Full metadata record
|dc.contributor||Department of Building and Real Estate||en_US|
|dc.creator||Yu, Tit-wan Ann||-|
|dc.publisher||Hong Kong Polytechnic University||-|
|dc.rights||All rights reserved||en_US|
|dc.title||A value management framework for systematic identification and precise representation of client requirements in the briefing process||en_US|
|dcterms.abstract||The briefing process is a procedure by which client requirements are identified, clarified and articulated during the early design process of a construction project. The briefing process is critical to the successful delivery of construction projects and many limitations inhibit its effectiveness. The importance of effective briefing has been emphasised in many research studies during the past two decades. Although many initiatives have been taken to investigate and improve the briefing process, current briefing practice is still considered "inadequate". This inadequacy is largely attributed to the lack of a comprehensive framework for identifying and clarifying the requirements of clients. A more holistic approach to tackle the problems is required. This research project aims to investigate whether a practical framework utilising the Value Management (VM) approach can lead to a systematic identification and clarification of client requirements, and the precise and explicit representation of these requirements in the briefing process. This approach is facilitated workshop based to improve communication amongst stakeholders. The research objectives include the identification of problems and difficulties faced by clients and designers in the briefing process; evaluation of current practices in identifying and clarifying client requirements for building projects, analysis of existing approaches to represent functional requirements at the briefing stage and the development of a new framework using VM to systematically identify/clarify client requirements and explicitly represent these requirements. The choice and adequacy of a research approach embodies a variety of assumptions regarding the nature of knowledge and the methods through which that knowledge can be obtained, as well as a set of root assumptions about the nature of the phenomena to be investigated. In this study, the qualitative approach was adopted supported by quantitative approaches. The research objectives were achieved by the literature review, questionnaire survey, focus group meetings, experimental study and desktop case studies. The VM framework for briefing, which contains answers to the questions What, Why, When, Who, Where and How, has been successfully developed in this study. It was incorporated into two briefing guides entitled "A How-To Guide to Value Briefing" and "A Concise Guide to Value Briefing", published in January 2006. The VM framework embraces thirteen briefing variables, 'Projects', 'Stakeholder Management', 'Teams and Team Dynamics', 'Client Representation', 'Change Management', 'Knowledge Management', 'Risk and Conflict Management', 'Post-Occupancy Evaluation and Post-Project Evaluation', 'Critical Success Factors and Key Performance Indicators', 'Types of Business and Organisational Theory', 'Decision Making', 'Communication', and 'Culture and Ethics'. A two stage briefing process, which encompasses Strategic Briefing and Project Briefing Study, is recommended. It was found that the most important critical success factor of briefing was open and effective communication as agreed by the respondents of a questionnaire survey conducted in Hong Kong, the UK and the USA. This supports the contention that VM is a solution to enhance the briefing performance in that it can improve communication of clients and stakeholders.||en_US|
|dcterms.extent||409 leaves : ill. ; 31 cm.||en_US|
|dcterms.isPartOf||PolyU Electronic Theses||en_US|
|dcterms.LCSH||Hong Kong Polytechnic University -- Dissertations.||en_US|
|dcterms.LCSH||Value analysis (Cost control)||en_US|
|dcterms.LCSH||Construction industry -- Management.||en_US|
|dcterms.LCSH||Construction industry -- Communication systems.||en_US|
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