Evaluating  the  practical  features  of  the  method

The participants were positive when asked if they would apply the method proposed by the author for managing construction in refurbishment projects developed by the company.

They argued that some steps of the method are already in place in the organisation (e.g.

training sessions, set key performance indicators, implementation, improvements), but not in such structured way.

Three comments were made with regards to changes needed for implementing the method in the company:

• Involvement of project stakeholders (e.g. designers, suppliers, subcontractor, etc.);

• Appointment of a person responsible for leading the implementation of the method;

• Investment of resources (i.e. time) necessary to implement the steps of the method appropriately.

In terms of the strengths of the method, there was a consensus among the participants on the structure of the artefact. They said that the method is a structured way to manage a refurbishment project and that it could be used to ensure consistency and standardisation in the management of different projects across the company. The following quote illustrates it:

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“You have conceptualised this process and you have standardised in some steps and I think that is the way we have to go, we have to go this way. I think we have to do it”.

In terms of the weaknesses of the artefact, one participant said that the implementation of all steps of the method might be an overwhelming task.

6.3 Refining the artefact

The focus group was instrumental for promoting refinements to the method proposed in the thesis. The author addressed the recommendations suggested by the participants as

indicated in the following sections.

6.3.1 Conceptual model of refurbishment projects

In order to stress the relationship between the three parts depicted in the conceptual model the author decided to add arrowheads in the circle connecting those elements. The final version of the artefact is presented in Figure 50.

Figure 50 - Final version of the conceptual model of refurbishment projects The conceptual model of refurbishment projects is a framework that should be used to support an appropriate construction management. It represents the basic nature of

refurbishment as it shows clearly the interconnection between the existing asset, the works on site, and the operations in the existing building. These three elements interact with and affect one another in significant ways. For instance, the knowledge on the existing asset and the operations in the building are essential for an improved performance in the execution of construction tasks. A poor understanding of the condition of the building being refurbished,

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as well as the on-going operations, can cause design-related rework, disruptions in the workflow on site, and ultimately schedule and cost overruns. The construction tasks, in turn, can cause disturbances to users of the building if not managed properly. For instance, this is likely to happen when the condition of the existing asset is not well assessed and unknowns that could be anticipated affect the continuous flow of works on site, hence annoying users and causing disruptions in the operations in the building. Therefore, if one wants to improve performance of production in refurbishment projects, the management of those three basic elements displayed in the proposed conceptual model should be integrated.

6.3.2 Framework for characterisation of refurbishment projects

Three new dimensions were added to the framework for project characterisation in order to address the recommendations made during the focus group. They refer to information on budget, client, and health and safety (Figure 51).

Figure 51 – Final version of the framework for characterisation of refurbishments Budget refers to the amount of money allocated for the execution a given refurbishment. It can be shown as a total sum or in portions related to phases of the project. The dimension on client aims at capturing information on customer requirements in order to allow the understanding as well as the fulfilment of those needs by the project team. Health and safety concerns the policies, regulations, and procedures set to ensure safety and wellbeing in the project. The participants approved the other dimensions addressed in the framework, thus these were not altered or removed.

The framework for project characterisation aims at supporting the management of

complexity inherent to refurbishments. Furthermore, it plays the role of providing common ground as it serves as the starting point for the discussions and interactions among project participants. As noted earlier, this is a precondition for enabling an effective communication and collaboration among stakeholders, which is essential for the practical implementation of modern managerial practices such as the ones proposed in this thesis.

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Finally, it is worth mentioning that the use of framework is not meant to provide a detailed assessment, but rather a simplified diagnostic of the project situation for ensuring everyone involved is aware of project’s goals, specifications, organisational structure, limitations, uncertainties, etc. It is argued that its use enables effective decisions on the management system to be implemented in a refurbishment project, hence supporting improvements in project results.

6.3.3 Candidate solutions for production management in refurbishment projects

As mentioned earlier, the candidate solutions for production management identified during the research were introduced to the participants throughout the focus group, but they were not evaluated because of limited time. The author argues that this fact is not an issue that invalidates the work developed in the study as in his opinion the best way to evaluate the utility of those managerial practices is through practical tests. Indeed, the third empirical study was instrumental in demonstrating the utility of principles of production management suggested in the research such as variability reduction and lead time compression. Besides, practices such as early identification of project constraints, collaboration, and engagement of project participants in the production planning process were also useful for improving project performance. The successful application of the Last Planner System of production control is also worth mentioning. Therefore, it is argued that the framework of managerial solutions proposed in the previous chapter should be used as the reference basis for the management of construction in refurbishment projects since it indicates appropriate approaches of production control.