The Singapore Sports Hub is the largest Public-Private-Partnership (PPP) sports facilities project in the world. The Public partner of this PPP is the Singapore Sports Council (SSC). It is one of Singapore’s major infrastructure projects and will become a landmark in the city-state when it opens in April 2014.

This S$1.33 billion dollar integrated sports; lifestyle and entertainment complex is being built by Bouygues Constructions Singapore subsidiary (DSPL) on a 35-hectare site in Kallang, close to the centre of the city. It will feature multiple world-class sporting facilities such as a new 55,000-capacity stadium, a water sports centre, a 6,000-seat aquatic centre & leisure water facility, sports arenas able to host indoor sports events of up to 3,000 seats, a 41,000-sqm commercial space for leisure, shopping and dining activities, community sports facilities for public use, combined with the existing 13,000-seat Singapore Indoor Stadium.

It will be managed by Sports Hub Pvt Ltd under a 25-year Design, Build, Finance& Operate (DBFO) contract. Most of the operations will be outsourced to international business partners such as Global Spectrum, US leader in sports arena management (venue and event management), World Sports Group, a subsidiary of Lagardère Sport (event sourcing, marketing rights, sponsoring), UGL Services (asset management and maintenance), T-Systems (information & communication technology), Retail Mall and F&B Operators.


Faced with the daunting task of managing a whole array of business partners sharing complex processes, the management of SportsHubPte Ltd decided to spare no effort to ensure that everything and everybody will be all set at the right time for its grand opening in April 2014. In this perspective, a decision was made to strengthen the management structure by asking X-PM to provide a transition manager who would help map all IT processes against business processes.


The objectives set to the X-PM transition manager were as follows:
CT processes are properly designed

  • They match the requirements of the SOPs of the various operators
  • The interfaces between the Business Information System of SportsHub and the Operators’ IT systems are coherent
  • The hardware and software infrastructure will effectively and consistently support all business processes
  • In the event of “grey areas” or ambiguities for lack of precision from the operators regarding their processes, clarify and resolve the potential issues with them. This includes ICT Operating Contract management.
  • The induction of the permanent team to be recruited to handle ICT monitoring after hand over of the full project.