RESPONSIBLE DELIVERY OF THE BUILT PROJECT: WHOSE RESPONSIBILITY IS IT?

2018 ◽  
Vol 5 (1) ◽  
Author(s):  
Mayssa Kalach ◽  
Mohamed-Asem Abdul-Malak ◽  
Issam Srour
Keyword(s):  
Decision Making ◽  
Construction Projects ◽  
Decision Making Process ◽  
Exact Science ◽  
The Public ◽  
Development Policies ◽  
Project Management Professionals ◽  
Economic Consciousness ◽  
Construction Operation ◽  
Project Procurement

Several procurement approaches have evolved over the years to suit the delivery of the ever increasing complexity and size of construction projects, coupled with the increasing pressure to embrace green methodologies as part of any such approach. Many of these available approaches reflect various levels of integration that may be desired to achieve in respect of critical project aspects, including: design, construction, operation, and finance. Decisions as to the most suitable delivery approach are to be made by project owners/developers, while being often assisted by market analysts, project management professionals, and other specialty consultants. While it is established that such a decision-making process does not follow an exact science, this paper tackles the issue of where responsibility truly rests for ensuring that the preferred or adopted project procurement strategy is consciously argued for with the interests of all involved stakeholders in mind. It touches on (1) the roles of the public and development policies and regulations prevailing in the locality of the intended project as well as (2) the capabilities and readiness of concerned project participants in enforcing, or at least, promoting more environmental, social, and economic consciousness into the procurement approach decision-making process.

scholarly journals Decision Making in Committees: Transparency, Reputation, and Voting Rules

2007 ◽  
Vol 97 (1) ◽  
pp. 150-168 ◽  
Author(s):  
Gilat Levy
Keyword(s):  
Decision Making ◽  
Career Concerns ◽  
Decision Making Process ◽  
Voting Rules ◽  
The Public ◽  
Voting Rule ◽  
The Right

In this paper I analyze the effect of transparency on decision making in committees. I focus on committees whose members are motivated by career concerns. The main result is that when the decision-making process is secretive (when individual votes are not revealed to the public), committee members comply with preexisting biases. For example, if the voting rule demands a supermajority to accept a reform, individuals vote more often against reforms. Transparent committees are therefore more likely to accept reforms. I also find that coupled with the right voting rule, a secretive procedure may induce better decisions than a transparent one. (JEL D71, D72)

scholarly journals Wind Power Deployment: The Role of Public Participation in the Decision-Making Process in Ontario, Canada

2021 ◽  
Author(s):  
Anahita A. Jami ◽  
Philip R. Walsh
Keyword(s):  
Decision Making ◽  
Renewable Energy ◽  
Public Participation ◽  
Wind Power ◽  
Knowledge Broker ◽  
Decision Making Process ◽  
Energy Investment ◽  
The Public ◽  
Public Opposition

A wider use of renewable energy is emerging as a viable solution to meet the increasing demand for global energy while contributing to the reduction of greenhouse gas emissions. However, current literature on renewable energy, particularly on wind power, highlights the social barriers and public opposition to renewable energy investment. One solution to overcome the public opposition, which is recommended by scholars, is to deploy a collaborative approach. Relatively little research has specifically focused on the role of effective communication and the use of a knowledge-broker in collaborative decision-making. This study attempts to fill this gap through the proposition of a participatory framework that highlights the role of the knowledge-broker in a wind project decision-making process. In this paper, five illustrative wind projects in Ontario are used to highlight the current situation with public participation and to address how the proposed framework could have improved the process. Based on the recommended collaborative framework, perception must shift from the dominant view of the public as “a risk to be managed” towards “a resource that can be tapped”. The developers need to improve sharing what they know and foster co-learning around questions and concerns.

Public Involvement in the Design of Public Projects

2019 ◽  
Vol 44 (4) ◽  
pp. 73-79
Author(s):  
Emad S. Mushtaha ◽  
Omar Hassan Omar ◽  
Dua S. Barakat ◽  
Hessa Al-Jarwan ◽  
Dima Abdulrahman ◽  
...  
Keyword(s):  
Decision Making ◽  
Design Process ◽  
Public Involvement ◽  
Decision Making Process ◽  
Quantitative Methodology ◽  
Public Project ◽  
The Public ◽  
Public Projects ◽  
Novel Approach ◽  
Building Program

The involvement of the public in the decision-making process is essential, especially in the early stages of a design process. This study aims to achieve the development of an architectural program for a memorial public project, using the outcomes of the Analytical Hierarchy Process (AHP) based on public opinion. It employs a novel approach that sharply focuses on public involvement in the design process, using a quantitative methodology for the development of a suitable building program and selecting a memorial form that meets the public's needs in a practical way. The study drew on data from various memorial projects to identify possible spaces and their selection criteria. A written questionnaire was distributed to a sample of 105 members of the public, to narrow down the number of spaces according to public response. Then, a hearing (spoken) questionnaire was conducted on a sample of 20 to produce the program for development by generating the most strongly preferred form of memorial. The results contradicted the existing norm for a memorial as a sculpture; it was revealed that most of the public preferred memorial landscapes to buildings and great structures. The study concluded that AHP could be used to further involve the relevant stakeholders in the decision-making process of the design of a public project.

13. The nature of judicial review

2020 ◽  
pp. 277-308
Author(s):  
Neil Parpworth
Keyword(s):  
Decision Making ◽  
Judicial Review ◽  
Public Law ◽  
Executive Power ◽  
Decision Making Process ◽  
Private Law ◽  
The Public ◽  
Procedural Reform ◽  
Actual Decision ◽  
Public Bodies

Judicial review is a procedure whereby the courts determine the lawfulness of the exercise of executive power. It is concerned with the legality of the decision-making process as opposed to the merits of the actual decision. Thus it is supervisory rather than appellate. Emphasis is also placed on the fact that the jurisdiction exists to control the exercise of power by public bodies. This chapter discusses the supervisory jurisdiction of the courts, procedural reform, the rule in O’Reilly v Mackman, the public law/private law distinction, collateral challenge, and exclusion of judicial review. The procedure for making a claim for judicial review under the Civil Procedural Rules (CPR) 54 is outlined.

scholarly journals Exploration of Silence's Motives Towards the Work Decisions: The Case of Jordanian Public and Private Schools

2019 ◽  
Vol 9 (1) ◽  
pp. 266
Author(s):  
Osama Khaled Alkhlaifat
Keyword(s):  
Decision Making ◽  
Private Schools ◽  
Human Resources Management ◽  
Point Of View ◽  
Decision Making Process ◽  
Structured Interviews ◽  
Public And Private ◽  
The Public ◽  
Work Related ◽  
Last Stage

The aim of this study has been to investigate and provide a deeper understanding of the motives of silence towards the participation in the work-related decisions, in both the public and private schools in the Jordanian capital (Amman). ‘100’ teachers were interviewed using the semi-structured interviews through the available communication means. The pre-set questions were directed to the sample of the study to identify both the situations related to the decisions and motives leading to silence and non-participation from the respondents' point of view. The motives were classified according to the factors to which they belong, as well as the situations were classified according to each stage of the decision-making process, where some specialists in the field of human resources management had been asked to help in accomplishing the classification. The results showed that the largest percentage of respondents faced at least one situation in which they chose to remain silent. Most of the situations mentioned were related to the first and last stage of decision-making process (identifying the problem and following up the decision). The results also showed that most of the motives were related to the organizational practices by the officials, where the total iteration is twice as the personal motives.

Do Public Enterprises Need a Corporate Strategy?

1987 ◽  
Vol 12 (2) ◽  
pp. 9-20 ◽  
Author(s):  
K R S Murthy
Keyword(s):  
Decision Making ◽  
Corporate Strategy ◽  
Team Work ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Decision Making Process ◽  
Public Enterprises ◽  
Strategic Competence ◽  
The Public ◽  
Low Level

A large gap has arisen between the stated objectives of the public enterprises in India and their achievements, largely owing to inherent conflicts in their strategic decision making process. In this article, K R S Murthy stresses that any public enterprise's strategic competence depends on the interplay among three actors (managers, bureaucrats, and politicians) with diverse motivations, careers, and systems. Team work with common values and commitment among the three actors alone can improve the low level of strategic competence. Since the prerequisites for strategic formulations are riot met in public enterprises, it is a debatable point whether they should have a corporate strategy at all.

Integrated Model for MCDM: Selection Contractor in Malaysian Construction Industry

2014 ◽  
Vol 548-549 ◽  
pp. 1587-1595
Author(s):  
Waled Alzober ◽  
Abdul Razak Yaakub
Keyword(s):  
Decision Making ◽  
Construction Industry ◽  
Construction Projects ◽  
Integrated Model ◽  
Decision Making Process ◽  
Contractor Selection ◽  
Second Stage ◽  
Proposed Model ◽  
Two Stages ◽  
Selection Of

A complex or unstructured problem is based on multi criteria not on a single criterion. A contractor selection problem is a multi-criteria problem. A correct decision-making is required for selecting the appropriate contractor for a construction project. Selection of a contractor is a key decision made by clients and the process of selection a contractor has become an important issue in construction projects. Many multi-criteria techniques have been proposed and applied to such problems solution. This paper aims to propose integrated model for MCDM. The integrated model contains two stages. First stage integrates two MCDM methods are AHP and ANN to prepare a shortlist of the best alternatives. Second stage apply statistical model COP to choose the optimum alternative from the best alternatives in a shortlist. Proposed model for tendering system provides automated a decision-making process that reduces the time and manpower requirements for processing tender

scholarly journals Nevyriausybinių organizacijų ir savivaldybių sąveika Lietuvoje: teoriniai sprendimų priėmimo ir įgyvendinimo proceso aspektai

2015 ◽  
Vol 14 (2) ◽  
pp. 221
Author(s):  
Aušra Šilinskytė
Keyword(s):  
Decision Making ◽  
Interest Groups ◽  
Local Governance ◽  
Implementation Process ◽  
Decision Making Process ◽  
The Public ◽  
Implementation Processes ◽  
Governmental Organizations ◽  
Non Governmental Organizations

The paper is focused on the discussion about the role of non-governmental organizations during the decision-making process in local governance and what factors influence it. To achieve this, the following steps have been made: first, the concept of non-governmental organizations and their relationship with civil society was analyzed, then possible variations of relationship between non-governmental organizations and their impact to the public sector was described. In the last part of the paper, the stages of the decision–making and implementation process in the municipality were analyzed and theoretical aspects of enabling NGOs were discussed. The analyses showed that the decision-making and implementation processes depend on the understanding of the need to cooperate, the ability of both subjects to work together, their relationship with citizens and other interest groups.

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