Q 2.

(a.)Determine TWO majoR project organization forms, for ITS, that would be suitable for the project described above

(b) Discuss FOUR possible problems that the PM of ITS of this Clubhouse project may face and suggest preventive/remedial actions that will help to improve the effectiveness of project management in ITS

TTS, ISE Company ISE Company, a traditional British company, has increased its investment efforts in Asia since the 1960s. In this regard, ISE developed a new subsidiary, ISE-Technical Services (ITS) with business interests for providing various building services to commercial and residential facilities and buildings owned or managed by the Hong Kong Governunent and private developers. By the early 1990s, ITS had become one of the largest building service companies in Hong Kong with more than a 20 percent market share. The Royal Hong Kong Jockey Club (RHKJC) The Royal Hong Kong Jockey Club (re-named the Hong Kong Jockey Club after 1997), was the provider of horse-racing and other betting businesses in Hong Kong. It is also a premier charity and community benefactor in Hong Kong. They decided to invest in a new clubhouse in Hong Kong in 1993 to greatly improve and expand its old clubhouse facility. ITS was invited to participate in this design and maintenance building services project for the new clubhouse. The Project In this building services project, ITS was asked to design and install an intelligent computerized control system in the new clubhouse so that building facilities such as the air- conditioning system, and water supply system can be monitored and controlled automatically. These would not only increase the condition and level of comfort within the clubhouse, but also achieve a high degree of energy conservation. The project's total contract sum was HK$1.8 million and was contracted to be completed within twelve months. As this was to be the prestigious clubhouse of RHKJC, timely completion and a very high quality outcome was expected of this project. RHKJC executive and a ITS was a traditionally structured organization with several functional departments. Someone from a pool of the ITS project engineers normally would be responsible for the coordination work of smaller-scale projects. Cross-department ad hoc project teams would be formed to take care of major projects. This RHKJC clubhouse project team involves several parties such as ITS managers and engineers, a building services consultant, main contractor, electrical and mechanical installations sub-contractors, a property developer's representative, etc. Among these, several engineers and engineering trainees, site supervisors, technical assistants and apprentices were assigned to this project team on a full time basis. In addition to the project team members mentioned, there was a project manager (PM) who was a chartered engineer with strong technical background and functional management experience. The PM was at the same time also ITS department manager (DM) and he was supported by the chief engineer (CE). Both the PM and CE were over-seeing this project on a part-time basis, they had other functional responsibilities and at the same time helped to take care of or provide support for other projects