Building integrated project and asset management teams for sustainable built infrastructure development. Issue 3 (1st July 2014)

• Record Type: Journal Article
• Authors: Fuzhan Nasiri, Dr; K.W. Wong, Kelwin; Kumaraswamy, Mohan; Mahesh, Gangadhar; Y.Y. Ling, Florence
• Is Part Of: Journal of facilities management. Volume 12:Issue 3(2014)
• Page Start: 187
• Page End: 210
• Publication Date: 2014-07-01
• Subjects: Facility management -- Periodicals; 658.2005
• DOI: 10.1108/JFM-05-2013-0025
• Languages: English
• ISSNs: 1472-5967

Abstract

<abstract> <title> <x content-type="archive" xml:space="preserve">Abstract</x> </title> <sec> <title content-type="abstract-heading">Purpose</title> <p> – This paper aims to investigate the relevance of the relationally integrated value networks (RIVANS) concept for integrating project management (PM) and asset management (AM) for total asset management (TAM). The specific objectives are to test the RIVANS for TAM concept postulated by Kumaraswamy (2011) and Kumaraswamy <italic>et al.</italic> (2012); discover ways to enable PM and AM teams to work in an integrated manner; and recommend strategies and operational measures to promote greater team integration in the industry. </p> </sec> <sec> <title content-type="abstract-heading">Design/methodology/approach</title> <p> – This study is based in Hong Kong with parallel studies in the UK, Singapore and Sri Lanka. Through a comprehensive questionnaire, a case study on an organization engaged in both design and construction and operations and maintenance (O&M) works, interviews and hosting a workshop (all conducted with experienced industry practitioners and experts), a set of recommendations are derived to guide the industry toward greater team integration. </p> </sec> <sec> <title content-type="abstract-heading">Findings</title> <p> – Early involvement of O&M staff is important for better anticipating obstacles and learning from past experiences, but PM and AM teams generally work independently with limited interaction. Priorities of the stakeholders are often different. Knowledge management is increasingly important, but knowledge sharing is not always a priority. The three focus areas in the set of recommendations developed from Hong Kong are: organizational/management structure, procurement strategies and operational mechanisms; fostering culture of team building and providing additional means of communication; and informal communication tools. </p> </sec> <sec> <title content-type="abstract-heading">Originality/value</title> <p> – There has been little research into the communication, interaction and integration between PM and AM priorities and teams. However, increasing industry emphasis on sustainable buildings, end-user satisfaction and designing for maintainability dictates that PM and AM teams must work closer together, hence the imperative for mapping useful directions to be pursued.</p> </sec> </abstract>