Search results

The purpose of this paper is to identify enablers for setting up relationally integrated value networks (RIVANS) for total facilities management (TFM) as a holistic approach to bridge the Project Management (PM) phase to the facilities management (FM) phase, aiming for better service delivery while optimizing the life-cycle cost. These enablers are proposed as required driving forces for the industry to bridge current gaps through RIVANS for TFM so as to improve the value of the facility and deliver better value to its stakeholders over its life span.

A literature review elicited 11 typical better values that could be achieved by suitably linking the PM and FM supply chains in general. While these were tested in parallel research exercises in Hong Kong, the UK and Singapore, this paper reports on the specific findings from Sri Lanka, where a Web-based questionnaire survey was conducted to identify potential better values for proposed relational networks (including the clients, consultants, contractors and suppliers in the supply chain). Better values were then clustered under principal domains/components using factor analysis to establish synergetic enablers.

In total, 11 significant better values for TFM were identified and four enablers were extracted as building long-term integrated networks, establishing a common resource pool linking PM and FM, enhancing sustainability of TFM and developing a similar protocol between PM and FM.

The study carried out in this paper contributes to knowledge by identifying drivers to bridge the gap between PM and FM to best achieve clients’ long-term aspirations through a holistic life-cycle approach. Furthermore, all stakeholders in TFM can revisit their practices to establish and strengthen the identified enablers.

Most megaprojects focus on overcoming current infrastructure capacity problems or opening up new business opportunities, while a few may be inspired by iconic-symbolic or socio-political drivers. Also, many megaprojects may be seen to focus on benefitting proximate stakeholders in the short-medium term. A case is made here, for aligning the immediate expectations from a megaproject with a parallel focus on the best overall value for all, including long-term stakeholders, thereby also targeting more meaningful and sustainable contributions to the built environment. The paper aims to discuss these issues.

This paper draws together and synergises relevant findings from two completed PhD projects and another research project in Hong Kong. Additionally, a focused literature survey and a case study, also contribute to the development of the proposed concepts and strategies. This is therefore a hybrid between a “review” paper and a “conceptual” paper where a suite of significant improvements to current practice are conceptualised and proposed, based on logical integration of relevant findings from the above three research projects, literature review and case study.

Inadequate stakeholder engagement has led to many process disruptions and adverse outcomes in recent megaprojects. A structured approach focusing throughout on common overall value from the outset is proposed to achieve better and more sustainable megaproject outcomes. Specific recommendations include: aligning megaproject stakeholder objectives with regional or even national needs and targeting co-creation of common value through early stakeholder involvement in planning and design of built infrastructure megaprojects.

The increasing number, scale and complexity of megaprojects has amplified their impact on the built environment and its sustainability, hence the imperative to incorporate sustainability considerations, so as to formulate and manage megaprojects better. The proposed approaches in this paper can help revamp megaproject strategies towards such sustainable outcomes.

A case is made for developing “Relationally Integrated Value Networks for Total Facilities Management” (RIVANS-TFM) by synergistically connecting significant stakeholders of the project management (PM) and facilities management (FM) phases to deliver substantially better value for the end users of built infrastructure. The paper aims to discuss these issues.

A structured questionnaire survey enabled identification of typically significant stakeholders in the PM and FM phases. In total, 14 key stakeholders were identified through t-test analysis in this Sri Lankan study. Semi-structured interviews unveiled relationships among the aforementioned stakeholders and the findings were used to develop the “required” RIVANS-TFM, as well as the “existing” RIVANS-TFM, using the UCINET social network analysis software package. Social network theory of relationships was applied to analyze the networks in terms of “Structural Holes” or missing links and “Brokerage Potentials.”

Structural holes analysis highlighted the existing setup to be more vulnerable to missing links than the “required”/targeted setup. Furthermore, brokerage potentials analysis revealed that owners, project managers, facility managers, maintenance engineers, main contractors, designers, principal consultants, and other specialist consultants can act as “brokers” to bridge the gaps or minimize structural holes, thereby uplifting and reinforcing the existing network to deliver better performance and value in TFM.

By revealing existing and required levels of integration of each stakeholder in RIVANS-TFM, clients are provided a great opportunity to identify the stakeholders who should be engaged more, or less – in order to best achieve clients’ long-term aspirations and project objectives. Furthermore, the findings also indicate appropriate levels of stakeholder relationships to target, in order to maintain efficient flows of information, material and services in the supply chains while enhancing TFM life-cycle values.

The purpose of this paper is to present a case, with live examples from a construction industry development initiative in India, for developing a proactive construction clients charter; and a core set of key performance indicators (KPIs), as basic tools for facilitating the expectations of this special issue in “securing clients’ organisational objectives and project aspirations throughout construction project lifecycles” apart from empowering construction industry improvements in general.

Having identified 19 critical issues in the Indian construction industry at two construction clients-academia roundtables, two of the “action teams” formed to address specific issue sets, separately developed a relevant construction clients charter and useful KPIs, respectively, through a combination of literature reviews and brainstorming conference calls, along with iterative drafts of, and feedback on interim outputs. Validation of “working papers” presented at a “Consolidation Roundtable” of construction clients and their consultants, elicited further suggestions for fine tuning of final outputs.

The charter was formulated in structured steps, including identifying “priorities” under four categories: overall, expectations from supply chains, by supply chains and by end users. The six sub-heads of the charter are on procurement, design, innovation and technology, project execution, human resource development and worker welfare, and quality, safety and sustainability. The “suggested KPIs” for building clients in India enable organisations to choose: from three different groups (i.e. design phase, construction phase, or business outcomes), and at three different levels (i.e. project/organisation level, benchmarking club level, or industry level).

There is no known overarching Construction Clients’ Charter at present. Some project KPI sets are available elsewhere. However, those developed in India, while focusing on project performance, also connect to organisational performance and business outcomes. Furthermore, KPIs are provided to separately probe client, consultant and contractor performance. Significantly, the charter and KPIs are outcomes from an industry-led self-improvement initiative launched with building construction clients at the forefront, rather than a top-down imposition from government. Furthermore, while prioritising client aspirations, they also address common supply chain and end-user concerns, which may also be interpreted as a longer-term win-win-win client’s aspiration.

Rising human aspirations leading to rapid urbanisation, amidst climate changes and other environmental pressures have aggravated the needs for better-focused sustainable urban development in general as well as for smart and sustainable cities in particular. Indeed, smart infrastructure (SI) development is a prerequisite for smart cities (SCs). However, inadequate funding and expertise for such SI development pose profound challenges that may be partially addressed by mobilising private finance and efficiencies through collaborative public–private partnership (PPP) models. This paper provides a holistic review and analysis of the relevant literature, as a basis for proposing such PPP models for developing SI.

A systematic literature review helped to fulfil the aim of this paper in the first phase of the underlying longer-term study. Authoritative search engines like Scopus and Web of Science indexed articles were reviewed and analysed, 85% of these being journal articles.

SCs that necessarily include SI are important in overcoming current urban challenges in developing and developed countries. Given shortfalls in traditional procurement and funding models, special PPP models are required for SI development. After identifying the relevant needs, drivers, barriers and challenges in different countries, a general indicative framework is developed to illustrate how the various interacting force fields can be harnessed to develop the envisaged PPP models that can complement non-PPP procurement models.

PPP for SI development is a relatively new, hence, under-researched topic. This desktop review and analysis provide a useful launching pad for the development of SI through overcoming the potential challenges in traditional procurement and financial models.

Applications of social network analysis (SNA) are evidently popular amongst scholars for mapping stakeholder and other relational networks in improving the sustainability of construction activities and the resulting built environment. Nevertheless, the literature reveals a lack of thorough understanding of optimal SNA applications in this field. Therefore, this paper aims to convey a comprehensive critical review of past applications of SNA in this field.

95 relevant journal papers were initially identified from the “Web of Science” database and a bibliometric analysis was carried out using the “VOS Viewer” software. The subsequent in-depth review of the SNA methods, focussed on 24 specifically relevant papers selected from these aforesaid 95 papers.

A significant growth of publications in this field was identified after 2014, especially related to topics on stakeholder management. “Journal of Cleaner Production”, “International Journal of Project Management” and “Sustainability” were identified as the most productive sources in this field, with the majority of publications from China. Interviews and questionnaires were the popular data collection methods while SNA “Centrality” measures were utilised in over 70% of the studies. Furthermore, potential areas were noted, to improve the mapping and thereby provide useful information to managers who could influence relevant networks and consequentially better sustainability outcomes, including those enhanced by collaborative networks.

Closer collaboration has been found to help enhance sustainability in construction and built environment, hence attracting research interest amongst scholars on how best to enable this. SNA is established as a significant methodological approach to analysing interrelationships and collaborative potential in general. In a pioneering application here, this paper initiates the drawing together of findings from relevant literature to provide useful insights for future researchers to comprehensively identify, compare and contrast the applications of SNA techniques in construction and built environment management from a sustainability viewpoint.