Understanding construction competitiveness: the contribution of system dynamics

Abstract

PurposeConstruction sector competitiveness has been a subject of interest for many years.Research too often focuses on the means of overcoming the 'barriers to change' as if such barriers were static entities. There has been little attempt to understand the dynamic interrelationship between the differing factors which impinge upon construction sector competitiveness. The paper outlines the benefits of taking a systems approach to construction competitiveness research. Design/methodology/approachThe System Dynamics (SD) modelling methodology is described. This can provide practitioners with 'microworlds' within which they can explore the dynamic effects of different policy decisions. The data underpinning the use of SD was provided by interviews and case study research which allowed an understanding of the context within which practitioners operate. FindingsThe over-riding conclusion is that the system dynamics methodology has been shown to be capable of providing a means to assess the forces which shape the sustained competitiveness of construction firms. As such, it takes the assessment of strategic policy analysis in the construction sector onto a higher plane. The need to collect data and make retrospective assessments of competitiveness and strategic performance at the statistical level is not now the only modus operandi available Originality/value 2 Novel research methodology which points towards an alternative research agenda for construction competitiveness research. Within the scope of a single paper it is not possible to describe in detail the project, colloquially known as the 'Big Ideas', in its entirety. The purpose of the current paper is to focus on the contribution offered by the work package which focused on system dynamics. Initially, the broad background to the project is described followed by an overview of the adopted research methodology. The origins and nature of system 3 dynamics are then described prior to a detailed description of how competitiveness was modelled for a typical contracting firm. Particular emphasis is given to the development of a 'competitiveness index'. For details on other strands of research within the Big Ideas project see: Green et al (2008a), Green et al (2008b), Harty et al (2007), Goodier et al Keywords

Transferring project management knowledge: lessons learned in open standards projects

“…The idea is that 'small but significant' change can in the long-term, be the most effective method of implementing industry-wide change. In addition, focusing on individual projects, the unit of industry production (Kenley 2014) is also an obvious fit-for-purpose as a way of changing industry practice (Dangerfield, Green & Austin 2010).…”

“…Given that equipment schematics all held similar graphic artefacts, it was assumed that a single standard project could identify the information-based transformation of those drawings, even though each specification is based on only the relevant geometric information. Could this be an example of the two universal limiting factors; the optimistic human tendency and the need to sell impossible project outcomes (Dangerfield, Green & Austin 2010)? However, a systematic review of the problem by the ICT project team, with the input of end-users, found that the underlying knowledge represented in the three major building service systems (temperature control, electrical power, and water) were very different. Thus, the expected single project, of necessity, became three discipline-specific specification projects.…”

“…The basic project management dictum 'define the scope' is not easy, as many experienced project managers will attest (Dangerfield, Green & Austin 2010). In this instance, an ICT project, attempting to identify a generic information exchange specification for an entire building, would never have been successful.…”

“…Considering that all projects can be negativity affected by two universal limiting factors; the optimistic human tendency, and/ or, the need to 'sell' impossible outcomes of a proposed project (Dangerfield, Green & Austin 2010), the miracle seems to be that some are not. One of the priorities for BIM, more efficient life-cycle management, should also include reducing the administrative workload (Zhang, Beetz & Weise 2015).…”

“…They retype (a small fraction of the) information from the paper documents into automated systems that support maintenance management. Retyping and transcribing are common activities during the capture and use of construction information, despite the fact that virtually the entire set of information can be traced to an electronic source (Dangerfield, Green & Austin 2010).…”