Our Services

Company Value Added Services

Our Group, through IPCSB and IPBPOSB, offers value-added project management services from design evaluation to the completion of the construction phase.

Our broad range of value-added project management services can be grouped into three (3) major service categories as follows:

  1. Project Design Evaluation;
  2. Project Value Engineering; and,
  3. Project Construction Management.

Our Group's clientele include property developers, property/land owners and construction companies related to property development.

By engaging our Group, clients will have access to our Group's Project Design Evaluation services which is provided by our Group's team and panel of experienced professionals namely architects, civil and structural engineers, mechanical and electrical engineers and quantity surveyors. Due to the Project Evaluation Design teams' exposures to various types of development projects, clients are often assured of an increase in their net saleable area of their project which translates into higher GDV for their project.

After the completion of the Project Evaluation Design, our Group will add further value to its clients by providing Project Value Engineering services before proceeding with Project Construction Management services. By engaging our Group's Project Value Engineering services, our Group is able to further reduce the project's overall construction costs and implementation time. Once the Project Value Engineering proposal is accepted by the client, our Group's Project Construction Management services will ensure that the project's objectives and implementation will be smooth and timely. Our Group's senior management has an average of 17 years' experience and have been exposed to many projects and as such, place them in a position to offer and share their invaluable advice and experience.

Project Management Services

Project Design Evaluation

Our Group provides Project Design Evaluation services upon acceptance of a client's project. A detailed development due diligence review will be conducted on the project which includes land matters and council by-laws, types of title and category of land use, zoning, density per acre, plot ratio, caveats, the registered owners, building plans and any special conditions attached to the land/title. After completion of the detailed development due diligence review, our Group through its team and panel of architects, engineers, quantity surveyors and relevant experts will then work to enhance the conceptual design of the project and compare with the client's existing design. From the comparison analysis, our Group will then coordinate with the client's professional consultants to provide a proposal to the client which will effectively maximise the net saleable area in accordance to the rules and regulation of the local authorities and increased the client's project GDV.

Once the client accepts the Project Design Evaluation proposal, our Group will make an extra effort to coordinate with the clients' professional consultants to prepare the detailed building plans for the re-submission to the local Government authorities.

Project Value Engineering

Project Value Engineering here refers to an organised/systematic approach to increase client's project value by either improving the work function(s) or reducing the cost while maintaining the quality of work. To achieve this, our Group will coordinate with the client's professional consultants to provide a comprehensive value engineering analysis and a detail value engineering proposal which would include solutions to reduce operation and maintenance costs, simplify procedures, improve project completion schedules, reduce wastage of space or materials, increase procurement efficiency, utilise resources more effectively and develop innovative solutions.

Our Group's Project Value Engineering services adopt the following methodology:

Functional Analysis
All project works are translated into functions. The functions are then analysed into its purpose and necessity. From the analysis of functions, alternative ways are formulated to accomplish and to improve the functions.

Cost Model Approach
A project cost model will be prepared from the project cost estimates provided by the client. The project cost model is then categorised into major construction elements such as earthwork, piling works, reinforced concrete works, aluminium works, plumbing & sanitary work, electrical work, lift installation and etc. Thereafter significant costs in each category is identified by comparing the cost item with the total project cost and are further analysed to formulate various alternatives to achieve cost reduction.

Work Methodology Study
A study will be conducted on each stage of the construction work to determine its flow, requirement, complexity and safety. From the study a systematic approach/proven techniques will be formulated to simplify, improve and increase the efficiency of the respective workflow at each stage of the construction work.

By engaging our Group's Project Value Engineering services, clients will benefit from:

  1. a reduction in total construction cost;
  2. simplification of operations and procedures;
  3. improvement on project completion schedules;
  4. cost savings through reduction in space or materials wastage; and
  5. maximisation and effective utilisation of resources.

Subsequent to the client's acceptance of the Project Value Engineering proposal, our Group will then incorporate these proposals into the Project Construction Management plan.

Project Construction Management

Here, our Group will assemble and assign a Project Management Team (PMT) to each project. Our Group's PMT generally consist of project general manager, quantity surveyor, site supervisor, accounting & administrative personnel who will coordinate and cooperate with the client's main contractor and its externally appointed professional team (namely architect, civil & structural engineer, M&E engineer and quantity surveyor) to secure the execution and the completion of projects. This service is divided into two (2) stages, namely pre-construction and construction phase.

Pre-Construction Phase

At the pre-construction phase, the PMT's scope of work and responsibilities include the following:

Construction Management Plan
The PMT will coordinate with the professional team to prepare a detailed construction management plan for client's approval which includes:

  1. Project schedule that specifies the respective work commencement dates and the dates by which the all respective construction activities that must be completed;
  2. Preliminary cost estimate for each type of work required; and,
  3. Organising and listing out the respective works and responsibilities of the client's supplier, main contractor, sub-contractors, suppliers and the PMT.

Once the construction management plan has been established and approved, the PMT will then provide an update of the detailed construction plan to the client, the professional team and the main contractor on a monthly basis.

Request for Tender and Bid Evaluation
At this stage, the main contract will be dissected into trade packages or lump sum basis depending on the work scope involved. The PMT will then coordinate and arrange for bidding from suppliers and sub-contractors. These trade packages are put for bidding in order to obtain competitive costs for works which are not provided by the main contractor. The PMT will evaluate all bids received and perform the necessary background checks (which include the suppliers and sub-contractors financial, technical and past experiences) as well as conduct interviews before making recommendations to the client and the professional team for the award of works contract(s) or rejection of bids.

Proposal Solicitation
For work which does not require any bidding exercise, the PMT will obtain and evaluate quotations from suppliers and sub-contractors, make recommendations to the client or the professional team regarding the appointment of sub-contractors(s) and supplier(s) for such work.

Permits and Approvals
The PMT will assist the client and the professional team in obtaining approvals and permits from the relevant authorities who have jurisdiction over the project.

Meetings
The PMT will coordinate and organise:

  1. Periodic project meetings which will be attended by the client, the professional team and the main contractor for design related issues;
  2. Periodic main contractor and sub-contractors' meeting for technical related issues; and
  3. Prepare and distribute minutes of meetings mentioned in item (i) and (ii) to the client and others in attendance. The project meeting in item (i) can be conducted before the award of contract to sub-contractor as the meeting focuses on design areas only and the meeting for item (ii) is conducted only after the award of contract to sub-contractor. All meetings are carried out every two (2) weeks.

Project Cost Reports
The PMT will prepare and submit to the client on a monthly basis the project cost reports that will indicate actual or estimated costs against the construction budget.

Communications
The PMT will develop an effective communication system to ensure clear communication flows between the client, main contractor, the professional team, sub-contractors, suppliers and other related parties within the project. In developing this communication system, the PMT's representative will coordinate with the client, the professional team, main contractor, sub-contractors and suppliers to determine the type of information to be reported, the reporting format and the desired frequency for distribution of all reports.

Construction Phase

Meanwhile, for the construction phase, the PMT's scope of work and responsibilities include the following:

Construction Administration
The PMT will provide administrative and management services to:

  1. Coordinate work of the main contractor, sub-contractors and suppliers;
  2. Monitor the client's project cost, time and quality objectives to ensure that the project will be completed within the client's budget and stipulated time frame; and
  3. Administer the project construction progress to be in accordance with the detailed construction plan and specifications.

Document Review
The PMT will review, organise and submit to the client and the professional team for approval, any additional drawings, product data, samples and other submissions presented by the main contractor, sub-contractor and suppliers. This process is performed at this stage as sub-contractors are sometimes, awarded based on different construction stages, and thus, these newly appointed sub-contractors will submit their drawings, product data or product samples during the construction phase.

Start-Up Operations
The PMT will inspect sub-contractors' operation and their equipment and assist in their initial on-site start-up operation, equipment and machinery testing. The initial on-site start-up involves determining the storage space available for accommodation, heavy machinery (for example, tower cranes, tractors) as well as various equipment including scaffolding and concrete mixers.

Permits and Approvals
The PMT will assist the client and the professional team in obtaining approval and permits from the relevant authorities having jurisdiction over the project. The PMT will also verify that all required permits, bonds, and insurance have been obtained by the main contractor and sub-contractors. Examples of permit and approval that are obtained during this stage includes overtime construction permit that allows for continuing with construction works after 5 o'clock in the evening.

Safety Programs
The PMT will coordinate with the professional team to develop safety programs in conformity with the project's requirement and applicable law. The PMT will monitor all main contractor and sub-contractors' compliance with the safety programs. Safety programs that are developed includes the erected scaffolding, safety net and catching platform at the site comply with requirements set by Department of Occupational Safety and Health. Main contractors and sub-contractors will also be briefed on the safety equipment that is required during the construction period. The PMT will promptly notify the client if the main contractor/ sub-contractors fail to comply with the safety requirements and make necessary recommendation.

PMT on site
The PMT will assign a site manager who is approved by the client and the professional team to be based on site. The site manager will be responsible for, amongst other things, as main technical adviser on a construction site for subcontractors, crafts people and operatives, ensuring all materials used and work performed are as per specifications, managing, monitoring and interpreting the contract design documents supplied by the professional team as well as resolving any unexpected technical difficulties. In addition, the site manager will be the main point of contact between the suppliers and sub-contractors and, the PMT and the client.

On-Site Inspections
The site manager will determine, through routine (carried out every two (2) weeks) on-site inspections, that the work of the main contractor and sub-contractors is being performed in accordance with awarded contract document(s).

Periodic Construction Progress Meeting
The PMT will schedule and conduct construction and progress meetings to discuss such matters as procedures, progress, problems, variation orders, and scheduling every two (2) weeks. The PMT will prepare and distribute minutes to the professional team, main contractor, sub-contractors, suppliers and others in attendance.

Project Cost Report
The PMT will prepare and submit to the client on a monthly basis project cost reports that will indicate actual or estimated costs compared to the construction cost budget prepared by the professional team. This is tied into the preliminary cost estimates that were prepared by the PMT and approved by the client and the professional team at the Construction Management plan stage.

Substantial Completion
During consultation with the professional team, main contractor and sub-contractors, the site manager will prepare a list for the PMT for completed works and incomplete works which does not conform to the requirements of the awarded contract documents. From the list, the PMT will consult with the client and the rest of the professionals to determine the time when the project and the respective main contractor and sub-contractors' work is substantially completed.

Practical Completion
The PMT will give written notice to the client and the architect as soon as the work is deemed 'Practically Completed'. And once the architect is of the opinion the work is 'Practically Completed', the architect will then issue a CPC to the client with copies extended to the PMT.

Defect Liability/ Warranty Inspections
The PMT will coordinate with the professional team to ensure that the main contractor and sub-contractors will perform warranty inspection and any remedial work during the warranty period after the completion of the project. The warranty period starts from the date the CCC is obtained from the local authorities and last for a minimum of eighteen (18) months.

Our Group provides our clients with weekly detailed progress reports and this allows our clients complete control through a single point of communication and responsibility without attracting project related distractions. And because our Group is totally independent, it can avoid any conflicts of interest that may afflict other builders and architects which also offer their services as PMT.