HP Alexandra Techno Park – Multi‑Floor CRE Reinstatement Program
Client: Hewlett‑Packard (HP) – Corporate Real Estate
Location: Alexandra Techno Park, Singapore
Project Type: Capital Project – Corporate Real Estate (CRE) Reinstatement
Project Value: SGD $50 million
Project Duration: August 2017 – [Staged Completion] to 2019
Role: Program Leadership & Client‑Side Delivery
Strategic Objective
As part of a broader Asia‑Pacific portfolio realignment, HP’s Corporate Real Estate (CRE) team initiated a series of reinstatement projects to meet lease obligations while supporting major internal change programs.
At Alexandra Techno Park, the objective was to successfully reinstate three floors (15,000 sqm) in accordance with landlord requirements—delivered through staggered handovers, while remaining fully aligned with:
- A concurrent corporate de‑merger, and
- A complex IT segregation program
The strategic aim was to exit space compliantly and cleanly, without introducing disruption, delay, or risk to HP’s broader transformation agenda.
The Challenge / Need
The project sat at the intersection of real estate, technology, and organisational change.
Key challenges included:
- Reinstating three large floorplates, each handed back at different times
- Capturing and complying precisely with landlord reinstatement obligations
- Coordinating works alongside live de‑merger and IT segregation activities
- Managing overlapping dependencies across CRE, IT, security, and facilities teams
- Ensuring handovers occurred without disruption to adjacent operational activities
- Delivering audit‑ready documentation and defect‑free sign‑off
Failure in any stream would have created commercial, legal, and reputational risk.
Project Scope
The engagement encompassed full program coordination and delivery oversight for:
- Landlord compliance assessment and scope definition
- Multi‑phase reinstatement planning across three floors
- Decommissioning of IT, AV, and security systems
- Physical reinstatement works to base‑build condition
- Quality assurance, defect resolution, and final handover
- Submission of certified as‑built documentation
Our Approach
A portfolio‑aware, dependency‑led delivery model was applied—designed to protect HP’s transformation timelines while achieving CRE compliance.
Key elements included:
- Landlord Requirement Capture: Detailed interpretation of lease and reinstatement obligations
- Phased Execution Planning: Sequenced delivery allowing independent handover of each floor
- Parallel Program Coordination: Tight integration with de‑merger and IT segregation teams to avoid clashes and rework
- Stakeholder Governance: Clear communication and accountability across CRE, IT, facilities, and external consultants
- Risk & Dependency Management: Proactive identification of cross‑stream risks and mitigation planning
The focus was on precision, timing, and certainty, not speed alone.
Risks and Challenges
Key risks requiring deliberate management included:
- Misalignment between reinstatement works and IT decommissioning
- Schedule slippage caused by staggered handover dependencies
- Non‑compliance with landlord requirements leading to dispute or delay
- Quality defects emerging late in the handover process
These risks were mitigated through disciplined sequencing, early validation of landlord expectations, and continuous quality control.
Solution & Key Deliverables
The project delivered:
- Removal of all furniture, fixtures, and fittings
- Decommissioning and handover of IT, AV, and security systems
- Demolition of partitions, ceilings, carpets, and redundant services
- Self‑levelling of concrete floor slabs
- Electrical rewiring for power and lighting to base‑build standard
- Ceiling tile refurbishment and wall repainting
- Installation of compliant fire exits, entrance doors, and boundary walls
- Submission of accurate as‑built documentation to the landlord
Each floor was delivered as a discrete, compliant handover package.
Outcome
The program achieved:
- Successful on‑time handover of all three floors
- Full defect resolution and sign‑off by HP
- Acceptance by the landlord with no reinstatement disputes
- Seamless coexistence with de‑merger and IT segregation programs
- Clean, audit‑ready close‑out documentation
HP CRE achieved a controlled, compliant exit while protecting broader business transformation outcomes.
Value‑Added Differentiator
- CRE Program Expertise: Reinstatement delivered as part of a broader enterprise portfolio
- Multi‑Phase Mastery: Complex staged handovers executed without drift
- Parallel Program Coordination: Real estate delivery aligned with IT and corporate transformation
- Risk Discipline: Issues resolved early, not at handover
- Stakeholder Clarity: Clear communication across multiple internal and external parties
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