G Mahesh

Building relationally integrated value networks (RIVANS)

Purpose – Advocacy for the re‐integration of highly differentiated, at times fragmented, construction project “teams” and supply chains has increased in this era of network competition, yet industry targets remain elusive. This paper aims to report on findings of research focused on the development and validation of the building‐blocks for relationally integrated value networks (RIVANS) that seeks to redress this issue.Design/methodology/approach – Complementary theoretical streams are identified through an extensive literature review, and are used to shape and inform discussions of the key RIVANS themes of value objectives, network management, learning, and maturity. Four moderated focus groups hosted in each of two workshops in Hong Kong, are used to validate these themes. Each workshop typically comprised thematic focus group sessions in between introductory presentations and a plenary consolidation session.Findings – The findings indicate strong support for the comprehensive coverage, appropriateness ...

Integrated Qualitative and Quantitative Methodology to Assess Validity and Credibility of Models for Bridge Maintenance Management System Development

At the heart of a bridge maintenance management system (BMMS) is a set of performance prediction and maintenance decision-making models. If focused on quantitative methods alone, the ultimate validity of these models can only be established through implementation, thus delaying the applicability and acceptability of the models in practice. This is even more important for project management and infrastructure asset management domains, because the results and processes by which they are derived must be accepted by the academic and professional communities so that the new knowledge is quickly added, assimilated, and applied in daily practice. Given the poor state of physical infrastructure in many countries, the importance of improving asset management principles and practices is becoming critical. A comprehensive framework that integrates qualitative and quantitative methodologies for BMMS development is formulated, based on research and development of a BMMS model specific to Hong Kong that includes structured validation, verification, and credibility establishment. Integration of both qualitative and quantitative methods to assess validity and credibility of the models for BMMS development is expected to balance the strengths and weaknesses of each approach and lead to a more robust and reliable methodology with inbuilt credibility-building strategies. Finally, a qualitative case study of the validation methodology for the developed BMMS model shows potential sources of bias. These must be addressed in developing sound practices for applying these techniques so that research results can be more reliable and readily accepted in the field of bridge maintenance management.

Building integrated project and asset management teams for sustainable built infrastructure development

Purpose – This paper aims to investigate the relevance of the relationally integrated value networks (RIVANS) concept for integrating project management (PM) and asset management (AM) for total asset management (TAM). The specific objectives are to test the RIVANS for TAM concept postulated by Kumaraswamy (2011) and Kumaraswamy et al. (2012); discover ways to enable PM and AM teams to work in an integrated manner; and recommend strategies and operational measures to promote greater team integration in the industry. Design/methodology/approach – This study is based in Hong Kong with parallel studies in the UK, Singapore and Sri Lanka. Through a comprehensive questionnaire, a case study on an organization engaged in both design and construction and operations and maintenance (O&M) works, interviews and hosting a workshop (all conducted with experienced industry practitioners and experts), a set of recommendations are derived to guide the industry toward greater team integration. Findings – Early involvement...

Developing a clients’ charter and construction project KPIs to direct and drive industry improvements

Purpose 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. Design/methodology/approach 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. Findings 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). Originality/value 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.