Who are the users User categorisations and implications on building performance measurement

Olsson, Nils O.E.; Hansen, Geir Karsten; Blakstad, Siri Hunnes

doi:10.1504/ijpspm.2022.10051324

Cited by 1 publication

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“…Accordingly, it is crucial to involve key stakeholders in concept development in the front-end phase of a project (Aapaoja and Haapasalo, 2014). One of the key success factors in hospital construction projects is user involvement, which is a process that lasts throughout the frontend (Henriksen et al, 2006;Olsson et al, 2010), in addition to design and implementation, especially due to user communication and transparency (Elf et al, 2012;Eriksson et al, 2012Eriksson et al, , 2015Olsson et al, 2010;Tzortzopoulos et al, 2006). Several studies have shown the importance of early user involvement in healthcare process design -aligned to enable new way of working -so that designers understand how services and activities are performed, and its impact on hospital design.…”

Section: Client's Activities At the Front-endmentioning

confidence: 99%

The client's essential stakeholder collaboration activities at the front-end phase of a hospital construction project

Tampio¹,

Haapasalo²,

Lehtinen³

2023

IJMPB

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PurposeThe research problem in this study is how a client (as a project owner) should organise early stakeholder involvement and integration in the front-end phase of a project. This study aims to create normative managerial statements as propositions from the client's perspective and to combine them into a set of activities enabling efficient organisation in the front-end phase of a hospital construction project.Design/methodology/approachAction design research (ADR) was carried out in a large hospital construction project where the first author acted as an “involved researcher” and the other authors acted as “outside researchers”.FindingsThe authors created seven normative managerial propositions that were verified by the case project stakeholders and developed a managerial framework describing the client's essential stakeholder involvement and integration activities in the front-end phase of a hospital construction project based on these propositions. The authors have also depicted the subphases of the front-end phase: value definition phase in the client permanent organisation, value proposition phase in the client Programme Management Office (PMO) and finally development phase in the alliance organisation ending on the final investment decision.Practical implicationsThe collaborative contract delivery model enables the early involvement and integration of stakeholders. It has been somewhat surprising to note the extent to which collaborative contracts change the client role in the project front-end. The results offer practical activities for how clients can manage front-end activities in collaborative contracts.Originality/valueThe case project offered a platform to analyse how the collaborative contract delivery model changes the emphasis of activities in the front-end of a project. One of the key benefits of collaborative contracts is that development, design and delivery occur partially in parallel, thereby enabling contributions from production to be included in the design and development. The benefit of having a real-life case under study provides the possibility to triangulate and analyse rich data, however limited by the qualitative case method.

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