Project Ma na ging the Business Ca se Project Ma na ging the - - PDF document

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Project Ma na ging the Business Ca se Project Ma na ging the - - PDF document

Sem ina r on Sem ina r on Recent Dev elop m ent in Project Ma na gem ent in HK Recent Dev elop m ent in Project Ma na gem ent in HK Project Ma na ging the Business Ca se Project Ma na ging the Business Ca se a s w ell a s


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1 Sem ina r on Sem ina r on “ “Recent Dev elop m ent in Project Ma na gem ent in HK Recent Dev elop m ent in Project Ma na gem ent in HK ” ”

  • Mr. Russell Bla ck,

Project Director of MTR Corp ora tion Ltd .

12 Ma y 0 6

Project Ma na ging the Business Ca se Project Ma na ging the Business Ca se a s w ell a s Construction a s w ell a s Construction

Well Developed Model in HK Well Developed Model in HK

Government

  • Population & employment

forecast

  • Ridership & revenue forecasts
  • Economic development

growth → Territory-wide Rail Development Strategy

Railway Corporation

  • Project Proposal

Preliminary Design Study EIA → Capital / O&M Cost → Detailed Patronage & Revenue Forecasts Request

Project Agreement

Form of Financial Support, roles of involved parties, project scope and risk are WELL UNDERSTOOD Robustly Debated

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SLIDE 2

2

Since 2003,

Shanghai Line 9

  • Project Management
  • Fee based consultancy
  • 31 km, 13 stations

Beijing Line 4

  • PPP JV (E&M and Rolling Stock)
  • 29 km, 24 stations
  • Operate for 30 years

Shenzhen Line 4

  • BOT
  • 15.8 km, 10 stations (Phase 2)
  • together with Phase 1 (5 stations)

Operate for 30 years

Shenzhen Line 3, Wuhan,… ..

Mainland China Mainland China’ ’s Project s Project – – Business Case Business Case

Characteristic

  • Unrealistic politically determined completion dates
  • Realistic engineering scoping & costing
  • Unrealistic patronage & revenue forecasts

Railway Corporation

  • Own assessment

→ Scope, programme & cost → Patronage & revenue assessments Financially Viable ?

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SLIDE 3

3

Mainland China Mainland China’ ’s Project s Project – – Project Project Managem ent Managem ent

Hurdles

  • Legal & statutory practices significantly different from HK
  • Local interpretation of National Regulation
  • Rapid changes of regulation & practice

Project Management

  • Business/ Project Environment with huge uncertainty

→ Experienced staff + Established study process → Risk Margin <> Quality of available info → Negotiation: Risk mitigation / Risk sharing → Knowledge pool (experience from various China Projects)

Recent Situations in HK Recent Situations in HK

  • MTR’s initiative

West Island Line South Island Line

  • Route 4 Coastal Road

(Kennedy Town to Cyberport & Aberdeen)

……Debate…… Debate………. Debate….. Debate…….…… Debate..…..

Much Reduced

  • population
  • Economic

growth

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SLIDE 4

4 Education Programme > Public

→ A substantial body of people who understood what is fact / fiction

A New Practice in HK A New Practice in HK

Successful Examples (WIL & SIL)

  • Overwhelming support from Political Parties,

Green Groups & Grassroots → Government > policy support

Public Consultation

  • Mixed Engineering Liaison + Public Relations Background
  • Liaise with ALL interested parties
  • Down to very local level
  • Consult, Listen, Response, Answer

A New Practice in HK A New Practice in HK

  • Prelim. Design Stage
  • Station & Entrance Locations

→ MTR & Public Preferred Scheme

Construction Stage

  • PM’s responsibility
  • Experienced Individual’s support
  • SIOW > Street level Com. relations

Continuous

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SLIDE 5

5

Conclusion Conclusion

Upgrade our Construction Industry Well Rounded Versatile professional staff at All levels of management

Drive

Thank You Thank You