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Before we proceed to the answer to the question, a brief success history of the HSBC, it will
help us to fully understand the key concerns that arise before the commencement of the
construction of the project, a new headquarters building of architectural landmark, in the
tradition of fine buildings built to accommodate work space for the future, and last but not
least a dream of owning the "Best Bank Building in the World"

The HSBC founded in 1865 and later became the leading foreign bank in Asia. In 1945, it
became the most powerful banking organization of foreign interests in China. Another feather
in the hat for HSBC is when it was made the principal banker to the government of Hong
Kong and acted on behalf of the government in international transactions in foreign bills and
currencies and local money markets with issuance of 80 percent of the local currency notes.
In 1977, Michael Sandberg, the bank's chief executive officer and chairman of the board,
steered the bank towards a multinational and global operation, acquiring new partners and
business enterprises linked to Beijing, a gateway to Chinese clients in the People's Republic
of China, In 1979, the profits of the bank recorded was to the tune of HK$2.49 billion. 

Thus, having achieved great successes in the banking industry meant more staff needed to be
employed and it has its compelling effect. Congestion at the headquarters began to creep in.
Eventually it no longer can accommodate the office space for all its departments thus forcing
some to be stationed into offices all over Central Hong Kong. The statement issued by the
bank's board of directors was that locating some departments away from the headquarters
though inevitable, could never be tolerated anymore, what more in view of the bank¶s
international expansion. Statistic showed that if these dispersed office spaces located all over
Central Hong Kong were to be added up, it would account to another extra one-third of the
floor area of the existing headquarters. On the hind side, the headquarters also required
extensive renovations works, needed to update its original building's systems and fire safety
provisions.

Therefore, from the problems identified in the above paragraph, one of the 



  was, whether the bank is capable of resolving the problem of providing ample
working space for all its staffs for the future. In the last five years the anticipated growth was
seen at par with the actual growth experienced by the bank. By early 1978, it was outright
clear that the headquarters can no longer provide the accommodation and the astonishing fact
is that the projected growth within the next five to ten years has been put forward by Roy
Munden, assistant general manager of the HSBC Management Services that the bank would
require another 4,185 square meters of working space. He was then taken to task by the
chairman of the bank, Michael Sandberg to resolve the problem of providing the much
needed office space for the future. With the mandate bestowed upon him, motivations from
Sandberg, the members of the board and the consultants, he had his eyes for the construction
of a new headquarters.

Another  

    is the monumental building that housed the bank's
headquarters, located at the distinguished Statue Square. It is believed that the feng shui of
the existing building was considered remarkably well. Efforts to find a new site that could
match Statue Square¶s feng shui had turned futile. The board was also aware that moving
away from Statue Square, would solve the problem of individual departments dispersedly
located throughout central Hong Kong, able to be consolidated again under one roof and
much preferred, in view of planned major international expansion. But moving away from
Statue Square will upset the feng shui of the bank, in turn would threatened the steadiness
and flourishing condition of the whole colony. If feng shui had to be abided, there is no other
alternative except to maintain the prestigious location at Statue Square.

One of Michael Sandberg 



the new headquarters project is that it has to be of
very high architectural quality and to become an architectural landmark of Hong Kong or to
say the least on Queen's Road Central, Hong Kong. For a building to be worthy classified as
an architectural landmark building, Munden and Sandberg were both committed to the
essential features and the characteristic of the new headquarters, be built five years in
advance of any building built at the time and provide twenty-first century technological
competence to enable the bank to be recognised as the  


 

The final  



 
   as the 1979 statement in the Request for Proposal
(RFP) "Redevelopment of 1 Queen's Road Central, Hong Kong". The strict request by the
bank was that if the project does get underway, the aesthetic and practical aspects of each
architect's submission must be assessed so that the bank would still be operational without
any disruption in any way throughout the re-development phase NormanFoster, of Foster &
Associates maintained that the bank¶s request would well be best served by their

  
  
  strategy approach and practice whereby its works-in-
use and works method, would not incur significant costs as well as any disruption to the
bank¶s daily operations. The RFP also produced fifty other variations that showed different
ways of addressing the problem of phased redevelopment on the Statue Square site, but one
thing again for sure, the new building must be of high architectural quality and to become an
architectural landmark in Hong Kong. The time estimated for projected completion was 6.5
years with an estimated cost of HK$600 million.



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To set up the management structure is not an easy task, it is so challenging especially in


building a new HSBC building. The construction of this building is unique and more
challenging compares with others buildings, it is should be 5 years more in advance from any
other buildings and with 21 st century technologies in order to resolve accommodation
problem in future as the bank growth is increasing . All this special requirement by the client
has made the set up of the management is so challenging, this is because the bank has little
experience in commissioning the buildings. HSBC¶s bank main core business is in financing,
banking, banker for government and in also in currency market.

HSBC feel that they need a highly qualified person to manage the project, so they appointed
Roy Munden. Roy Munden is an assistant general manager of HSBC, he was appointed to
resolve the problem of accommodation for the bank in the future. In November 1979, he is
appointed as project director for the development of the new headquarters. So, to set up a
management structure, Munden need to engage a project team and he had formally the team
of building designers for the project. A formal meeting of the board was scheduled two weeks
hence on Wednesday, January 22, 1980. Munden needed to assess the options for managing
the project and make the recommendation to the board of the bank.

To be the best building in the world has made up the need for the project structure, Roy
Munden need to balances the design innovation and project control for the new building, so
in order to meet this requirement the bank need to find the best architect in the world. This
has made up the set up of management structure is so challenging in this project, so the bank
did a feasibility study in order to select the best architect and design. The feasibility study
was conducted in Jan 1979 till April 1979, whereby the board wanted more investigation to
be carried out and international architect to be involved in this project. Roy Munden has
hired PA Management to conducted the feasibility study for this project, after the feasibility
study has been done, selection of architect took place, whereby board decided to follow
Llyod sample of project and Graham from RIBA to assist Roy Munden in preparation the
terms of reference for architects selection, to comment their submission, suitability and also
to help Roy Munden to assess the aesthetic and practical aspect of architect submission. The
selection of architect it not an easy job, it so challenging for Roy Munden, Graham, PA
Management and also to the board and these had made up the set-up of the management
structure is challenging.

In a process of selection of Architect for the project, June 1979 board has presented the detail
and adopt Graham proposal of issue µRequest for Proposal¶ and the made of RFP is to choose
the design proposal from Architect from local and international in order to keep the building
as landmark and ensure the feng sui is remain. In July 11 1979, joint briefing meeting was
conducted for RFP, RFP stated that bank is determined that building should be one
considerable architectural merit and a stringent requirement need to help bank operation from
site throughout redevelopment period. Furthermore, RFP set a goals for design solution
which is firstly, help bank decide on approach to solving problem whether need a full phased
scheme or south tower scheme better, secondly, help bank decide whether best scheme is
better than doing nothing and thirdly, to select and appoint the architect. Selecting the
architect and also the design proposal for the new building itself so challenging, so from here
we can determine how challenging it is to set a management structure.
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‰ 
   there is many role are involved. Most of the roles are involved
directly or indirectly to the project of building HSBC new headquarters. Let us described the
roles involved.

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He is the Chief executive officer and Chairman of board in HSBC bank. His aspiration was to
lift the bank from its regional roots to be a more multinational and global operation. With the
change of policy by china, Sandberg needed the bank to acquire new allies and associates
accessible to Beijing, and to Chinese clients in the republic of china. Michael Sandberg
wanted a new building to prepare the rapidly growing of HSBC business into the twenty-first
century. He also wants the new building to be an architectural landmark in the tradition of
fine buildings built for the bank. He would prefer HSBC could accommodate its staff in the
one building, be built of the best materials, and be composed of most up-to-date systems.
Sandberg had entrusted the management of the project to Roy Munden as additional function
to his current post as assistant general manager of the bank¶s Management Services.

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Assistant general manager of the HSBC management service, he been appointed by the
chairman of board to resolve the problem of providing accommodation for the bank in the
future. He has been appointed as project director in development of the new HQ. He needs to
follow the ideology of his CEO of HSBC concept to build the building with a unique
architectural design. He estimated that in another five to ten years the bank would need a
least another 4,185sq meter of working space. Roy Munden hired PH Management
Consultant to refine additional space calculation later for future accommodation and also to
develop solution for a temporary headquarters. A report was given by PH Management
concluded that phased redevelopment of bank¶s existing site was the option the bank to
investigate further on feasibility studies.

HSBC Boards and Munden have hired local architect Palmer & Turner to conduct feasibility
studies. After 50 variation, there were two option concluded the studies. One is to retain part
of the existing building, and build a new tower. Secondly rebuild the entire site with new
building. They estimated 6.5 years for building to complete and cost around HK$600million.

Board of Directors need further studies on how other big organization deal with designing
with new building. Roy Munden was introduced to Gordan Graham (RIBA) by PA
Management. Gordon Graham have request Munden to conduct a Request of Proposal from
various architect around the world to come out with best option on building HSBC new HQ.
At the same time Gordon Graham introduced a distinguish architect Norman Foster and
Associate as one of an innovative and prestige young architectural firm. After considering all
request of proposal, the board and Munden have proposed to award the architecting scope to
Norman Foster and associate. The engineering scope was awarded to Ove Arup and Partners,
while the M&E engineering and quantity surveyor was awarded to J. P Roger and Levit
Bailey respectively.

During the design stage, the board of directors and Roy Munden was concern on coordination
of the project. This is just after the appointment of various consultants and the architect.
Since the project director is not from a construction background, board fell that they need to
appoint some expertise to manage the project. The purpose is to introduce this post so that the
bank will have the final comment and responsibility for the design to completion of the
project. The bank will monitor the proposal of design by the architect and the consultant.
Bank wants to be involved in the design process. Secondly the bank is interested to be
involved in the management of the construction process. This is very important to have
expertise to monitor this moment so that time and quality of the project will be very much
aware to the bank. Finally the boards are concern with synthesis of the bank¶s spatial and
function requirement. If the proposal is to demolish the existing building, the banks need to
accommodate required space for their staff during construction. For future space required for
the new building is all depends to the banks future development. This advice will come from
the bank and that why the banks need a represented to the project in order to advise the
design team.

The Board and Roy Munden recommended Ron Mead to be appointed as construction
coordinators. Ron Mead previously has work as project director of the Hong Kong Mass
Transit Railway (MTR). He was credited with the responsible for the under-budget, early
completion of the MTR. He has advice the bank to create a position of control the entire
project. He will be to report directly to bank. He will control / transmit information between
the bank and architect and consultant and overseeing construction. Since this decision is still
in the board and Munden mind, there were no concrete answers yet.

After considering all the point above, we could say from the Bank¶s perceptive, the primary
roles at this stage of the project are Michael Sandberg and Roy Munden. This because any
perceptive of the decision taken Roy Munden need further consideration to choose the best
out of the best decision for new HSBC HQ Building. This is because it been emphasise by
Michael Sandberg vision. Michael Sandberg and Roy Munden have committed to developing
a fine and uqik building for the bank.

‰              


  , Roy Munden who
suggested Ron Mead would be the primary roles in the project on this stage. He will be the
main person that can oversee the consultant and the sub-contractor on behalf the Bank
concent towards this project. This will advantage to bank to make the design of building for
would the most unique and he will make sure the construction phases is all well planned.
‰      there is one role that can be defined is primary. That is
the architect. Let us look role first before decide the most primary.

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Architect Norman Foster and Associate were recommended to Mundel by Gordon Graham
(RIBA). This small archtecturing firm have won some prestige awards for their distinguish
designs. On 13 November 1979, Norman Foster has been awarded to design a building for
the new HSBC HQ after much impressed to board of directors. Foster estimated that the new
building would be ready by December 1985.

Architect Norman Foster has been always impressive with his designs of various buildings
around the worlds. The firm have many good characteristic such as being the most
innovative, aggressive design in the industry. The firm usually have been very close working
arrangement between the architectural design and manufacture industry on the establishing
new components. In fact for the new HSBC building, Norman Foster agreed to use
premanafacturing pieces with new designs developed by manufacturer, and to be assembled
at site. This will make the process of construction faster, and the construction sequence would
be in phases approach on the large project to squeeze the time frame.

Upon awarding the engineering consultant and the quantity surveyor, Norman Foster was
given the authority to manage, direct, and coordinate all design of the construction of the new
HQ by HSBC board. Norman Foster have diverted into three teams for this project, where the
client relationship would be taken care well by foster itself. While programming is taken care
by Spence De Gray who will be based at Hong Kong and the design team would be head by a
young team with high energy and intensity expended with the most aggressive and innovative
design.

As everything goes well for Norman foster and associate, there comes consent by Roy
Munden who suggested of appointment of construction coordinator. This has been
threatening to Norman Foster and his team in term of reduce the architect control to project.
This can impede the direct line of authority from the bank with architect. Message from the
client to architect will not presented on direct conversation.

Due to this reason, architect suggests that to have two post, project coordinator and
management coordinator insert of the bank to have a construction coordinator. Architect
assumes the role of project coordinator is to be an experience person in construction
management. This person is to control the cost and project planning of the overall project. He
will also act as focal interface between bank and architect. This person will also direct access
to owners and be sole source of book instruction to architect.

Another post suggested by the architect is a management coordinator. This person will
participated with construction from the design stage itself with the designer and consultant.
This person will also oversee the overall construction process and is to hold, manage the sub-
contractor for the project. This is just a recommended by architect so that we there would be a
direct relationship between the architect and the board of directors. There were no decision
taken yet by Roy Munden and the board of directors.

‰                  , Architect Norman
foster would be the primary roles in the project on this stage. He will be the main man in
make sure the design of building for the client HSBC would the most unique and to make
sure the construction phases is all well planned to client optioning.


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The Project Team or the Consultants¶ Team is formed comprising of Foster and
Associates (Architectural Consultant), Ove Arup & Partners (Structural Engineer), J.
Roger Preston (Mechanical & Electrical Engineer) and Levitt & Bailey (Quantity
Surveyors). Foster had chosen to work with Arup closely for the preparation of RFP
and also most importantly to have a Fluid Working Relationship and team work for
producing the correct conceptual design according to the Bank¶s need. Under the terms
and agreements, all the above consultants/engineers were employed directly by the
Bank and have contract relationship with the Bank. In addition to this Foster was
appointed as the Architect and Lead Consultant whom also responsible for the
direction, management and coordination of all the consultants. The above roles were
fully identified for the designing stage of this project. However, this is not the end or
completeness of managing a project.

The Bank (Munden) and Board of Directors were also concern of who is responsible
for the overall management of the project, who will manage the construction process
and who will synthesis of the Bank¶s spatial and functional needs and requirements.
The Bank also needs to decide, who should take on these areas of work and what their
roles and responsibilities would be. Due to the all above mentioned reasons, which
caused, why the actors were at odds to clearly define the roles and responsibilities of
the person who will take control and manage the whole project.

Due to Bank¶s concerns of who will be responsible for this project, the Bank proposed
Munden to appoint a construction coordinator to take charge of the whole project.
However, Foster did not in favor of the Bank¶s proposal and has a different
interpretation and understanding of the responsibility of the construction coordinator.
On the other hand, Foster proposed and believed the positions and roles of Project
Coordinator and Management Contractor are sufficient to be responsible and fully
manage the project for the Bank.

Based on the above explanation, both the Bank and Foster were struggling to have a
defined personnel that should have a definite coordination, functions and tasks for
better planning, monitoring and control of the entire project. The definition and roles of
the project manager / construction manager / construction coordinator are very
important, in order to coordinate the Bank activities to achieve the Bank¶s objective of
completing the project in time. The coordination functions require strong
communications and a clear understanding of the relationship and interdependencies
between the Bank and its Consultants.
As a Construction Coordinator, he would be responsible for transmitting the Bank¶s
instructions to the architect, running the subcontracts and overseeing construction. By
contractually and supervisory relationship, the Construction Coordinator will be
directly involved and manage all the Engineers/Consultants and the Architects,
including their Subcontractors. This will also be same for the communication paths.
The Construction Coordinator will be the intermediate between the Bank and all the
consultants/engineers.

However, the architect (Foster) was not in favor of the Bank¶s proposal. This is due to
the Construction Coordinator will impede the architect¶s direct line of authority from
the Bank, hence would act as a filter between Foster and the Bank, thus eliminating
direct access to the bank and reducing the architect¶s control over the project. Foster
believed, there is no need for a Construction Coordinator oversees the consultants.
Instead, Foster proposed to Munden to consider engaging a Project Coordinator and a
Management Contractor.

The function of the Project Coordinator is to be the focal interface between the Bank
and the architects. He would provide direct access to the bank and be the sole source of
the Bank¶s instruction to the architects. Simultaneously, the architect will have
coordination and supervision to all of the consultant/engineers. Whereas the function of
the Management Coordinator was to participate with the consultants in the design as
well as hold and manage the subcontractors and oversee the construction process.

Hence, that is why a clear roles and definitions of the project manager or construction
manager / construction coordinator) should be well defined, in order for that project
managers to be responsible, for coordinating and integrating all the activities across
multiple functional lines in executing a project.
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Before we can determine what have the bank have achieved at this stage of project,
we need to know the key milestone of the project that have been taken place from the
start rite up to this stage. (Refer to table 1)

We can relate the works done is according to project life cycle as mention in PMBOK
guide. The owner has finish the 
  of a project and entered to the 



 of the project. The initial that mention can be defined as follow:
The owner has gone thru the preliminary evaluation on idea of building the new
HSBC building. This done by engaging consultant to calculate space required for the
current and further development. Further analysis was done by finding thru feasibility
studies. The banks to have studied that the overall completion dates will take 6 years
to complete. The Bank also have studies other organization, to get some idea in
making HSBC new the best in world.

We can defined that the project have enter the second stage, that is the planning stage
as is defined as follow:
The owner has already identified the resource team for design stage for their new HQ
where there were appointment of consultants and architect. The owners to have
establishment of the realistic time frame that suggested from the architect. The owners
are in optional to determine who would take over the overall responsibilities in
managing the project.
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Pre Defining Recommendation redevelopment status Find a bigger new Establish studies on 0 month
Nov the need accommodation with five to tenth commission of the
1978 year time status
January Feasibility Two main objectives: The two options refer to the To restudy on other 6 month
1979 to Studies -Retain prestigious building and rebuild 1 new Michael Sandberg, but was not innovative and
April (Palmer & tower. pleased with it. world class design
1979 Turner -To rebuild the entire site with new building from international
Architect) architects.
June Seek Recommended to see on other big corporation New system that request a Shortlist of firms 8 month
1979 advise that constructed world class building. submission from various architect was take part a
(Gordon firms to see the aesthetic and Request For
Graham , practical aspect of a unique idea Proposal exercise.
President in designing a building for the
RIBA) bank¶s consideration.
11 July Request 7 world¶s best architect was shortlist for this The submission was assessed by Awarding the 12
1979 ± for exercise. Munden, Graham and few other contract for design month
6 Proposal - Best approach to solving problem architects. team.
October (RFP) whether a full-phased scheme or a south Identified the architect for the
1979 tower scheme is better. project and subjected to board
- Or is the best scheme by not doing approval.
anything
- An exercise of short listing the
candidates for architecture works.
Novem Contract The architectural works was awarded to Norman The consultant started to work on The overall 15
ber Award & Foster & Associates. to the client request in designing responsibilities for month
1979 ± Project The Balance Project Team consultant were the building. the project.
January Design - C&S Consultant : Ove Arup & Partners Foster estimated the overall
1980 - M&E Consultant : J. Roger Preston. project would take 6 years and
- Quantity surveyors : Levitt & Bailey. target to completed by December
1985.
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22 Board¶s Review the remaining works : Two optional for these posts was To present to the 15
January Meeting - Overall responsibility for the project. suggested. board of director month
1980 - Management of the construction process 1)Construction coordinator on and get approval
- The synthesis of Bank¶s spatial and - Experience person to take from them to use
functional requirements. oversee project till completed. which organization
-Act focal between the bank and structure.
the design and contractor team.
2) Architect suggested two post:
Project Coordinator
-Act interface focal between bank
and architectural, involved in
project planning.
Management contractor
-To see the overall contractor,
start from the design stage till
final completion.
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Before we go in details, we can define risk is an avoidance or minimisation of impact


on activities that may adversely affect the project. In an organization¶s, roles need to
define in the earlier stage when project is in initiation stage. Normally the most
difficult task is selection of the leader or project manager. Project manager are the
leader who is selected to fulfil the project¶s objective or goal align to the project¶s
requirement. This is done by managing all organization role of the project. Project
manager needs to select a group of people who will coordinate all activities that will
be aligning with organization objectives. These roles are important to define in the
earlier stage than later stage as there will bring allot impact to the project. Following
are risk and impact that can cause if roles are not defined in the earlier stage.

Firstly Banks project will incurs of  


  if there is no predefine of
roles in earlier stage. After selection of consultant, Bank should decide a person to
take charge of the overall project. Normally in project management, many roles like
project leader or function leader will only be in board when their scope of works
starts. Company tend to save some money but they don¶t know that leader need to be
place in start of the project even if their scope has not start. This is because the
individual roles will only know what has they to do on their responsibility towards the
project when they appointed in earlier stage. If important roles to the project were
only define later stage, certain task might be left out, this need time to make sure all
task need to redo. Because of this project can cause delay.

Secondly, if there is
*
 in the earlier stage, this might affect changes
to procedure in the later stages if the role is defined later. Supposedly the bank
decides to define more roles in the later stage, there would affect project style of
working or also can affect the project objective too. As different leader have different
style of working. This is important for the bank to define the roles early. This risk can
be mitigate by having role to be on board during the early stage of setting out project
objective, where role know the objective to the projects.

There would be a bigger  




if there is no role clarified. Architect
would take the lead of coordination on behalf of the client as to traditional project
management organization. When architect dominate the consultant, they tend to be
bias as they are the main person to the client, and any decision making is enough for
architect to decide rather than checking with client. Even if sometime architect report
the decision taken or need to take to the client. But mediator of the way translation
done to client would not be true as consultant want. As if there were no roles defined
to this job, we assume Roy Mundal and Michel Sand Berg would be represent the
Bank to hear architect decision, but this two personal are not from construction
background, and it would hard for them to take decision. Therefore the banks need to
have a person with experience background construction that can attend to problem
brought by architect and consultant. As this problem will arise in later stage with the
sub-contractor when many problem arise.

There would is another important risk that would happen is quality risk. When there is
no role defined, the bank would not representative to take care on the quality. In
design stage there is also quality need by making show the design choose is
appropriate to safety and customer satisfaction in future. Some consultant just wants
design the building for the sake of design which we can consider as bad design. This
is major lack of quality inspection in the design. This risk can be rectified by engaging
leader by the bank to check this.

Roles in this project should be in line of a function organization even including


consultant. There would be a risk if role are defined to matrix organization. This is
comment by the consultant and architect firms. Normally designer in a consultant firm
would be assigned to many job, this show that they have limited in one job. Different
job have different leader, and they have to design to leader request. These were
consultant pay less attention on one project. As commented that individual temporary
assigned to matrix organization are more frustrated by authority ambiguity than
permanent members of a function organization. This make consultant not loyal to one
project, mistaken then to made in the design and will be a major risk if bank does not
monitor consultant.

Banks need to convince some incentive to leaders of a project to manage it so that


project managers stays end. This can mitigate the risk for the project fear leader resign
halfway of the project before completion. This will give some morale to be loyal and
finish the project on time with quality.
v  

  



   

The bank needs to do particularly have a 


  

  to
support and implement management of the overall project. The team need to be
dedicated to make the project managed well. There will be a problem when selecting
wrong management structure or team players can either lengthen the implementation
process or reduce employee morale in the team. This can cause many problems to the
project. In order to prevent this HSBC board and architect have given some opinion
on the type of project management structure that they proposed. Let see the each
structure and analyze the effect that will cause to the bank and the project.

With the problem from various of project management structure highlighted, and to
make it work, there are certain criteria need to be taken care by the bank. The most
command will be interfacing management developed when there will be to many
consultant want to involved in any critical point of a problem. Bank need to search for
innovative methods to coordinate the flow of work and the communication between
different unit in an organization structure. This is done by choosing the best solution
to make every party satisfied.

First thing the bank needs to make sure that whatever project management structure
cater for project, there should be 
 
 in the team that
been employed by the bank to work on constructing the new HSBC hq. This
collaboration can be relate as team work, where the bank need to make sure that each
team member including the architect are fully explain their scope and contribution
need to this project, and make the rewards that may be forthcoming on successfully
completion the project. The bank needs to every time sell 
 
and explain each member¶s responsibilities. This will be important to prevent
dominancy by one party that influents to overall management. If the bank is to make
decision in introducing project leaders, the banks need to make sure that the leader is
easily fit in to the project and should been influence by other member of the project.

The second issue that the bank needs to be particular in different management
structure, there should be some +
person to be the . It can both way,
either the bank choose one or the bank gives the responsibility to the architect to
coordinate the team. In this case, if the bank feels that there need to involve
monitoring progress, there should be weekly 
 
 and been chair by
the bank. This will make the bank to watch the unanticipated role of conflict over the
project life, and take necessary action to solve it.

The bank need to make sure in the both management structure, the banks should have
a 


. This is because the bank management should devote
considerable time communicating with individual team members about their needs
and concerns. In fact the banks should make there should be proper vehicle for timely
sessions to encourage communication among other team member especially the
architect and the c&s consultant. The banks need to make sure such tool like status
meetings, reviews, schedules, reporting system, and collocation will enhance
communications. The main thing the bank needs to also do is to emphasis on written
and oral communication with key issues and agreement will be in writing.

Another issue that the banks need to particular is by making all   
   . It does not matter how many different management structure
there is, but the banks need to make sure that all consultant or team members are
committed in completion this HSBC HQ. Ron Munden should be behalf the bank to
identify those consultant or team members who are lack of commitment towards the
project at early in life of the project and attempt to change possible negative views
towards the project. These causes by a few possibilities like consultant have many
other project or interest lie to another project. Normally these cases, the bank need to

 
 
  
    rather than having these
organizations that serve slow and problematic respond towards the later part of the
project.
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There been few management structure proposed by various party for this bank project.
Let us see one by one what are the implication and infrastructure required for each
scenario.

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The bank was so concern about the overall management of the project. The bank
came out with an opinion by bring in an experience person who knows construction
well. A board member suggested Ron Mead to be the bank¶s representatives. Ron
Mead suggests a post that would be suitable for the bank. The post been suggested is
a construction coordination that will be taking care of the overall construction of the
project on behalf of the client. He will report directly to the bank and responsible for
transmitting the bank¶s instruction to the architect, running subcontractor and oversee
the overall construction. The 

  will be architect, C &S
consultants, M&E contractor and QS will report to Mead. Mead will be the person
that will communicate to the Bank board of Director if there is issue raised.

The advantage of this management structure is the bank will be a 


 of
in term of  and , of building from design stage till completion stage. The
person who in charge in the coordinator well verse with construction background, and
as this will be easier as he will be a  in dealing with the consultant and
sub-contractor. There are also good reasons for 
    the
company. A new project manager hired from the outside would be less likely to have
strong informal ties to any one line organization and thus could be impartial to both
bodies. This could be better for HSBC staff especial Roy Mundan, as he can 



  period of twelve to eighteen months in managing the project with
Ron Mead. This will be a good exposal to Roy Munden and HSBC for a learning
curve in project management. Another important factor is Ron Mead will know the
 of the consultant and sub-contractor own 
 
 
  as
he been experience for sometime in the industry. This will be a plus point for HSBC.

The disadvantage is by having this post there will be  between the architect
and to his client. The communication will be , and that will be 
 to the
architect or sub-contractor that does not perform. As traditional project management,
architect is as the superintendent office for the client, and they act a client
representative when come to project management. That why Norman Foster felt that
this method would be threaten to him, as client want to monitor his works, he feels
uneasy and it



  at that time.

Infrastructure skills for this structure is, Ron Mead need make sure all    
 
 
 
 properly. He also needs to make sure client
instruction is well circulated to all party including sub-contractor. This management
structure need not big communication tools, as letter writing is enough.

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This management structure proposed by Norman Foster when he felts that been
threatened when the bank¶s board of directors was in opinion to appoint a
construction coordinator to oversee the overall management of the project. Norman
Foster the bank to introduce two posts, one is project coordinator who will act focal
interface between bank and the architect. The second post is to be management
coordinator, who will participate with consultant in the design of building and oversee
the construction process by managing the sub-contractor. The line communication
will be architect have direct relationship with bank¶s board, project coordinator,
consultants, and sub-contractors.

The advantage of this management structure is there will not be any  



between the architect and all the respective of project. The architect
will act as chief from the design stage till the completion stage, this will make
instruction be easier to understand. Architect too can 
    

directly and no need a media to pass massage.

The disadvantage is the overall project will be 


     
,
sometime the mistake done by the architect would be cover up and would
 


 to the banks. These will heavy impact to the bank that does have
experience person in construction. Secondly the architect will have a multi task
concept when dealing with the bank. This mean architect have many other client to
see rather than HSBC only. The coordination works will not do properly, tent to have
mistakes. The only way out is making sure bank appoints a coordinator which is
aligned making decision and handling properly the project.

In infrastructure of the skills, communication is necessary. These show where


Norman foster has divided it firm to 3 sub department and base in different locations.
There will planning, design team, and decision with client. The bank needs to
introduce a  

    

  . This is because
the architect team and consultant are based in London, while the planning department
is based in Hong Kong, for them to communicate, there would need software such as
email or online tools. At 1980s, internet contribution was not so effective. Having a
team elsewhere would be disadvantage to client HSBC. It better HSBC have a leader
to monitor the process in Hong Kong.










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