Initiatives to integrate operational knowledge in design: a building client perspective

Abstract

Purpose This paper aims to focus on deliberate actions by the building client to integrate knowledge of facilities management, in particular building operation, in design and construction of sustainable facilities. Examples of current practices are studied to answer the following questions: Which initiatives to enable operational friendly and sustainable buildings are currently used by building clients in Denmark? Which initiatives could be appropriate to use in the future, and which parties are in the best position to implement the various initiatives? Design/methodology/approach The study is a hermeneutic multi-method study, which consists of a review of former research, a case study and a survey. It starts with theoretical background based on earlier research with the aim to identify initiatives to ensure the use of operational knowledge in building design. Hereafter, the paper presents, analyses and discusses two studies: a case study of current practices at a university campus organisation and a survey of five swimming facilities. All cases are from Denmark. Findings In all, 31 initiatives to enable use of operational knowledge in building design were initially identified. In the case study, 11 additional initiatives were found. The case study and the survey of swimming facilities show different degrees of implementation, varying from 18 to 31 initiatives implemented. However, the studies show that introducing the initiatives is not sufficient; it takes deliberate actions to get the initiatives well implemented. Within the building client organisation, three main actors should care for implementing the initiatives: Top management, building client division and operation division. Originality/value Research-based literature on practices in relation to knowledge transfer from operation to design is limited. This paper provides insights into deliberate efforts on transferring knowledge from operation to design among Danish building clients.

Occupant satisfaction on facility services: case studies of six multi-generational condominiums

“…However, not many studies have been implemented relative to the building and construction industries. The assessment of facility services is likely to revolve around a comparison between clients’ perception of services received and their expectation of services (Rasmussen et al , 2019). Mobach (2009) argues that facility services have different effects on organisational performance with regard to the impact of spatial characteristics on health, mood and behaviour of people in and around organisations.…”

Guest editorial

“…The paper includes an empirical study that compares the integration of FM knowledge in design of buildings and design of ferries with cases from Denmark. The paper builds on a former paper in Facilities by the same author, which presented the tripartite building client distinguishing between top management, operations division and building client division (Rasmussen et al, 2019). In the ship cases, the projects managers were either part of top management or from operations, and their highest concern was the business case with strong focus on operations.…”

The challenge of integrating operational knowledge in building and ship design

“…One way of ensuring the presence of operational knowledge in the design process is to involve operational staff (Jensen, 2012). Design review by operational staff and having operations represented in the project steering committee are two examples (Rasmussen et al , 2019). Other tools to ensure that operations are considered in the design process do not necessarily depend on the direct involvement of operational staff (Jensen, 2012; Rasmussen et al , 2019).…”

“…Design review by operational staff and having operations represented in the project steering committee are two examples (Rasmussen et al , 2019). Other tools to ensure that operations are considered in the design process do not necessarily depend on the direct involvement of operational staff (Jensen, 2012; Rasmussen et al , 2019). Lifecycle costing (LCC) is an example of this (Saridaki and Haugbølle, 2019), where the operational expenditure (Opex) is evaluated together with the expenditure of buying or constructing a building part (Capex).…”

“…Many studies in the literature have adopted the assumption that the more tools and methods are used to transfer knowledge from operations to design, including operational staff involvement in the design process, the more operationally friendly the building design will be (Jensen, 2012; Rasmussen et al , 2019). Studies have identified the building client as the key actor for enabling knowledge transfer (Hansen et al , 2010; Jensen, 2012).…”