Reusable project knowledge generation and capture in .NET framework

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the building will have a new end-user or a new client and changes in design may be required in order to address the new requirements to suit the new purpose of use Problem in the supply of major building fabric/material: The desired building fabric or materials in the design, particularly those very speci c items such as special types of space frame from a particular manufacturer, can become unavailable during the course of the project in some instances This will impose new problems to the project team Undiscovered condition of the project: Using a refurbishment project as an example, during the course of the project some defects and faults which were not discovered initially may be identi ed This can lead to a new set of problems, extension of project duration, additional work and may even have an impact on the current job nature Change in political climate: A change in government may lead to policy changes that may affect the construction industry Political problems: These could be potential objections to the construction of a new facility (eg airport, water treatment plant or road) New learning can also be captured based on the project stages as delineated in the Process Protocol and RIBA Plan of Work
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The ad hoc learning situations identi ed are centred on the management of change (eg the change in political climate and clients, involvement in new types of project in another country), problems (eg undiscovered condition of project and the supply of major building materials) and the adaptation required in response to the changes and problems Ad hoc learning situations are very similar to the triggers of knowledge production identi ed by Egbu et al (2001) where knowledge is being produced and captured Egbu et al (2001) grouped the triggers of knowledge production in construction organisations into three categories:
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problem solving managing change innovation
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Problem solving can be regarded as a learning situation since the process involved and lessons learned in solving major problems are reusable project knowledge For change management, the industry and major clients have recognised the need to identify and manage the change properly (Lazarus and Clifton, 2001) Regarding innovation, Egbu et al (2001) note that it is the crucial driving force behind knowledge production in the construction industry and is, therefore, the source of new learning from projects More ad hoc learning situations are identi ed by identifying the major issues of concern within each of the three categories of triggers for knowledge production (see Appendix C) The learning situations identi ed from the case studies and existing literature are summarised in Table 34
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Table 34 Table summarising the ad hoc learning situations/triggers of knowledge production identi ed from this research Ad hoc learning situations Problem solving Managing change Innovation
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(a) Triggers of knowledge production (Egbu et al, 2001) Dealing with complex projects Managing team member interfaces (eg consultant contractor) Managing changes to the project Managing organisational change Using new, innovative building materials, systems, services Coping with the uniqueness of projects
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Addressing value engineering Addressing the need to Dealing with the need and issues to deliver the best value comply with standards (Quality willingness to be ahead of the Assurance, Health and Safety, game , move the market Addressing clients needs etc) Addressing the pressure and Identifying the knowledge gap Addressing the changes to need to innovate ( look at new Dealing with contextual statutory regulations, technical ways of doing things ) differences standards Finding measures to increase Dealing with contractual company competitiveness arrangements new to the Dealing with lack of (design) information Addressing the need to improve the quality of product/service Addressing the need to improve ef ciency Addressing the need to recruit skilled people and retain them Dealing with challenging site logistics Dealing and coping with incompetent consultants respondent Being enabled to make design choices Working with new sub-contractors Being assigned to a new role Addressing the need to establish a data transformation system for the whole project team Addressing the need to create a database Coping with Government initiatives (eg PFI, partnering)
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(b) Ad hoc learning situations identi ed from the case studies and existing literature Supply of major building fabric/material Undiscovered condition of project Site condition change In ation or relative price rise Dif culties with contractors Termination and default Projects behind schedule Claims and disputes Budget related issues Human resource issues Political problems New project location/ market New type of project Change of end-user/client Change in project scope Professional errors and omissions Design change Fundamental and invasive technology improvements New process that has bene ts to the company New approach to providing services to customers/clients New procedures for obtaining goods/services New product that provides competitive advantage for the company New external relations, for example partnering and joint ventures
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Change in client s requirements Change in construction method, etc proposed by contractor Changing market requirements Change in political climate
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