Location: Conghua, China
Sector: Building, Civil
Services: OIntegrated Project Controls, Planning & Scheduling
Value: HKD 3 billion
Year(s): 2017 – 2018
Client: Hong Kong Jockey Club
The Hong Kong Jockey Club’s Conghua Racecourse located in China, approximately 200 kilometres from Hong Kong, is a world class facility for Hong Kong’s race industry.
The site, which hosted the 2010 Guangzhou Asian Games, was chosen due to the significantly limited land availability in Hong Kong.
The facility features four tracks including one 2000m turf course, two all-weather tracks (1800m, 1600m) and an 1100m turf uphill gallop, which is the first of its kind in greater China. The complex also provides supporting facilities such as an equine swimming pool, a fully equipped equine hospital, farrier forge, equine swimming pool, rehabilitation and training facilities.
The entire development can house up to 1500 horses and hosts its own showcase racing events.
The successful delivery of the Conghua Racecourse project, within the Jockey Club referred to as SP2, was paramount from a political perspective and in the ability for Hong Kong to maintain its status as the world’s premium horse racing destination.
Achieving this required effective and co-ordinated governance, including a reliable understanding of progress, at all times.
To prevent the house from burning down, our company founder was charged with providing a dynamic team which was capable of developing, implementing and maintaining a system and reports which provided an iron-clad status on progress.
When the stakes are so high, you need the best.
Scheduling standards and report templates were produced while simultaneously developing an Integrated Master Schedule (IMS). The scheduling standards and report templates were required to deliver clarity and repeatability in governance into the future. Similarly with the IMS, however, firstly it was needed to consolidate the scope, understand resource requirements and simply to get a grasp on the status of the project and map its risks.
The scheduling standards, report templates and IMS were signed off in parallel, for the first time providing tools and a critical path based schedule allowing all operational requirements associated with bringing the facility online and operational into the future. Alas, finally a single source of truth!
The schedule involved engaging 25+ business units and identifying all the integrated dependencies throughout the project in order to manage the impacts and relationships of each stakeholder to the overall operations.
The IMS and reporting systems were multi-tiered and focused from Executive level down through committees, business units and ultimately to Project Managers. Providing a fully customisable top-top down structure which could be rolled up to summary or rolled-down to the detail.
The implementation of tailored project controls and reports supported the HKJC management with total project visibility and allowed control mechanisms to manage the project throughout each stage in order to achieve Operational Readiness.
At all times the schedule and reports proved accurate.