The document describes the pre-construction stages of the Marina Bay Sands project in Singapore. It discusses the inception, feasibility study, outline proposal, scheme design, excavation works, detail design, production of information, and tender action stages based on the RIBA plan of work. Key aspects included Las Vegas Sands winning the bid in 2005, engaging Safdie Architects for the design, transferring the design from Boston to Singapore, and starting excavation works in January 2007 while further design work was ongoing.

1. University of Salford
School of the Built Environment
PROCESS AND PROJECT SYSTEMS
By : U.P. Saddhathissa Sirisena
Ref No : @00410764
Module Coordinator : Dr. Bingu Ingirige and Prof. Mohammed Arif
Course : MSc in Quantity Surveying – Full Time
Date : 08-05-2015
Declaration:
I confirm that this work is mine, I have not plagiarized and there is no
hidden collusion. I have read and agree with the Declaration on Conduct of
Assessed Work Form on the student
intranet, URL:http://intranet.scpm.salford.ac.uk/studentintranet/

2. i
Table of Contents
1 Introduction ..........................................................................................................................................1
1.1 Marina Bay Sand ...........................................................................................................................1
1.2 Why Marina bay sands is Iconic?..................................................................................................4
2 Describe and Mapping the pre construction stages.............................................................................4
2.1 Describe ........................................................................................................................................4
2.1.1 Inception ...............................................................................................................................5
2.1.2 Feasibility ..............................................................................................................................5
2.1.3 Outline Proposal....................................................................................................................5
2.1.4 Scheme Design......................................................................................................................6
2.1.5 Excavation.............................................................................................................................6
2.1.6 Detail design, Product Information & Bills of Quantities......................................................6
2.1.7 Tender Action........................................................................................................................6
2.2 Flow Chart.....................................................................................................................................7
3 Risk Management ...............................................................................................................................12
3.1 What is the construction risk? ....................................................................................................12
3.2 What is the risk management?...................................................................................................12
3.3 Risk classification ........................................................................................................................13
3.4 Risk Identifications......................................................................................................................13
3.4.1 Design complete within limited time period ......................................................................15
3.4.2 Adverse Weather and Environmental Risk .........................................................................15
3.4.3 Risk of strutting ground condition ......................................................................................16
3.4.4 Design conflicts as design teams are separated .................................................................17
3.4.5 Estimation errors.................................................................................................................17
3.4.6 Technical design can be inaccurate ....................................................................................17
3.4.7 Leave the Main Local Partner .............................................................................................18
3.4.8 Project is not fully funded...................................................................................................18
3.4.9 Constructability of the Design.............................................................................................19
3.4.10 Design changes cannot be done frequently .......................................................................19

3. ii
3.4.11 Selection of good Perforating subcontractors....................................................................19
3.4.12 Risk of Ensure the foundation load capacities....................................................................20
3.4.13 Casino control act is not passed..........................................................................................21
4 Offsite construction ............................................................................................................................22
4.1 Pre cast concrete piles / Diaphragm wall ...................................................................................22
4.2 Pre cast reinforcement concrete shear walls .............................................................................23
4.3 The Casino...................................................................................................................................24
4.4 The Sky Park................................................................................................................................26
4.5 The Podium roof .........................................................................................................................28
4.6 The Art Science Muesuem ..........................................................................................................30
5 Quality Management..........................................................................................................................31
5.1 Improved customer focus and satisfaction.................................................................................32
5.2 Higher Profitability......................................................................................................................32
5.3 Consistency Improved.................................................................................................................32
5.4 Reduced delivery time ................................................................................................................33
5.5 Durability Increased....................................................................................................................33
6 Conclusion...........................................................................................................................................34
7 Bibliography ........................................................................................................................................35

4. iii
Table of Figures
Figure 01: Marina Bay Sands.........................................................................................................................1
Figure 02: Main components of the projects ...............................................................................................2
Figure 03: Infinity edge pool .........................................................................................................................2
Figure 04: Process flow of Pre- Construction process ................................................................................10
Figure 05: Design Process Flow and Information Sharing ..........................................................................11
Figure 06: Process of Risk Management.....................................................................................................12
Figure 07: Risk Classification.......................................................................................................................13
Figure 08: Five Diaphragm walls.................................................................................................................16
Figure 09: Excavation works inside the diaphragm walls ...........................................................................16
Figure 10: Lifting a test shaft cage with O-cell assemble............................................................................20
Figure 11: O-cell Testing .............................................................................................................................20
Figure 12: Shear walls & Lateral stability system of the hotel towers........................................................23
Figure 13 : Shear wall construction at offsite .............................................................................................24
Figure 14: MBS Casino ................................................................................................................................24
Figure 15: Example Pre fabricated double Tee...........................................................................................25
Figure 16: Event Plaza Structure.................................................................................................................25
Figure 17: Assemble process of Sky Park....................................................................................................26
Figure 18: Traditional construction method...............................................................................................27
Figure 19: Pre Fabrication method .............................................................................................................27
Figure 20: The podium roof of area of MBS ...............................................................................................28
Figure 21: Construction work of Podium roof ............................................................................................29
Figure 22: Developed Steel Structure of Art Science Museum...................................................................30
Figure 23 : Elements of the Quality Management......................................................................................31
Table of Figures
Table 01: Stages of the Construction Process...............................................................................................4
Table 02: Probability and Impact Matrix with ratings ................................................................................14
Table 03: Weighted Risk Register with cause and effect ……………………………………………………………………….17

5. 1
1 Introduction
1.1 Marina Bay Sand
Figure 01: Marina Bay Sands
“Marina Bay Sands is a $5 billion, high-density, mixed-use integrated resort that brings together a
2,560-room hotel, convention center, shopping and dining, theaters, museum, and a casino across the
water from Singapore’s Central Business District” (Safdie, 2013)
Completion date - June 2010
Height to Architectural Top - 207 m
Stories - 57
Area - 249,843 m2
Primary Use - Hotel
Owner / Developer - Marina Bay Sands pte.Ltd
Design Architect - Safdie Architects
Associate Architect - Aedas Ltd
Structural Engineer - Arup
Main Contractor - Ssangyong
MEP Engineer (Design) - R.G. Vanderweil, LLP
MEP Engineers (Production) - Parsons Brinckerhoff
Other Consultants
Landscape Architect (Design) - Peter Walker & Partners
Landscape Architect (Production) - Peridian International Inc
Lighting Consultants - Project Lighting Design
Water Features - Howard Fields Assoc. International
Casino Design - Moshe Safdie with the Rockwell Group
Theater Consultants - Fisher Dachs Associates
Graphics, Signage and Way finding - Pentagram

6. 2
Figure 02: Main components of the projects
1. Hotel
There are three hotels with 2,560 luxury rooms.
2. Sands Sky Park
Figure 03: Infinity edge pool
(TripAdvisor, 2015)

7. 3
The most marvelous and the most complex element of the project, the top of the three hotel towers
are connected each other by Sky park (200 meters).This includes cantilevered public observatory,
jogging paths, gardens, restaurants, lounges, and an world infinity swimming pool. This park can host
3,900 people at once and lush gardens include 250 trees and 650 plants.
3. Casino
This is the 1st
Casino in Singapore and this is world largest “atrium style” casino features four levels of
gaming floors and entertainment in one space totaling 15,000 m2
with 500 tables and 1600 slot. And
the atrium ceiling is holding a 7 ton chandelier with 132,000 Swarovski crystals and 66,000 LEDs
4. The Shoppes at Marina Bay Sands
The retail and restaurants are spread over 74,322 m2
together with Luxury and world famous
retailers; Balenciaga, Bally, Bulgari, Cartier, Celine, CHANEL, Ermenegildo Zegna, Franck Muller,
Givenchy and Gucci.
5. Sands Expo and Convention Center
The Asia’s largest ballrooms area of 8,000 m2
and the capacity to host 11,000 people, and flexible
convention and exhibition space of of 121,000 m2
.
6. Museum of Art Science
With the shape of lotus flower with 21 gallery spaces the Museum of Art Science is created to the
design of Moshe Safdie. Permanent exhibition as well as exhibitions of the other museums is held
here. Further carries out standard educational programs for both children and adult visitors like talks,
forums, workshops, and tours of the museum
7. Theaters
The two theaters are belonging 21,980 m2
with a combined 4,000 seats. Two state-of-the-art theatres
offer a total of about 4,000 seats. The Grand Theatre presented shorter shows such as concerts, gala
events and award ceremonies. Both theatres have hosted movie first performance and red carpet
events.
8. Crystal Pavilions
The largest commercial floating structure ever built in Singapore is this crystal pavilion with shops and
night clubs of around 5,914 m2
of space.
9. Event Plaza
The 10,000 people can be hosting and this is 5,000 m2
and for a diverse range of local and
international live performances.

8. 4
1.2 Why Marina bay sands is Iconic?
According to the (The Richest, 2015) and (Homedit, 2015), Marina Bay sands is the most expensive
building in the world. Total cost of the project was $8 billion at 2010. Further it is the first casino in
the Singapore as well the world largest atrium casino and the world highest swimming pool
Furthermore the design of Architect Moshe Sadie was a marvelous and count among the more difficult
projects to build in the world and.
2 Describe and Mapping the pre construction stages
2.1 Describe
For the identifications of the each stages of the construction process, the RIBA plan of work is selected
as a guideline.
Stage A Inception - Pre Design
Stage B Feasibility - Pre Design
Stage C Outline proposals - Design
Stage D Scheme Design - Design
Stage E Detail Design Stage - Design
Stage F Product Information - Preparing to build
Stage G Bills of Quantities - Preparing to build
Stage H Tender Action - Preparing to build
Stage J Project Planning - Construction
Stage K Operations on site - Construction
Pre construction
Table 01: Stages of the Construction Process
(RIBA Plan of Work, 2013)

9. 5
2.1.1 Inception
Marina Bay sand was developed by Las Vegas Sands as a winning proposal of government of
Singapore. In December of 2004, the government launched the RFC package for two intregrated
resources in Sentosa and Southern Island including casino.
Singapore government expects more tourist attraction to the country and makes a Singapore a social
hub in Asia. By expending money by Las vagas got 60year land tenure and 30 years casino license,
exclusive for 10 years
(Infopedia, 2015)
2.1.2 Feasibility
The LVS selected City Development Limited (CDL)-Singapore Property Developer. After doing the
feasibility analysis with CDL, together started work on RFC by early 2005.
2.1.3 Outline Proposal
In early 2005 the Paul Steelman Design Gropup , Arup Hong Kong and other consulted joint for RFC
design. But unfortunately, the local partner, CDL decided to with draw by late January 2005 hence
LVS decided to bid along.
By March 2005, RFC was submitted among the 13 no of consortiums from all over the world and
highest bid was S$ 5.8 billion. In 15th
of November 2005, 4 numbers of bidders were selected out of
13 (including LVS) and RFP was launched and asked to submit RFP for further selection.
The Boston based, Safdie Architect was engaged for the RFP stage. By end of November 2005 yhe
Singapore government set the price of the land as S$ 1.2 billion without calling open tender.
Eventually RFP completed and submitted with the collaboration of Arup, Safdie , Paul Steelman and
others by 29th
of march 2006.
After big competition among the four bidders the Singapore government announced that LVS had won
the bid. Eventually MBS design was selected as the best design as the terms of pedestrian circulation
and layout and suitable for the Marina Bay landscape. Furthermore the hotel towers will give
marvelous view to the city and the entire Marina Bay. (Infopedia, 2015)

10. 6
2.1.4 Scheme Design
The Client was hurry to start the construction as for the balanced design and construction should be
done within four years of time. Hence capable personalities were collected from all over the world;
“Arup Singapore was involved in the advance works, foundations, and substructure, as well as the fire
and façade engineering designs. Arup Australia worked on the traffic consultancy and the dynamic
behaviour of the structures, notably the SkyPark” (ArupJournal, 2012)
Further invited bidders to quote for the whole package of design & build (i.e. façade), and selected the
appropriate groups. Ultimately the whole design package (main) was completed in December 2006
and transferred the design package from Boston to Singapore in January 2007.Then excavation work
started on the same time January 2007.
2.1.5 Excavation
In January 2007 all the other word pre construction was started by commencing the excavation and
pilling works.
2.1.6 Detail design, Product Information & Bills of Quantities
The detail designs, product information & bills of Quantities were prepared by the collaboration of
Singapore and Hong-Kong offices meanwhile excavation and pilling works going on.
2.1.7 Tender Action
Tender packages were prepared and ask to bidders to quote and selected proper contractors and
subcontractors for the construction phase. The construction phase divided into 140+ groups.
With the increasing costs of materials, for instance sand and steel, and labour shortages because of
other major infrastructure and property development in the country, Sheldon Adelson expended the
S$8 billion as the total cost of the development at July 2009.

11. 7
2.2 Flow Chart
Following sources are used for building flowchart.
1. (Urbino.net, 2006)
2. (Milestones-Of-MarinaBaySands, 2015)
3. (Ministry-of-Trade-and-Industry-Singapore, 2012)
4. (ArupJournal, 2012)
5. (Infopedia, 2015)
Inception
Feasibility
Outline
Proposal
RFC Launched
LVS had been partnered
with Singapore property
developer City
Developments
Limited (CDL) for bidding
The Singapore government
raised the proposal of
Intergraded Resort - March
2004
Tourism Board invited to submit
concept proposal for Marina Bay
and Sentosa in December 2004
Feasibility Study done as
the group effort with CDL
The architect Paul teelman
Design Group & Arup
Hong Kong and other
consultants Joint with LVS

12. 8
Outline
Proposal
Among the 13 number of
bidders, LVS submitted
RFC on March 2005 with
the help of Architect Paul
Steelman Design Group, in
association with Arup Hong
Kong and other consultants
In last November 2005, the
government set the price of the
Marina Bay site at S$1.2 billion
instead of calling for an open
tender
City Developments Limited (CDL)
withdrew their collaboration by
Late January 2005
The Boston based Safdie
Architects was engaged with LVS
for RFP
RFC Submitted
Government announced on
15th
of November 2005
that, four formal bidders
were selected for the RFP
stage including LVS
RFP Launched
RFP completed by with the
collaboration of Safdie Architects
/ Paul Steelman Design Group &
other consultant and submit on
29th
of March 2006
RFP Submitted
RFC started early by 2005

13. 9
No Not
Selected
Yes
Scheme
Design
Detail
Design
Excavation Started on January
2007
May – 2006 Tourism Board
announced that the development
rights had been awarded to LVS
awarded the license to build
Singapore’s first casino at Marina
The schematic design start at July 2006
collaboration with Arup, Safdie
Architects and other designers
Design package was transferred from
Boston to Singapore in January 2007
Detailed design started with the
collaboration of Singapore and Hong
Kong
The schematic design by Arup’s Boston
office and Safdie, also based in Boston,
was completed in December 2006
Completed detailed design
Excavation and
Pilling tender
Package
Scheme
Design
Tender Packages
for design and
build
Ask for further design
Eligible
or not
Detail
Design

14. 10
Product
Information
and BOQs
Tender
Action
Figure 04: Process flow of Pre- Construction process
From above diagram it showed how the processes of pre constructiom stages are done. Soon the
Schematic design finished, excavation work start meanwhile details designs going on.
But up to the detail design, design team not moved to the Singapore by being all over the world, they
committed for the success. Arup Hong Kong appointed as the data base of the design process
meanwhile Arup Singapore appointed as the facilitator with client and contractor and regulator of the
readability of design. The below figure shown how this complicated process was took place.
Prepare tender packages and Ask to
submit tender for different disciplinary
Selected contractors / Sub contractors
Construction documentation; product
information and BOQs prepared by
Singapore and Hong Kong
Product
Information and
BOQs
Tender packages
for sub
Contractors

15. 11
Figure 05: Design Process Flow and Information Sharing

16. 12
3 Risk Management
3.1 What is the construction risk?
(Hertz, D B & Thomas, H, 1984) Suggested that, “risk means uncertainty and the results of
uncertainty. Risk refers to a lack of predictability about problem structure, outcomes or consequences
in a decision or planning situation.”
3.2 What is the risk management?
Risk management is the identifying the risk and probability of occurrence / when it will be occurred
and what are the impacts? .
Then how to response the risk; Project manager priorities the time and resources in order to response
the risk. If the probability of occurrence is very low and the impact is high, project manager will not
take any action for those kinds of risks. Let it to happened, then action will be taken.
Figure 06: Process of Risk Management
Risk
Classification
Risk
Identification
Risk Analysis
Risk
Response

17. 13
3.3 Risk classification
In the risk classification stage, the risk is classified according to the region or because of which party
that risk is occurred, like whether it’s due to the external factors or due to the environmental or etc.
Risk can be classified as follows.
Figure 07: Risk Classification
3.4 Risk Identifications
The classified risks are identified from the risk identification process, and document these risks for
further analysis. The outcome of risk identification procedure is a list of risks.
There are many tools and techniques available for Risk identification; brainstorming, Interviewing,
Root cause analysis, SWOT Analysis, diagramming techniques & etc. There are three methods come
under the diagramming method, Cause and effect diagrams, System or process flow chart &
Influence Diagram.
Risk Classification
Project Risks
Risks within the
project bounderies
Business Risks
Risks affected
business outcoe
after project is
deleivered
Environmental
Risks
Risk can be occured
out side of the due
to the project
activities
External change
risks
Risks due to the
External factores
changing

18. 14
Cause and effect Matrix
Probability and impact matrix created and rate as follow for further analysis
Probability
Very Low Low Medium High Very High
Impact
Very High 4 8 12 16 20
High 3 6 9 12 15
Medium 2 4 6 8 10
Low 1 2 3 4 5
Table 02: Probability and Impact Matrix with ratings
Risk (description ) Cause Effect
Primary
Objective
Impact Probability Weight
1
Leave the Main Local
Partner with 15 % of shares
Partner company’s own
descision
Project cannot
complete
Cost Very High very High 20
2
Risk of strutting ground
condition
Land was reclaimed
Stength of foundation
decreases
Quality Very High High 16
3 Estimation errors
Concretae price waried
and price of labours are
wareied
Funds will not be
sufficient to finish the
work
Cost Very High High 16
4 Project is not fully funded
Due to company's
money problem
Possible Project
delays
Cost High Very High
15
5
Risk of Ensuring
Foundation load capacity
Filing depth more than
200 ft
Strength of
foundation decreases
Quality High High 12
6
Design conflicts as design
teams are separated
Design teams are
separated
Desiign errors can be
occurred
Cost Medium very High 10
7
Casino control act is not
passed
Political issues
Expected returm of
Investment may not
get
cost High Medium 9
8
Design changes cannot be
done in constrcution phase
Design is already
approved
Constructability will be
less
Cost Medium High 8
9
Selection of good
Perforating subcontractors
Project is bulky
Possible Project
delays
Time Medium Medium 6
10
Design complete within
limited period of time
Political Aceelarated
schedule
Not get the Project Time Low very High 5
11
Technical design can be
inaccurate
Designs are Innvovative
Deformeation /
cracks in the elements
Cost Very High Very Low 4
12
Constructability of the
design is less
Due is sophisticated due
to the competition
Possible Project
delays
Time Medium Low 4
13
Adverse Weather and
Environmental Risk
Poor Environtmental
Management / Bad
weather conditions
Panelty from
environtmental
boddies/ project
Time / Cost High very Low 3
Table 03: Weighted Risk Register with cause and effect

19. 15
3.4.1 Design complete within limited time period
“A major challenge to the structural and architectural team working together was that the entire
concept (including its presentation) occurred within four months” (ArupJournal, 2012) . Client was
hurry for whole project design and build should be completed within 4 years of time.
To overcome this problem, design group diversified scope and sub teams were formed; the casino,
The Crystal Paviloin, Art Science Muesuem, hotels and retails. “Each presented a complex project of its
own, involving hundreds of millions of dollars’ worth of construction” (ArupJournal, 2012)
In this method the time period will be shrinkage but quality and accuracy should be properly
supervised.
3.4.2 Adverse Weather and Environmental Risk
Adverse weather can be affected badly in the excavation stage as this land is covered with sea and
land is refilled nearly. According to the environmental regulations of the Singapore, controlling of the
soil erosion and control the collecting of soil and sludge in to water should be done in proper manner.
Otherwise delaying of project, money wasting due to rework, penalties from the environmental bodies
can be expected.
Following actions were implemented to reduce the risk
1. Briefing of Contractors on Environmental Management System (EMS) before start up
Pre- start up stage
2. Submission of Erosion Control Measures (ECM) to Singapore’s National Water Agency
(PUB) for approval
3. Installation of Erosion Control Measures (ECM) Testing/Commissioning prior to undertaking
any earthworks
1. Last line of defense, turbidity curtain installed in the bay at the outfall to trap silty water from
spreading into the bay
On site actions
2. Continuous monitoring system installed before the outfall to measure the total suspended
solids of the treated water, if excess of 50 mg/l, will trigger an SMS alert informing the
environmental manager. Action will be taken immediately to cut off discharge
3. Concrete lined Cutoff drain with silt fences installed to prevent muddy water from discharging
into the bay
4. Reduce erosion of earth stockpiles by covering with erosion control blankets
(National Water Agency Singapore, 2012)

20. 16
3.4.3 Risk of strutting ground condition
(Council on Taller building , 2011), “It is located in Marina South, a peninsula of land reclaimed from
the sea in the late 1970s across the bay from Singapore’s Central Business District”. It’s a huge risk of
building a 57 stories building on top of the refilled muddy land.
There are special kind of techniques were used to defeat the excavating six levels into the water bed
in refilled the muddy land.” To overcome the challenges of the bulk excavation and minimize shoring
in the difficult soil environments, Arup’s excavation design included five huge reinforced concrete
cofferdams” (ArupJournal, 2012)
Figure 08: Five Diaphragm walls
Inside the every circular diaphragm walls are dry and inside excavation and construction could be done
without any difficulties. The excavation depth was 18 m in some area therefore it should excavate inside
before start outside.
Figure 09: Excavation works inside the diaphragm walls

21. 17
3.4.4 Design conflicts as design teams are separated
As discussed above the design team is diversified all over the world. “Arup Singapore was involved in
the advance works, foundations, and substructure, as well as the fire and façade engineering designs.
Arup Australia worked on the traffic consultancy and the dynamic behavior of the structures, notably
the Sky Park”. (ArupJournal, 2012) . But accordingly the design conflicts / errors can be occurred due
to the geographical distance and due to lack of communication.
According to (ArupJournal, 2012) ,”The firm organize expertise across four continents, and made a
good quality of the different time zones to overcome geographical restraints and facilitate continuous
design development through real-time co-ordination between the parties.”
Further Arup Singapore and Hong Kong were appointed as coordinators hence all the designs were
gone through them and day by day recheck to ensure error free and communicated with client and
contractor to take appropriate implementation.
3.4.5 Estimation errors
(Infopedia, 2015) says “The project continued to suffer construction delays, which were attributed to
high prices of concrete after an embargo on sand exports by regional countries”. Consequently if it
would have estimated the sand consumption and came to an agreement with sand exporting
countries, this problem will not be occurred.
The skilled and unskilled labour requirements were not estimated properly. (Infopedia, 2015) says
“labour shortages also contributed to the delays and the escalated cost of the project, which was now
at S$7.7 billion” .
Because of all these estimation errors; “LVS then suspended developmental work on projects in Las
Vegas and Macau to concentrate its financial resources on MBS. It also raised S$3.2 billion through a
stock offering, with Adelson putting in more than US$1 billion of his own money” (Infopedia, 2015)
3.4.6 Technical design can be inaccurate
As a highly technically sophisticated and innovative project, the accuracy of technical design should be
high. When the sky pool is considered it can be seen as extreme idea from the point of people safety
as 40,000 pieces are assembled and 1,424 cubic meters of water hold by the stainless steel pool and
due to the movement of the three buildings, this sky park frees to move 19.68 inches.

22. 18
To avoid this risk , design team thoroughly followed the standards; BS 5950 ( British Standard for the
design, fabrication and erection of structural steelwork ) , BS 5400 ( British Standard code of practice
for the design and construction of steel, concrete and composite bridges. Hence reliability and the risk
were reduced.
3.4.7 Leave the Main Local Partner
The LVS selected City Developments Limited (CDL), a local (Singapore) partner for the bidding process
to improve the chance of getting the project. CDL had agreed to take the 15 % project. But “Famous
for its luxury Venetian resort in Las Vegas, said its Singapore proposal remained strong despite the
surprise withdrawal by City Developments, 11 weeks before the March 31 tender deadline. (Sky
Scraper City, 2006)
Hereafter the new partner was not sought by LVS and decided to bid along. But 11 weeks before
withdrawing was a huge risk though LVS get the project because of the 15% contribution of CDL and
the LVS was new to the business environment of the Singapore.
3.4.8 Project is not fully funded
Each and every company is facing financial issues time to time. But if the company is facing such
issues at the beginning of vast investment around $ 8 billion, it’s a huge problem. Because for the
bidding process also company need to deposit S$ 60 million.
According to the (Singapor Window, 2008) “Many experts also believe Singapore made the right
choice with LVS for Marina Bay, despite the company's present problems. The alternatives to LVS as a
bidder were MGM and Harrah's Entertainment and both face the same financial issues as LVS,"
Therefore this project also affected, “In 2008 however, LVS was reported to be in financial trouble. A
global economic and financial crisis had hit its businesses and affected its ability to raise financing for
its projects. Its share price fell more than 90% from peak levels and the corporation was reportedly
close to bankruptcy a number of times” (Infopedia, 2015)
To overcome this situation LVS had to stop developmental work in Las Vegas and Macau to finance
resources on MBS, it also collected $3.2 billion through h a stock offering, further owner, Adelson
sharing his own money more than US$1 billion.
Then Sheldon Adelson had to meet government officials explained the situation and came to an
agreement with government to open MBS in stage wise. (ArupJournal, 2012) ,”Originally scheduled for
2009, the official opening of Marina Bay Sands took place on 23 June 2010 at 3.18pm, after a partial
opening that included the casino on 27 April 2010. The Art Science Museum in February 2011 and the
Crystal Pavilions in September 2011”.

23. 19
3.4.9 Constructability of the Design
There was a huge competition among the four companies to take the bid to build Integrated Resort;
hence Moshe Safdie (Main Architect) gave fabulous design including innovative ideas like Sky Park,
inclined walls & etc. But issues can be raised regarding the constructability later.
According to the (Singapor Window, 2007) "It's a very, very complicated and sophisticated building..
now that we try to execute it in concrete and steel, it's a bit of a challenge, We're looking for means
and methods to construct it more efficiently” . Because of the complicatedness and lack of details like
method of construction given in the design phase, construction team faced huge problems.
3.4.10 Design changes cannot be done frequently
With the help of Architect Moshe Sadie, brilliant innovative design ideas included in this project. But
when the time of construction some changes need to be done for the construction flexible and for the
good for the project. As all the designs were approved before from the government of the Singapore
and the panel of judge, possibility of changes done in the project is less. If it was done it will be unfair
for the other competitors.
Therefore the design team should design exactly what they going to build, as significant changes are
not possible.
3.4.11 Selection of good Perforating subcontractors
Owing to the bulk of the project, one single contractor could not complete the job on its own and to
speed up the construction process, work spread among 140+ subcontractors.
1. Water Feature Design - HFA International
2. Interior Designer - CL3 Architects; Hirsch Bedner Associates
3. Landscape Architect (Design) - Peter Walker and Partners Landscape Architecture
4. M/E/P Engineers (Design) - Vanderweil Engineers
5. M/E/P Engineers (Production) - Parsons Brinckerhoff
(Architect Magazine, 2015)
Though construction risk is diversified among them if subcontractors fail to performance, it will badly
affect to the project because the quality and the reliability depends upon the performance of them. In
MBS also project was delayed due to this issue. “The project continued to suffer construction delays,
the bankruptcy of a number of subcontractors”. (Infopedia, 2015)

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3.4.12 Risk of Ensure the foundation load capacities
To provide support to the three buildings, if barrettes and bored piles installed into the Old Alluvium
layer, still risk was there to identification foundation load capacity were met the design values.
Because the depth is above 200 ft. Otherwise later on building could be deformed.
To overcome this issue load test program using the Osterberg Cell bi-directional testing method
was implemented. By using this method,
 Confirm design loading requirements were met
 Ability to isolate and load the foundation bearing strata which was key to the schedule that
required loading capacity confirmation prior to site excavation
 For its ability to separate the end bearing and skin friction components of foundation capacity
 For its ability to provide high test loads even with the deep foundation cutoff levels, 42.6 ft-
83.6 ft below ground surface without need for reaction systems
Total six piles in depth range of 228-270 ft was checked and taken the necessary actions.
Figure 10: Lifting a test shaft cage with O-cell assemble
Figure 11: O-cell Testing
(Foundation of Drilling, 2012)

25. 21
3.4.13 Casino control act is not passed.
The IR operator will be required to provide a landmark public attraction (i.e., a cultural centre,
museum, art gallery, contemporary art centre, performance theatre, arena, science centre, maritime
museum, planetarium or aquarium). But LVS sand tried to get this project as Singapore government
allows them to 1st
casino in the Singapore. Therefore they cannot expect much more profit from other
facilities.
As May of 2006 MBS got authorized to start, 1st
of Jun 2006, casino control act started in parliament
and as shown below after much more arguments it was finalized 2009 meanwhile the construction
works groining on.
1. 18 Aug 2009: First reading of the Casino Control (Amendment) Bill.
2. 16 Sep 2009: Second and third reading of (Amendment) Bill and passing of Bill.
3. 13 Oct 2009 : Casino Control (Amendment) Act 2009 published
Restrictions set by casino control act - 2009
1. Collection of a casino entry levy of S$100 per day or S$2000 per year for Singapore residents
2. The IR operator shall pay a casino tax of: 15% on monthly gross gaming revenue
3. The maximum gaming area allowed is 15,000sqm. The maximum number of gaming machines
allowed is 2500.
4. The IR operator will have the concession to operate a casino for 30 years. Apart from the IR
operator has to apply to the Casino Regulatory Authority for a casino license. During the period
of 10 years from the date of the signing of the second agreement, only two casino licenses will
be issued.
(School of Public Policy, 2014)
Therefore it’s a risk of spending money without knowing profit range (Return of Investment)

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4 Offsite construction
“Off-site construction” is the planning, design, fabrication and assembly of building elements at a
location other than their final installed location to support the rapid and efficient construction of a
permanent structure” (Off-Site Construction Council, 2015)
Industrialized Building Systems (IBS) was implemented in Marina Bay Sand Hotel. In worldwide, IBS is
identified as Pre-fabricated / Pre-fab Construction, Modern Method of Construction (MMC) and Off-site
Construction. Precast concrete construction and prefabricated steelwork were used wherever
appropriate to increase off-site and minimize on-site construction work.
“Internationally, prefabrication and off-site fabrication have provided numerous productivity benefits—
specifically in the areas of labor, scheduling, cost, quality and safety” (Off-Site Construction Council,
2015)
To complete marina Bay sands within four years of times, Pre-Fabrication technology was helped in
many ways , as most of the pre fabrication is done in controlled and enclosed environment, effects of
the bad weather eliminated and the properties of the material remained unchanged.
Further storing space was reduced by,
1. Raw material inventory reduced
2. Finished elements brought to site just in time (JIT)
(Yam Yin Hwan, Tan Jia Jia, 2013)
4.1 Pre cast concrete piles / Diaphragm wall
Marina Bay is reclaimed land & the soil is soft & muddy. Therefore it’s used pre-cast diaphragm walls,
(Geo Fund, 2015) “the advantage of doing the precast diaphragm wall is the significant reduction of
concrete loss, losses which lead to, besides the cost of material, the costs of removing pockets of
concrete. These values can be very high, especially in areas of soft soil”. This helped to reduce the
ground work time period significantly and reduced risk.
Moreover (Concrete Centre, 2015) “Precast concrete piles are used in the construction of foundations
for a wide range of different structures in the civil engineering and building sectors. As precast piles
are suitable for all applications and ground conditions, they provide a very cost-effective piling
solution”. In the Marina bay sands, barrette pilling as well as bored piles uses as lighter loaded
elements.

27. 23
When using pre cast concrete piles, no needs to wait until it get hard & no need to do curing at the
site. Therefore the time taken for the whole process is optimized meanwhile maintaining good quality
of work.
4.2 Pre cast reinforcement concrete shear walls
The specialty in the Marina Bay sands design is there are three buildings are connected each other
from the top by Sky Park. To withstand the wind & seismic loads, counter the effects of lateral load
acting on a structure due to the extreme flare of the legs of the tower, pre cast reinforcement
concrete shear walls, varying in width from 28 inches at their base to 20 inches at higher floor levels,
are located on 33-foot centers within each of the three towers. (Gene R. Stevense, P.E. and James
Robert Harris, 2015) , “This system is designed to yield in bending at the base of the precast shear
walls without shear slip at any of the joints”. Further building can withstand for the earthquake and
the lateral loads due to wind as the loads are isolated by using the isolation (expansion) joints.
Additionally the probability of occurrence creep and shrinkage are high because of the volume changes
due to the temperature difference. According to the (Precast Solutions, 2015), “As precast concrete
parking structures tolerate the volume changes, the creep and shrinkage will not be occurred. Pre cast
shear walls can be cured before bringing to the site. Consequently the connections between members
let the structure to reduce pressures from ordinary expansion and contraction that or else could cause
cracking in structural elements”.
Figure 12: Shear walls & Lateral stability system of the hotel towers.
(Patrick McCafferty, Daniel Brodkin, David Farnsworth and David Scott, 2011)

28. 24
Figure 13 : Shear wall construction at offsite
(Reap Lite, 2009).
4.3 The Casino
Figure 14: MBS Casino
(Disfruta Singapur, 2014)
Reaplite Industry Sdn Bhd is a famous Malaysian company supply labor for the pre cast concrete
structure provider. “Marina Bay Sand, Singapore Supply labour for the production of precast double
tee beam, staircase and beam. (Reap Lite, 2009).

29. 25
Marina bay casino is a one of the largest, having three casino floors and over 2,300 gaming machines.
“Also, to increase speed of construction, single and double T-section precast units were employed for
the flooring. The building had to be completed in time for the planned “soft” opening on 27 April 2010”
Figure 15: Example Pre fabricated double Tee
(Archi Expo, 2015)
1.1 The event plaza
In the Event plaza, 10, 000 people can be seated and temporary supporting facilities can be arranged
for events like VIP grandstands. It is considered as the heart of the MBS and a public open space next
to the walkway is utilized as the staging of activities.
As shown in below figure, U shaped precast concrete tubs are connected with tie beam by screws. The
whole system is placed on top of the number of jacks.
Figure 16: Event Plaza Structure

30. 26
“To facilitate its rapid erection under the tight programme, the reinforced concrete tubs were precast,
while the main parts of the platform decks were shop-prefabricated in advance” (ArupJournal,
2012).By using pre fabricated tubs along with the platform deck, the construction process could be
accelerated and the site space can be reduced as prefabrication was done in the outside.
4.4 The Sky Park
The length of the sky park is more than the Eiffal tower and weight is 7000 tons . As off-site
construction technology is used, this kind of amazing iconic Sky Park could be done within 13 weeks of
time.
As shown in below figure, “14-main steel segments were prefabricated off site and lifted into place via
strand jacks. This method took cues from bridge building when lifting the segments into place. The
Cantilever was pre-assembled at grade to assure proper fit and then disassembled and lifted into place
and attached to a secondary beam at the top of the hotel tower” (College of Architecture, 2015)
Figure 17: Assemble process of Sky Park

31. 27
In the traditional construction method, comparably time period is taken for the site pre-preparation
activities (i.e. – scaffolding, concrete shuttering). But off-site plant is already prepared for the
manufacturing process time and cost can be saved. Moreover in plant, same team repeatedly doing
the same work, the process will be standardized then the quality gets increase while defect/scrap rate
decreases. And as pre fabrication can be started in advanced, sudden demand of labors will not be
occurred. Additionally the space management can be optimized as construction work is going in outside.
Furthermore the critical paths of construction process can be overtaken by using the off-site
construction method. I.e. the sky-park construction can be started before the roof structure was
finished. Therefore as shown in below, the process lead time can be reduced.
Start End
Building Construction
Sky park construction
Start End
Lead Time
Figure 18: Traditional construction method
Start End
Offsite Construction
Assembling
Building Construction
Sky park construction
Start End
Lead Time
Figure 19: Pre Fabrication method

32. 28
Eventually system helps to enhance the safety and efficiency condition of site. In marina bay sands
bad weather highly affected to the construction work. But this system helped to avoid the delay on
construction works affected by weather as the manufacturing process is done in controlled
environment. (Yam Yin Hwan, Tan Jia Jia, 2013)
4.5 The Podium roof
Figure 20: The podium roof of area of MBS
(ArupJournal, 2012)
The Podium roof spread over the vast area; theater state of the art sands Expo and convention center.
Therefore the geometrically complex double curved canopies needed to build in lightweight and
tension-stayed.
As this is having complex 3-D geometry, innovative custom jigs were needed to maintain the accuracy
of the fabrication. For the canopy structures, accurate setting out needed to precisely defines the 3-D
location of their top and bottom points. This cannot be done in the normal site environment.

33. 29
Figure 21: Construction work of Podium roof
(MARINA BAY SANDS - MICE ROOF, 2011)
The segments of the podium roofs are pre fabricated in different locations and ring to the factory
according to the demand. According to the (ArupJournal, 2012) “Lifting lugs were pre-welded to
segments in the factory after determining the lifting points from the segment’s centre of gravity. This
greatly saved time during erection as it avoided the need to find the centre of gravity by trial and
error on site”. And the Erection clips which were used to verify that segments were aligned and fitted
accurately. These were also pre-welded therefore it could be reduce erection time.

34. 30
4.6 The Art Science Muesuem
The Art science Museum is 165m in height and steel structure is made out of with 10 main elements and
estimated weight is 5,000 tones. (Building and Construction Authority, 2012)
Figure 22: Developed Steel Structure of Art Science Museum
(Tekla, 2015)
This part is very difficult to build as it has a complicated 3D geometry, “You need to know the
coordinates in order to get the correct geometry of all the members.” Getting the geometry wrong
would mean that the parts would not fit”. (Tekla, 2015)
Then the contractor Yongnam produced about 5,000 steel parts offsite. Then by using Tekla BIM
software, create erection drawings and orientation drawings in order to fit these parts at the site.
Therefore if it’s going to construct in the site at once, more errors can be occurred and much longer
time could be taken. But with the help of offsite construction, this part was done within two years.

35. 31
5 Quality Management
“Aims to enhance customer satisfaction through the effective application of the system, including
processes for continual improvement of the system and the assurance of conformity to customer and
applicable regulatory requirements” (Quality Management Systems, ISO 9001:2000)
Therefore in the construction industry, perform to satisfy the customer (client or end customer)
according to the rules and regulatory bodies in a reliable manner can be identified as the quality
management.
There are three elements can be identified under the quality management
Figure 23 : Elements of the Quality Management
(Total Quality Mnagement, 2011)
Under the quality control segment; the quality of produced goods will be maintained by doing the full
inspection or sample inspections.
In quality assurance; frequent audits, new procedures should be implemented in order to prevent
(Assure) the quality of the process.
Total Quality management is practicing quality control and quality assurance procedures furthermore by
improving work process improvement by aware all the staff of the company even the client and whole
supply chain.

36. 32
When the time of constructing world’s expensive building, MBS the quality management helped to
improve the level of performance in many traditions. Further discussed below, how the quality
management has improved the level of performance.
5.1 Improved customer focus and satisfaction
MBS was awarded by two traveler’s choice awards in 2014 as maintain the high quality in the
construction period. “The Traveller’s Choice Awards honours top dining spots worldwide based on
millions of reviews by travellers. Award winners were determined using an algorithm that took into
account the quantity and quality of reviews over a 12-month period”
• 2014 - Top 25 Favorite Fine Dining Restaurants in Asia: CUT by Wolfgang Puck - ranked 21st
• 2014 - Top 10 Museums in Singapore: Art Science Museum - ranked 5th
(AWARDS & ACCOLADES, 2015)
5.2 Higher Profitability
People attraction is the most important thing to get higher income. According to the (battibecco,
2015) “Half a million gamblers passed through the casino in June 2010. In the third quarter of 2012,
the revenues of the Marina Bay Sands fell almost 28 per cent from a year earlier”. Though LVS spend
more and more money in order to maintain high quality in Integrated Resort, the invested money can
be paid back within a short period of time.
5.3 Consistency Improved
The consistency or reliability is the most important thing in the construction process when the
thousands of people going to use that facility. I.e. Sky park complex can hold 3,900 people at the
same time. So that the dynamic tests were done to check perform of the completed cantilever,
structural properties of the model, vibration response measurements for individual and group walking,
jumping, and dancing. The reliability of the complex was maintained by controlling the quality of
welding.
Likewise, nevertheless in the Podium roof construction process , two shifts of 12 hours with the
engineers, supervisors, fitters, welders and grinders were appointed to achieve the fast-track
construction process by two shifts of 12 hours; the “QA/QC, NDT (non-destructive test) and ITA
(independent inspection and testing agency) tests were done systematically. All of this helped to
achieve the highest possible quality in the final product” (ArupJournal, 2012)

37. 33
5.4 Reduced delivery time
As discussed in above in MBS most of the components are pre fabricated and deliver to the site. All
the pre fabricated parts are assembled and checked for the quality thoroughly, before they fixed. “All
were trial-fitted at the factory, as well as any adjustments or modifications so as to save time during
erection and installation” (ArupJournal, 2012). Hence save the additional transportation time, process
time, crane and unnecessary waiting time of the people.
5.5 Durability Increased
Among the advantages of durability increased, it decreases the cost by reducing breakdown
maintenance, reducing maintenance cost and increasing maintenance time laps. To take the
maximum benefits of the total quality management each and every individual in the supply chain
should be aware of the concept.
The Yang Ah Kang & Sons Pte Ltd Yang Ah Kang & Sons (who supplied furniture, fixtures & equipment
and done outfitting works at several areas, including guest rooms and celebrity chef restaurants) were
thoroughly adviced by MBS to use high quality building material. “Good workmanship was displayed
by Yang Ah Kang & Sons and high quality building materials were used. Its management team is also
highly responsive to Marina Bay Sands’ requests and its site support team is prompt and reliable
during execution” (PATA, 2014)

38. 34
6 Conclusion
From the beginning to the end the Integrated Resort was driven by political accelerated schedule and
eventually dream came true due to lot of hard work, prescient analysis, usage of new techniques,
collaboration among the team and commitment. The main special feature of the pre construction
stage is that all the parties were separated by geographical background. Up to the detail design stage
the design work happen in Boston, while client in Vegas and site situated in Singapore. Therefore good
collaboration and good coordination among the team helped to achieve the target.
There are so many risks associate from this project both pre construction and post construction; some
pre construction risks affected at the preconstruction stage while others effect at the post construction
stage. Further primary objectives of the risk were identified as cost, time and quality, hence for the
risk ranking purpose probability impact matrix is used.
And for the fast delivery of the project pre cast methodology and quality management helped in many
aspects. The problem of scarcity of the space for both raw material and labors was overcome by using
construct at the outside whatever the possible segments By implanting quality management,
unnecessary transportation, waiting and saved the money by reducing the maintenance cost. Hence
reduce the unnecessary inventory, unnecessary transportation and waiting could be identified as the
three pillars of the lean manufacturing system. Hence it can be identified lean manufacturing system
was practiced up to some extend and obtain the benefits.

39. 35
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