Final  version  of  the  method

Based on the recommendations proposed during the focus group, the design of the method for construction management in refurbishment project was altered. The final version of the artefact is presented as two distinct but connected stages as shown in Figure 52.

Figure 52 - Final version of the method for construction management in refurbishment projects

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The final version of the method can be considered as a natural progression from the second version of the artefact. It contains the same eight steps as presented in the earlier version with refinements made as a result of the focus group. The main improvement refers to the creation of two distinct implementation stages as per the nature of the activities carried out in each step of the method. A few minor alterations have also been made in components of the method in order to enhance its effectiveness, for instance, arrowheads have been added in the circle connecting the three parts depicted in the conceptual model of refurbishment projects to show clearly the relationship between those elements and three new dimensions have been added in the framework for project characterisation for covering important issues in refurbishments as per the feedback obtained in the focus group. Next, further details are presented on each step of the method.

6.3.4.1 Planning stage

The planning stage comprises the five initial steps of the method. As pointed out during the focus group, the steps number two, three, four, and five are likely to be carried out several times in order to catch up with the changes that might happen to the project environment.

The step number one is embedded in the framework for characterisation of refurbishment projects, thus it should be also revisited when the diagnostic gets reviewed.

6.3.4.1.1 Step 1 – Framework

The conceptual model of refurbishments devised in the thesis (Figure 50) is the conceptual framework that underpins the method for construction management in refurbishment projects. It shows the three basic parts of a refurbishment (i.e. the existing asset, the construction tasks, and the operations in the building) that need to be taken into account for supporting an effective construction management. The lack of integration between those parts is detrimental to project performance. This conceptual framework might be adapted to reflect a specific project situation, namely, one should select a two-part conceptualisation when there are no operations on-going in the existing building.

It is worth mentioning that in the previous version of the method, this step was named as

‘concepts’. However, during the research it became clear the role of the conceptual model as a conceptual framework that is used for supporting an effective construction

management in refurbishment projects. This was noted during the workshop on continuous improvement in the third empirical study when the conceptual model was used as a

framework for locating the problems faced throughout the retrofit. Besides, the author noted that practitioners understand better the term ‘framework’ than ‘concepts’. Therefore, this step was renamed to ‘framework’.

6.3.4.1.2 Step 2 – Diagnostic

This step is based on the notion that understanding the project environment is essential for the management of complexity and uncertainty inherent to refurbishments. Also, it helps in

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the definition of the management system since it provides information that serve as inputs for managers to decide on which production management approach is adequate for a given refurbishment project. The diagnostic should be conducted through the framework for project characterisation devised in the thesis (Figure 51). In order to enable the completion of all dimensions addressed in the framework as well as ensuring different perspectives are considered, the collaboration of participants of the project is required.

6.3.4.1.3 Step 3 – Engagement

The engagement of project stakeholders in the discussion on which managerial solutions are appropriate to be implemented in a refurbishment is recommended. It is argued that the participants are more aware of and committed to a management approach when they take part in the decision-making process. The information collected through the diagnostic cited previously serves as the input for this discussion. In addition, the framework and tables presented in section 5.3.2.3 of the thesis should be also used in this meeting as supporting documents as they illustrate the connection between the refurbishment context and the approaches of production control deemed as appropriate for this particular setting. The idea is to share with project participants the typical features as well as problems found in

refurbishments and show the root causes of those problems. As mentioned earlier, the aim is to ensure that the management approach applied in the project addresses the three parts of refurbishment and be primarily based on the principles of lead time compression and variability reduction. The managerial solutions linked to those principles should be seen as practical means for implementing those conceptual ideas.

6.3.4.1.4 Step 4 – Training sessions

Training sessions are designed to build capabilities of project participants for enabling an appropriate implementation of managerial solutions. The content of those training sessions should follow the decisions made during the engagement phase. For avoiding demotivation of people not familiar with the lean theory, tools, and techniques, a gradual approach in the delivery of the sessions is recommended. Equally important is the application of the

knowledge taught in the classroom in real projects in order to facilitate the understanding of the concepts learned.

6.3.4.1.5 Step 5 – Target

The use of key performance indicators (KPI) is recommended for measuring performance at process and project levels. They should be set for the three parts of refurbishments as per the conceptual model and be aligned with the principles of production management

advocated by the author, namely, the flow-concept related principles. The diagnostic mentioned in the second step of the method should serve as a supporting document in the definition of KPIs because it identifies project features that might influence what needs to be measured. KPIs can be also useful in evaluating the efficacy of managerial solutions in the

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achievement of process and project objectives. Lastly, KPIs should be set in collaboration with project participants to make sure they are aware of and committed to the targets set.

6.3.4.2 Implementing and improving stage

The second stage of the method comprises the implementation of the managerial practices selected in the planning stage as well as the evaluation and improvement of those solutions.

It is worth mentioning that it is not necessary to wait until the end of the project to evaluate and improve the process. In other words, if in the first stages of the implementation some deviations happen, then there should be learning cycles to get the project back on track.

6.3.4.2.1 Step 6 – Implementation

In order to be effective, the implementation of the managerial solutions selected in the planning stage should be planned. Project participants should be involved in the application of the method. Roles and responsibilities should be clearly defined. The appointment of a person responsible to lead the implementation of the artefact is required to make sure all steps are performed appropriately. As mentioned earlier in this thesis, this person should have knowledge on lean construction since this is the management philosophy upon which the managerial solutions suggested in the thesis are based.

6.3.4.2.2 Step 7 – Evaluation

The managerial solutions selected in the planning stage to be implemented in a project should be evaluated against the targets set (step 5). Managers should assess their utility for improving the performance of production and project results. Yet, the evaluation aims at evaluating the applicability of lean principles in the context of refurbishments. Furthermore, it will help managers to better understand the benefits as well as the implementation issues (i.e. enablers and barriers) of utilising lean methods in such particular project settings.

6.3.4.2.3 Step 8 – Improvements

The eighth step of the method aims at improving the production management approach adopted in a given refurbishment project. This task is based on the evaluation carried out in the previous step. Managers should promote meetings with project participants to discuss how to improve the management of the project. This might involve adaptations to

managerial tools and techniques in order to suit the project context. Finally, the idea is to reflect on the implementation and promote changes in the management approach in order to enhance project performance.