This document is downloaded from CityU Institutional Repository,
Run Run Shaw Library, City University of Hong Kong.
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.
28
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:
29
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.
33
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.
35
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
38
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.
39
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).
43
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.
45
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.
47
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
48
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.
50
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
51
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.
52
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.
54
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.
55
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
56
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 &
57
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
58
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.
59
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.
60
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
61
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.
62
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.
63
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.
64
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.
66
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)
68
REFERENCES
American Arbitration Association (AAA) (2000). 2000 Annual Report, available at
<http://www.ads.org/>';
Akintola A., and Jamie M., (2007). Collaborative relationships in construction: the UK
contractors’ perception, Engineering, Construction and Architectural Management Vol 14
No.6 2007, pp597-617;
Amor, R. and Anumba, C.J. (1999). A Survey and Analysis of Integrated Project Databases’,
in proceedings of Concurrent Engineering in Construction September 1999, pp.217-
227;
Andrew R., Geoffrey H., and Sarah J., (2001). Subcontractor perspectives on supply chain
alliances, Construction Management and Economics (2001) 19, pp 841-848;
AIA California Council Version 2 (2007). Integrated Project Delivery, Dodge Sweets,
California;
Alexander, J.F., Coble, R.J. and Elliott, B.R. (1997). Hand-held Communication for
Construction Supervision', American Society of Civil Engineers (ASCE), Proceedings of
Construction Congress V, Managing Engineered Construction in Expanding Global
Markets, October 5-7, Minneapolis;
Anderson, N. R. and West M. A (1998). Measuring climate for work group innovation:
development and validation of the team climate inventory, J. Org Behavior 19, 235-258;
Barines T., Lightfoot H., Williams G. M., and Greenough R., (2006). State-of-the-art in
Lean design engineering: a literature review on white collar lean. Journal of Engineering
Manufacture Vol. 220 No.9, pp 1539-1547;
Bobbie Latham (2007). Sampling: What is it?, Quantitative Research Methods ENGL 5377,
Texas Tech University;
Bo J., and Stephen E., (2008). Lost in transition: the transfer of lean manufacturing to
Construction, Engineering, Construction and Architectural Management Vol 15 No.4 2008, p
383-398;
B-C. Bjork, P. Huovila and S. Hult (1993). Integrated Construction Project Document
Management, EuropIA’93 conference, Delft, 21-24.6 1993, Elsevier, Amsterdam, pp 135-146;
Bureau Development (2013). Legislative Council Panel on Housing Subcommittee on the
Long Term Housing Strategy – Revitalisation of Industrial Building, CD(1)1529/12-13(01);
Busby Perkins & Will Stantec Consulting (2007). Roadmap for the Integrated Design Process,
BC Green Building Roundtable;
Cicognani, A and Maher (1997). Models of Collaboration for Designers in a Computer
Mediated Environment, The 3rd International IFIP WG5.2 Workshop on Formal Aspects of
Collaborative CAD, pp 99-108;
69
Chinowsky P. S., & Diekmann J. E., (2004). Construction Engineering Management
Educators: History and Deteriorating Community, Journal of Construcion Engineering and
Management 130(5), pp 751-759;
C. J. Anumba, A. N. Baldwin and D. Bouchlaghem (2000). Integrating Concurrent
Engineering Concepts in a Steelwork Construction Project; Taylor and Francis, New York;
Chimay A., John K., and Anne-F. C-D., (2007). Concurrent Engineering in Construction
Projects;
Clark, K. B., and Fujimoto, T., (1987). Overlapping problem solving in product development,
Harvard Business School Working Paper 87-049;
Clark, K. B., and Fujimoto, T., (1989). Lead time in automobile product development;
explaining the Japanese advantage, Harvard Business School Working Paper 87-049;
Clark, K. B., and Fujimoto, T., (1991). Product development performance: strategy,
organization and management in the world auto industry, Harvard Business School Press,
Boston MA;
Construction Industry Review Committee (CIRC) (2001). Construction for Excellence: report
of CIRC. Hong Kong Government Printer, Hong Kong;
Crawford, J.R. et al. (1996). Collaboration on design and construction projects using high
speed networks: from vision to reality, Proc. of International Conference on Information
Technology in Construction (INCIT '96), Natspec, Sydney, pp137-139;
Dag R., (2010). Practical Applications of Set-Based Concurrent Engineering in Industry,
Journal of Mechancial Engineering 56(2010)11, pp685-695;
David M. Gann (1996). Construction as m manufacturing process? Similarities and
differences between industrialized housing and car production in Japan, Construction
Management and Economics (1996) 14, pp437-450;
Denzin N. K., Lincoln Y. S. (2000). Handbook of Qualitative Research, stage Pub, London;
Douglas D. Heckathorn (1997). Respondent-driven sampling: A new approach to the study of
hidden populations, Social Problems, pp 174-199;
Elisabeth M., Tracy L., Babak C., Corey H., (2009). Next Generation Concurrent
Engineering: Developing Models to Complement Point Designs, NASA Research Centre,
pp1-14;
Environment Protection Department (2012). Guidelines on Industry Best Practices for
External Lighting Installations;
Fang L., Hipel K. W., and Kilgour D. M., and Peng X., (2003). A decision support system for
interactive decision marking, IEEE Trans. Syst. Man Cybern, pp 42-66;
70
FMI Corporation (2013). Prefabrication and Modularization in Construction – 2013 Survey
Results;
Franca Trubiano (2013). Design and Construction of High-Performance Homes – Building
Envelopes, Renewable Energies and Integrated Practice, Routledge, USA;
Frey, Lawrence R., Carl H, Botan and Gary L. Kreps (2000). Investigating Communcation:
an Introduction to Research Method (2nd Edition);
Gray C., (1996). Faster, Better Value Construction. A Best Practice Guide to Construction
Management, The University of Reading, Reading;
Glavinich T. E. (1995). Improving Constructability during Design Phase. Journal of
Architectural Engineering Vol 1 (No.2), pp73-76;
Grilo, L., Melhado, S., Silva, S.A.R., Edwards, P. and Hardcastle, C. (2007). International
building design management and project performance: Case Study in Sao Paulo, Brazil. In:
Emmitt, S. (ed.), Architectural Engineering and Design Management, special edition, pp. 5–
16;
Green J., and Thorogood N., (2000). Qualitative Methods for Health Research, London;
Henry, Gary T., (1990). Practical Sampling Vol 21, Sage Publication, London;
HKTDC Search (2014). Building and Construction Industry in Hong Kong, Available at
<http://hong-kong-economy-research.hktdc.com/>;
Housing Authority and its Building Committee (2000). Quality Housing: Paternering for
Change – Consultative Document, CB(1)829/99-00(01), Available at
<http:/www.info.gov.hk/hd/>;
Integrated Design Process and Tools, available at
<http://www.betterbricks.com/detailPage.aspx?ID=663>;
International Energy Egency (2003). Integrated Design Process – A Guideline for Sustainable
and Solar-Optimised Building Design (Version 1.1);
Janthea A., Michael N., Lesley J., and David R., (2005). Design Management in a
Construction Company, ASEE/AaeE 4th Global Colloquium on Engineering Education, pp –
10;
Jide Sun, Peiliang Z., (2011). Owner organization design for mega industrial construction
Projects, School of Economy and Management, Tongi University, Shanghai 200092, pp828-
833;
John A., Richard C., John C., Robin D., and Peter N., (2012). Information and
Communication in Construction: Closing the Loop. Construction Information Digital Library;
71
Joseph Y. W. Mak (2013). Strategic Implementation of Prefabrication and Modular
Construction & Some Experience Sharing of Hong Kong Housing Authority, Second
Construction Technology Forum Construction for Sustainability;
Kaisa Belloni, Jun Kojima & Isabel Pinto Seppa (2009). First International Conference on
Improving Construction and Use Through Integrated Design Solutions, Julkaisja-Utgivare,
Finland;
Karsai P., Façade Procurement – The Role of the Façade Consultant, Arup Façade
Engineering, Sydney, Australia;
Kamel Rouibah (2003). Managing Concurrent Engineering Across Company Borders: A
Case Study, 36th Hawaii International Conference on System Sciences 2003, pp1-11;
Krista J. Gile and Mark S. Handcock (2010). Respondent-driven sampling: An assessment of
Current methodology, Sociological Methodology, pp 285-327;
Lincoln H. Forbes, Syed M. Ahmed (2011). Modern Construction: Lean Project Delivery
and Integrated Practices, CRC Press, Boca Raton;
Malik M., Naveed R., (2000). Improving Construction Process through Integration and
Concurrent Engineering; The Australian Journal of Construction Economics and Building
(Vol 5, No1), pp58-66;
Maria J. M., Marcio M., Silvio B., (2002). E Concurrent Engineering in Construction:
Studies of Brief-Design Integration; Proceedings IGLC-10; Aug 2002, pp1-13;
Medecins Sans Frontieres (2007). A Guide to using qualitative research methodology, Health
Services Research Unit, London;
Moustafa K., Keith H., Tarek H., (2006). Conflict Resolution in Construction Disputes Using
the Graph Model, Journal of Construction Engineering Management 2006.132:1043-1052, pp
1043-1052;
Natasa T., Mladen R., and Diana C., (2008). “Design and Build” in Comparison with the
Traditional Procurement Method and the Possibility of its application in the Croatian
Construction Industry, Univeristy of Rijeka and Zagreb, Croatia, pp1-8;
National Institute of Standards and Technology (1993). Integration Definition for Function
Modeling (IDEF0), Processing Standards Publication 183;
National Association of State Facilities Administrators (NASFA), Construction Owners
Association of America (COAA), The Association of Higher Education Facilities Officers,
Associated General Contractors of America (AGC) and American Institute of Architects
(AIA)(2010). Integrated Project Delivery for Public and Private Owners, available at:
<www.nasfa.net>/ <www.coaa.org>/ <www.appa.org>;
Neuman W. L. (2000). Social Research Methods – Qualitative and quantitative approaches,
Allyn and Bacon Pub;
72
Petra M., and Lars H., (2014). Managing projects with distributed and embedded knowledge
through interactions, International Journal of Project Management 32, pp1432-1444;
Pelto P., Pelto G., (1997). Studying knowledge, culture and behavior in applied medical
anthropology. Med Anthropol Q, pp 47-63;
Percival, K., (2005). Enjoying the benefits of prefabrication, Modern Building Services,
online journal, available at <http://www.modbs.co.uk>;
Ping K. L., Kwai S. C., Kit F. P., (2007). Managing conflict in collaborative new product
development: a suppliers perspective, International Journal of Quality and Reliability
Management Vol.24 No.9 2007, pp 891-907;
P. W. Mattessich, B.R. Monsey (1992). Collaboration: What Makes It Work, Amhers H.
Wilder Foundation, St. Paul, MN;
Rajasekar S., Philominathan P., and Chinnathambi V., (2013). Research Methodology,
available at < http://arxiv.org/pdf/physics/0601009.pdf>;
Reuben C. P. K., and W. H. Wong (2004). Precast Concrete Construction for Buildings in
Hong Kong, The First Shanghai Hong Kong Symposium for Sustainable Building, pp 1-10;
Ricketts, C., (2005). Encouraging the wider use of modularisation, Modern Building Services,
Online journal, available at <http://www.modbs.co.uk>;
Ross Garland (2009). Project Governance: A Practical Guide to effective project decision
Making, Kogan Page, London;
Sara Elder (2009). International Labour Office School-to-work transition survey: A
Methodological guide, International Labour Organization, UK;
Sam C. M. Hui and George K. C. Or (2005). Study of Prefabricated building services
components for residential buildings in Hong Kong, Proc. Of the Hubei-Hong Kong Joint
Symposium 2005, 1-2 July 2005, pp 1-10;
Sai On Cheung, Thomas S.T. Ng, Shek Pui Wong, Henry C. H. Suen (2003). Behavioral
aspects in construction partnering, International Journal of Project Management 21,
pp333-343;
Segars, A. H. and Grovers, V. (1996). Designing Company-wide information system’, Long
Range Planning Vol.29 No.3, pp 381- 392;
Stephen E., Matthijs P., and Ad D. O., (2009), Architectural Management International
Research and Practice, Wiley-Blackwell;
Stephen D. Wall, David B. Smith, Linda J. Koenig (1999). Team Structures and processes in
the design of space missions, 1999 IEEE Aerospace Conference, Aspen, Co; 6-13 March,
1999, pp 35-42;
73
Stephen D. Wall (2004). Model Based Engineering Design for Space Missions, 2004 IEEE
Aerospace Conference, Big Sky; 6-13 March, 2004;
Steven K. Thompson (2002). Sampling (2nd Edition), Wiley;
Susan M., Keith R., and James E., (2005). Concurrent Engineering Approach to Reducing
Design Delivery Time, Journal of Construction Engineering and Management Vol 131 No.11
, Nov 1, 2005, pp 1179-1185;
Tam C. M (2002). “Impact on structure of labour market resulting from large-scale
implementation of prefabrication” Advanced in Building Technology. Vol. 1, pp 399-403;
Takeishi A., (2001). Bridging Inter- and Intra-firm boundaries: Management of supplier
involvement in automobile product development, Strategic Management Journal vol.22,
pp.403-433;
The American Institute of Architects and The Associated General Contractors of America
(2011). Primer on Project Delivery (2nd Edition), American;
Thomas K., (2000). Collaborative Design: What is it? , Automation in Construction 9(2009),
pp 409-415;
Tommelein I.D., and Chua D.K.H. (1998). “Management of Design Detailing Process: Key
to Specialty-Contractor Performance. International Computing Congress on 1998, pp 61-71;
Vilasini N., Thomas R., James O. B. R. and Abimbola O. W., (2012). A Framwork for
Subcontractor Integration in Alliance Contracts, International Journal of Construction Supply
Chain Management Vol 2 No.1, pp17-33;
W. L. Wang, S. G. Shih and S. F. Chien (2009). A ‘Knowledge Trading Game’ for
collaborative design learning in an architectural design studio, Spring Science+Business
Media B. V., pp 108-126;
West M. A., (1990). The social psychology of innovation in groups, in innovation and
creativity at work (West fand Farr, eds), New York;
Wei P., and Mohammed A., (2011). Manufactured Construction: Revisting the construction-
manufacturing relations. Procs 27th Annual ARCOM Conference, 5-7 Sep, 2011, Bristol, UK,
Association of Researchers in Construction Management, pp105-114;
Whole Building Design Guide - Whole Building Design, available at
<http://www.wbdg.org/wbdg_approach.php>;
Whole Building Design Guide - Engage the Integrated Design Process, available at
<http://www.wbdg.org/design/engage_process.php>;
Willie Tan (2004). Practical Research Methods (2nd Edition), Prentice Hall, Singapore;
Wong W. M. (2000). Prefabricated Construction in Hong Kong” Issue No.3, Construction &
Contract News;
74
Yin R. K., (2003). Case Study Research – Design and Methods (Third Edition), Sage
Publication, London;
Y. S. Zhou (2002): An introduction to the design of curtain wall, aluminium windows, glass
wall, skylights and canopies, Wilson Curtain Wall Consultant, Hong Kong
(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: [email protected] Tel: 9201 9226