complex and the materials of glass need to import from European

Countries.

Glass Fin: 10m(H)

Glass Original: USA

Technical Skill: Fixing with Spider

P2 1. Shorter Tender Time Tender Time is just two weeks only. Difference parties need to responsibility to build up the whole budget for tendering. It may not

enough time to prepare.

2. Poor Communication After pre-tendering stage, Marketing and Project Manager shall held up an internal meeting to provide sketch details for this project.

Therefore, difference parties can have a well preparation. However, poor communication with different parties leading the cost

cannot affect the real design and cover the uncertainty from technical skill and suppliers quotation.

3. Poor Problem Sharing During the tendering stage, Marketing Department may get some problem on tender drawing and structural calculation. However,

they just estimate the cost by tender drawing and no communciate with Structural Engineer for calculate the wind load of glass,

design manager for the technical skill on glass fin system etc. The budget cost cannot cover those uncertainties/ constraints.

4. Not Fully Clarification for NSC shall submit some tender queries to Architects for some technical skill or discrepancy on tender document and tender drawing,

Tender however, poor communcation leading no fully clarification to Architects as well leading the problems on drawing and sample

submission.

5. No incentive to notify Purchase Department call quotation from suppliers should also provide the technical specification to Suppliers. Any Special Items

Suppliers in Techncial need to notify them for their quotation and technical preparation.

Specification For example, double low iron and STC Value for Glass for 11m(H) is higher risk for glass suppliers. It is necessary to notify them for

the jumbo size.

P3 1. Tender Drawing is not detail Architects has already submitted one set of shop drawing showing corner details of curtain wall system and get approval from

enough, NSC need to submit and Government Department. However, those drawing is not enough for whole curtain wall façade work. NSC need to adment the design

adment and submit several system for curtain wall, glass wall and cladding details to get the consent from building department.

2. Discrepancy with Tender QS Department and Design Team shall compare the discrepancy with tender and construction drawing. Since there is some different

and Construction Drawing and affect the design, it is necessary to notify the Architect and Suppliers as soon. However, the poor communcation and no compare

work leading to dispute between Architect and Suppliers for the following stage.

3. Discrepancy with Construction Ditto; but Design Manager shall notify to Project Team for the materials changed. Therefore Suppliers need to prepare to comply the

Drawing and suppliers materials latest design or just discuss with NSC. NSC may discuss with Architects for remain the original design.

approach

4. Sample Submission in poor Sample has been submitted during the tendering stage with good quality to satisfy the Client and Architects. However, the sample

qualtity submission in poor quality in this stage when the Project Manager shall provide the quality requirement to Suppliers and keep the same

quality with Tendering Stage

5. Poor Communcation leading to All communcation with Suppliers shall be in record. However, orally instruction leading many disputes between the NSC and Suppliers

dispute with NSC and Suppliers for the qualtiy control and design change.

Appendix 2H

Pre-Tender (A)

Tendering (B)

Pre-Construction Stage (C1)

Topic: Problems Detail

Case: Proposed Residential Development for Hung Hom at the Junction of Grilles Avenue South and Bulkeley Street Appendix 2H

P4 1. Discrepancy with Construction Under this case, suppliers has been delivered products which is not match with Construction Drawings. This is an important process

Drawing and Suppliers Materials while NSC need an closer communcation with Purchase Department, and Design Team. Design Team take responsibility

Approach on provide the updated shop drawing to show the type of glass to Purchase Dept to issue the purchase Order.

2. Poor Progress Management NSC shall coordinate with internal and external parties as well. However, poor progress management leading not enough information

pass to Suppliers and late delivery on Site and dispute between them.

For Example , the purchase order for Embed shall delivery on site within 30 Days since the master program for these period is tight,

but project team didn't mentioned the delivery date on site so the final period is 45 Days with additional cost and time.

3. Poor Site Management 1. Project Team shall alert and provide measure for some uncertainty issue on site.

For exmaple, project coordinate estimate the wrong qualitity on site (180 nos on G/F) but there is no space on the site. Suppliers just

handover the embed on site and make the steal issue at final.

2. No inspection for the site protection of glass on site. Replacement of glass for a big quantity on 2/F to 3/F which may have an

cost and time implication.

P5 1. Poor Communication Poor communcation between glass and pre-cast (aluminum extrusion) suppliers leading the Pre-cast unit cannot match with the glass

thickness.

2. Poor Site Mangement No inspection for the factor visit to ensure the component is fix with each other. Finally, NSC find the pre-cast units cannot fit for glass

thickness for one type of Curtain Wall System.

3. Poor Progress Management Project Team estimate the quantity is not enough for installation on site and didn't notify with Purchase Department as soon as possible.

A lead time appear and Main Contractor issue site memo for warning.

P6 1. Poor Qualtity for materials Poor Quality Control Process form A to C3 leading to the poor qualtiy for materials. For Example, breakage of glass (玻璃自爆) for 1/F

has been found and need to replace for additional cost and time

2. Poor Communication Poor communication between project manager(NSC) and estate manager for the schedule of defect list. Additional Time for re-work for the

replacement of galss on 1/F

3. Dispute with Suppliers No confirmation on the warranty and quality control between the project manager and suppliers. Dispute on the quality and warranty leading

to the additional cost

4. Increase reputation risk Poor work performance and many defects cause the reputation risk which may affect the next time tender for the Client.

DLP (C4)

Construction Stage - Materials Order (C2)

Construction Stage - Pre-façade In Situ (C3)

Topic: Actions/ Pracitces Details

Case: Proposed Residential Development for Hung Hom at the Junction of Grilles Avenue South and Bulkeley Street

Item Description Details

AP1 Pre-Interview with Client Client and Architect will interview some sub contractor for façade work to estimate the budget and discuss with

technical skill:

1. Details of the parties should be involved in pre-tender meeting

(For Example: Structure Engineer, Design Manager, Project Manager etc)

2. Discrepancy on preliminary drawings should be required/ reviewed by our part

3. Any technical difficult/ incompleted should be mentioned to Client to change the details

AP2 Technical Skill 1. Glass Wall is 11m(H) in one glass without any point fixing and sealant

2. Feature Fins surrounding the tower should be double curved panel in natural

AP3 Purchase Dept: Call Quo Incomprehensive for Purchase Order as attached .

Project Team and Marketing Team shall provide fully details which comply with Technical Specification

Quality Items should be added to

clarify details before installation.

For example, STC Value for Glass

should be match with Specification

It is necessary to provide the delivery details such as delivery date on site, contact person which may less dispute and

better for site managmenet and process management

AP4 Tender Documents Constraints/ concurrently under with AP2.

Tender Document should consist of Bill of Quantity, Tender Drawing and Technical Specification. During the Pre-Tendering

Stage, NSC need to clarify some technical skill may not comply as AP2 mentioned leading to less the constraints on Tendering

Stage. However, constraints/ concurrently appear in Technical Specification which some skills maynot be easily comply and

additional cost and time.

AP5 Held Up Serveral Meeting/ (Internal): During tendering Stage, NSC may coordinate internal parties such as Design Team, Marketing Team, Project Team

Communcation with and Purchase Team if necessary. However, under the case study, meeting just be held up to Project Team and Marketing Team.

Internal and External For Example: Design Team need to check the 11m Height of Glass can fixed only by Bolts and Nuts and without Sealant

(External): NSC shall get an meeting with Suppliers, Sub Contractors to ensure they shall comply the technical skill and warranty.

For Example: Cost for Low Iron will be much expensive but it may not necessary to use in spandrel area in Curtain Wall System,

some features fins surrounding the tower will be much difficult to install. NSC need to communicate with Sub-Contractors for

installation, allocation of monorail and gondola etc.

AP6 Held up different kind of Before Construction Stage, NSC shall getting the consent from government for Façade Curtain Wall Works. Different Kind of

meeting with Govt, Arch and meeting shall be held.

Suppliers For Example: Shop Drawing checking from Building Department (BD Submission), Revised design meeting with Architect since

some design change may effect another parties works such as BMU Socket Contractor, Lighting Contractor etc. Also, it is

important to discuss with Suppliers to submit some samples to satisfy Government Regulation such as Heat Soak APP37 and

Architect satisfaction.

AP7 Construction Drawing Discrepancy may appear between the construction drawing and tender drawing. QS Team shall responsibility to check the

difference with the drawing and notify to Design Team/ Project Team as soon as possible.

For example: Tender Drawing shows the Steel Stiffener is 10mm thick, however, Construction Drawing stated 16mm thick leading

to additional cost and time which should chase to AP2 & AP4.

Appendix 2I

Pre-Tender (A)

Tendering (B)

Pre-Construction Stage (C1)

AP8 Master Prog, Materials Quality Master Program and Materials Quality Requirement shall be revised in AP4 and AP2 mentioned. Information shall notify NSC for the

Requirement actual site condition. NSC shall compare the difference and adjust their working programm to construct the work.

For Example: Visual Mock Up changed to Sample Floor, therefore NSC shall arrange much time on the embed, curtain wall,

glass wall installation from 100 days to 150 days for each zone

AP9 NSC Internal Group Two parties shall take responsibility on materials order process.

1. Project Team shall continuous to submit shop drawing to Architect, Main Contractor and ensure the design can comply the

Technical requirement in AP4 and AP2 mentioned.

2. Purchase Team shall issue Purchase Order with quality, quantity, type and delivery details etc.

However, as AP3 mentioned before, there is some uncertainties with AP3 since the Purchase Order missing some details to

notify Suppliers.

For Example: Delivery Date, Contact Person, Quality Requirement if necessary etc.

AP10 Meeting with External and Under Material Ordering Process, NSC shall communicate with difference parties and ensure the process on actual site installation

Internal Parties run smoothly

External: Suppliers, Main Contractor, Architects, Logistics, Sub Contractor

Internal: Project Team, Purchase Team and Design Team

However, the intergrated information system is not sucessful since NSC cannot received the latest instruction from Architects

and Internal parties also not enough communcation. For example, design changed for aluminum cladding thickness from 5mm to

3mm shall notify to project team and purchase team as soon.

AP11 NSC Internal Group During the pre-façade in situ, Project Team of NSC Internal Group shall submit shop drawing, estimate the quantity and delivery

period from façade and other suppliers.

The Main Difference with C2 is the period of C3 will be longer. In C2, there is around 30-45 Days Installation Time Frame for

first patch, however, C3 is the following process which may continuous for 1-2Years. Project Team need to set up the system

to estimate the materials on site and updated as follows table:

AP12 Factory Visit Project Manager shall visit Suppliers' Factor for inspecition (before and during the performance and heat soak test ) and make

sure the quality and process is on scheduled. Also, Project Manager shall invite Suppliers to visit another Suppliers Factory which

is related to the whole System. For Example: Aluminum Extrusion Suppliers need to know the Glass and IGU Spacer thickness

so they can design the whole system which will fit to install the glass into the Curtain Wall System

AP13 Warranty requirement, schedule Architect will issue the Practical Completion Certificate and NSC shall responsibility for 12 months Defects Liability Period under

of defects list, quality and safety the Contract. They may also issue the schedule of defects list to NSC, quality and safety and warranty requirement shall be the same

requirement in AP4.

AP14 NSC Internal Group Two parties shall take reponsibility on DLP:

1. Project Team need to finish the defect work which is related to the quality of materials and technical skill of installation in AP2

and AP4.

2. Design Team need to submit the as-build drawing for final settlement

DLP (C4)

Construction Stage - Pre-façade In Situ (C3)

Construction Stage - Materials Order (C2)

SURVEY ON AWARENESS OF INTEGRATED PROJECT DELIVERY

ENVIRONMENT AND PRACTICES ADOPTED BY THE SUB-CONTRACTOR

WHEN OPERATING FACADE PROJECT IN HONG KONG

Instructions: please complete the questionnaire by filling in the blanks or ticking the relevant

boxes.

PART 1: GENERAL PARTICULARS

1. Nature of your firm’s business (tick all that applies):

□ Architectural design □ Interior design □ Building construction □ Civil engineering □ Building services □ A&A Works □ Material suppliers □ Others (Please Specify):_________

2. Size of your firm’s workforce (approximate): _________employees 3. Your firm’s estimated total annual turnover with percentage:

2012: HKD _______ 2013: HKD________ 2014: HKD________ 4. Your firm’s profit margin (approximate):

a. Profit margin in 2012

1 2 3 4 5 6 7

Huge losses Met the profit target

Exceed the profit target

b. Profit margin in 2013

1 2 3 4 5 6 7

Significantly lower than

2012

Same as 2012

Significantly higher than

2012

c. Profit margin in 2014

1 2 3 4 5 6 7

Significantly lower than

2013

Same as 2013

Significantly higher than

2013

5. When did your firm enter Hong Kong’s façade market? Since:_____________(year) 6. Type of project your firm is involved in Hong Kong: (e.g. hotels, commercial, residential, civil

infrastructure, A&A works etc.)_________ 7. Usual contract sum of project (approximate):HKD _____________ 8. The most common service provided by your firm in facades project: □ Façade system design □ Special Façade design consultancy □ Façade Sub-Contractor □ Façade material supplier □ Others (Please specify):_______

9. The most common way your firm is selected to provide the service in façade project: □ Domestic sub-con. Number of firms involved: __________ □ Nominated sub-con. Number of firms involved: __________ □ Others: (please specify): ___________________________

2

10. What are the contractual/ relation methods between you and others parties? 10.1 Your firm and Client: □ Domestic sub-contract □ Nominated sub-contract □ Others: (please specify): ___________________________ 10.2 Your firm and Architect: □ Domestic sub-contract □ Nominated sub-contract □ Others: (please specify): ___________________________ 10.3 Your firm and QS Consultant: □ Domestic sub-contract □ Nominated sub-contract □ Others: (please specify): ___________________________ 10.4 Your firm and Façade Consultant: □ Domestic sub-contract □ Nominated sub-contract □ Others: (please specify): ___________________________ 10.5 Your firm and suppliers: □ Domestic sub-contract □ Nominated sub-contract □ Purchase Agreement: ___________________________ 10.6 Your firm and other sub-cons: □ Domestic sub-contract □ Nominated sub-contract □ Others: (please specify): ___________________________ 10.7: Your firm and main contractors: □ Domestic sub-contract □ Nominated sub-contract □ Others: (please specify): ___________________________

3

PART 2--Awareness of Integrated Project Delivery Environment

No Please circle a number on the scale that best reflects your firm’s awareness of integrated project delivery (IPD) environment [This IPD environment refers to the whole building project, which consists of your façade project and other projects ]

1=never aware 4=moderate 7=clearly aware

1 2 3 4 5 6 7

1 My firm aware that the key participants in building project are involved in a multi-party agreement 2 My firm aware that key participants in building project bound together as equals.

3 My firm aware the liability waivers between key participants in building project.

4 My firm aware the Early Involvement of Key Participants in building project.

5 My firm aware that the building project has jointly developed project target criteria

6 My firm aware that a collaborative decision making method is adopted in the building project.

7 My firm aware that the open communication cultural is established in the building project.

8 My firm aware that it is easy to communicate with other contracting parties in the building project.

9 My firm aware that the building project budget and create team for design intensive work

10 My firm aware that pre-existing relationships between different participants in building project

11 My firm aware that building information modelling (BIM) is adopted in the building project

12 My firm aware that communication tools of shared internal server are established of Key Participants and other contract parties in the building project.

13 My firm aware that communication tools of discussion board are established of Key Participants and other contract parties in the building project.

PART 3--Problems Faced No Problems Faced Please answer questions following instructions

1

Incomprehensive information/data is used in predicting budget in pre-interviewing with client.

1.1 Please circle a number on the scale that best reflects the extent to which your firm faces the Problems in façade project; 1=never face this problem; 4=moderate; 7=frequently face this problem

1 2 3 4 5 6 7

1.2 Please highlight the Stage when this problem happens by using √

Pre-interview Tendering Government approval Material order Pre-façade in Sit Practical completion

1.3 Please highlight the Participants involving in this problem by using √

External Client Architect QS Main-con Other Sub-cons Supplier

Internal Purchasing department

Contracts department

Tender department

Design department

Project department

2 The budget of the work is only briefly calculated based on tender

2.1 Please circle a number on the scale that best reflects the extent to which your firm faces the Problems in façade project; 1=never face this problem; 4=moderate; 7=frequently face this problem

4

No Problems Faced Please answer questions following instructions

drawings and documents, which is not considering uncertainties and constraints when special design involved.

1 2 3 4 5 6 7

2.2 Please highlight the Stage when this problem happens by using √

Pre-tender Tendering Government approval Material order Pre-façade in Sit Practical completion

2.3 Please highlight the Participants involving in this problem by using √

External Client Architect QS Main-con Other Sub-cons Supplier

Internal Purchasing department

Contracts department

Tender department

Design department

Project department

3

Conflicts between conceptual architectural design and facade system design.

3.1 Please circle a number on the scale that best reflects the extent to which your firm faces the Problems in façade project; 1=never face this problem; 4=moderate; 7=frequently face this problem

1 2 3 4 5 6 7

3.2 Please highlight the Stage when this problem happens by using √

Pre-tender Tendering Government approval Material order Pre-façade in Sit Practical completion

3.3 Please highlight the Participants involving in this problem by using √

External Client Architect QS Main-con Other Sub-cons Supplier

Internal Purchasing department

Contracts department

Tender department

Design department

Project department

4 Less right in selecting particular technical skills to modify the façade design system

4.1 Please circle a number on the scale that best reflects the extent to which your firm faces the Problems in façade project; 1=never face this problem; 4=moderate; 7=frequently face this problem

1 2 3 4 5 6 7

4.2 Please highlight the Stage when this problem happens by using √

Pre-tender Tendering Government approval Material order Pre-façade in Sit Practical completion

4.3 Please highlight the Participants involving in this problem by using √

External Client Architect QS Main-con Other Sub-cons Supplier

Internal Purchasing department

Contracts department

Tender department

Design department

Project department

5

Less right in providing value-added design strategies to Client

5.1 Please circle a number on the scale that best reflects the extent to which your firm faces the Problems in façade project; 1=never face this problem; 4=moderate; 7=frequently face this problem

1 2 3 4 5 6 7

5.2 Please highlight the Stage when this problem happens by using √

Pre-tender Tendering Government approval Material order Pre-façade in Sit Practical completion

5.3 Please highlight the Participants involving in this problem by using √

5

No Problems Faced Please answer questions following instructions

External Client Architect QS Main-con Other Sub-cons Supplier

Internal Purchasing department

Contracts department

Tender department

Design department

Project department

6

Less right in providing value-added design strategies to Architect

6.1 Please circle a number on the scale that best reflects the extent to which your firm faces the Problems in façade project; 1=never face this problem; 4=moderate; 7=frequently face this problem

1 2 3 4 5 6 7

6.2 Please highlight the Stage when this problem happens by using √

Pre-tender Tendering Government approval Material order Pre-façade in Sit Practical completion

6.3 Please highlight the Participants involving in this problem by using √

External Client Architect QS Main-con Other Sub-cons Supplier

Internal Purchasing department

Contracts department

Tender department

Design department

Project department

7 No incentive to notify suppliers in technical specification.

7.1 Please circle a number on the scale that best reflects the extent to which your firm faces the Problems in façade project; 1=never face this problem; 4=moderate; 7=frequently face this problem

1 2 3 4 5 6 7

7.2 Please highlight the Stage when this problem happens by using √

Pre-tender Tendering Government approval Material order Pre-façade in Sit Practical completion

7.3 Please highlight the Participants involving in this problem by using √

External Client Architect QS Main-con Other Sub-cons Supplier

Internal Purchasing department

Contracts department

Tender department

Design department

Project department

8 Poor communications between internal departments in my firm.

8.1 Please circle a number on the scale that best reflects the extent to which your firm faces the Problems in façade project; 1=never face this problem; 4=moderate; 7=frequently face this problem

1 2 3 4 5 6 7

8.2 Please highlight the Stage when this problem happens by using √

Pre-tender Tendering Government approval Material order Pre-façade in Sit Practical completion

8.3 Please highlight the Participants involving in this problem by using √

External Client Architect QS Main-con Other Sub-cons Supplier

Internal Purchasing department

Contracts department

Tender department

Design department

Project department

9 Poor communications between external firms and my firm.

9.1 Please circle a number on the scale that best reflects the extent to which your firm faces the Problems in façade project; 1=never face this problem; 4=moderate; 7=frequently face this problem

6

No Problems Faced Please answer questions following instructions

1 2 3 4 5 6 7

9.2 Please highlight the Stage when this problem happens by using √

Pre-tender Tendering Government approval Material order Pre-façade in Sit Practical completion

9.3 Please highlight the Participants involving in this problem by using √

External Client Architect QS Main-con Other Sub-cons Supplier

Internal Purchasing department

Contracts department

Tender department

Design department

Project department

10 Discrepancy between tender drawing and construction drawing

10.1 Please circle a number on the scale that best reflects the extent to which your firm faces the Problems in façade project; 1=never face this problem; 4=moderate; 7=frequently face this problem

1 2 3 4 5 6 7

10.2 Please highlight the Stage when this problem happens by using √

Pre-tender Tendering Government approval Material order Pre-façade in Sit Practical completion

10.3 Please highlight the Participants involving in this problem by using √

External Client Architect QS Main-con Other Sub-cons Supplier

Internal Purchasing department

Contracts department

Tender department

Design department

Project department

11 Discrepancy between construction drawing and supplier material approaches

11.1 Please circle a number on the scale that best reflects the extent to which your firm faces the Problems in façade project; 1=never face this problem; 4=moderate; 7=frequently face this problem

1 2 3 4 5 6 7

11.2 Please highlight the Stage when this problem happens by using √

Pre-tender Tendering Government approval Material order Pre-façade in Sit Practical completion

11.3 Please highlight the Participants involving in this problem by using √

External Client Architect QS Main-con Other Sub-cons Supplier

Internal Purchasing department

Contracts department

Tender department

Design department

Project department

12 The quality of the material samples submitted in different stages is inconsistent.

12.1 Please circle a number on the scale that best reflects the extent to which your firm faces the Problems in façade project; 1=never face this problem; 4=moderate; 7=frequently face this problem

1 2 3 4 5 6 7

12.2 Please highlight the Stage when this problem happens by using √

Pre-tender Tendering Government approval Material order Pre-façade in Sit Practical completion

12.3 Please highlight the Participants involving in this problem by using √

7

No Problems Faced Please answer questions following instructions

External Client Architect QS Main-con Other Sub-cons Supplier

Internal Purchasing department

Contracts department

Tender department

Design department

Project department

13 The quality of the material samples submitted in different stages is poor.

13.1 Please circle a number on the scale that best reflects the extent to which your firm faces the Problems in façade project; 1=never face this problem; 4=moderate; 7=frequently face this problem

1 2 3 4 5 6 7

13.2 Please highlight the Stage when this problem happens by using √

Pre-tender Tendering Government approval Material order Pre-façade in Sit Practical completion

13.3 Please highlight the Participants involving in this problem by using √

External Client Architect QS Main-con Other Sub-cons Supplier

Internal Purchasing department

Contracts department

Tender department

Design department

Project department

14 Poor communication between my firm and suppliers

14.1 Please circle a number on the scale that best reflects the extent to which your firm faces the Problems in façade project; 1=never face this problem; 4=moderate; 7=frequently face this problem

1 2 3 4 5 6 7

14.2 Please highlight the Stage when this problem happens by using √

Pre-tender Tendering Government approval Material order Pre-façade in Sit Practical completion

14.3 Please highlight the Participants involving in this problem by using √

External Client Architect QS Main-con Other Sub-cons Supplier

Internal Purchasing department

Contracts department

Tender department

Design department

Project department

15 Supplier’s late delivery on Site

15.1 Please circle a number on the scale that best reflects the extent to which your firm faces the Problems in façade project; 1=never face this problem; 4=moderate; 7=frequently face this problem

1 2 3 4 5 6 7

15.2 Please highlight the Stage when this problem happens by using √

Pre-tender Tendering Government approval Material order Pre-façade in Sit Practical completion

15.3 Please highlight the Participants involving in this problem by using √

External Client Architect QS Main-con Other Sub-cons Supplier

Internal Purchasing department

Contracts department

Tender department

Design department

Project department

16 Poor site management 16.1 Please circle a number on the scale that best reflects the extent to which your firm faces the Problems in façade project; 1=never face this problem; 4=moderate; 7=frequently face this problem

8

No Problems Faced Please answer questions following instructions

1 2 3 4 5 6 7

16.2 Please highlight the Stage when this problem happens by using √

Pre-tender Tendering Government approval Material order Pre-façade in Sit Practical completion

16.3 Please highlight the Participants involving in this problem by using √

External Client Architect QS Main-con Other Sub-cons Supplier

Internal Purchasing department

Contracts department

Tender department

Design department

Project department

17 Poor process management

17.1 Please circle a number on the scale that best reflects the extent to which your firm faces the Problems in façade project; 1=never face this problem; 4=moderate; 7=frequently face this problem

1 2 3 4 5 6 7

17.2 Please highlight the Stage when this problem happens by using √

Pre-tender Tendering Government approval Material order Pre-façade in Sit Practical completion

17.3 Please highlight the Participants involving in this problem by using √

External Client Architect QS Main-con Other Sub-cons Supplier

Internal Purchasing department

Contracts department

Tender department

Design department

Project department

18

Pre-cast unit cannot match with the design due to the misunderstanding with the Suppliers for the pre-cast unit requirement

18.1 Please circle a number on the scale that best reflects the extent to which your firm faces the Problems in façade project; 1=never face this problem; 4=moderate; 7=frequently face this problem

1 2 3 4 5 6 7

18.2 Please highlight the Stage when this problem happens by using √

Pre-tender Tendering Government approval Material order Pre-façade in Sit Practical completion

18.3 Please highlight the Participants involving in this problem by using √

External Client Architect QS Main-con Other Sub-cons Supplier

Internal Purchasing department

Contracts department

Tender department

Design department

Project department

19

Pre-cast unit cannot match with the design due to poor communication with the Suppliers for the pre-cast unit requirement

19.1 Please circle a number on the scale that best reflects the extent to which your firm faces the Problems in façade project; 1=never face this problem; 4=moderate; 7=frequently face this problem

1 2 3 4 5 6 7

19.2 Please highlight the Stage when this problem happens by using √

Pre-tender Tendering Government approval Material order Pre-façade in Sit Practical completion

19.3 Please highlight the Participants involving in this problem by using √

9

No Problems Faced Please answer questions following instructions

External Client Architect QS Main-con Other Sub-cons Supplier

Internal Purchasing department

Contracts department

Tender department

Design department

Project department

20 Poor quality of the materials

20.1 Please circle a number on the scale that best reflects the extent to which your firm faces the Problems in façade project; 1=never face this problem; 4=moderate; 7=frequently face this problem

1 2 3 4 5 6 7

20.2 Please highlight the Stage when this problem happens by using √

Pre-tender Tendering Government approval Material order Pre-façade in Sit Practical completion

20.3 Please highlight the Participants involving in this problem by using √

External Client Architect QS Main-con Other Sub-cons Supplier

Internal Purchasing department

Contracts department

Tender department

Design department

Project department

21

Poor communication between my project manager and estate manager for the schedule of defect list.

21.1 Please circle a number on the scale that best reflects the extent to which your firm faces the Problems in façade project; 1=never face this problem; 4=moderate; 7=frequently face this problem

1 2 3 4 5 6 7

21.2 Please highlight the Stage when this problem happens by using √

Pre-tender Tendering Government approval Material order Pre-façade in Sit Practical completion

21.3 Please highlight the Participants involving in this problem by using √

External Client Architect QS Main-con Other Sub-cons Supplier

Internal Purchasing department

Contracts department

Tender department

Design department

Project department

22

Overlook for the warranty requirement of my firm in tendering stage and rise disputes with the Suppliers

22.1 Please circle a number on the scale that best reflects the extent to which your firm faces the Problems in façade project; 1=never face this problem; 4=moderate; 7=frequently face this problem

1 2 3 4 5 6 7

22.2 Please highlight the Stage when this problem happens by using √

Pre-tender Tendering Government approval Material order Pre-façade in Sit Practical completion

22.3 Please highlight the Participants involving in this problem by using √

External Client Architect QS Main-con Other Sub-cons Supplier

Internal Purchasing department

Contracts department

Tender department

Design department

Project department

10

PART 4—Practices Adopted

No Practices Adopted Please circle the number on the scale that best reflects the extent to which your firm adopt the practices in façade project, 1= practice is not necessary; 4=moderate; 7=practice is critically necessary

1 My firm delivers multi-disciplinary team to attend pre-interviewing meeting. 1 2 3 4 5 6 7

2 May firm reviews discrepancy on preliminary drawing from Architect in pre-interviewing meeting

1 2 3 4 5 6 7

3 My firm mentions technical difficulties/ incompletes/possibilities to Client to change the details in design in pre-interviewing meeting.

1 2 3 4 5 6 7

4 My firm clarifies the quality of the materials in purchase order. 1 2 3 4 5 6 7

5 My firm clarifies the deliver time of the materials in purchase order. 1 2 3 4 5 6 7

6 My firm clarifies the government regulations on particular materials for supplier’s sample submission.

1 2 3 4 5 6 7

7 My firm clarifies the client requirement on particular materials for supplier’s sample submission.

1 2 3 4 5 6 7

8 During tendering stage, my firm established internal collaborative working environment to make sure that architectural design will be consistent with façade system design.

1 2 3 4 5 6 7

9 During tendering stage, my firm collaborates with suppliers to ensure that technical skills used in special design are compiled with.

1 2 3 4 5 6 7

10 During tendering stage, my firm collaborates with internal participants to ensure that technical skills used in special design are compiled with.

1 2 3 4 5 6 7

11 My firm collaborate with architect in construction drawings to make sure that the design will not impact the works down by other contractors, such as BMU Socket Contractor, Lighting Contractor, etc.

1 2 3 4 5 6 7

12 My firm collaborates with architect to reduce the gaps between tendering drawing and construction drawing.

1 2 3 4 5 6 7

13 During material ordering process, my firm collaborates with main contractors to make sure that actual site installation to be done smoothly

1 2 3 4 5 6 7

11

No Practices Adopted Please circle the number on the scale that best reflects the extent to which your firm adopt the practices in façade project, 1= practice is not necessary; 4=moderate; 7=practice is critically necessary

14 During material ordering process, my firm collaborates with other sub-cons to make sure that actual site installation to be done smoothly

1 2 3 4 5 6 7

15 Project and Design Team shall visit producers' factor for inspection to control the product quality for the precast façade unit.

1 2 3 4 5 6 7

16 Project and Design Team shall visit producers' factor for inspection to less the discrepancies for the precast façade unit.

1 2 3 4 5 6 7

17 Project Manager coordinates with different suppliers to make sure that the components of façade system are be unified at installation stage. (Aluminum Extrusion suppliers collaborate with Glass Suppliers)

1 2 3 4 5 6 7

18 Project Manager coordinates with different suppliers to make sure that the components of façade system are be unified at installation stage. (Aluminum Extrusion collaborate with Steel Suppliers)

1 2 3 4 5 6 7

19 Project Manager coordinates with different suppliers to make sure that the components of façade system are be unified at installation stage. (Glass Suppliers collaborate with Sealant Suppliers)

1 2 3 4 5 6 7

INFORMATION OF RESPONDENT

1. Designation/job title of person providing the information: __________________

2. Are you personally involved in the projects? □ No □ Yes

3. Number of years you have practiced in the construction industry: __________years.

4. Number of years you have practiced in façade project: _____________years.

5. Your name: (optional) _______________

6. Name of your firm: (optional) ____________

All information will be kept strictly confidential

End of the survey. Thank you very much

Flora Yeung, Master Student of Department of Architecture and Civil Engineering, City University of Hong Kong.

Email: hiumyeung6-c@my.cityu.edu.hk Tel: 9201 9226