Beny ( ) Robby Kurniawan ( ) Otniel Febrianto ( ) Andika ( ) Antonius Johandi ( ) Firmansyah ( ) Muhammad Jufri ( )

 HOPSCA is a urban development plans that incorporate hotels (H), office buildings (O), ecological parks (P), shopping malls (S), convention centres (C) and apartment buildings (A)  Substantial financial investment is needed and there is immense pressure to complete the buildings on schedule.  The development cycle for HOPSCA projects is lengthy and requires input from numerous organisations

 HOPSCA projects are typically characterised by strong uncertainty and high complexity.  This research observe the use of “project controlling” on a HOPSCA project and assess the success of the independent advisors’ approach to scheduling management and information management.

 Research Objectives  Provide an overview of Project Control and “Project Controlling”.  Provide details of the HYFBC complex, the Organization Structure (OS), the Project Breakdown Structure (PBS) and the Work Breakdown Structure (WBS) that were implemented as a basis for the management of the project.  Provide an outline of the “Project Controlling” system developed by the advisors is given together with details of its implementation.

 Sequencing of activities in a project so that completion is accomplished in the optimal time that is key to project control.  Time management on major projects has been based on the use of Critical Path Methods (CPM)  Techniques such as Critical Chain and Last Planner have been developed to suit different types of project and production environments and have been widely used.

 Project control on large complex projects has many facets and demands consideration of time, costs, quality, safety and environmental issues.  Due to the requirements of national laws, building standards and industry codes of practice of China’s engineering projects is mainly the mode of CS  The traditional management model relying on client supervision is insufficient to meet the needs of complex projects. Therefore, “ Project Controlling “ is revealed as alternative

 The “Project Controlling” approach was developed to meet the demands of complex large-scale projects.  It was first proposed by Peter Greiner and the German engineering consulting company, gibGREINER GmbH.  This approach has now been widely adopted by other organisations as a basis for the management control of a project

 “Project Controlling” includes five main aspects  Project monitoring  Project assessment,  Reporting  Project steering  Initiating project changes.  The most important part of “Project Controlling” is the time schedule covering all the design, procurement and construction activities.

 The Hanyu Financial Business Centre (HYFBC) is a regional financial centre developed by the government in Jinan City, China.  The HYFBC is divided into two areas. Zone A is mainly for financial offices and supporting businesses. Zone B is for commercial businesses  The HYFBC is a direct investment by the government of China with the construction jointly organised by Jinan Hi-tech Holdings Group Co., Ltd and various government departments.

 Three primary objectives were identified  Monitor the approach to time management  Identify key decisions in the system implementation  Assess the success of the overall system

 The HYFBC project represents a case study constrained by a single physical location and a selected number of business organisations.  It is an example of a “revelatory” case study designed to investigate the advantages of an independent Project Controlling Unit.  The researcher adopted a mixed method approach collating and comparing both quantitative and qualitative data from semi-structured interviews, unstructured interviews and participant observation on a daily basis.

 Researcher participated in all the main management meetings of the project, visited the construction site at least twice a week to check construction progress against the time schedule  The research team attended a total of 88 weekly meetings, 37 monthly meetings for different plots, 80 project coordination meetings organised by engineering headquarters

 A hierarchical organisation structure.  In most large construction projects, clients undertake the project management of the design and construction processes directly through their own management departments  The Project Management unit is directly responsible to the client’s management team for practical planning and controlling, and the overall process management during the pre-construction stage, the construction stage and the project completion stage.

 The Project Controlling Unit endorsed the importance in the PBS of the “First Municipal Engineering”, the engineering services for Zone A. This included items such as electricity, telecommunications and water distribution, etc.  The second layer of PBS was based on the overall planning of the implementation process and the geographic location of each subject, and then established respective project management departments.  The third layer based on the needs and physical characteristics of each sub-project was decomposed into several independent projects.

 The Project Controlling Unit produced a WBS based on four levels of activity.  The first layer of the WBS was the different building plots: A1, A2, A3, A4, A5, A6, A7 and A8.  The second and third layers of the WBS were produced by the Project Controlling Unit after consultation with the participant organisations  The fourth layer of WBS includes relatively few specific activities.

 Management of the time model included:  Reviewing and revising the assumptions used to produce the schedule,  Collating the production records,  Monitoring the work in progress,  Updating the schedule,  Identifying any unexpected events,  Understanding their impact on the schedule,  Taking appropriate corrective action,  Revising the records to record what changes had been implemented and reasons for implementation

 The information provided was used to  Direct and control workflow,  Capital flow and material flow for project construction,  Support the top decision makers in planning, controlling and co-ordinating production.  The “Project Controlling Unit” provided weekly reports on progress and assisted the production teams to resolve issues that were preventing production. The unit provided schedule updates and formal progress reports.

 During the 18 months of the case study, two major revisions to the time schedule for the project were initiated by the “Project Controlling Unit” and endorsed by the client’s senior management.  The completion times of the first two stages of the project were two and three months ahead  Time saving is attributed to better information management and facilitation by the “Project Controlling Unit”

 The primary task of a “Project Controlling Unit” is to integrate the management control through the time schedule, the basis for all production.  “Project Controlling Unit” focused on completing the project management organisation planning and identifying the division of management across different functions  “Project Controlling Unit” ensured a basis for efficient and responsible technical consultation by providing a team of technological experts

 “Project Controlling Unit” to facilitate the coordination management of organisations and help overcome the problems arising from the organisation complexity.  “Project Controlling Unit” participated in all aspects of the project construction and management.

 “Project Controlling Unit” enables both consolidated independent guidance to the client and assistance to other participating organisations.  The “Project Controlling Unit” should be responsible for the planning and controlling services during the whole construction process  A “Project Controlling Unit” can provide solutions to both engineering and management problems immediately when issues arise. It can provide expertise to assist the client with major engineering changes.