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Rapid deployment of modular hospital facilities has become an essential action in the COVID-19 response. Design for manufacture and assembly (DfMA) has played a significant role, with gover...

It is recognized that projects continue to deliver operational assets that are partially defective. This article proposes this because the causes of operational failures have not been extensively analyzed. This study explores how an infrastructure client made quality a strategic and project delivery necessity by undertaking research to analyze operational failure. A mixed-method approach consisting of three phases was used: (1) to understand the operational failure elements; (2) to explore the causes of operational failure; and (3) to develop a new strategic framework to address failure mitigation. The study showed the need for transferring, applying, and recognizing capabilities across strategic business, project delivery, and operational use transitions.

Drawing on a longitudinal empirical study of an education capital programme/project, value interactions are investigated at the interface between programme customers, project stakeholders and construction providers. Empirical evidence is provided that value formation is not only associated with value co-creation, but also with value co-destruction. The case study showed that a mature and synergistic network relationship (that successfully aligned the expectations of a strong key account management team (KAM team), multi-headed customer and wider project stakeholders) could, if not well managed, turn into incongruent relationships, relationship uncoupling and resource withdrawal. These findings suggest that project managers must drive strong KAM team relationships, so that they can align and adapt to customer requirements, and control the response to often changing wider stakeholder expectations.

Project-based firms increasingly apply practices that are in line with relationship marketing (RM), which is a shift from individuality to mutuality, and service-dominant logic (SDL), which is a shift from a focus on goods exchange to an emphasis on service exchange. These firms also adopt value co-creation processes, benefiting from both RM and SDL views. However, their overall transition towards RM, SDL and/or both is not clearly understood. Therefore, the research aim is to explain how and why project-based firms have moved away from transitional marketing. A retrospective action research between 2002 and 2009 provides process data on how a single main contractor adapted their marketing approach over five publicly funded projects within the oil, gas and petrochemical industries. The findings show that the uniqueness and dynamics of projects necessitate the adoption of both SDL and RM, a view that is entitled the service-led relationship here. This transition occurs through services expansion, multi-lev...

Integrating building information to support decision-making has been a key challenge in the Architecture, Engineering, and Construction (AEC) industry. The synergy of Building Information Modelling (BIM) and Multi-Criteria Decision Making (MCDM) is expected to improve information integration and decision-making. The aim of this paper is to identify strategies to improve the synergy between MCDM and BIM. From the earliest literature (2009) to the present, this study examines 45 articles combining MCDM with BIM. We find that the five major application domains are sustainability, retrofit, supplier selection, safety, and constructability. Five established strategies for improving the synergy between MCDM and BIM were discussed and can be used as a benchmark for evaluating the application of decision techniques in practice. This study points out gaps of combining MCDM and BIM in the current literature. It also sheds new light into combining MCDM with BIM for practitioners, as to promote integrated decision-making.

The intention of this article is to simplify the study of value co-creation both from a deeper theoretical discourse, including knowledge networks approach. The study's approach is from the perspective of knowledge sharing, in form of interaction and resource integration. We outline the central premises of value co-creation as fundamental in service ecosystems and resource integration concepts. It is also expounded how not just interaction, but how service interaction enhances value co-creating processes, by enabling an actor to enter the value creating processes of other parties, support them, and benefit from them. The article does emphasize processes of value co-creation, including its outputs and outcomes. Knowledge sharing is encapsulated within the concepts of resource integration and service interaction among actors. The knowledge network analysis technique is used as a methodology, while preliminary data from KAMOMI water supply service is used as a case illustration. The case is used to tentatively indicate how resource integration and interaction seem to influence value co-creation, while also using knowledge network analysis quantitatively. Two models are developed. The first model exemplified the theoretical drivers of value co-creation, while the second described the structural characteristics that influence value co-creation in form of knowledge sharing. Four propositions are advanced to supplement the study's theoretical insights. Given the perspectives of knowledge networks, the article makes knowledge contribution to the ongoing academic debate on value co-creation in service ecosystems.

Purpose Lord Carter’s (2015) “Review of Operational Productivity in NHS providers” stated that to improve National Health Service (NHS) England’s efficiency, operational productivity should be targeted in four main areas, one being estates management. NHS England’s estate includes a variety of buildings some of which are considered no longer fit-for-purpose, thus creating risk to patients and staff. These built assets require continuous maintenance, adding pressures to NHS England’s precarious financial situation. The purpose of this paper is to identify positive strategies and major constraints to achieving sustainable management of backlog maintenance (BM) across the NHS assets, and thus suggest balanced actions. Design/methodology/approach The research adopts a qualitative approach and combines: literature review of current BM methodologies; interviews with estates and facilities directors from seven NHS trusts on BM strategies; and a NHS trust detailed case study. Findings The major finding is that sustainable management of BM is achievable if there is a consistent, pro-active and long-term strategic approach where critical levels of BM are prioritised. Additional issues (i.e. appropriate methodology, performance metrics and links with clinical service delivery strategies) also need to be considered. Practical implications This study is relevant to the management of the NHS estate including development and adoption of sustainable strategies. Originality/value This paper offers original insights to the factors influencing healthcare estates’ BM at a time when the UK policy agenda is targeting infrastructure operational efficiency and organisations are seeking more comprehensive methodologies.

NHS Trusts in England must adopt appropriate levels of continued investment in routine and backlog maintenance if they are to ensure critical backlog does not accumulate. This paper presents the current state of critical backlog maintenance within the National Health Service (NHS) in England through the statistical analyses of 115 Acute NHS Trusts. It aims to find empirical support for a causal relationship between building portfolio age and year-on-year increases in critical backlog. It makes recommendations for the use of building portfolio age in strategic asset management. The current trend across this sample of NHS Trusts may be typical of the whole NHS built asset portfolio and suggests that most Trusts need to invest between 0.5 and 1.5 per cent of income (depending upon current critical backlog levels and Trust age profile) to simply maintain critical backlog levels. More robust analytics for building age, condition and risk-adjusted backlog maintenance are required. First Publish Online: 19 Jun 2015