Conceptual Framework

Jabareen (2009) mentioned that the conceptual framework highlights the main issues to be studied in a research. He further defined conceptual framework as “a network, or set of interrelated concepts which when put together generates a comprehensive understanding of a concept or idea. Sokhanva et al., (2014) framework on KM processes as shown in figure 3.11 assumes that there are four processes to knowledge management which include knowledge creation; knowledge capturing; knowledge transfer and knowledge reuse. In addition, it is assumed that knowledge is generally created in PBOs but the first challenge is to capture current knowledge. He further discussed that knowledge capturing is one of the essential processes in

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the KM framework which means without proper knowledge capturing, the re-use or transfer or sharing of such knowledge will be challenging. In other words, capturing knowledge should be given utmost priority in any KM process framework or implementation.

Figure 3.11: Framework for knowledge management processes and sub-processes (Sokhanva et al., 2014)

Kamara et al. (2003) developed a conceptual framework for knowledge capture as seen in figure 3.12. In he’s approach, he explained that during the course of a construction project, certain learning occurs, some of which could be obvious while others may not be. This act of learning triggers and causes a flow of actions to capture by learning, the different knowledge that is generated at a particular point in time.

Figure 3.12: learning event-based knowledge capture system (Kamara et al. 2003) Project Execution

Project Knowledge File

Learning

Integrated

Project Knowledge

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The different frameworks discussed in this chapter see KC an important process in construction projects. However, knowledge capturing does not only occur between employees and their organisation, KC also occurs in the stages and processes on construction projects, one of which is the client briefing phase. However effective or important of KC might be, if the techniques available in the capturing of knowledge is not properly used or adopted, then the process of knowledge capture can end in total waste of time and effort. The conceptual framework developed for this research is presented in Figure 3.12 highlighting the use of KC techniques in capturing client’s requirements for improved client satisfaction in UK construction projects. This conceptual framework has been developed based on literature review and the different KC frameworks analysed in the course of this research.

3.9.1 The Conceptual Framework Explained

The aim of this research is to reduce the amount of variations that occur in construction projects in relation to cost, time, design changes and re-work with the aim of improving client satisfaction. Section 1.2 highlights and identifies several problems and challenges in construction projects that invariably lead to client dissatisfaction as a result of variations, improper capturing of clients requirements and not paying attention to the wealth of KC techniques available in capturing client’s knowledge (requirements) during the briefing process. As a result, this research aims to identify certain barriers and factors that affect the knowledge capturing and the client briefing process confronting the successful delivery of project objectives in the UK construction industry in relation to client satisfaction. The conceptual frame work Figure 3.13 has been developed to highlight the importance of knowledge capturing and the various techniques used in capturing knowledge (2.9.2, 2.9.3 and 2.9.4) in the client briefing process. Some of these techniques identified have great potential in helping to reduce variations in construction projects and improve client satisfaction but this will be further analysed in the course of this study. The conceptual framework is developed in 3 stages, the input stage, the process stage and the output or outcome stage. The first which is the input phase into the conceptual framework highlights the use of KC techniques during the client briefing process (section 2.9.2 and 2.9.3). The second which is the process phase which highlights the various barriers that affect KC process during the client briefing and the factors that influence the CB process (section 2.9.5, 2.9.6 and section 3.5.4, 3.5.5 respectively) and the final stage which is the output and outcome phase shows improved client satisfaction after the barriers and factors must have been managed and controlled using effective KC techniques. The conceptual framework is developed to use effective KC techniques in capturing or eliciting client’s knowledge (requirements) effectively

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during the client briefing process. It is assumed that if client’s knowledge (requirements) is properly captured or elicited, using effective KC techniques, chances are that the factors responsible for variations and client dissatisfaction would reduce which means more business and increased profit margins for the organisation.

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Figure 3.13: Conceptual frameworks for KC in client briefing

Im pr oved C lien t S ati sfa cti on KC TECHNIQUES e.g. Interview, Questionnaires, Scenario analysis, RFP’s, Observation, Collaboration Brainstorming Storytelling Workshops Sketches and Diagrams CLIENT BRIEFING PROCESS

BARRIERS TO KC IN THE CLIENT BRIEFING

Inadequate identification and representation of needs and requirements during the briefing process Unstructured approaches for knowledge capturing

Misunderstanding and misinterpretation of client needs and requirements Communication gaps between client and architect

Insufficient time given to the briefing process Lack of proper documentation and or changes

Lack of proper participation of client in the briefing process Type of organisational culture

Inadequate attention given to the wealth of techniques available Lack of process knowledge for capturing knowledge

Trust

Trying to capture too much Capturing knowledge that is not used Assuming one size fits all

Knowledge of the architect etc

FACTORS AFFECTING THE CLIENT BRIEFING PROCESS

Involvement of the owner in the client briefing process The architects level of experience with client briefing The owner’s level of experience with construction processes How familiar the architect is with the design project How familiar the architect is with other construction projects

Ability of the architect to comprehend the client requirements during briefing phase Ability of the architect to conceptualize client’s requirement

Clarity of client requirements

Establishing priority levels for various client requirements Future changes anticipated in the design process Signing off of the requirement document Use of face to face communication method Frequent communication between client and architect

Use of different methods to document and effectively communicate clients requirement e.g. Sketches, requirement documents, Microsoft Word etc.

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