Marjan Sarshar

Quantitative and qualitative research in the built environment: application of “mixed” research approach

Built environment research consists of cognitive and affective, as well as behavioural, components. Existing built environment research utilises either strong qualitative or, more often, strong quantitative methodologies. Aims to discuss some of the philosophical issues that would be considered when undertaking academic research into the built environment. Considers the available research options or paradigms and suggests ways in which a researcher can make an informed and sensible decision as to how to proceed. The main dimensions of the debate about the relative characteristics and merits of quantitative and qualitative methodology are outlined, developing the argument that the use of a single methodology often fails to explore all of these components. The use of a mixed methods approach is suggested to counteract this weakness and to enhance research into the built environment.

Process improvement through performance measurement : the balanced scorecard methodology

One of the hallmarks of leading‐edge organisations – be they public or private – has been the successful application of performance measurement to gain insight into, and make judgements about, the organisation, and the effectiveness and efficiency of its programmes, processes, and people. The balanced scorecard (BSC) is a widely used management framework for the measurement of organisational performance. The BSC concept suggests that the state of processes of an organisation can be best assessed by taking a “balanced” view across a range of performance measures. This article seeks to offer an insight into the BSC, the key features of the concept and issues that must be addressed in its implementation as a process improvement technique. Further, it identifies the BSC methodology as a means of deploying strategic direction, communicating expectations, and measuring progress towards agreed objectives.

Assessment of facilities management performance – what next?

Facilities management operates on the premises that the efficiency of any organisation is linked to the physical environment in which it operates and that the environment can be improved to increase its efficiency. This has increasingly become an important function of the built environment. This paper looks at performance measurement of facilities management practices and argues that the future of performance assessment of facilities management will have to shift in emphasis towards a measurement and management system. It further discusses the potential for the application of such a management system, the balanced scorecard, through which facilities management performance assessment may be explored.

A survey of ICT use in the Turkish construction industry

This paper assesses the awareness and use of information and communication technologies (ICT) systems within the Turkish construction industry. The findings will assist in identifying the future directions and priorities for how to use ICT as an enabler in this country. The research has been carried out via 22 semi‐structured interviews with senior construction professionals within government and private organizations. It investigated the usage and applicability of current information systems and technologies. The interviews then explored the appropriateness of some of the newly emerging technologies to the industry in Turkey. The findings are reported under three categories of: ICT infrastructures and strategies, the use of information systems, and views on emerging technologies. The last item has been expanded and discussed in more detail, in the paper.

Application of the balanced scorecard concept to develop a conceptual framework to measure facilities management performance within NHS facilities

This paper discusses the application of the balanced score‐card (BSC) concept as a widely used management framework for optimal measurement of organisational performance within NHS facilities directorates and discusses the fundamental points to cover in its implementation. Thereby, the paper identifies this framework as a strategic measurement and management system for facilities management. BSC formulation within NHS estates and facilities is described as a case study based on a facilities directorate situated in the north west of England, and discussion covers its implementation procedures, evaluation standards and reporting process. The paper further establishes the conceptual framework for performance management for the facilities directorate, as well as consistent techniques useful in undertaking the performance management administration and system oversight functions.

Process improvement in facilities management: the SPICE approach

Considers the application of structured process improvement for construction environments (SPICE) as a process improvement technique and its extension into the context of facilities management (FM). SPICE is a research project that developed a step‐wise process improvement framework for the construction environment, utilising experience from the software industry, and in particular the capability maturity model (CMM), which has resulted in significant productivity improvements. Introduces the SPICE concept, a conceptual framework assessing the construction process capability. Commences by reviewing processes and their FM applicability and work on process improvement assessment in construction environments using the SPICE framework. Then discusses generalised principles of SPICE for process assessment. Considers its application and extension into the context of FM. Examines the specific example of FM process improvement and finally its implications. Furthermore, examines the relevance and accuracy of the framework, as well as its value to the FM organisation.

Improving project processes: best practice case study

This paper describes SPICE (Structure Process Improvement for Construction Enterprises), which is a process improvement framework for construction organizations. SPICE is a five level step by step maturity framework. It assesses an organization’s performance against levels of process maturity, identifies their strengths and weaknesses and highlights their improvement priorities. SPICE was developed in close collaboration with the construction industry and tested on real projects. This allowed the framework to take into account practical industrial needs. This paper provides an outline of the SPICE framework. It focuses on a best practice case study of SPICE implementation on a partnering relationship between a major client and a major contractor. The paper details the SPICE assessment and fact finding process. Based on this assessment, it identifies the strengths and weaknesses of the partnering operation and provides specific guidelines for project improvement. Main strengths of the partnering included: (1) close physical proximity of client, design and project management teams; (2) top level commitment to improve productivity; and (3) adoption of manufacturing philosophies and methods in order to deliver improvements. Main weaknesses included: (1) lack of integration between systems and processes of the partnering organizations; (2) presence of cultural and incentive differences between the partnering organizations, which led to fragmentation of the project teams; and (3) little evidence of process evaluation and improvement efforts by the teams. Based on these, some recommendations are made for future improvements.

Evolution of management theory: the case of production management in construction

In the past 100 years production management has evolved from a set of heuristic ideas to a portfolio of somewhat developed concepts and principles. “Just‐in‐time” and “total quality management” integrate most of the modern concepts and principles in the field. Furthermore, seminal studies carried out within production, such as the Gilbreth/Taylor, Hawthorne and Tavistock studies, have given significant contribution to the evolution of management theory. This paper presents the context of production management evolution and assesses the application of some heuristic production approaches within construction sites of Brazil and England. The study revealed that, although the production management theory evolved significantly, construction practices do not apply the theory in a systemic and comprehensive manner. Clearly, lack of motivation and poor instruments for enabling “learning” are the central cause of this problem.

Assessment of facilities management process capability: a NHS facilities case study

Describes a process to assess facilities management (FM) process capabilities: the structured process improvement for construction environments--facilities management (SPICE FM) approach. The SPICE FM framework is a method that FM organizations can use to monitor continuously and subsequently improve their performance. The SPICE FM framework is being tested in a series of case studies to ensure that its outputs are appropriate to the FM sector and of value in the real world. Documents the outcomes of a study undertaken at a facilities directorate of a healthcare NHS trust, in searching its applicability within the NHS. Further describes the study methodology and the key activities undertaken and reviews the key communication and management processes that are in place to support the implementation of the strategic FM objectives within the specific NHS facilities directorate.

A Geographic Information System (GIS)–Based Bridge Management System

Many bridge authorities responsible for the management and maintenance of bridges in their road networks use computer-based databases or bridge management systems (BMSs) as data management and analysis tools to aid them in performing many important bridge management functions and decisions. Due to superior spatial data handling capabilities, geographic information system (GIS) technology is increasingly being considered for implementation in many infrastructure planning and management systems, including bridge management systems. This article describes the use of a hybrid business and information modeling approach to develop a model to support the development of a geographic information system (GIS)–based bridge management system. It presents the architecture for implementing such a system for the Bridge Unit of the Public Works Department (JKR) in Malaysia. Most GIS systems are technology-based. The methodology used here captures organizational processes as well as information systems requirements. This facilitates business decision making and business process change. Using this hybrid modeling approach, first the organizations business objectives, functions, and processes are modeled. These business requirements form the basis of detailed information requirement analysis. Object-oriented methods are then employed to define object models and show the relationships between objects and the operations performed on them. Finally, the software architecture and interface for developing such a prototype GIS-based BMS is described and some sample screen outputs of the system to analyze and visualize over 2500 actual Malaysian bridge structures in the road network are presented. Future developments of the infrastructure set out here are capable of providing a BMS that supports business processes and facilitates business process change.