Reverse Logistics Performance Indicators for the Construction Sector: A Building Project Case

While the performance evaluation of reverse logistics (RL) practices in the construction sector is crucial, it is seemingly limited compared to that in the manufacturing sector. As the project life cycle in the construction sector is typically long, effective coordination among the stakeholders is needed to integrate RL into each phase of the project life cycle. This paper proposes a new model of RL for the construction industry, incorporating the dimensions, elements, and, most importantly, indicators needed for the evaluation of RL performance. The model was initially derived from the extant literature. It was then refined through (1) focus group discussion, by which suggestions pertinent to the proposed model were collated from academics and practitioners, and (2) judgments by academics and practitioners to validate the model. The validated model includes 21 indicators to measure RL performance, spanned throughout the green initiation, green design, green material management, green construction, and green operation and maintenance phases. The paper offers a new method for how RL can be adopted in the construction industry by proposing an innovative model that will benefit stakeholders in the construction industry.

Challenges and Mitigation in Achieving Successful Project Handover

This paper will describe the common challenges faced by both Project Management Team (PMT) and Asset Owner when projects come to the tail end and due for handover. It highlights the impact of improper handover of projects to the company as a whole and provides some proposals to address the common project handover issues. This paper will cover mainly on project handovers for upstream projects especially related to offshore facilities. This paper is written based on sample of projects done at offshore Malaysia. It highlights the common handover issues such as PMT not able to handover timely to the Asset Owner although the facilities are running, and production had been achieved. The longer it takes to handover, the more monetary value leakage will be wasted as a result of no equipment preventive maintenance, warranty of equipment could expire or void, and paying higher construction insurance coverage. This can be prevented by a proper and early planning in managing handover, inclusion of segmented provisional acceptance criteria in the contract as well as having frequent engagement between PMT and Asset Owner prior to stages of handover during project execution. Understanding of each stakeholders' expectations is also one of the key success factors. This paper will conclude that there are many common handover issues when it comes to project handover. Most of the issues are the results of misunderstanding of each stakeholder's expectation, poor early handover planning and unclear scope of acceptance in the contract. In most cases the impact will lead to unrealized monetary value leakage. Early handover planning, clear scope covered in the contract, good coordination between PMT and Asset Owner, good teamwork and mindset, blending with some interpersonal skills in managing conflicts are among the key success factors. The key highlights in this paper will help PMT and Asset Owner in better managing the project handover. This will improve project delivery to meet target schedule within scope and budget. This will eventually safeguard overall company investment and avoid any risk on uncertainty of care and custody transfer at the end of a project life cycle.

THE INFLUENCE OF KNOWLEDGE AND PERSUASION IN BIM-FM INTEGRATION AT THE EARLY PHASE OF A BIM PROJECT

Traditionally, Facility Managers (FM) have often been handed over large numbers of files (hard and soft copies) consisting of among others drawings, specifications, operation and maintenance manuals together with product data sheets in order for them to carry out their tasks in managing facilities. This practice may indicate that information exchange between the AEC and FM phases is still fragmented. The FM phase of the construction project life cycle remains the most disconnected from the rest of the cycle. Therefore, the integration of FM at the early phase of BIM project is expected to fully engage BIM technology and bring potential significant value to assets and estates. This paper is part of a research that aims to identify the influence of knowledge and persuasion on deciding whether to adopt or reject BIM-FM integration at the early phase of BIM. Rogers' Theory of Diffusion of Innovation (DoI) has been applied to support the formation of the conceptual framework. Connecting the organisational characteristics associated with adoption innovation literature with the factors influencing the integration process (innovation characteristics, adopter characteristics, internal and external environment characteristics) brings interesting research potential that is not commonly investigated. This paper aims to have a relatively comprehensive view of the factors that can influence the adoption or rejection of BIM-FM integration at the early stage of the decision phase.

Improving competitiveness through the application of cost estimation models

Optimal costing decisions are required in order to ensure that organisations are globally competitive. The case study company is a global affiliate based in Durban, KwaZulu-Natal, South Africa and is involved in the manufacture and assembly of automobiles and automotive components. It was noticed that cost estimation models were only introduced at an advanced stage in the project life cycle. The concept of cost estimation and its application to improve various factors of a business has been investigated previously and existing evidence could be utilised to support further study in the field. Therefore, the aim of the study was to improve the quality of sourcing decisions by means of the introduction of a parametric cost estimation model and business process re-engineering. A case study approach was adopted. The first objective was to develop an overview of the current sourcing processes and understand the factors which influenced sourcing decisions. The methods used included the generation of a Standard Operating Procedure (SOP) for the current sourcing process, an online survey and interviews. It was concluded that there was a need to develop a detailed SOP which identified and included all impacted departments. The second objective was to redesign the sourcing process. It was concluded that the current sourcing processes did not take cost estimates into account at the early stages of the project life cycle and the inability to accurately predict costs consequently negatively impacted the cost competitiveness of the organisation. The third objective was to develop and implement a parametric cost estimation model. The model was created using Microsoft Excel. The results revealed that the Parametric Cost Estimation Model (PCEM) needed to focus on small injection moulded components as they were the highest contributor to the high Cost Index Manufacturing (CIM), which made the organisation globally uncompetitive. The results revealed that with the introduction of the PCEM and the revised sourcing process, the selected component was competitively priced.Recommendations were made for continuous process improvement and a roadmap for the further introduction of cost estimation models. Further research could also be conducted to develop an optimal cost estimation model based on analogous costing techniques or to develop a comprehensive database for other complex commodities.

Methods for identifying non-value-adding activities in construction processes

Construction projects are characterized by low productivity due to many wasteful activities in construction processes. Wasteful or non-value-adding activities result in quality and profit loss in many construction projects. Consequently, construction needs more effective strategies for process innovation at all stages of the construction project life cycle. Analysis of the current state has shown the possibilities of improving construction processes through the implementation of technologies, methods and procedures of lean construction. Such improvements can help increase the efficiency and productivity of construction projects. Therefore, it is necessary to promote more effective construction waste management by identifying the causes of non-value-adding activities during the construction phase, and apply the gained data to eliminate wastes during the planning phase. The paper presents the most appropriate technologies and methods for collecting data on non-value-adding activities.

Сloud technologies application analysis at all phases of the project life cycle in terms of the their implementation and use risks

In the article, the authors analyze сloud technologies application at all phases of the project life cycle in terms of their implementation and use risks. This analysis makes it possible to determine: is there currently a technical possibility to remotely manage the buildings and structures construction and operation, whether an information appears sufficient amount in the reporting documents for making management decisions. In addition, the cloud structuring storage allows an applied digital technologies assessment the construction industry and the housing and utilities. The practical application effectiveness of cloud technologies at the stage of operating capital construction facilities provides examples in the article also.

An Actor–Network Approach to Developing a Life Cycle BIM Maturity Model (LCBMM)

Building information modelling (BIM) has considerable potential for addressing sustainability issues in construction, but its benefits can be constrained by the failure to adopt BIM across the full project life cycle. Systematic whole-of-life BIM adoption can be supported by maturity models, but most models are limited by a lack of theoretical grounding, socio-technical dichotomies and the failure to adequately consider the full asset life cycle, often by overlooking the operations phase. This study aims to (1) develop a BIM maturity model that addresses these limitations by (2) using an in-depth analysis of an early adopter case study, thus addressing the lack of empirical research in BIM adoption experiences. A single interpretive research study was conducted to qualitatively analyse a US-based university. The data were gathered through interviews, field visits and document analysis. Actor–network theory (ANT) concepts scaffolded the analytical approach. The findings show that a complex BIM socio-technical network emerged, developed and converged during the project management stage but struggled to achieve durability as an ongoing solution to facilities management. By analysing the elements of success and failure across each stage, the researchers distilled five key lessons to achieve whole-of-life BIM maturity and proposed a life cycle BIM maturity model (LCBMM) supported by a practice guide.

Project Managers’ Competencies in International Development Projects: A Delphi Study

Project Managers’ (PMs) competencies are critical issues for international development projects (IDPs), and the success of IDPs is largely dependent on how prudently and effectively a PM manages the IDPs operations. So far, the topic of PMs Competencies is mainly explored in the private sector context using a survey-based research approach, and very few attempts have been made to examine the competencies of PMs in the IDPs sector. Accordingly, this study examines the PMs’ competencies at each phase of the project life cycle (Initiation, Planning, Execution, Monitoring and Controlling, and Closing) by drawing on the sample of 15 PMs from the IDPs’ sector by employing a Delphi method, which enables aggregation of experts’ opinions in a more structured and systematic manner. Findings of this study proposed five of the most critical competencies within each phase of the project life cycle and ranked based on their relative importance, for example, leadership, communication, planning, innovation, motivation, etc. The findings contribute to emerging literature and bring new insights on project managers’ competencies in the IDPs sector.