essay代写,代写assignment,paper代写,代写留学作业,英国作业

导航切换

QQ:
153688106

二维码

新西兰代写assignment|Construction Industry

浏览: 日期:2020-06-10

The quest for continuous improvement and innovation has led to the discovery of new approaches to best practice by different players in the construction industry.

Introduction
In the last few decades, the quest for continuous improvement and innovation has led to the discovery of new approaches to best practice by different players in the construction industry in the United Kingdom. These efforts have been initiated with the view to increase understanding of the needs of key business areas as well as increase client, users and stakeholders' value. In this regard experts in the field of construction have proposed "rethinking of construction" (Egan 1998) by strategically rethinking operational stages in order to decrease cost and improve performance. One of these strategic operational stages, called the briefing process has perked the interests of the researcher in the course of producing a report on value management. During a research of a case study on ABC, the researcher has observed that without a clearly defined and articulated brief, the concept of "client value" can alter with each individual's perception. Such alterations can have a deep impact on the quality and the performance of construction projects.

A brief review of text books and reports reveal that construction excellence has not only become an option but a necessity, if the UK construction industry is to survive economics dynamics and changing social needs. Considering the industry is one of the pillars of the domestic economy making approximately 10 percent of GDP and employing considerable number of workers, it is important to note that construction excellence is critical for the UK economy and its future.

More importantly, the construction industry needs to improve itself in order to increase profitability, quality of deliverables and client needs before it can contribute to the economy. The purpose of this study is to show that, players must understand at the center of construction processes and activities is the client. Delivering value can only be initiated if players understand client needs. This is achievable through articulated briefing process. The brief is the critical communication point where clients and project management meet to transform ideas into reality. Value deliverables is accomplishable if this point of communication is contiguous, based on the same platform and management places the client at the center of the construction process.

Aim and Objectives
The aim of this research is to identify how value management concept can be integrated in the briefing process to articulate client requirements. More importantly the objective is to demonstrate that improved briefing can lead to value management throughout the project lifecycle and improve individual performance. Integrating value in briefing can result in high productivity, positive working environment and also ensure client satisfaction through timeliness, quality and value. Briefing therefore is the essence of partnering which experts in the field of construction have been promoting.

Brief Literature Review
The deteriorating condition of the construction industry during the 1960s through 1980s has led to major disputes and animosity between clients and constructors. With the rise of dispute resolution, legislators, management and players have forced them to reconsider their position and future. Constructing the Team by Sir Michael Latham in 1994 has proposed the industry to concentrate on standardization and improvement efforts through better guidance on best practice and simplification of dispute resolution. Latham is of the opinion that efficiency savings could lead to better achievements. And to achieve such efficiency communication, training and dispute resolution should be improved. At the core of the Latham report, one observes that better communication is inherent not only between clients and project managers but also with suppliers, contractors, workers, designers, engineers and architects - all contribute to increased efficiency.

Similarly, in Rethinking Construction by Sir John Egan (1998) Egan also identifies the need to integrate five driving factors to secure improvement. These would significantly improve target achievements, reduce costs and save delivery time frame. According to Egan, inefficient practices as well as non-collaborative operational practices lead to disparity and dispute for all parties. It is therefore recommended that all parties understand project requirements, ensure client participation and operational transparency. The challenge is to achieve high performance amidst constraints and improve construction performance by concentrating on meeting end user needs. It is only through this that the project management can ensure value delivered to the client. To achieve the above partnering is imperative, and communication is vital.

The initial communication point in any construction project is the brief. During the 1980s and 1990s efforts have been directed towards the briefing process and its subsequent techniques as part of management design (Atkin et  al 1996). These have been initiated with the view to bridge the gaps between client and management expectations, experience of service and definition of service. There are three compelling reasons why a brief is required for any project management before carrying out work. These are:

i. Effective and measurable work 
ii. Saves time and money
iii. Fair remuneration (Herd 2003)

To achieve these objectives briefs must be articulated through clear thinking as well defined objectives. Not only this but briefs must be written, discussed between the clients and the management, and documented. It is a process, as Barrett, Kaya and Zeisel (2004) indicate, of co-learning. Construction excellence can only be achieved when ideas are articulated in well defined format, and received by the task force in the same context as communicated by the clients to deliver value.

There is no clear definition of the brief in construction but the general idea of the brief is that it is:

* dependence upon linear logic
* concentrates on visible ideas
* lack resources for innovative ideas
* lack of quantitative evaluation (Nutt 1993).

As a result poor and inadequate briefs form the basis for construction failure and disputes. To better this process there is a clear need for value management in briefing process to expand and clarify its usage for the constructional professionals to set benchmarks for their own performance (Kelly, Morledge and Wilkinson 2002).

Hypothesis
Given the above literature review and rationale, the researcher hypothesizes that constructional excellence is based on the value of client brief. Value management application in briefing process can form the basis for setting benchmarks for construction excellence and thereby increase efficient and effective task force performance by providing articulated understanding between client and the task force.

Research Method
The researcher realizes initial investigation of the above have revealed caricature of the significance of value management in brief process and its impact on the client. However, this initial research does not offer a clear picture as to the extent and scope of value management in briefing process or beyond. To enumerate comprehensively the proposed hypothesis there is a great need for further investigation of real life application and theoretical frameworks. Further information on briefing and value in briefing process are required. For this purpose the researcher plans to obtain case studies and more primary reports on the subject of briefing and value management. The researcher hopes to gain insight of why projects fail, its link (if any) to briefing and how value management application can improve or eradicate failure. The basic premise is to establish the fact that projects fail at the concept stage because of poorly articulated briefs.

The researcher also realizes that to establish the empirical groundwork, there is a great need for setting the conceptual framework. This can be done by researching text books, research papers and reports. To quantify the validity of the research, the researcher if need be, will set out to conduct surveys at the workplace, request interviews of value management professionals in the construction industry and clients. This is also backed by primary statistics from government documents.

Having outlined the various sources above, the researcher also realizes that it may prove difficult to gather enough case studies to show how without well articulated briefing projects can fail as most companies are hesitant to admit failure. Consequently the majority of the focus would be on the literature review and the researcher's own evaluation of the available cases and theoretical frameworks.

Timetable for Research
For the completion of the study, the researcher has set the following action plan:

May - Start looking at the broad issues surrounding the topic to generate information on sources.
June - Searching and schedule contacts for interviews
July - Collating information on the subject
August - Researching primary sources 
September - Researching secondary sources
October - Assess initial work
November- Reassess work 
December - Submission of first draft

Conclusion 
In the course of initial work conducted above, the researcher concludes that communication is critical in client - task force relationship building. This link between the client and the management is required throughout the project lifecycle. To articulate, a briefing process is established with the view to improve communication gaps but more importantly to ensure clients and professional alike remain focused on the objectives of their projects. In the course of the researcher's initial research however it has come to light that value management application can greatly enhance this process by contributing to value deliverables. Given the efforts by the government through the Egan and Latham reports, the researcher is of the opinion there is a great need for in-depth research on the application of value management in briefing process.

References
Atkin, Clarke and Smith 1996, Benchmarking Best Practice Briefing and Design, University of Salford, Construct IT Centre of Excellence. 
Barrett, P.S., Kaya, S. & Zeisel, J. 2004,  Briefing as a Co-Learning Process.   Paper presented at the CIB World Congress, Canada, 2004. 
Egan, J. 1998, Rethinking Construction. Office of the Deputy Prime Minister. 

 

介绍
在过去的几十年中,不断改进和创新的追求导致了不同的球员在建筑行业,在英国发现新的最佳实践方法。这些努力已经开始的观点,了解关键业务领域的需求增加,以及增加客户端,用户和利益相关者的价值。在这方面,在建设领域的专家,提出了“建设的反思” ( 1998年伊根)战略重新思考运作阶段,以降低成本和提高性能。这些战略的运作阶段,称为价值管理的过程中产生的报告,简报过程中已经竖起了研究者的利益。在ABC的个案研究的研究过程中,研究人员观察到,如果没有一个明确的定义和阐述的简短, “客户价值”的概念,可以改变每一个人的感知。建设项目的质量和性能,这样的改变可以有很深的影响。
文字书籍和报告的简要回顾揭示卓越建设不仅成为一种选择,而是一种必然,如果英国建筑业是生存经济学动态和不断变化的社会需求。考虑到该行业是国内经济约占GDP的10% ,并雇用相当数量的工人的支柱之一,重要的是要注意,建设卓越是对英国经济及其未来的关键。
更重要的是,建筑行业需要完善自身,以提高盈利能力,质量,交付和客户需求,才可以对经济作出贡献。这项研究的目的是要表明,玩家必须了解,在施工过程和活动的中心是客户端。提供价值只能发起如果玩家了解客户的需求。通过铰接式简报过程中,这是可以实现的。简要满足想法转化为现实客户和项目管理是重要的沟通点。实惠可交付accomplishable的的通信这一点上是连续的,是根据在同一平台上,并在施工过程中的中心管理的地方的客户端。
目的和目标
本研究的目的是找出如何可以集成在发布会过程,阐明客户的需求价值的管理理念。更重要的目的是要表明,改进简报可能导致整个项目生命周期的价值管理,并提高个人表现。整合值简报可以导致高生产率,积极的工作环境,并确保客户满意度,通过及时,质量和价值。因此,简报的本质是合作,在建设领域的专家一直在推进。
简要文献回顾
建筑行业在20世纪60年代到80年代的病情不断恶化,导致重大纠纷和客户之间的敌意和构造。随着争端解决的崛起,立法,管理和球员都迫使他们重新考虑他们的立场和未来。构建团队由迈克尔·莱瑟姆爵士在1994年提出了产业集中规范和完善更好的指导力度,通过解决纠纷的最佳实践和简化。莱瑟姆是的增效节支认为可能会导致更好的成绩。而要达到这样的效率交流,培训和解决纠纷应该得到改善。莱瑟姆报告的核心,人们指出,更好的通信固有不仅客户和项目经理之间,但也与供应商,承包商,工人,设计师,工程师和建筑师 - 都有助于提高效率。
同样,在反思建设由约翰·伊根(1998)伊根还确定了五个驱动因素,需要整合,以确保改善。这些将显着改善的目标成果,降低成本,节省交货时间框架。据伊根,导致低效的做法,以及非协同作战实践差距和争议各方。因此,建议所有各方了解项目需求,确保客户的参与和运作的透明度。目前的挑战是实现高性能的约束之中,集中在满足最终用户的需求和改善施工性能。只有通过这种项目管理可以确保交付给客户的价值。要实现上述的伙伴关系是必要的,沟通是至关重要的。
在任何建设项目的初始通信点是短暂的。在20世纪80年代和90年代的努力的简报过程及其后续技术已朝向管理设计(阿特金等1996)的一部分。这些已经开始与客户端和管理的期望,服务经验和服务的定义以弥合差距。有三个引人注目的一个简短的原因,需要在开展工作之前,任何项目管理。它们是:
(一)有效和可衡量的工作
二。节省时间和金钱
III 。公平酬金(牧群2003 )
为了实现这些目标必须通过定义良好的目标思路清晰阐述内裤。不仅如此,但内裤必须书面,客户端和管理之间的讨论,并记录在案。这是一个过程,巴雷特,卡亚和Zeisel (2004)表示,合作学习。只能实现建设卓越的想法时,挂接在良好定义的格式,并收到经专案组在同样的背景下由客户沟通创造价值。
简短的建设,但没有明确的定义,简要的总体思路是,它是:
*线性逻辑的依赖
*集中在可见的想法
*缺乏资源,创新思路
*缺乏定量评价( 1993年纳特) 。
因此,穷人和内裤不足形成的基础建设故障和纠纷。为了更好地这个过程中,有一个明确的价值管理的需要,在发布会过程中,扩大和施工的专业人员为自己的表现来设定基准(凯利, Morledge和威尔金森2002 )澄清其用法。
假设
鉴于以上的文献回顾和理论基础,研究人员推测是基于客户端简短的价值,卓越的建筑。在发布会过程中可以形成价值管理中的应用建设卓越的基础设置基准,从而提高效率和有效的任务通过提供铰接式了解和客户端之间的专案组的受力性能。
研究方法
研究员上述人士透露漫画的意义,价值管理在短暂的过程中,其影响在客户端上实现了初步调查。然而,这最初的研究不提供清晰的画面,以价值管理在简报过程或超越的程度和范围。要全面列举提出的假说是一个伟大的现实生活中的应用和理论框架,需要进一步调查。进一步的信息简报和价值在发布会过程中是必需的。为了这个目的,研究人员计划获得的案例研究和更主要的主题报告,简报和价值管理。研究者希望,以深入了解项目失败的原因,它的链接(如果有的话) ,以简报和价值管理中的应用可以改善或消除故障。的基本前提是要建立项目失败的事实,在概念阶段,因为光线铰接式内裤。
研究者也意识到,建立在实证基础,有一个很大的需要设置的概念框架。这是可以做到通过研究文本书籍,研究论文和报告。要量化的有效性的研究中,研究人员如果需要的话,将载列在工作场所进行调查,要求在建筑行业和客户价值管理的专业人士的采访。这还得到了政府文件的初步统计。
在概述了上述各种来源,研究者也意识到,它可能难以收集足够的案例研究来说明如何不以及铰接式简报项目可以失败,因为大多数公司都不愿承认失败。因此,大部分的重点将在文献回顾和研究者的自身评估可用的案例和理论框架。
研究时间表
对于完成的研究中,研究人员已设置了以下行动计划:
五月 - 开始看着周围的话题产生信息来源的广泛问题。
6月 - 搜索和日程安排采访接触
7 - 整理资料的主题
八月 - 调查的主要来源
9月 - 研究的次要来源
十月 - 评估前期工作
11月重新评估工作
12月 - 提交第一稿
结论
在上面进行的初步工作的过程中,研究人员得出结论,在客户端 - 专案组关系建设,沟通是关键。客户端和管理层之间的这种联系是在整个项目生命周期的需要。要口齿伶俐,简报过程中成立的观点,以改善沟通的差距,但更重要的是确保客户和专业都继续专注于他们的项目的目标。在研究者的初步研究的过程中,但它已经到了轻价值管理中的应用,可以大大提高这一过程有助于价值交付。由于政府通过努力Egan和莱瑟姆报道,研究者认为是一个伟大的价值管理中的应用在简报过程中需要深入研究。
参考文献
阿特金,克拉克和史密斯1996年,标杆最佳实践简介及设计,索尔福德大学,构造它的卓越中心。
巴雷特, PS ,卡亚, Zeisel 2004年, J. ,作为合作学习过程中的简报。 CIB世界大会,加拿大,2004年提交的论文。
伊根, J. 1998年,建设反思。副总理办公室。
追风, C. 2003年,客户端简介。国际海底管理局和CAF 。
凯利J. R. Morledge和威尔金森S. 2002 ,最佳价值建设。 5
莱瑟姆1994年, M. ,构建团队,最终在英国建筑业HMSO ,伦敦,1994年,第采购和合同安排的政府/工业回顾报告。 7。
莱瑟姆1994年, M. ,构建团队,最终在英国建筑业HMSO ,伦敦, 1994年,第采购和合同安排的政府/工业回顾报告。 7。
纳特, B. 1993年, '战略简要P' ,设施杂志,卷。 11日,第9位。

Herd, C. 2003, The Client Brief. ISBA and CAF. 
Kelly J., Morledge R. and Wilkinson S. 2002, Best Value in Construction, p. 5
Latham, M. 1994, Constructing The Team, Final Report of the Government / Industry Review of Procurement and Contractual Arrangements In The UK Construction Industry  HMSO, London, 1994, p. 7.
Latham, M. 1994, Constructing The Team, Final Report of the Government / Industry Review of Procurement and Contractual Arrangements In The UK Construction Industry HMSO, London, 1994, p. 7. 
Nutt, B. 1993, ‘The Strategic Brief P’, Facilities Magazine, Vol. 11, No. 9.