Recently, the construction industry has seen an increase in construction program level projects in which a number of projects are carried out simultaneously. These projects thus require more systematic management than traditional management methods due to both their complexity and the diverse stakeholders involved. When multiple projects overlap at the same time, it can create a gap between the contractor’s results and the user’s expectations at the closure phase of the construction program. These can include situations such as when handover is delayed, conflicts and frictions occur, and complaints from users mount. Therefore, an approach is needed to increase user satisfaction at the program level. This study presents a systematic closing management plan to increase user satisfaction for a smoother handover at the closure phase. The closure process was identified through case studies of activities in the closure phase. In addition, after identifying the stakeholder groups participating in the closure phase, responsibilities and roles were proposed as RACI (Responsible, Accountable, Consulted, and Informed) models by mapping the closure phase of processes and stakeholders. This model shows who is responsible and accountable for, consulted on, and informed about work processes in the closure phase of the program. From a user’s point of view, program closure signifies the beginning of operation and maintenance. We intend to contribute to the increase of user satisfaction by suggesting when and in what work activities the user will be involved in construction products from the user’s perspective.
Development of the RACI Model for Processes of the Closure Phase in Construction Programs
