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Abstracts of Conference Refereed Papers
Published in Conference Proceedings
Return To Derek Walker's Conference
Proceedings Publications Page.
DESIGNING AND DELIVERING A PROJECT MANAGEMENT
DOCTORATE – REFLECTIONS ON A SIX YEAR JOURNEY
Abstract:
Purpose:
This paper traces the history and development of a globally offered on-line
professional doctorate in project management (the DPM). The purpose is to
provide insights into: (1) the identified initial perceived need for the
program and its rationale; (2) its development; and (3) its continued evolution
over the past six years.
Paper Type:
This is a discussion paper written as a reflective account of an experiment
undertaken in providing a doctoral program in project management that others
interested in developing a similar program may benefit from insights from some
of the opportunities and constraints that were encountered.
Approach:
Its scope does not attempt to provide a detailed academic account of the
pedagogical or andragogical details of the DPM’s
design, rather it focuses upon practical design and delivery issues because the
conference appears to value this kind of knowledge exchange between
educationalists.
Findings:
The DPM at RMIT is a vibrant doctoral program with 6 completions (as at June
2007) and 2 more likely by the end of 2007 and a further 20+ candidates in the
pipeline. The program is highly intensive for both candidates and supervisory
staff with identified challenges needing to be overcome situated across
administrative, internal academic-political, resource provision, candidate
recruitment and support mechanism dimensions.
Implications:
The value proposition that is identified and discussed in this paper relates to
the candidate and the degree offering institution. The DPM is a niche program
and faces a number of challenges that need to be considered when contemplated
scaling up the program. The dimensions identified may provide a useful
framework for communicating a business plan for the program’s anticipated
deliverables.
Value of
the paper: Lessons learned from this exercise provide useful insights to any
colleagues that have recently instigated or are
contemplating initiating such an academic program as well as providing a
reflective learning value to the paper presenter.
Key words:
Project Management Education, Andragogy, On-line learning.
E1/74 – Paul Steinfort and D. H. T. Walker (2007)
CRITICAL SUCCESS FACTORS IN PROJECT
MANAGEMENT GLOBALLY AND HOW THEY MAY BE APPLIED TO AID PROJECTS
Abstract:
This paper reports upon progress towards a doctoral study on the antecedents of project success in aid/emergency relief projects. We argue that there are useful project management (PM) approaches that may be universally applied to most, if not all, projects to contribute to successful PM delivery. However, when reflecting upon field-experience, some of these PM approaches appear to simply not function in the environment typified by project aid and emergency relief projects. This raises some interesting questions.
What does the literature on PM success factors take as its underlying assumptions that may not apply to aid projects? What are some of the more problematic issues that aid project deliverers face which are significantly different from delivering, for example, commercial projects in difficult or distressing circumstances? How can we best approach studying such projects and to summarise in a simple but effective universal framework, the contextual project success constants and methods for application in any environment, particularly the PM Framework and application undertaking Aid / Relief Projects. This paper also has the benefit of a PMI research grant.
.
Keywords: Project Management Success; Research Methods; Aid Projects.
E1/73 – D. H. T. Walker and Tayyab Maqsood, (2007)
DRIVING
INNOVATION: LESSONS FROM UNDERSTANDING STICKY KNOWLEDGE AND INNOVATION
DIFFUSION
Abstract:
The aim of this paper is to explain how sticky-knowledge theory (Szulanski, 1996, 2003) is applicable to both knowledge transfer as well as innovation diffusion when applied to promoting innovation. Knowledge about how innovation drivers and inhibitors can assist project-based organisations to be more competitive is important in improving processes of applying innovation that can enhance project management (PM) practice and performance. Thus, a model of reducing stickiness of knowledge transfer will be offered using results from two recently completed PhDs on organisational learning and innovation diffusion. That highly practical research work focussed upon three large construction organisations that are representative of the top tier of less than 10 global contracting organisations based in Australia that each has an annual turnover of about £200 million. We combine those results with findings from another part of that research work relating to developing capability maturity models (CMMs). This paper presents lessons learned from research upon highly competitive and commercially successful organisations that routinely practice project management in their core business.
The paper concludes that sticky knowledge provides a useful way of understanding the forces of inertia that often undermine effective knowledge transfer. A key finding is that closer attention to people, process and technology interaction could be used to reduce knowledge stickiness. Also measurement of the impact of stickiness on innovation can be measured using a CMM approach.
Key words: Innovation, Project Management, Sticky Knowledge
E1/72 – Eric
Chan, D. H. T. Walker and Anthony Mills, (2006)
VIABILITY
OF “PARTNERING” IN THE SUPPLY CHAIN OF CONSTRUCTION SUBCONTRACTING
PROCUREMENT – A HONG KONG CONSTRUCTION INDUSTRY CASE STUDY
Abstract:
Partnering
has been proven to be successful in the construction industry and there are
widespread studies for the implementation between clients and main contractors.
However, there has been little work done on its application between main
contractors and subcontractors/suppliers. The contracting business fluctuates
and there is no guarantee of a secure workload for any main contractor. On the
other hand, subcontracting is popular in the construction industry of Hong
Kong. Effective and efficient subcontracting strategies are important to
benefit the iron triangle of construction project costs, time and quality that
lead to the ultimate success of any organization. Partnering can save cost,
reduce time and enhance quality while it is implemented between clients and
main contractors. Is it viable in the management subcontracting? What factors
are to be considered before implementing partnering in the supply chain of
construction subcontracting procurement? What are the effects of partnering?
Which are the important selection criteria of partners? How important is
relationship in partnering? A case study based upon the survey of a leading
construction company has been prepared to answer these questions and assess the
viability of partnering in the supply chain of construction subcontracting
procurement.
KEYWORDS
Partnering, Construction Industry, Subcontracting
E1/71 –Parthasarathy
Srinivasan, D. H. T.
Walker and Tom Grisham,
(2006)
RISK AND OPPORTUNITY MANAGEMENT IN PROJECTS
Abstract:
Risk analysis and risk management in project management field is often considered as a separate planning and response function. Its principle thrust is to minimize cost and schedule effects due to risky factors. This paper advocates a project management approach, which is based on business strategy. As a key element to this philosophy this paper aims at bringing out the concept of utilizing a life cycle project management approach for risk management. Risk and opportunity management is a way of approaching business and should cover the entire gamut of project activities. In this context it would be beneficial to club risks, uncertainty and opportunity management as a single management exercise. Focusing on key business objectives in light of risks and rewards is a significant aspect to be looked into while formulating project management philosophy. Risk evaluation should not be limited to schedule and cost factors but should be extended to development and operation of a long term business entity capable of realizing the business goals of the stake holders without diluting community expectations. This may require better knowledge management.
Keywords: Risk
Management, Project Management, Construction Management, Life Cycle
E1/70 –D. H. T. Walker Tom Grisham, Tayyab Maqsood
and Parthasarathy Srinivasan (2006),
FRAMEWORKS FOR KNOWLEDGE MANAGEMENT INITIATIVES IN THE
FIELD OF PROJECT MANAGEMENT-USING METAPHOR FOR IMPROVED VISIBILITY
Abstract:
Collection
and sharing of information and knowledge has remained a source of concern over
the years. With better visualization tools at our command, we have the medium
to allow knowledge sharing to take place conveniently and effectively.
Knowledge management in most organizations is more left to individualistic
initiatives of managers rather than having a structured system or process to be
followed. Frameworks and models can provide a way of trying to tie together
disparate initiatives and to also provide overarching strategies.
In The Myth of Metaphor by Turbayne (1962), Mr. Hayakawa introduces the volume by
saying “no one, to my knowledge has taken the position so boldly
expounded in this volume that metaphors are the very stuff with which human
beings make sense of the universe.”
Turbayne states that all overt acts may be
thought of as a metaphor expressing some inner condition. Among the many citations of literature, art,
music, architecture, and poetry, the author cites Hamlet as saying before speaking
with his mother “I will speak daggers to her, but use none.” This is a use of language to indicate far
more that just the overt interactions between mother and son, and as a larger
view of how people pursue the reconciliation of social differences. Weaving metaphors into models or frameworks are
useful ways of creating a highly understandable form of describing these in a
way that is both context rich and resonates with the receiver’s cultural
perspective. Understanding a plan or framework for advancing innovation through
knowledge should be made more tangible even though it may embed tacit cultural
knowledge.
To help in this direction, this paper aims at discussing three frameworks which would assist project management teams to conceptualize and thus grasp the value in executing knowledge management initiatives. We offer a generic framework for promoting knowledge management implementation initiatives as it relates to project management. The aim of this paper is to provide a broad outline on which specific knowledge management initiatives, as applicable to different project scenarios, can be described to those that will ultimately undertake them.
Keywords: Knowledge Management, Project Management,
Innovation
E1/69 – Just Stark, Mario Arlt and D. H. T. Walker (2006),
OUTSOURCING
DECISIONS & MODELS - SOME PRACTICAL CONSIDERATIONS FOR LARGE ORGANIZATIONS
Abstract:
Outsourcing has recently spurred broad discussions due to the relatively
high failure rate of outsourced activities. To analyze how organizations can
increase their success rate of outsourcing activities, the authors take a
two-prong approach to the outsourcing decision and execution process, covering
the “why” and “how to” outsource. To determine the
optimal setup, the authors introduce six outsourcing dimensions, which trigger
the decision process and the subsequent procurement and execution processes.
Strategic and operational considerations as well as risk implications are further
elaborated.
Keywords: Outsourcing,
Project Procurement
E1/68 – Chris Manu and D. H. T.
Walker
(2006),
A PACIFIC
ISLAND EXPERIENCE OF KNOWLEDGE TRANSFER TO BUILD HUMAN CAPITAL POTENTIAL
Abstract: An
Many
projects of the type exemplified by the case study are funded by aid agencies.
This paper makes a contribution by presenting an evaluation tool for intangible
project outcomes. The findings may influence the design of project success
measures.
Keywords: Organisational
learning, Knowledge management, project management, Social capital
E1/67 – Justin M Stark, Eric Chan, David
McKenna, Peter Oswald and
D. H. T.
Walker
(2006),
IMPROVING
THE MANAGEMENT OF KNOWLEDGE IN PROJECTS THROUGH OPTIMIZING ICT
SUPPORT
Abstract: The use of Information Communications
Technology (ICT) within a project framework requires
that the sponsoring organization and project teams
strategy work together to ensure that knowledge is stored and made available to
the project team. To obtain the greatest benefits to the organization, this
information must be made available to other teams once the project is
completed. This requires sponsorship for
the knowledge management processes that continues after projects are completed
and a set of tools and ICT processes that facilitate
the management and storage of appropriate information within an ICT solution.
Keywords: Knowledge Management, ICT, Project Management, Strategy
E1/66 – T. Maqsood, D. H. T. Walker and A. Finegan, (2005)
UNLEASHING
INNOVATION AND CREATIVITY THROUGH MANAGING KNOWLEDGE IN SUPPLY CHAINS: CREATING
THE LEARNING CHAINS
Abstract
The
research focus of recent construction industry knowledge management research
has primarily been the development of knowledge management strategies for a
certain ‘single’ organisation to unleash innovation and creativity
by exploiting the resources available within the organisation. The emerging
paradigm of supply chain management dictates that unit of competition from
organisation vs. organisation will soon change to chain vs. chain. Hence, a
collective collaborative effort of all supply chain partners would be required
to achieve such innovation and creativity. This research explores the role of
knowledge management to serve as such a vehicle in the emerging paradigm
through which innovation and creativity can be unleashed by a collaborative
effort of all the members of the supply chain. The research is built on the
recently completed CRC for Construction Innovation Australia, research project
“Delivering improved knowledge management and ICT
diffusion in Australian construction industry” where a ‘Knowledge
Advantage’ framework was developed for a certain organisation to unleash
innovation and creativity. This paper explains how this framework can be extended
to take into account the supply chain partners and create a culture of
knowledge sharing through which a Knowledge Advantage for the whole supply chain can
be developed and used to unleash creativity and innovation in the construction
projects).
Keywords
Innovation, Creativity, Knowledge Management, Supply Chain Management, Knowledge Advantage
E1/65
– T.
Maqsood, D. H. T. Walker and A. Finegan, (2005)
THE ROLE OF KNOWLEDGE MANAGEMENT IN ENHANCING KNOWLEDGE PULL IN THE CONSTRUCTION
ORGANISATIONS TO DELIVER INNOVATION: A CASE STUDY
Abstract
Knowledge pull has become an
essential requirement for construction organizations to survive in this
knowledge era. As more and more industries are becoming knowledge based
recognizing knowledge as a vital sustainable asset, construction industry
cannot afford to lag behind for long. This paper argues that implementing
knowledge management principles in the organisation would generate forces with
in the organisation enabling the pull of knowledge from outside the
organisation to within and exploit it to deliver innovation. This would pave
the way for external sources of knowledge and innovation like universities or
research centres to work closely with the industry and would ensure that useful
and beneficial academic research would not go unnoticed. The paper provides an
account of the event where a certain construction organisation has benefited by
the effort of its employee who constantly strived to establish a link with the
external innovative knowledge by attending research conferences and brought
external knowledge of a certain innovative product within the organisation and
used it on a construction project to deliver amazing innovation leading to
profitability. Soft System Methodology (SSM) has been
used to deliver this case study and to develop deeper understanding of the
issues involved. The paper argues that such links with the external research
and knowledge bodies should be regulated and knowledge management provides the
organisation with such an interface.
Keywords
Knowledge
Management, Innovation, Research, Soft Systems Methodology
E1/64 – T. Maqsood, D. H. T. Walker and A. Finegan, (2005)
A
MODEL FOR DEVELOPING ORGANISATIONAL LEARNING TRANSFORMATION THROUGH KNOWLEDGE MANAGEMENT
Abstract
This paper reports on findings from a doctoral study. We
used an approach that resembles grounded theory to develop a model that
illustrates the interaction between people, process and technology in construction
organisations. The model proposes that knowledge management (KM) initiatives in
the organisation can enhance the interaction between people, process and
technology components of the organisation. We used soft systems methodology (SSM) about a mission-critical business process (the
pre-tendering process) of a leading Australian construction contracting
organisation to unearth tacit knowledge using rich pictures. Results obtained
from the study indicate a potential to trigger improvements in the pre-tendering
process by improving the integration of people’s tacit knowledge through
use of technology involved in this process. We argue that our model can assist
organisations improve its business processes and help it transform itself
towards becoming a learning organisation.
Keywords
Organisational
Learning, Knowledge Management, Innovation
E1/63 –Dale Christensen and D. H. T. Walker (2005)
THE PROJECT MANAGEMENT OFFICE A CENTRE OF KNOWLEDGE EXCELLENCE?
Abstract
Knowledge is widely regarded as one of an
organisation’s key assets. Heightened attention is now being focussed on
creating an environment that effectively maximises knowledge transfer. To this
end, the centre of excellence and its role within a corporate project office
provides a useful example of how this facility contributes to knowledge
management for project managers.
We explain in this paper how centres of
excellence can be viewed as a particular class of knowledge networks that has
great potential for making wise decisions. Its usefulness is that it helps to
focus those involved in project management on developing project management
knowledge assets. We hypothesise that this will contribute to the improvement
of project management practices and provide both tangible and intangible
outcomes for clients and project management practitioners.
Keywords
Communities of
practice, centres of excellence,
knowledge management, project management
HAVING
A KNOWLEDGE COMPETITIVE ADVANTAGE (K-ADV) A SOCIAL CAPITAL PERSPECTIVE
Abstract
The
purpose of this paper is to present a model of sustainable business practice
that focuses upon the organisation remaining competitive through its knowledge advantage.
In particular, this paper I will address the issues of The K-Adv concept and framework.
The K-Advantage framework can be used as a strategic tool to help organisations
develop a better understanding of how they can develop their core competencies,
by managing an environment that supports and harnesses knowledge to
deliver innovation that in turn delivers competitive advantage.
I
will place most of my emphasis in this paper on social capital aspects because
this is the most difficult to implement, though not conceptually difficult to
understand. I will identify the bodies of knowledge and theory that underpins
the K-Adv—drawing upon the wider management literature that often too few
Construction Management academics delve into. Outcomes from the Australian CRC
for Construction Innovation funded the research that I led (Project 2001-004 (2B)—Delivering
Improved Knowledge Management (KM) and Innovation Diffusion) are partially
reported upon in this paper.
Interestingly,
the model that I present has not yet been adopted and used (beyond proof of
concept) by CRC organisations participating in the research project. Comments
and feedback received during and after completion of the research project
indicates that it is controversial and somewhat intimidating, given their
present workplace culture. While there was widespread support and
acknowledgement of the value of both the model and the benchmarking CMM tools,
industry partners judged it as too difficult to implement from the standpoint
of challenging current competitive practices within organisations. This
provides an interesting dilemma and paradox worthy of discussion.
KEYWORDS: Organisational Learning, Organisational Culture, Sustainable Business
E1/61 – T. Maqsood, D. H. T. Walker and A. Finegan, (2005)
TACIT KNOWLEDGE AND WORLDVIEWS
– A CASE STUDY OF THE CONSTRUCTION TENDERING PROCESS
Abstract
Construction
projects are faced with challenges that cannot be ignored. These projects are becoming more highly
competitive, complex, and difficult to manage.
They become problems that are difficult to solve using traditional
management approaches. The research
approach adopted in this study is based upon Soft Systems Methodology (SSM). This approach
is suited to problems where there is situational complexity, and is being used
increasingly in studies of knowledge and value management in the construction
industry.
This paper examines the
benefits of applying SSM to problems of knowledge
management in construction project management, especially those situations that
are challenging to understand and difficult to act upon. It includes a case study that examines the
tendering process in a bridge construction project where differing worldviews
and the failure to draw upon tacit knowledge resulted in a less than
satisfactory outcome.
KEYWORDS: Construction projects, knowledge management, tacit knowledge,
worldviews, tendering process, Soft Systems Methodology
E1/60 – Tom Grisham and D. H. T.
Walker (2005)
COMMUNITIES OF PRACTICE: TECHNIQUES FOR THE INTERNATIONAL CONSTRUCTION
INDUSTRY
Abstract
Communities of Practice (CoP) are a recognized means of transferring knowledge, but
the development of CoP’s requires time and the
creation of a Knowledge Environment (The Need).
In the complex world of international construction, most projects are
unique physical undertakings (country, industry, technology, etc.), have teams
that have never worked together before (new customer, partners, teams, etc.),
have a limited duration, with participants located in numerous countries (The
Reality). Thus, there is a natural
tension between the need and the reality that requires strong cross-cultural leadership,
and special techniques, if CoP’s are to be
utilized.
The objective of this paper
is to address the challenges of building and nurturing CoP’s,
and some suggested techniques that can be employed. The tangible benefits of CoP’s,
indeed of Knowledge Management as well, are by their nature difficult or
impossible to quantify with metrics. The
conditions precedent for a Knowledge Environment to exist can however be
observed in the attitudes and actions exhibited by the participants in a
project. These behaviors
will be described from experience on three complex large international
projects.
KEYWORDS: Knowledge management, Project Management, Communities of
Practice
E1/59 – Lynda M. Bourne and D. H. T. Walker (2005)
STAKEHOLDER CHAMELEON – IGNORE AT YOUR PERIL!
Abstract
This
paper presents results from two case studies that clearly indicate that the
strategies needed to engage project stakeholder support are different for every
project, even when the stakeholders are the same people. The case studies
examine a construction project and an ICT project
undertaken within the same organisation that effected the working environment
of a common group of people.
These
case studies used the Stakeholder
Circle™ to identify, prioritise and visualise the relative
stakeholder influence. This tool implements a methodology that allows any
project team to make a meaningful assessment of its stakeholders and understand
their relative power and influence. The results of the analysis showed
significant differences in the processes needed to manage the respective
groups. The project teams recognised they needed to adopt significantly
different strategies to achieve stakeholder engagement, leading to stakeholder
satisfaction and a successful project.
KEYWORDS: Stakeholder management, Project Management
E1/59 – J Fiona
Peterson and D. H. T. Walker (2005)
PREPARING FOR
LEADERSHIP: KNOWLEDGE NETWORKS IN
POSTGRADUATE EDUCATION
Abstract
The inherent opportunities for communication,
collaboration and experiential learning in an on-line network create the
impetus for the new network paradigm in education, with resultant potential for
the development of new leadership capabilities such as transdisciplinary
problem-solving.
We present insights from two postgraduate programs
that use complex information and communication technology and experiential
learning as core elements of their delivery.
We aim to highlight both challenges and opportunities that these course
delivery mechanisms offer. Much of the
knowledge we have gained from managing these programs is tacit and so no amount
of manuals and executive briefing can truly convey how individual incidents
shape the outcome of a course. We
highlight one critical incident from each of the programs to represent the
tacit knowledge nature of leading programs that require complex ICT tools. These
examples will provide some understanding of the challenges and opportunities
presented by the programs.
The Master of Arts (Virtual Communication) combines
face-to-face and on-line learning for participants with diverse cultural and
professional backgrounds. Virtual
project management is central to the coursework situated within different
organisations, both locally and internationally. A virtual conference conversation will be
discussed to illustrate ‘Mode 2’ knowledge production in action
within this strategic knowledge network.
The Doctor of Project Management has 23 candidates
enrolled from North and South America, Africa, The Mid-East, Australia and
Pacific Islands all with varying backgrounds and project management
interests. The discussion will relate to
the context within which candidates focus upon their research interests. The
group dynamics and outcomes of a spontaneous exchange between students, drawing
upon their varied experience to address a specific problem, will also
demonstrate ‘Mode 2’ knowledge capability.
Establishing,
managing and maintaining on-line programs like these have many challenges. A candid discussion of the two events will be
presented to reflect upon experience gained.
KEYWORDS: Reflective Learning,
On-line Course Delivery, Transdisciplinary
Problem-solving, Mode 2 Knowledge, Strategic Knowledge Network
E1/57 – A. Arroyo and D. H. T. Walker (2004)
A LATIN AMERICAN STRATEGIC COMMUNITY OF PRACTICE
EXPERIENCE
Abstract
The concept of a community of practice (COP)
and its ability to effectively achieve knowledge sharing across organisations
is discussed from a knowledge transfer perspective. While many writers agree
that this is a logical and sensible way forward, many organisations still find
difficulty in deploying an effective knowledge transfer strategy through COPs. This is unsurprising as often the most valuable
knowledge not explicit but tacit and also described as being
‘sticky’—difficult to transfer. A major problem that many
organisations experience, is managing the barriers and drivers of knowledge
transfer. By understanding how knowledge may be effectively transferred in
different ways through COPs, we may be able to
accentuate the drivers and minimise some of the barriers to effective knowledge
transfer.
The management
literature has provides a growing number of examples of case studies of
knowledge transfer attempts from Europe, North America and the Asia-Pacific
Region. We offer a unique example from South America with insights that can add
to the body of knowledge using a case study on how a COP transfers knowledge.
KEYWORDS: knowledge management, project management, culture, communities of
practice
E1/56 – T. Maqsood,
D. H. T. Walker A. Finegan,. (2004)
CURRENT STATE
OF KNOWLEDGE MANAGEMENT, POTENTIAL AND TRENDS: IMPLICATIONS FOR CONSTRUCTION
INDUSTRY
Abstract
During
the past decade a paradigm shift in the domain of knowledge management (KM) has emerged out of learning
occurred from unfulfilled KM initiatives. This emerging perspective of KM
considers it to be more as a human activity rather than a technological
endeavour. The notion that knowledge can readily be captured and made part of
the machines and then easily shared with others has lost its strength. Rather,
knowledge creation and sharing is being advocated through socialisation
processes like building communities of practice, either real or virtual. The
esoteric, contextual and problematic nature of knowledge is becoming evident as
KM research is advancing into the realms of social constructivism. These
constraints in KM are being recognised, and KM strategies are being devised
that consider these limitations. Issues like leadership, vision and culture
have become central to the successful KM initiatives.
This paper
presents the changing face of KM through the review of the literature. It
argues that KM is not just another management fad or a recycled concept.
Rather, the various trends and potentials of KM research are identified within
the context of expanding boundaries and domain, and the potential benefit for
the construction industry
KEYWORDS: KM , Knowledge,
Innovation, Learning
E1/55 – T. Maqsood,
D. H. T. Walker A. Finegan,. (2004)
AN INVESTIGATION OF ICT DIFFUSION ISSUES IN AN
AUSTRALIAN CONSTRUCTION CONTRACTOR COMPANY USING SSM
Abstract
The leading
Australian construction organizations have ventured into the adoption of ICT (information and communication technologies) to cope
with their heavy communication needs. However, the organization-wide use and
the diffusion of these technologies have not been as successful as might be
expected. It is becoming important to investigate the issues that are acting as
barriers to the successful diffusion process.
This research
uses soft systems methodology (SSM) to investigate
the underlying diffusion issues. SSM has been used in
the domain of information systems (IS) and management for over 30 years to
explore complex situations. It can give structure to messy problems and aids in
understanding the nature of the problem that is helpful in devising a solution
to rectify these situations. This paper describes an investigation of the ICT diffusion issues in a major Australian construction
contractor where the widespread use of recently adopted ICT
is problematic.
KEYWORDS: Information
and communication technologies, diffusion, soft systems methodology
E1/54 – V. Peansupap and D. H. T. Walker (2004)
LARGE
AUSTRALIAN CONSTRUCTION FIRM INFORMATION AND COMMUNICATION TECHNOLOGY DIFFUSION
CONSTRAINTS
Abstract
Many practitioners and academics realise the importance of implementing information and communication technology (ICT) in construction organisations and identify various success factors influencing ICT implementation. However, few of them can adequately explain the barriers that may occur during from initial adoption to actual implementation stages. To fill the above gap, this paper adopts innovation diffusion concept and highlights the constraints of ICT diffusion within large Australian construction firms. Two case studies of web-based document management and one case study of Intranet document management systems are used to support our explanation. Our research results indicate that at the organisational level, these constraints are: a limited ICT investment budget; organisational adoption gaps; and business results gaps. The scope of this paper precludes us from discussing personal level and group level constraints that we have identified. However an understanding of the organisational level constraints may help us become more aware of possible ICT implementation delays at that level and solutions for these constraints are proposed in this paper.
KEYWORDS: IT
Implementation, technology diffusion and implementation barriers
E1/53 – Peter R. Davis and D. H. T. Walker (2004)
RELATIONSHIP
BASED PROCUREMENT
Abstract
Relationship based procurement
leads to mutual benefit in construction business-to-business dealings and
provides benefits over traditionally fragmented supply chains. Research in the
area of Relationship Marketing (RM) provides an insight into key variables of
collaboration and cooperation. These have the ability to enhance the
construction procurement value chain. Further, theory on the creation of social
capital and its role in generating intellectual capital between parties engaged
in collaborative project procurement is explored. For example, Nahapiet and Ghoshal (1998) have argued that social
capital comprises structural, cognitive and relationship dimensions and that
through combination and exchange of this social capital intellectual property
is created that leads to organisational advantage. Social and intellectual
capital adds an intangible benefit to participating in a relationship based
procurement systems. Project alliances are a particular kind of relationship
procurement system that rely on virtual organisations generating new knowledge
enabling teams to solve interrelated problems in a complex environment.
Utilising the theory described an insight into alliance projects recently
carried out in Australia is provided drawing on contemporary construction
literature. Instances are described where the RM literature together with
social capital knowledge fills gaps in the construction literature
KEYWORDS: Relationship
Marketing, Construction Procurement, Alliance
E1/52 – V. Peansupap and D. H. T. Walker (2004)
PROJECT
HISTORIES AND PROJECT LEARNING - A KNOWLEDGE MANAGEMENT CHALLENGE
Abstract
With the advent of information and
communication technologies (ICT), some construction
organisations have endeavoured to develop and maintain project history systems.
These are generally repositories that contain the data from previous projects.
However, they are often poorly designed, implemented, managed and applied. We
argue in this paper that a key reason for this situation is lack of senior
management support and a need for the proper integration of project histories
into a company's overall strategy and vision. However, recent interest in
organisational learning and knowledge management appears to have a positive
impact upon management practice in the construction industry. Management in
major companies are now incorporating these emerging business philosophies into
their overall strategy and vision. With the adoption of knowledge management
strategies into construction companies, it will be possible to access project
histories and conduct project learning in an efficient way. This paper provides
an interpretative investigation of the issues concerning project histories for
one leading construction company in Australia. A systems approach is used in
this study as a tool to comprehend the underlying processes and to highlight
the related issues
KEYWORDS: Project
Histories, Repositories, Project Learning, Knowledge Management, Learning
Organisations
E1/51 – V. Peansupap and D. H. T. Walker (2004)
STRATEGIC ADOPTION OF INFORMATION AND COMMUNICATION TECHNOLOGY (ICT): CASE STUDIES OF CONSTRUCTION CONTRACTORS
Abstract
Although the benefits
from using information and communication technology (ICT)
in construction processes is well known, construction companies are still
slow in its adoption. One explanation of this trend in slow innovation adoption
may be lack of innovation diffusion experience by senior managers who decide
whether to be early or late ICT adopters. There is no
easy answer to the question why this may be the case. Early adopters have to
accept high risks due to uncertainties associated with adopting innovation
whereas late adopters may lose any competitive advantage benefits through
falling behind with offering novel services. Further, few practical case
studies have been published on strategic ICT adoption
by construction organisations. This paper aims to increase the understanding of
the nature of early and late adopters of ICT and
identify risks that may occur. Data from three case studies of large construction
contractors’ adoption of ICT indicates that
construction contractors should be aware of early adoption of ICT risks, particularly if it requires commitment from
external project participants. The paper also exposes issues that organisations
should consider when adopting strategic ICT.
KEYWORDS: adoption
decision, strategic adoption, information technology
E1/50 – A, J. Wilson and D.
H. T. Walker. (2004)
THE STRATEGY
OF INFORMATION AND COMMUNICATION TECHNOLOGY DIFFUSION
Abstract
We reveal the ICT
adoption strategic focus and implementation processes undertaken by six
significant Australian construction companies and we also examine the nature of
the supply chain relationships associated with their ICT
adoption. We present a model to categorise and provide a profile of innovation
diffusion adoption based upon an innovator to laggard normal distribution
curve. Our findings indicate commitment to a strategic ICT
adoption vision and the importance of both a top-down and bottom-up
implementation strategy to manage organisational change and supply chain
relationships through ICT adoption for the six
companies
KEYWORDS: Information
and Communication Technologies, Innovation Diffusion, Strategy, Supply Chain
Management
E1/49 –D. H. T. Walker. and A, J. Wilson (2004)
The Knowledge
Advantage (K-Adv) Concept
Abstract
Research reported up here
explores innovation diffusion and knowledge management literature providing a
model of how organisations can enhance competitive advantage through a knowledge
advantage (K-Adv). This conceptual model is explained in sufficient detail to
indicate how an organisation may use it to benchmark its K-Adv maturity level.
This model was based upon extensive review of the knowledge management
literature and draws upon results from a parallel study on innovation
diffusion. The model was tested using unstructured interviews with key
personnel from a building construction contracting firm (annual turnover of
AUD$1 billion) and three Australian government departments responsible for
building and infrastructure projects. The innovation diffusion study also
included data from a global engineering consultancy. Both studies were competed
in mid 2004. The concept model was
accepted as being highly valuable for benchmarking by our collaborating
industry partners, but they showed reluctance to commit commercialisation
funding to develop a strategy for establishing how a benchmarking group might
be established to undertake KM consulting work using this model and tools
developed. The prevailing view was that currently, the Australian construction
industry is poorly prepared for the required cultural change necessary for
organisations to realise a competitive advantage based upon its knowledge
management approach.
KEYWORDS: Innovation Diffusion, Knowledge Management, Learning
Organisations
E1/48 –D.
H. T. Walker. And K. Nogeste (2004)
A PROCESS FOR IMPROVING THE DEFINITION AND ALIGNMENT
OF INTANGIBLE PROJECT OUTCOMES AND PROJECT OUTPUTS —REFLECTIONS ON RECENT
PROJECT MANAGEMENT RESEARCH
Abstract
It is becoming increasingly apparent that
many organisations are at last taking an holistic view
of the meaning of project success. Traditional project
management theory has stressed the ‘iron triangle’ of
success—achieving time, cost, and quality (fitness for use) outcomes.
In more recent times however, notions of value adding, project outcomes and
benefits that are more intangible and difficult to formulate have emerged.
Improved definition of intangible outcomes
is now the subject of leading edge research in performance measurement and
project management. In this paper, we report upon a study that has developed a
process for the improved definition and alignment of project outcomes (both
tangible and intangible) and tangible project outputs, which can be used as the
basis for defining and assessing project success. .
The process was developed
iteratively through a series of action research cycles, with each cycle
focusing on one of five (5) case study projects. The process was recently tested in a small
number of concurrent workshops conducted at a senior management conference of
the Victorian state police force, in Australia. Police officers’
responses to a brief survey were gathered before and after the workshops. Survey
results presented in this paper indicate strong support for the process and its
usefulness in managing projects where project success is assessed according to
the achievement of a combination of tangible and intangible outcomes.
KEYWORDS: benefits, project outcomes, project outputs performance measurement,
project management
E1/47 – T. Maqsood,
A. Finegan, D. H. T. Walker.
(2004)
BIASES AND HEURISTICS IN JUDGMENT AND DECISION MAKING:
THE DARK SIDE OF A TACIT KNOWLEDGE
Abstract
The crux of the knowledge management theory is to devise different
strategies to capture the tacit knowledge of the people in the organisation, to
make it explicit and to share it through out the organisation. This paper draws
from the literature in cognitive psychology and highlights the limitation of
the human mind by observing that knowledge is lost out of memory over time.
Judgement and gut feelings are usually associated with different forms of
biases and heuristics that may influence decision making negatively by altering
the context in which the knowledge has been constructed. The paper argues that
the timing and context in which tacit knowledge has been shaped is of immense
importance when attempting to capture it. Some of the tasks in the knowledge construction
process are non-routine and innovative. In such a case knowledge construction
results in the mind of people involved. If this knowledge is not immediately
captured or the context in which it is constructed is not preserved, it is at
risk of being lost or becoming biased over time. The paper suggests that, while
striving to capture the tacit knowledge of the individuals, it is important to
make sure that it is not under the influence of any bias and its context is
accurately perceived and preserved.
Biased and incomplete knowledge may do more harm than good and should be
avoided.
KEYWORDS:
Knowledge
management, tacit knowledge, knowledge construction.
E1/46 – V. Peansupap and D. H. T. Walker (2004)
UNDERSTANDING THE ICT INNOVATION
DIFFUSION PROCESS OF LARGE AUSTRALIAN CONSTRUCTION CONTRACTORS
Abstract
It is recognised that using information and communication technology (ICT) in the construction industry offers numerous productivity advantages. To obtain these benefits, many construction organisations are starting to invest in ICT, however, many still lack an understanding of how to effectively diffuse this technology. This paper aims to explain those factors that influence the diffusion process. Case studies were undertaken of projects involving us to extensively collaborate within three large construction contractors in order to understand the nature and process of ICT adoption and diffusion within their construction organisations. We used semi-structured interviews used to collect data from IT managers, implementers and professional ICT users. We offer a conceptual model of ICT diffusion to explain the relationships between various factors influencing the ICT diffusion processes.
Keywords- innovation diffusion, IT implementation, and
technology management
E1/45 – T. Maqsood,
A. Finegan, D. H. T. Walker.
(2003)
A SOFT APPROACH TO SOLVING HARD PROBLEMS IN CONSTRUCTION
PROJECT MANAGEMENT
Abstract
Construction projects are faced with a challenge that must not be
underestimated. These projects are increasingly becoming highly competitive,
more complex, and difficult to manage. They become ‘wicked
problems’, which are difficult to solve using traditional approaches.
Soft Systems Methodology (SSM) is a systems approach
that is used for analysis and problem solving in such complex and messy
situations. SSM uses “systems thinking”
in a cycle of action research, learning and reflection to help understand the
various perceptions that exist in the minds of the different people involved in
the situation. This paper examines the benefits of applying SSM
to wicked problems in construction project management, especially those
situations that are challenging to understand and difficult to act upon. It
includes relevant examples of its use in dealing with the confusing situations
that incorporate human, organizational and technical aspects.
Keywords: Construction Project Management, complex systems, problem
solving, Soft Systems Methodology
E1/44 – T. Maqsood,
A. Finegan, D. H. T. Walker.
(2003)
EXTENDING KNOWLEDGE MANAGEMENT ACROSS THE SUPPLY CHAINS IN
THE CONSTRUCTION INDUSTRY: KNOWLEDGE SHARING IN CONSTRUCTION SUPPLY CHAINS
Abstract
Supply chain management and knowledge management have emerged as two distinct
business philosophies in the last decade. Both are making rapid inroads into
the construction industry. The premise of this paper is that knowledge
management would make it possible for all the trading partners in a supply
chain to reap benefits. Current research in knowledge management in the
construction industry is generally targeting those big organisations that are
main contractors. This has restricted the scope of knowledge management, and
limits the benefits to a few, rather than the whole industry. If the
construction industry as a whole is to prosper and improve its productivity,
strategies for knowledge management strategy at the industry level must be
established. This paper argues the case for extending the scope of knowledge
management across the full extent of the supply chain, and attempts to identify
the benefits that may arise out of sharing knowledge across the supply
chain.
Keywords: Supply Chain, Supply Chain Management, Knowledge, Knowledge
Management
E1/43 – T. Maqsood, D. H. T. Walker, A. Finegan, Andrew P. Staedler. (2003)
INVESTIGATING
THE ROLE OF ICT IN IMPROVING PRODUCTIVITY IN
CONSTRUCTION SUPPLY CHAINS IN AUSTRALIAN CONSTRUCTION INDUSTRY
Abstract
The Australian construction industry is a fragmented and profoundly competitive
industry with high levels of subcontracting resulting in complex supply chain
formations. Traditional methods and forms of communication are being proven as
inefficient and losing their charm while participants face heavy volumes of
communications that often occurs on a daily basis between trading partners in a
supply chain on projects. Information Communication Technologies (ICT), due to their robustness and the ability to quickly
disseminate data/information, have the capacity to
address highlighted communication issues in a structured and an efficient
manner. Timesavings produced by these can be directly
translated in terms of productivity gain. This paper presents perceptions of
subcontractors working in the construction industry in Melbourne Australia on
the use of ICT obtained through an exploratory study.
Keywords: Information and Communication Technology (ICT),
Outsourcing, Subcontracting, Supply chain
E1/42 – D. H. T. Walker,
V. Peansupap. (2003)
INNOVATION DIFFUSION THROUGH STRATEGY AND A COP APPROACH
– AN AUSTRALIAN CONSTRUCTION CASE STUDY
Abstract
There has been strong support for a community of
practice (COP) approach for enabling knowledge transfer about how to use and
adopt innovation. One of the most powerful tools for innovation diffusion is
word-of-mouth wisdom from committed individuals who mentor and support each
other. A strategic COPs initiative can achieve this,
however, it may lack the organic energy levels associated with a grass roots COPs.
This paper presents a case study from the
construction industry in which a major innovative building company has
experimented with the concept of a ‘technology cell’ for diffusing
information and communication technologies (ICT)
innovations. We found that their approach to ICT
diffusion provides some useful lessons on how to engage support for ICT diffusion.
Keywords:
Communities of Practice,
Knowledge Management, Innovation Diffusion, ICT
E1/41 – D. H. T. Walker,
A. Finegan, T. Maqsood.
(2003)
USING A SOFT SYSTEMS METHODOLOGY APPROACH TO
KNOWLEDGE ELICITATION – AN AUSTRALIAN CASE STUDY
Abstract
Finding effective techniques for elicitation of tacit knowledge was
found to be a principal difficulty encountered in the late 1980’s and
early 1990’s with attempts to build knowledge based expert systems. The
main difficulty was in the knowledge engineer and the knowledge domain expert
finding a suitable language and conceptual basis for understanding the subtle
and contextual data that was vital for making sense out of highly confusing
situations where tacit knowledge is such a vital asset. Fortunately, the Soft
Systems Methodology (SSM) approach provides an ideal
way to unearth the context of confusing knowledge situations through its use of
rich pictures and model development to provide “thick” rather than
“thin” knowledge.
This paper provides insights into use of the SSM
approach for identifying knowledge assets for one of Australia’s major
construction contractors as part of a research project in knowledge management
in the Australian construction industry..
Keywords:
Knowledge Management, SECI model, Soft Systems Methodology, Innovation
E1/40 – V. Peansupap. D. H. T. Walker,
P. W. Goldsmith, A. Wilson, (2003)
FACTORS
INFLUENCING INFORMATION COMMUNICATION TECHNOLOGY DIFFUSION – AN
AUSTRALIAN STUDY
Abstract
During 2002, we undertook a study to investigate how ICT
is diffused within three construction industry groups: a public sector client,
an engineering consultant and a contractor associated with the Cooperative
Research Centre in Construction Innovation in Australia. These groups have
demonstrated a high level of maturity in their application of ICT to their project management processes. Each of the
organisations cooperated to identify ICT experienced
users. This enables us to obtain 117 responses to our questionnaire. While we
do not claim that our data are representative of the construction industry or
even these groups in general, they can however be considered as representative
of these particular high-level professional performers. Results from a case
study of these groups are expected to yield useful insights into the way that
leading-edge construction organisations attempt to effectively diffuse ICT. Each of these organisation
has diffused a range of ICT initiatives including
groupware, knowledge management and transactional applications that are more
readily recognised with project management.
This study is part of a wider ICT diffusion research project in which a theoretical
framework of ICT diffusion and change management
literature was drawn upon to enhance our understanding of ICT
innovation. Findings from this case study identify 11 factors that influence ICT diffusion. We offer a model that groups these into 4
influencers: individual (personal) characteristic; supporting management
factors; technology characteristic factors; and the influence of the workplace
environment. Our conclusions reinforce the importance of a coherent ICT diffusion strategy and are supportive environment that
requires substantial investment in training and collegial learning support
mechanisms.
Keywords:
Information Communication
Technology, Technology Implementation, Human Capital
E1/39 – T. Maqsood. D. H. T. Walker, A. Finegan, (2003)
KNOWLEDGE CHANNELIZATION AND
INNOVATION
Abstract
The model presented in this
paper is a conceptual one, based upon analysis of the literature and a series
of preliminary interviews in the construction industry. It is a part of a research project that is examining knowledge
management and innovation in the Australian construction industry. Extensive
research has focused on the various types of knowledge contained within
specific organisational settings exists in the domain of knowledge management.
However, rather less research is available that considers the flow of knowledge
from sources of innovations and its channelisation in
and out, and between organisations. The premise of the model lies in a
hypothesis that an organisation changes itself into a more mature, learning
organisation over time. Specifically, knowledge flows into it through
“pull” rather than “push” forces. This paper concludes
that a successful knowledge management initiative installs a learning and
knowledge sharing culture, which is easily adaptable to the new learning, and
poses little resistance to the new knowledge that flows in the organisation.
The model is an attempt to bridge the gap between research and its practical
application in construction through knowledge management, which is important to
improve the low productivity levels of the construction industry.
Keywords: Knowledge Management, Organizational Learning, Organizational Culture,
Innovation, External Sources Of Innovation
E1/38 – V. Peansupap. D. H. T. Walker, P. W.
Goldsmith, A. Wilson (2003)
DEVELOPING WITHIN-COMPANY INFORMATION AND COMMUNICATION
TECHNOLOGIES (ICT) INNOVATION DIFFUSION NETWORKS: A
STUDY OF THREE AUSTRALIAN MAJOR CONTRACTORS
Abstract
The innovation diffusion and knowledge management literature strongly
supports the importance of communities of practice (COP) for enabling knowledge
about how to use and adopt innovation initiatives. One of the most powerful
tools for innovation diffusion is word-of-mouth wisdom from committed
individuals who mentor and support each other. Close proximity for face-to-face
interaction is highly effective, however, many organisations are geographically
dispersed with projects being virtual linked sub-organisations using ICT to communicate. ICT has also
introduced a useful facilitating technology for developing knowledge networks.
This paper presents findings from a research program concentrating on ICT innovation diffusion in the Australian construction
industry. One way in which ICT diffusion is taking
place was found to be through within-company communities of practice. We
undertook in-depth unstructured interviews with three of the major 10 to 15
contractors in Australia to discuss their ICT
diffusion strategies. We discovered that in all three cases, within-company
networked communities of practice was a central strategy. Further,
effective diffusion of ICT groupware tools can be
critical in developing COP where they are geographically dispersed.
Keywords: Communities Of Practice, ICT
Diffusion, Innovation, Technology Transfer
E1/37 – Dale
Christenson and Derek H.T.
Walker (2003)
PROJECT STEWARDSHIP: THE CONVERGENCE OF PROJECT
LEADERSHIP AND MANAGEMENT
Abstract
There are
countless examples in the public and not for profit organizations of their
boards, executive directors and staff members confusing and misinterpreting the
constructs of management and leadership. This lack of appreciation for these
two important social constructs can significantly impact the effectiveness of
most organizations. The need for a clear
understanding between these two constructs is equally important, if not more
so, in a project environment.
The authors will argue:
1.
that there must be reconciliation
between the social constructs of leadership and management, and
2.
this
reconciliation must be applied in the project environment to increase the
likelihood of successful project outcomes.
An analysis of a case study will highlight the importance of the need
for delineation between the two constructs.
Key words: Stewardship; Leadership; Project Management.
E1/36 – James Norrie
and Derek H.T. Walker (2003)
USING THE BALANCED SCORECARD TO IMPROVE PROJECT MANAGEMENT PRACTICE
Abstract
In this paper we indicate how a balanced scorecard (BSC) framework can
be used to facilitate improved operational performance in large-scale projects
through the identification and clarification of project objectives, developing
well-defined and well-communicated links between project vision and the
enabling business strategy, and then monitoring and controlling key activities
to make sure results are achieved. The
authors challenge project managers to move from a triple to a quadruple
constrained model that adds the dimension of “on-strategy” to the
traditional “on-time, on-budget and on-quality” metrics used in
most project management methodologies.
To support their hypothesis, the authors present results from a
case-study of two separate project teams engaged in two similar projects within
a large global telecommunications organisation based in North America. Results
provide significantly evidence of the BSC tool’s strategic usefulness in
project management and that it facilitates better deliverables and improved
definition of project vision.
Key words: Balanced Scorecard; Leadership; Project Management
Methodology.
E1/35 – Dale Christenson and Derek
H.T. Walker (2003)
VISION AS A CRITICAL SUCCESS FACTOR TO PROJECT OUTCOMES
Abstract
The profession of project management has been evolving
over the past five decades and with it the understanding of what contributes to
project success. Project management principles and processes, in part, answered
the call for solutions to failing information technology (IT) projects. While
the rigorous application of project management structures and methodologies
will be responsible for some of the increase in IT project success of late, it
is likely to only account for part of this recent turn around in project
success. A significant driver of project management success is effective and intelligent
leadership communicated through an inspiring vision of what the project is
meant to achieve and how it can make a significant positive impact. This is
because much of what project management leaders do relies upon negotiating
commitment using the power of persuasion rather than influencing through the
application of contractual or formal power.
A particularly interesting project is used as a case
study in this paper to illustrate how project vision provided the glue that
attached and maintained commitment to a complex project involving diverse
stakeholders in whom the project manager had no formal power with which to
demand resources and commitment of participants. This IT project ended up being
judged a success compared to similar projects despite the difficulties
described. This success was substantially attributed to the project leadership
group’s use of a vision of what project success might mean.
Key words: Project management leadership; Vision, Stakeholder management.
E1/34 – Lynda Bourne and Derek
H.T. Walker (2003)
TAPPING INTO THE POWER LINES—A 3RD
DIMENSION OF PROJECT MANAGEMENT BEYOND LEADING AND MANAGING
Abstract
Project management is a relatively recent professional discipline. It initially
developed out of the construction and defence industry’s need to plan,
control and manage large, complex series of activities (projects) to produce
for example, a hospital, bridge or battleship. From these endeavours arose
‘hard’ skills for the most commonly accepted project success
criteria such as schedule, cost, scope and quality
management. However, project management can also be seen as being about
managing change, and project managers should be considered as change agents.
This is a particularly relevant view when considering non-traditional,
non-construction projects such as those in the sphere of IT or business process
change.
Successful completion of project deliverables depends on project
management of both ‘hard’
skills (time, cost, scope—1ST Dimension) and ‘soft’ skills (relationship
management—2nd Dimension) throughout the project lifecycle to
achieve project objectives that fully address stakeholder expectations. Until
recently, the focus of initiatives for improving the practice and profession of
project management has been on enhancing techniques and methods for developing
hard skills. The development of tools, techniques and frameworks to develop
essential soft skills such as managing relationships has been the subject of a
much more muted focus. Soft skills are required to facilitate the application
of hard skills because it is people who realise projects and not techniques or
hardware.
Project management does not occur in a vacuum. It requires an infusion
of enthusiasm and commitment powered by the full range of project stakeholder
energy sources, particularly from project management colleagues, that can be
tapped much like connecting to an energy grid. The key is knowing how and when
to connect to this organisational grid and identifying who the key connectors
(stakeholders) should be. Without attention to the needs and expectations of a
diverse range of project stakeholders, a project will probably not be regarded
as successful even if the project manager was able to stay within the original
time, budget and scope.
Keywords: project
management, stakeholder management, culture, organisation
E1/33 - Derek H.T. Walker (2003)
REFLECTIVE LEARNING AND THE ROLE OF PROFESSIONAL DEVELOPMENT OF PROJECT MANAGERS UPON LEARNING ORGANISATIONS
Abstract
The guiding principle of
professionalism has been that professionals perform a service beyond merely
doing a particular job. Rather, they reflect on the environment that influenced
their past performance and seek ways to not only understand what they do and
how they do it, but how they can improve their performance. While the medical
profession gained much from research into the science of medicine, public
health and the environment for well over a century, medical practitioners also
developed a rich source of learning from studying their medical practices.
Other professions have more recently emulated this reflective research approach
to provide deep insights into their work practices. This has the potential to
enhance the profession’s reputation, service levels provided to its
clients, and its impact upon society.
The development of
professional development programs (and at their peak the recent introduction of
professional doctorates in project management or DBA’s
with a dominant project management focus) has provided a strong impetus for
participants to productively engage in reflective learning. This paper presents
experiences from the development of the Doctor
of Project Management (DPM) program at RMIT University in Melbourne,
Australia. The program specifically targets coursework and research elements of
the program at senior project managers’ reflection on their project
management experience. This has unearthed a hidden opportunity for research by
mature-age practitioners that appears to generate in them an important
intrinsic motivation to not only participate in profound learning about project
management but to do so in a way that provides high level recognition through
the award of a doctoral qualification.
Keywords: Reflective Learning; Learning Organisations, Knowledge Management,
Professional Doctorates.
E1/32 - Derek H.T. Walker and Tony Sidwell. (2003)
MIRROR MIRROR ON THE WALL – REFLECTING
PROJECT MANAGEMENT
Abstract
The development of professional
doctorates has provided a strong impetus for participants to productively
engage in reflective learning. This paper presents experiences from the
collaborative development of the Doctor of
Project Management (DPM) program at RMIT University in Melbourne, and QUT, Brisbane. The program specifically targets coursework
and research elements of the program at senior project managers’
reflection on their project management experience. This has unearthed a hidden
opportunity for research by mature-age practitioners that appears to generate
in them an important intrinsic motivation to not only participate in profound
learning about project management but to do so in a way that provides high
level recognition.
Keywords
Professional
doctorate, project management education, organisational learning.
E1/31 - W. Goldsmith, D. H. T. Walker, A.
Wilson, V. Peansupap..
(2003)
A STRATEGIC APPROACH TO INFORMATION COMMUNICATION TECHNOLOGY DIFFUSION
– AN AUSTRALIAN STUDY
Abstract
The construction
industry can be characterised as fragmented as a consequence of its
project-based nature and its quasi-firm supply chain (Eccles, 1981). Industry
fragmentation may be decreasing with a shift from projects being regarded as
independent entities towards an industry with an integrated activity flow
through the supply chain. Information Communication Technology (ICT) forms the ‘glue’ that binds the project
supply chain members together, enabling closer and more effective coordination
of project teams. A closer virtual engagement through ICT,
together with increased acceptance of relationship-based procurement systems
such as Project Alliancing, has further cemented the shift towards supply chain
activity integration.
In this paper, we
outline four case studies of Australian construction companies that have
effectively embraced ICT as a tool for more
productive coordination of their project teams. Through their use of ICT, these companies are preparing to embrace the concept
of a virtual organisation linked by ICT to facilitate
efficient project communication and information exchange for decision-making.
These case studies identify how senior management has directed global strategy
for change and the extent to which they have empowered team members at
multiple-levels throughout their organisations to shape strategy and its
implementation.
This study is part of a wider ICT
diffusion research project in which a theoretical framework of ICT diffusion, change management and knowledge management literature,
was drawn upon to better understand ICT innovation in
the construction industry. In this paper we report upon progress on an ICT diffusion study of four out of approximately eight
leading-edge construction contractors investigated during 2002. Findings
demonstrate how effective a top-down and bottom up implementation strategy to
this kind of change can be achieved.
Key
words: Information and Communication Technologies, Innovation Diffusion,
Strategy, Skills Development.
E1/30 - Walker D.H.T.
and Keniger.M. (2002)
QUALITY MANAGEMENT IN CONSTRUCTION – AN INNOVATIVE ADVANCE USING A
PROJECT ALLIANCING APPROACH
Abstract
The
National Museum of Australia project was a building construction project
undertaken using a project alliancing approach. Key research findings
include strong evidence of development of a purposeful quality system that went
beyond traditional quality management procedures appealing to team
members’ intrinsic motivation to deliver best-for-project outcomes.
We
discuss the integration of the selection criteria and performance measures and
how these were used to provided a risk and reward structure that
provided the incentive for a high level of achievement of the projects’
goals. Organisational structure of the project alliance provided a cross-team
relationship outcome that sealed the quality culture observed on this project.
Keywords:
TQM Culture, Integrated Management, Project
Alliancing
E1/29 - Hampson K.D., Peters R.J. Walker D.H.T.
and Tucker S. (2001)
NEGOTIATION AND CONFLICT IN INNOVATIVE PROCUREMENT ENVIRONMENTS: THE
NATIONAL MUSEUM OF AUSTRALIA
Abstract
Constructive
conflict resolution requires considerable management time, skill and an
environment that supports a collaborative rather than adversarial approach.
Destructive conflict resolution leads to additional costs and delays to a
project, with potential for a breakdown in the relationship between client and
contractor—a genuine lose - lose situation. This paper acknowledges that
conflict in construction will always be present, but the culture of conflict
and the way it is managed can be enhanced through a more collaborative approach
to decision making. This may be facilitated through an innovative project
delivery system that promotes team collaboration and cooperation, such as
project alliancing.
The
purpose of this paper is to report research undertaken into the nature of
ethical negotiation and its impact upon conflict resolution. The research is
focused upon the National Museum of Australia in Canberra as a case study and
reflects data gathered on the project at a point just over half way through the
project construction period. Three broad areas of factors impacting negotiation
were identified: the aim of negotiation—relationship or contract; cultural
setting of negotiation—individual or collaborative; and emotional
awareness of negotiators—awareness of own and others' wishes, fears and
beliefs. Construction of the National Museum of Australia provides a powerful
case study to demonstrate how negotiation practices may operate on a project
alliance.
Keywords:
Negotiation, Project Alliancing, Procurement, Dispute Resolution, Project
Delivery
E1/28 - Derek H.T. Walker
and Derick S. Johannes (2001)
ORGANISATIONAL LEARNING INTENTIONS AND JOINT VENTURES IN HONG KONG INFRASTRUCTURE PROJECTS - A PILOT STUDY
Abstract
Organisations
have collaboratively sought to bridge capacity gaps to provide goods or
services. Forms of collaboration include partnerships, alliances and joint
ventures. Infrastructure projects in Hong Kong often require clusters of
resources, skills and capabilities that are difficult to obtain for any single
organisation to source using in-house resources. Large infrastructure
providers have sought to overcome this problem by forming joint ventures (JVs)
and other forms of relationships to cooperatively undertake these projects. One
motivation for establishing these relationships is to spread financial and
other risk. Another motivation is to capture learning so that this hidden and
intangible asset may applied later to improve their competitive advantage.
Results
from a pilot study investigating the nature of the JV relationship in Hong Kong
are reported upon in this paper. This research focused upon organisational
learning intensions of interviewed JV representatives. It explored why learning
from JV partners was deemed important by respondents and intended strategies
that facilitate this learning. Results indicate that respondents have a strong
strategic desire for learning from partners in collaborative relations that
deliver these projects.
Keywords:
Joint Ventures, Organisational learning, Relationship management.
E1/27 - Hampson
K.D., Peters R.J. Walker D.H.T. and Tucker S.
(2000)
PROJECT ALLIANCING AND INFORMATION TECHNOLOGY IN BUILDING CONSTRUCTION:
THE NATIONAL MUSEUM OF AUSTRALIA
Abstract
The
construction industry demands priority from all governments because it impacts
economically and socially on all citizens. A number of recent studies have
identified inefficiencies in the Australian construction industry by modelling
the building process. A culture of reform supported by industry and government
is now emerging in the industry – one in which alternate forms of project
delivery are being trialed.
The
Australian Building and Construction Industry Action Agenda brought together
industry and government to identify actions necessary to lift Australia’s
innovative and knowledge creating capacity at the sector level. A central
activity under this Action Agenda was dissemination of information relating to
industry best practice initiatives in innovation, project delivery and the use
of information technology. Government and industry identified project alliance
contracting and more advanced information technology as means to increase
efficiency in construction as part of a new innovative procurement environment.
The Acton
Peninsula Development in Canberra has provided an ideal opportunity to case
study the use of project alliancing and information technology as key platforms
in a more innovative project delivery environment. This paper describes the
collaborative research project developed to identify, analyse and disseminate
information relating to best practice of project alliancing and the
implementation of more advanced information technology in constructing the
National Museum of Australia on the Acton Peninsula.
Keywords:
Project alliance, relationship contracting, procurement, information
technology, building, construction, National Museum of Australia.
E1/26 - Steane
P.D. and Walker D.H.T.
(2000)
PARTNERSHIPS AS MECHANISMS OF CHANGE IN PUBLIC MANAGEMENT REFORM
Abstract
Public
management regimes are changing in an effort to reform the way they operate.
Competition and contracts have traditionally been presented as mechanisms
facilitating such change. This paper argues that short-term contractual
arrangements do not live up to all the reformist expectations. Competition
practices are more transitory and limited in scope. Recent developments in
public management suggest that greater effectiveness in service delivery
includes arrangements that are aligned with more long-term partnership
arrangements.
This
alternative view to reform is one that lauds the importance of networks in
managing interdependency between organisations. This goes beyond simple
strategic positioning to the formation of partnerships comprising social
capital that possesses long-term benefits for organisational effectiveness and
efficiency in delivering public services.
An exclusive preference for competitive tendering and contracting can limit the
growth of partnerships across sectors at community levels.
Cases are
used from the United States, the United Kingdom, Australia, New Zealand, Asia
and the OECD to illustrate that partnership policies
and practices offer greater effective and efficient service delivery.
Keywords:
Public Management, Partnerships, Competition, Reform, and Social Capital
E1/25 - Hampson K.D., Peters R.J. and Walker
D.H.T. (2000)
SKILL DEVELOPMENT FOR INNOVATIVE PROCUREMENT ENVIRONMENTS IN
CONSTRUCTION
Abstract
The
construction industry should be a priority to all governments because it
impacts economically and socially on all citizens. Sector turnover in
industrialised economies typically averages 8-12% of GDP. Further, construction
is critical to economic growth. Recent Australian studies estimate that a 10%
gain in efficiency in construction translates to a 2.5% increase in GDP
Inefficiencies
in the Australian construction industry have been identified by a number of recent
studies modelling the building process. They have identified potential savings
in time of between 25% and 40% by reducing non-value added steps in the
process. A culture of reform is now emerging in the industry – one in
which alternate forms of project delivery are being trialed.
Government
and industry have identified Alliance Contracting as a means to increase
efficiency in the construction industry as part of a new innovative procurement
environment. Alliance contracting requires parties to form relationships and
work cooperatively to provide a more complete service. This is a significant
cultural change for the construction industry, with its well-known adversarial
record in traditional contracting. Alliance contracts offer enormous potential benefits,
but the Australian construction industry needs to develop new skills to
effectively participate in the new relationship environment.
This
paper describes a collaborative project identifying skill needs for clients and
construction professionals to more effectively participate in an increasingly
sophisticated international procurement environment. The aim of identifying
these skill needs is to assist industry, government, and skill developers to
prepare the Australian construction workforce for the future. The collaborating
Australian team has been fortunate to secure the Australian National Museum in
Canberra as its live case study. The Acton Peninsula Development is the first
major building development in the world awarded on the basis of a joint alliance
contract.
Keywords:
Skill development, alliance contracting, relationship contracting,
partnerships, procurement, building construction.
E1/24 - Sidwell A.C. and Walker D.H.T.
(2000)
THE DEVELOPMENT OF CONSTRUCTION ENGINEERING CURRICULUM FOR ENGINEERING
COURSES IN THAILAND
Abstract
The
strong Thai economy over the last decade has stimulated the both the
construction of many large infrastructure projects and concomitant growth in
engineering courses at universities. Although the courses are
fundamentally sound in structure, and the academics well qualified,
international developments in construction engineering have outstripped their
traditional engineering education. The Kingdom of Thailand and the
Commonwealth of Australia are collaborating in a project to assist Thai public
universities to develop personnel, curricula and management practices to
respond rapidly to the country’s urgent need for scientific,
technological and engineering education and training. The project is
funded by the Kingdom of Thailand, the World Bank and AusAID
through the Thailand-Australia Science and Engineering Assistance Project (TASEAP). It embraces both science and engineering
curricula, and eight engineering disciplines including construction
engineering.
The
project involves undertaking a needs analysis to identify the nature of
construction engineering programs in Thailand and develop strategies for
meeting four general objectives in:-
- curriculum development,
including course structures and content, teaching and learning
methodologies, use of computer assisted learning;
- enhancement and
development of a research culture with assistance in development of
research skills, methodologies and performance measurement.
- academic staff
development, specifically through Thai Fellowships in Australia and
participation in Workshops in Thailand;
- assistance in developing
a construction engineering education network with improved links with
industry;
Keywords: Construction management in Thailand, curriculum development,
Thai-Australian aid Project
A PERFORMANCE FRAMEWORK FOR MEASURING AND EVALUATING PROJECT TIME
PERFORMANCE IN THE CONSTRUCTION INDUSTRY
Abstract
The study
of success factors operating in the construction process has been a research
area keenly pursued by construction management, construction economics,
quantity surveying and civil engineering academics. In developing tools
and techniques to measure and evaluate successful delivery of construction
projects, some interesting approaches have been employed.
This
paper summarises the framework adopted to measure and evaluate construction
time performance in the construction industry. It traces the development from
early studies that attempted to provide a model to predict construction time
from construction cost to models that attempt to introduce management factors.
It also demonstrates how analytical tools such as ANOVA, factor analysis, and
correlation analysis have been used to examine construction time performance.
Key
words: Construction Time Performance, Benchmarking, ANOVA, Factor Analysis
E1/22 - Walker D.H.T.,
Hampson K. and Peters R. (2000)
PROJECT ALLIANCING AND PROJECT PARTNERING -
WHAT'S THE DIFFERENCE? - PARTNER SELECTION ON THE AUSTRALIAN NATIONAL
MUSEUM PROJECT - A CASE STUDY
Abstract
There has
been increasing interest in the concept of Project Alliancing stemming from the
late 1990's. While Project partnering is a widely understood concept, the same
may not be said of alliancing. Indeed, there is some confusion as to the
difference between alliancing, partnering and other forms of relational
contracting. This paper attempts to provide definition and clarity to enable us
to discern between these terms. The recently started Australian National Museum
project is used as a case study example to explain how project alliancing
partners are selected.
The major
difference between project partnering and project alliancing is in the way in
which the contract for undertaking the work is undertaken. Significant
differences occur in the selection process, the management structure of the
organisation undertaking the project and the nature of risk and reward
incentives. The Australian National Museum project appears to be
groundbreaking, as it is the first alliance building project to be undertaken
in Australia and this helps clarify what project alliancing means and how
partners are selected.
Key
words: Project Alliancing, Project Partnering, Relationship Contracting.
INFORMATION TECHNOLOGY AND PROCUREMENT - ONE SCENARIO FOR THE 3RD
MILLENNIUM
The
effective use of IT has been recognised as a critical competitive advantage in
all industries. The construction industry is no exception. The strategic use of
IT being required in the construction industry has attracted increasing
attention. It is now well recognised that the introduction of change,
particularly IT, brings with it difficulties of ensuring that change processes
help and not hinder decision making and good administration. This paper
presents the kind of problems faced by the introduction of IT in a novel and
innovative way, through a fictitious case study set in the near future. The use
of hypothetical future scenarios is presented as a means of highlighting
problems needing attention and planning. While the scenario is presented in a
somewhat light-hearted tone, it reveals serious issues requiring earnest
contemplating and reflection of the application of IT. The paper concludes with
a brief summary of the issues raised.
This
paper presents a hypothetical case study set in the beginning of the third
millennium. It then discusses issues raised and reflects upon how procurement
systems are affected by and affect what is described as a rich bog snorkelling
environment (RBSE). Guidelines for avoiding an RBSE are presented.
Keywords
- IT, Bog Snorkling, Procurement Systems, Humour.
E1/20 - Steane P.D. and Walker D.H.T. (1999)
COMPETITION AS A REFORM STRATEGY IN PUBLIC MANAGEMENT
Abstract
Public
sector regimes in Australia are reforming their operations to enhance
effectiveness and efficiency. Competition and contracts are presented
as mechanisms facilitating such reform in areas such as costs,
productivity and quality. This paper argues that short-term contractual
arrangements such as compulsory tendering do not
live up to such reformist expectations. As such unresolved questions preclude
any final judgment about the benefits claimed for contracts and
tendering in public management. An alternative view to reform based largely
upon transaction costs, lauds the importance of networks in
managing interdependency between organisations (Hahn 1984:323; Fukuyama 1995;
Limerick and Cunnington 1993; Nahapiet
and Ghosal 1998). This goes beyond simple strategic
positioning to the formation of social capital that possesses long-term
benefits for organisational effectiveness and efficiency.
Furthermore, business practice suggests that success is linked to an ability to
be flexible in environments noted for change more than constancy. However, the
preference given to compulsory competitive tendering (CCT)
and to competitive tendering and contracting (CTC) by
state and federal governments in Australia limits the growth of networks at
community levels. Public policy developments in the process of micro-economic
reform as well as CCT and CTC
are critically analysed in this paper in terms of their impact on the
procurement process.
AN EMS EXAMPLE OF SHIFTING FROM CLIENT TO STAKEHOLDER FOCUS
Abstract
Much of
the total quality management (TQM) literature
stresses client focus as a principal concern to be addressed but ignores the
wider context of goods and services satisfying society's needs. It is widely
assumed that laying resolute focus upon customer needs will at the same time
benefit society in general.
Issues
such as 'the triple bottom line', which focuses on company profit performance
being balanced by demonstrated performance on delivering value to society while
improving the ecological environment, have recently emerged as a pressing
issue. It can be argued that parts of current standards such as ISO 9000
address these issues, OHS
for example addresses some of the ethical and social concerns regarding
provision of a safe working place. The ISO 14000 Environmental management
system (EMS) addresses a number of concerns relevant to the environmental
issues raised by supporters of the 'triple bottom line'. Argument for shifting from
a client to stakeholder focus with EMS as an example of how this may be
achieved is presented.
Key
words: Quality Management Systems, ISO 14000 Environmental Management System,
Stakeholder Analysis.
E1/18 - Walker D.H.T.
and Steve Rowlinson (1999)
PROCUREMENT AND THE WORLD WIDE WEB (WWW) – PRESENTING COMPANY
CAPABILITIES FOR SELECTIVE TENDERING
Abstract
For an
increasing number of industry sectors, the world wide web
(WWW or ‘the web’) is both an opportunity and a threat to
adequately presenting a firm’s capability to best advantage. A trend that
is currently gathering pace is the outsourcing of services. Additionally, with
increased competition and countless potential tenderers
for the procurement of service contracts, the need for a firm to be able to
present its capabilities in its best light is an increasing pressure on the
procurement’s system capacity to deliver viable competition.
If the
web is to be used to help short-listing of potential service providers then
service providers will need a model of best practice to help them present
themselves in their best light. This paper assumes that the web will be used s
one means of short-listing firms. Additionally, it is presumed in this paper
that firms are capable of project managing their marketing to include a web
presence. Given these assumptions, there is an need
for the literature to provide case study examples of the use of web
communication for presenting a firm’s capabilities that is helpful to
firms in formulating their web strategy to take advantage of this anticipated
and growing global market.
This
paper presents some examples of capabilities statements on the web with
analysis. While the scope of the paper is necessarily limited it does provide
helpful hints and tips for those interested in establishing a web presence that
will provide procurement opportunities.
Key
words: World wide web (WWW or ‘the web’),
Procurement, Marketing Services.
E1/17 - M. Loosemore
M, Lingard H, Walker D.H.T.
and Mackenzie J (1999)
BENCHMARKING SAFETY MANAGEMENT SYSTEMS IN CONTRACTING ORGANIZATIONS
AGAINST BEST PRACTICE IN OTHER INDUSTRIES
Abstract
In issues
of health and safety, the construction industry can learn from other industries
which have higher performance levels. The benefits of improved health and
safety performance are; increased efficiency, competitiveness and
profitability; reduced delays/disputes and conflict; positive publicity; more
highly satisfied and motivated staff. This paper describes a research project
which is investigating the hard and soft factors that determine safety
performance in construction contracting organizations. The “critical
incident technique” and “fault-tree analysis” are used to
compare construction industry performance with best practice in other
industries. The paper largely focuses upon the justification for such research
and upon the methodology to be used. One unique characteristic of this
methodology is that it is designed to both increase
understanding of health and safety influences and to bring about a real change
in performance levels within the construction industry. The latter is achieved
through the incorporation of a period of reflection, implementation and
feedback, where the researcher can assist participating contractors to bring
about recommended changes.
Keywords:
Health and safety, performance, benchmarking, systems. behavior.
E1/16 - Walker D.H.T. and Lloyd-Walker B. M.
BUILDING PROCUREMENT AND ORGANISATIONAL LEARNING - MISSED OPPORTUNITIES
Abstract
A series of
recent Australian studies into construction time performance revealed that
neither the building construction companies nor the client undertook any
meaningful organisational learning activities to ascertain what could be
learned from the experience of managing building and civil engineering
construction projects. Post project evaluation studies were not required for
the building and civil engineering projects but this was not the case for the
process engineering projects. A post project evaluation was expected by clients
and provided as part of services procured for process engineering projects.
Organisational
learning codifies experience gained by individuals and teams in a form that
adds value to an organisation. Learning is an asset, comprising intellectual
property, which can be re-used to add competitive advantage. It is also an
effective means by which innovation can be introduced to organisations.
Innovation is often generated from team members’ personal experiences
brought with them from one temporary organisation to another.
It is
argued that the building industry should not only initiate post project
evaluation but also a process of continuing organisational learning during the
entire life cycle of the project.
Keywords:
Procurement, Organisational Learning, Construction Time Performance,
Competitive Advantage.
E1/15 - Walker D.H.T.
and Vines M.W.
CONSTRUCTION TIME PERFORMANCE IN MULTI-UNIT RESIDENTIAL CONSTRUCTION -
INSIGHTS INTO THE ROLE OF PROJECT PROCUREMENT METHODS
Abstract
Construction
time performance variables have been identified in recent work undertaken for
the Construction Industry Institute of Australia (CIIA)
which related specifically to non-residential non-engineering construction
projects. This work involved face to face questionnaires surveying 45 completed
projects. Results indicate project team effectiveness contributed significant
influence on construction time performance. Project complexity also contributed
to construction time performance.
Further
studies were undertaken using a similar survey method to bridge the gap of
knowledge pertaining to construction time performance and multi-unit
residential construction. Results from the CIIA and
this study are compared and reported upon in this paper. Conclusions from the
latest survey indicate that the following factors also affected construction
time performance: relationships between builder and sub-contractor; the degree
of experience and expertise in the same type and size of project; the builders current workload and resource availability; and
procurement method. This latter factor is addressed in this paper.
Key
words: Construction time performance; Procurement; Risk; Contract Variations.
E1/14 - Walker D H.T. and Betts M
INFORMATION TECHNOLOGY FORESIGHT: THE FUTURE APPLICATION OF THE WORLD
WIDE WEB IN CONSTRUCTION
Professor
Derek H.T. Walker - Head of Department of Building
and Construction Economics, RMIT, Australia
Professor
Martin Betts - Deputy Director, Research Centre for the Built and Human
Environment, University of Salford, UK and Chief Executive, Construct IT Centre
of Excellence, UK.
Abstract
Information
technology (IT) is fundamentally changing global construction business. The Internet, and more specifically the World Wide Web (WWW)
will be key to this change. Forecasting technological change is notoriously
difficult. This is becoming further exacerbated by the increasingly evident
cycles of over-hype and disillusionment that new technologies and management
paradigms face.
Science
policy research has developed innovative forecasting methods to deal with such
a problem. Key within these is the use of scenarios to describe the integrative
effects of developments in parallel technologies and their socio-economic
context.
This paper
contains a detailed scenario of the way the WWW may be used in global
construction in the year 2001. Analysis of the scenario causes key questions to
be asked regarding the impact of technology development in construction. These
questions are in need of urgent, serious consideration by: governments, senior
construction executives, educators, students, researchers, recruiters, and new
entrants to the industry.
The
answers to these questions will help shape a key component of the research and
innovation agenda for construction for what is left of this millennium.
E1/13 - Humphries D. C. and Walker D H.T.
WHICH SERVICES, PROVIDED BY CONSULTANT PROJECT MANAGERS, ARE ESSENTIAL?
Abstract
There are
many professionals, from a wide variety of backgrounds, offering project
management services in the construction industry in Australia. In terms of
marketing their services, project managers may be tempted to persuade clients
that particular services they are capable of providing are in some way
essential. Obviously, if this marketing strategy is successful, then such
professionals have expanded their opportunities to earn revenue from expanded
service to be offered. These services may overlap, or replace, services offered
by other professionals in the construction industry.
Recent
research that addressed the problem of defining what range of services are
required to be provided by consultant project managers for major building and
infrastructure projects by classifying them into ‘Fundamental’,
‘Significant’ and ‘Not Essential’ services is
discussed. The advantage of having such a classification is that clients can
decide more readily which services should be provided independently by the
project manager, and which may be provided by others.
The paper
should be of interest to client who are faced with
deciding which project management services should be handled either in-house or
by a consultant project manager, and which services could be better provided by
other specialist consultants.
Key
words: Project Management Services, Project Teams
CHARACTERISTICS OF A GOOD CLIENT'S REPRESENTATIVE
Abstract
Recent research undertaken on a representative sample of 33 construction
projects in Melbourne Australia, revealed interesting insights into reasons why
some buildings are constructed more quickly than others. The study, which
formed the basis of a doctorate, analysed 102 factors which may affect
construction time performance. The 102 variables were investigated using
regression analysis, One Way Analysis of Variance (ANOVA) and correlation
analysis.
Conclusions
flowing from an investigation of the literature together with results of the
findings (Walker 1994) suggest that the quality of the relationship between
client representative, the design team and construction management team is a
major and significant factor governing construction time performance. While
managerial performance of the manager of the construction team was found to be
the most significant factor, the interaction between the client's
representative and the construction management team was found to be pivotal in
facilitating good construction time performance.
This
paper discusses in detail the characteristics of a ‘good’ client's
representative from the perspective of the manager of the construction team.
Interesting and valuable insights can be gained from this work. One of the
suggestions flowing from the work is that selection of the client's
representative should be based on a capacity of the client's representative to
engender confidence in the project team. Important client's representative
characteristics are discussed which can be used to select the appropriate
person to lead a project team in terms of construction time performance.
Key
words: Construction Time Performance, Client’s Representative
Characteristics.
E1/11 - Derek H.T. Walker
and M. Loosemore
FLEXIBLE POWER STRUCTURES AND CONSTRUCTION TIME PERFORMANCE
Abstract
Recently
completed research which investigated the factors that affect construction time
performance (CTP) revealed the pivotal role that certain people and
relationships play. In particular the construction manager's (CM's) problem solving abilities and the
quality of their relationship with the client's representative seem
important. The paper goes on to argue that other people and relationships may
be important to the protection of different goals. Unfortunately however case
study evidence is presented which suggests that the relatively fixed legitimate
power structures established by most contracts within the construction industry
suppress the influence of key players. In this way, contracts make a positive
contribution towards preventing the attinment of
project goals. The paper ends with the recommendation that contracts should
create more flexible power structures so that the important people can move in
and out of the ascendency as required by the nature
of problems that continually confront projects.
Key
words: Construction time performance, benchmarking, problem solving,
behaviour, communication, control
E1/10 - Stefan Anton and Derek H.T.
Walker
ANIMATION TECHNIQUES USED IN CAL
Abstract
Proponents
of computer assisted learning (CAL) claim that increasing interest in using CAL
in tertiary education is due to enhanced student's learning through CAL's potential for interactive learning, high visual
impact, immediate performance feedback, and flexibility of timing and
sequencing of studies.
Two
animation applications from currently used CAL modules are discussed in this
paper. Discussion of the first application, relating to the ‘five sector
model’ in macro-economics, demonstrates how feedback can be effectively
used to help students reflect on what they have learned. The second application
illustrates and discusses the improvement offered by animation in the
representation of construction technology teaching and how this helps students
place learning in a practical context.
Student
feedback suggests that the learning approach holds promise for the applications
illustrated in this paper, however, this promise cannot be realised without
student interactivity and engagement with CAL products. The cost of undertaking
this kind of courseware development requires significant but not unreasonable
resources. It is helpful if development is part of a strategy for continual
quality improvement of courseware and that electronic forms
of data and information is made available as a ready source of input to CAL
courseware development.
Key
words: Computer assisted learning, Tutoring Systems, Simulation, Learning Theory.
PROCUREMENT SYSTEMS AND CONSTRUCTION TIME PERFORMANCE
Abstract
During
1993 a detailed study was undertaken of 33 construction projects built in
Melbourne over the last 5 years. The objective of the study was to gain an
understanding of why some buildings are constructed faster than others by
identifying risk factors, how builders coped with them, and how they structured
their organisation and management resources to cope with identified risks.
Results
revealed that contract type does not significantly affect speed of construction
and that several client related factors proved more significant, particularly
how well clients relate to the project team. These results
pose an interesting insight into the nature of the client/project team
relationship and throws some light onto conclusions drawn by others that
non-traditional form of procurement achieve better construction time
performance (CTP) results than that of a traditional approach.
Key
words: construction procurement methods, productivity, client
influence.
CONSTRUCTION TIME PERFORMANCE MELBOURNE RESEARCH FINDINGS
Abstract
A detailed
study of 33 construction projects drawn from non-residential non-civil
engineering projects of between $4 million to $45 million construction value,
constructed in Melbourne during the 1987 to 1993 period, was undertaken during
1993. The objective of the study was to better understand why some buildings
are constructed faster than others by identifying risk factors and how
construction managers respond to cope with those risks.
The
findings revealed significant factors fell into three groups: construction
management (CM) effectiveness; client sophistication in terms of creating and
maintaining positive project team relationships with the CM and design team;
and project external factors (inherent site conditions and the economic
environment).
Preliminary
findings are presented with particular focus on further work that can be
undertaken.
Key
words: Productivity, Team Management, Client Sophistication.
RISK IDENTIFICATION AND DEVELOPING BENCHMARK MEASURES FOR CONSTRUCTION
TIME PERFORMANCE
Abstract
During
1993 a detailed study of 33 construction projects drawn from non-residential
non-civil engineering projects of between $4 million to $45 million
construction value, constructed in Melbourne during the 1987 to 1993 period,
was undertaken. The objective of the study was to understand why some buildings
are constructed faster than others by identifying risk factors and how
construction managers responded to cope with those risks.
Once risk
factors are identified, appropriate benchmark measures can be design to assess
whether a construction team manager is adequately prepared for risk and
uncertainty.
Key
words: Productivity, Team Management, Benchmarking.
KNOWLEDGE BASED EXPERT SYSTEMS FOR TEACHING AND LEARNING - A CASE STUDY
ON BRICKWORK FAULT DIAGNOSIS
Abstract
In 1991
groups of students from the Bachelor of Building Construction Management and
Bachelor of Construction Economics degree courses at RMIT were confronted with
a building fault diagnosis case history problem. They were required to use a
decision tree approach to identify and develop a diagnostic tool for
determining probable causes of building faults and recommended solutions.
In 1992
Department staff developed a knowledge based expert system (KBES) to assist in
the diagnosis of cracks in masonry walls. This KBES was then used as a core
feature of a case history example which was used to assist teaching building
materials science and technology.
This
paper explores the development and adoption by the Department of a KBES
approach to computer assisted learning (CAL) in education. Theoretical work of
others defining a KBES and the usefulness and limitations of the KBES shell
used will be explored. Experience gained by the Department and feedback
provided by students engaged in this approach to learning will also be
discussed.
Key
words: Computer Assisted Learning (CAL), Knowledge Based Expert Systems (KBES),
Problem Based Learning (PBL), Building Science and
Technology.
A COMPARISON OF TWO CASE STUDIES ILLUSTRATING THE RÔLE
OF THE MAJOR PROJECTS UNIT IN FACILITATING COMPLEX PROJECTS IN VICTORIA,
AUSTRALIA
Summary
This
paper reviews how a special government agency established by the Government of
Victoria (The Major Projects Unit) was used to facilitate the initiation of
strategic projects on government owned or controlled land. Two projects are
compared and contrasted, the first the World Congress Centre (WCC) has been completed while a second project, the Bayside Development, has encountered many problems and has
not yet commenced. The nature of these complex projects will be explored, along
with how the Major Projects Unit (MPU) was used as a
facilitating and co ordination agency to initiate them.
The rôle of the MPU and lessons
learned from the use of this entity will also be discussed in order that we may
conclude where such entities may be appropriately used to facilitate future
projects in Victoria or elsewhere.
Key
words: Project Management, Development Initiation, Strategic
Development.
E1/04 - Mark Vines and Derek H.T.
Walker
DEVELOPING A KNOWLEDGE BASED EXPERT SYSTEM 'CRABES'
FOR BRICKWORK FAULT DIAGNOSIS
Abstract
Effective
fault diagnosis is very important for builders, building owners and users of
buildings so that faults can be identified, strategies for rectification
formulated and options considered. It is also important that the cause of
faults be ascertained as early as possible because rectification cost and time
implications may increase over time as building faults compound upon each
other.
A useful
approach to fault diagnosis is to obtain expert opinion on the nature of the
fault, its likely cause, and a cost-effective solution. Recent
developments in knowledge based expert systems (KBES) allows users to
interrogate a computer program as if it were an expert. The development of a
KBES to assist in diagnosing one specific fault, cracks in brickwork/masonry
walls, will be discussed.
Key
words: Expert Systems, Fault diagnosis, Brickwork Faults.
ACADEMIC GAMING AND SIMULATION - "SKYLINE" AS AN ILLUSTRATION
Abstract
The use
of simulation exercises as part of the learning process has long been valued by
educationalists. This paper describes academic gaming and simulation and uses
the property simulation game SKYLINE as an illustration of a useful tool for
conceptual learning. SKYLINE uses a combination of computer spreadsheet and
board game to facilitate the acquisition of knowledge regarding real estate
investment decision making. Useful lessons can be learned from this approach.
Key
words: Academic Gaming, Simulation, Real Estate Investment Gaming.
DEVELOPING AN EXPERT SYSTEM TO ESTIMATE THE CONSTRUCTION TIME OF
AUSTRALIAN PROJECTS
Summary
Recent
research indicates that the construction time of a project can be estimated
from a small number of variables. This would appear to be a simple application
for an expert system.
A
prototype expert system was developed using 'VP Expert' to demonstrate how such
a system can be used to recommend a construction period for given conditions.
The paper contrasts difficulties encountered in knowledge acquisition with the
simplicity of building an expert system using VP Expert.
Keywords: Expert Systems,
Knowledge Acquisition, Construction planning.
KNOWLEDGE ACQUISITION IN THE DEVELOPMENT OF AN EXPERT SYSTEM TO
DETERMINE THE CONSTRUCTION TIME OF A PROJECT IN AUSTRALIA
Abstract
Recent
research indicates that the construction time of a project can be determined
from a small number of variables. This would appear to be a simple application
for an expert system.
A
prototype expert system was developed using 'VP Expert' to demonstrate how such
a system can be used to recommend a construction period for given conditions.
The paper contrasts difficulties encountered in knowledge acquisition with the
simplicity of building an expert system using VP Expert.
Key
words: Expert systems, knowledge acquisition, construction planning.
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Walker's Conference Proceedings Publications Page.