Second  version  of  the  method

The second version of the method for construction management in refurbishment projects is presented as a sequence of eight steps as illustrated in Figure 44.

Figure 44 - Second version of the method

The increase in the number of steps of the method is one of the main differences in comparison with the first version of the artefact, i.e. it went from four to eight. This alteration was made in order to improve the implementation process of the method.

Another important difference is the clarification on the criteria for selecting the candidate

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solutions for production management in refurbishment projects, which was not defined when the first version of the method was devised. This is a key improvement made in the design of artefact because it addresses the aim set for this investigation, i.e. it provides guidance for practitioners to select appropriate approaches of production control. It is also noteworthy the addition of two dimensions on the framework for characterisation of refurbishment projects as a result of the feedback from practitioners in the third empirical study. Next, further details on each step of the method are presented.

5.3.2.4.1 Step 1 – Concepts

The adoption of an appropriate conceptual approach is the starting point of the method.

This refers to the acknowledgment of the basic features of refurbishments. As illustrated in Figure 40, these projects can be conceptualised in three parts: the existing asset, the construction tasks, and the operations in the existing building. These elements are

interconnected, which means that if one wants to perform works on site effectively, then a deep understanding of the existing asset, along with the proper consideration of constraints related to the operations in the building are primary. In other words, the lack of integration between those parts can be detrimental to project performance. It is argued, therefore, that approaching refurbishments from these three perspectives supports an effective

construction management, hence leading to better project results. Yet, it is noteworthy that there are circumstances in which projects can be conceptualised in two parts only. For example, in projects that the operations in the existing building are non-existent (e.g.

phase 1A of the study addressed in this chapter) a two-part conceptualisation should be adopted. Finally, besides increasing awareness of project participants on the nature of refurbishments, it is argued that the conceptual model can facilitate the understanding of the subject for academics and practitioners as well as serving as a reference basis for improvements.

5.3.2.4.2 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. The framework for characterisation of refurbishments (Figure 41) serves as means for carrying out this diagnostic. The collaboration of representatives of every organisation involved in the project is necessary to address the dimensions considered in the framework. This is a key step of the method as it provides information that serve as inputs for managers to decide on which production management approach is adequate for a given refurbishment project.

5.3.2.4.3 Step 3 – Engagement

The objective here is to engage project participants in the discussion on which managerial solutions are appropriate to be implemented in the refurbishment. The information collected through the diagnostic conducted previously has to be validated with the team to ensure

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decisions are based on accurate data. Representatives of every organisation involved in the refurbishment should work collaboratively to ensure different perspectives are considered.

The framework and tables presented in section 5.3.2.3 should be used in this meeting as supporting materials 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 (Table 30 and Table 31). Yet, the aim is to make clear that the management approach to be defined should account for the three parts of refurbishment (step 1) and be primarily based on the principles of lead time compression and variability reduction (Table 33). The managerial solutions associated to those principles (Table 32) serve as the starting point to the person who is going to lead the meeting. As mentioned in the previous chapter, this person should have knowledge on lean construction since this is the management approach upon which the tools and

techniques proposed are based.

5.3.2.4.4 Step 4 – Training sessions

The development of capabilities of project participants is primary for allowing an adequate implementation of managerial solutions. It should be done in accordance with the decisions made during the engagement phase. A gradual approach is suggested for the delivery of training sessions in order to avoid demotivation of people not familiar with lean principles, tools, and techniques. This should be done in conjunction with the application of practical solutions in real projects to facilitate understanding of concepts learned in the classroom.

5.3.2.4.5 Step 5 – Targets

Key performance indicators (KPI) are used in measuring performance at process and project levels. KPIs should be set for the three parts of refurbishments as per the conceptual model and be aligned with the principles of production management endorsed in this thesis.

Project features might also influence the definition of KPIs. For example, the interference with the existing operations in hospitals must be kept to a minimum level so one might keep track of disruptions caused to users of the building, while in retrofits the measurement of sustainable targets makes more sense. The diagnostic conducted previously (step 2) can be helpful in defining indicators. KPIs can be also useful in evaluating the efficacy of

managerial solutions in the achievement of process and project objectives. Lastly, it worth mentioning that KPIs should be set with project participants to make sure they are aware of and committed to the targets set.

5.3.2.4.6 Step 6 – Implementation

Once the project context is understood, the production management approach defined, the project participants properly trained, and the targets set at process and project levels, then the implementation phase can begin. It should be planned in order to be effective. A clear

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definition of roles and responsibilities is primary for the success of the implementation of the managerial practices selected by the team. Equally important is the appointment of a person with knowledge on lean to lead this process (e.g. project manager or consultant).

5.3.2.4.7 Step 7 – Evaluation

This step is based on the notion that every managerial solution tested in a refurbishment project needs to be evaluated in terms of its utility for improving production management and for enhancing project results. It aims at assessing the applicability of lean principles in the context of refurbishments. This assessment should be conducted against the targets set. 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 settings.

5.3.2.4.8 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 on how to improve the management of the project. This might involve adaptations to managerial tools and techniques in order to suit the project context as reported in the third empirical study (Table 29). Ultimately, the idea is to reflect on the implementation and promote changes in the management approach in order to enhance project performance.

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Chapter 6 Artefact evaluation

The evaluation of the method proposed in the thesis is described in this chapter (Figure 45).

A focus group was organised with experienced practitioners on refurbishments to evaluate the utility of the artefact. The feedback obtained during the meeting led to refinements in the artefacts devised throughout the study, hence improving the design of the method. The final version of the method is described after the presentation of the outcomes of the focus group. The scope of applicability of the artefact is examined at the end of the chapter.

Figure 45 - Research process adopted for evaluating the artefact