Research projects DCM

Transcription

MSc Track Real Estate & Housing
Coordination Dr.ir. Matthijs Prins
E: m.prins@tudelft.nl
AR3R020 MSc Laboratory Design & Construction Management
Coordination Ir. Rob Geraedts
E: r.p.geraedts@tudelft.nl
Student Assistant
The student assistant acts under responsibility of the lab coordinator and assists all graduate students with
questions, instructions and schedules. Important messages will be communicated through the blackboard
site of the graduation lab.
E: Onderwijs-REH-BK@tudelft.nl
Secretariat Real Estate & Housing
Faculty of Architecture
T: +31 (0) 15 27 84159
E: REH-bk@tudelft.nl
W: http://www.re-h.nl
Teachers
Construction Process Innovation - CPI
Prof.dr.ir. J.W.F. Wamelink
j.w.f.wamelink@tudelft.nl
Ir. R.P. Geraedts
r.p.geraedts@tudelft.nl
Ir. L.H.M.J. Lousberg
l.h.m.j.lousberg@tudelft.nl
Ir. J.S.J. Koolwijk
j.s.j.koolwijk@tudelft.nl
Ir. R. Vrijhoef
r.vrijhoef@tudelft.nl
Architectural Design Management
Dr.ir. M. Prins
Dr. J.L. Heintz
Mrs. ir. A.J. van Doorn
Mrs. E. Bektas
m.prins@tudelft.nl
j.l.heintz@tudelft.nl
a.j.vandoorn@tudelft.nl
k.e.bektas@tudelft.nl
Building Law
Mrs. Prof.mr.dr. M.A.B. Chao-Duivis
Mr. dr. F.A.M. Hobma
m.a.b.chao-duivis@tudelft.nl
f.a.m.hobma@tudelft.nl
Building Economics
Ir. S.W. Bijleveld
Ing. P. de Jong
Drs. P.W. Koppels
s.w.bijleveld@tudelft.nl
p.dejong@tudelft.nl
P.W.Koppels@tudelft.nl
Computational Design
Dr.ir. A. Koutamanis
a.koutamanis@tudelft.nl
Contents
Framework of the Research Programme of DCM
4 'Sustainable design strategies' or 'sustainability as catalyst for an integral design approach'
5 Vraagspecificatie bij duurzame projecten (programming sustainability for integrated building contracts)
6 Realization aspects of sustainable projects
7 Integrated information models in the use stage
8 BIM in design guidance
9 Project management through BIM
10 Assessing the impacts of diverse organizational practices on collaboration for Alliances; cases of large
engineering projects; synchronizing organizational values
11 Pattern analysis of diverse organizational practices in large scale building projects through case studies
12 Coping with unpredictability; managing the changes in design criteria in large and complex projects
13 Enabling Multidisciplinary Design Team Collaboration with Virtual Design and Construction in Dutch Practice14 Theory and practice of committees for building aesthetics/external appearance (welstandscommissies)
15 Construction Process Inefficiencies experienced by subcontractors of installations
16 The coordinating role of the architect
17 Is Full Service Better Service?
18 Architectural Firm Typology
19 Architectural Firm Lifecycles
20 Barriers to Sustainable Architectural Practice for Small Firms
21 DCM as a social process
22 PPP in constructing schools
23 The impact of BIM on the role of a project manager
24 Management for quality
25 Integrated procurement does it work?
26 Integrated Design and Delivery Solutions
27 COMPASS
28 Past Process Performance - PPP
29 Adaptable Futures - Consumer oriented building - Flexibility
30 Transformation of buildings
31 Research involving PARAP tool
32 Research involving PARAP tool
33 Research involving INKOS tool
34 General research on Quality and Costs
35 Projectmanagement in de GWW (civiele sector)
37 Relatie tussen bouworganisatievorm en teamcompetenties
38 Ontwikkeling van consumentgericht bouwen
39 Praktische toepassingsmogelijkheden van het Waarde-Prijs-Kosten model van De Ridder
40 Toepasbaarheid en haalbaarheid van Projectallianties in de Nederlandse utiliteitsbouw
41 Operationalisatie adaptief vermogen van gebouwen
42 Studenten Transformatie Huisvesting Delft
43 Strategic alliances in construction
44 3/44
Framework of the Research Programme of DCM
4/44
GRADUATION PROJECT LAB DESIGN & CONSTRUCTION MANAGEMENT
Date: 23 August 2011
Title
'Sustainable design strategies' or 'sustainability as catalyst for an integral design
approach'
DCM Researcher - Graduation mentor
Alijd van Doorn
Problem Definition
An integral design approach is often mentioned as the key to sustainable designs. But nobody really seems
to know what 'integral design' means and how it works. The question is: what integral design strategies can
a design team adopt, and what does it mean for the roles of the team members?
This is truly a research question for a management student with a heart for architecture and architectural
design (management)
Important Research Questions
- What are the most important characteristics of integral design approaches (versus 'regular' design
processes)?
- How does an integral design approach effect the roles of the team members? (architect, engineers,
projectmanager)
- How can you use integral design approaches for a successful implementation of sustainability in the
design?
Final Result
- Process scheme(s) for integral design approaches for sustainability
Involved Company (ies) - Contact Person(s )
to be defined
Important sources or references
- Bennett, J., Gray, C. e.a., The successful management of design, Centre for strategic studie in construction
(University of Reading) 1994
- Boekholt, J.T., Bouwkundig ontwerpen: een beschrijving van de structuur van bouwkundige
ontwerpprocessen, Eindhoven (Technische Universiteit Eindhoven) 1984
- Doorn, A. van, Ontwerp/proces, SUN (2004)
- Jong, T.M Voordt & D.J.M. van der (ed.), Ways to study and research architectural, urban and technical
design, Delft (Delft University Press) 2002
- Lawson,B., How designers think, Architectural Press 2005 (Fourth edition)
5/44
Title
Vraagspecificatie bij duurzame projecten (programming sustainability for integrated
building contracts)
Alijd van Doorn
Problem Definition
This research links process innovation and sustainability by researching effective ways to programme
sustainability in integrated contracts. The question is: how can you specify your question in such a manner
that you are ensured that your sustainable ambitions are met, without being too strict in prescribing
solutions.
-
How can clients specify their sustainable ambitions?
What is the effect of using integrated contracts on the definition of the sustainable ambition?
What are the experiences of clients with specifying sustainable ambitions in integrated contract models?
What is the most effective way to specify sustainable ambitions in integrated contracts?
Final Result
- Model for the effective programming of sustainability in integrated contracts (eg Design&Build or DBFMO)
- Grontmij, Brink Groep (Richard de Lange), ABC Bouwmanagement (Danny Bosman)
Related graduation reports:
Karsten, M., Anders aanbesteden? Meer invloed? Handleiding voor opdrachtgevers bij geïntegreerde
contractvormen, TU Delft 2009
Rogaar, M., Het programmeren van duurzaamheid, TU Delft 2011
Dansen, M., Hoge duurzaamheidsambities in de praktijk, TU Delft 2009
Related literature
Hal, A. van, Draaiboek bouwen met ambitie, Aeneas 2004
Chao-Duivis, M.A.B, & Koning, A.Z.R., & Leijgraaf, R.C.E., Aan het werk met bouwcontracten, 2004
Koning, de, H., & Sproncken, Contractering bij bouwprojecten, 2001
Ridder, de, H.A.J., Collaboration and form of contract in the Civil Engineering Industry, 2008
Voordt, van der, D.J.M, & Wegen, van, Architectuur en Gebruikswaarde, 2002
6/44
Title
Realization aspects of sustainable projects
Alijd van Doorn
Problem Definition
The building industry is known for two things that negatively influence sustainable realization: its wasteful
character (up to 40% of the total waste production) and its traditional, slow changing culture. This could
mean that however innovative and good design intentions one has, in the course of the realization process
building remains a very unsustainable endeavour. This leads to the question: What happens with sustainable
(design) ideas in the course of the realization process and how can you optimize sustainability in the
realization process? It is recommended to focus this research on a specific building type.
This is a research question for students with a passion for building processes.
What realization aspects have a negative influence on the final performance of the sustainable design?
Which sustainable ideas seem good on paper but turn out badly in the building process? (is there a possible
mismatch between design ideas and design realization?)
How can we improve the building process in order to become more sustainable?
How can we improve the design process and/or the link between the design process and the building
process in order to realize sustainable ambitions?
Final Result
A process scheme or checklist for a more sustainable realization process
Dura Vermeer, Grontmij, BAM
7/44
Title
Integrated information models in the use stage
Alexander Koutamanis
Problem Definition
The use of integrated information models such as BIM in the use stage promises transparent coordination of
various sources, reliable support for transactions and continuity of information throughout the life cycle.
Using models established in the design stage and verified or refined in construction rather than new, ad hoc
data collections and representations we can achieve a higher degree of precision and accuracy in the
management of use-related activities, from building maintenance and adaptation to the development of new
comprehensive new design and construction requirements (briefs). The project focuses on two main aspects
of these possibilities: (a) the integration of building behaviour and performance data as derived from
identification technologies such as RFID and (b) the commissioning of activities in the use stage, including
early warning and just in time interventions on the basis of these data.
To be decided in conjunction with the graduation company
Final Result
To be decided in conjunction with the graduation company
Government Buildings Agency (Rijksgebouwendienst)
C. Eastman et al (2008) BIM handbook, Wiley (ISBN-13: 978-0470185285) – available online at
http://aleph.library.tudelft.nl/F/GN52N39KCKVTGXNQGYJVQ952IX4S2ITMU9F7SHA6FDKID7AQP425755?func=full-set-set&set_number=021247&set_entry=000002&format=999)
D.K. Smith & M. Tardif (2009) Building Information Modeling, Wiley (ISBN 978-0470250037) – available
online at http://aleph.library.tudelft.nl/F/QE8RLHA33QJ268JR5US9VQY53MQPGVFDK7MFMRK673BHE8QNIC20527?func=full-set-set&set_number=133742&set_entry=000008&format=999).
http://www.rgd.nl/actueel/publicaties/rgdboei-handboeken/
8/44
Title
BIM in design guidance
Problem Definition
Building Information Modelling (BIM) focuses on the integration and continuity of information in the life cycle
of a building, with particular emphasis on the design stage where most decisions should be taken, registered
and correlated in a comprehensive and coherent specification of building products and processes. The
project examines the applicability and utility of BIM with respect to design guidance in the framework of
specific, demanding design processes characterized by a high degree of specificity in client requirements and
a high level of performance requirements (e.g. museums and government buildings). The main focus is on
the support of management activities in such projects, especially concerning the evaluation of design
decisions and products and feedback that informs and re-directs subsequent actions.
To be decided in conjunction with the graduation company (also in relation to the projects and cases to be
studied)
Final Result
studied)
Government Buildings Agency (Rijksgebouwendienst)
9/44
Title
Project management through BIM
Problem Definition
Using Building Information Modelling (BIM) in project management has already become common practice,
especially in demanding design projects that involve various actors and aspects. The project examines ongoing projects and recent cases with respect to intrinsic criteria (generally relating to BIM performance) and
extrinsic factors (such as compatibility with business or design approaches and attitudes) towards a
definition of short and long term goals for the integration of not only BIM but also subsequent technologies
in the management of design projects. Among the primary goals are: (a) the re-ordering of activities in time
(e.g. earlier or later involvement of specialists); (b) effective and reliable cost management; (c) identification
of prerequisites for the adoption and deployment of BIM.
studied)
Final Result
studied)
Brink Groep
10/44
Title
Assessing the impacts of diverse organizational practices on collaboration for
Alliances; cases of large engineering projects; synchronizing organizational values
Esra Bektas
Problem Definition
Alliances are long-term commitments towards a defined market-goal which is set collaboratively. These
commitments occur between a ‘parent’ and ‘child’ organizations. These alliances are called as vehicles of
opportunities for two companies. Yet both companies have their own organizational practices which
comprise organizational knowledge, cultural values and skills. There is a de-synchronization of practices
which inhibit to achieve their initially set goals. Therefore systematic approaches towards formalization of a
structure are required.
What are the different approaches in the literature towards tackling with cultural differences in alliances?
What are the efforts of parent companies towards developing and implementing their strategic plan? Or
does it exist?
What are the changes in these strategic plans in the next alliance (if exist)?
Are there any formal and informal structures (i.e. communicating, sharing and learning) developed during
the course of alliances as emerging actions?
If yes, [for informal] how companies deal with (and control) informal way of communicating? If yes, [for
formal], what does not fulfil the intended structures in current course of alliances?
If no, what are the reasons behind no deliberate efforts?
How to encourage members of different organizations when they usually (and totally) have different cultural
values? How the encouraging drivers are determined and by whom?
Final Result
An in-depth understanding that comprises mismatches of implementations and the theories, this
understanding will be gathered through cases (large engineering firms, consultancy firms etc.) and a
guideline will be presented for the companies take part in alliances as “do’s and don’t’s”
DHV – Bram van de Kaa, Dennis Woudenberg, Thijs Huismans
ING REAL ESTATE etc. Gert-Joost Peek
http://www.emeraldinsight.com/journals.htm?articleid=1573074
http://onlinelibrary.wiley.com/doi/10.1002/hrm.3930270105/abstract
http://www.sciencedirect.com/science?_ob=ArticleURL&_udi=B6V77-44TVDB41&_user=499885&_coverDate=01%2F31%2F2003&_rdoc=1&_fmt=high&_orig=search&_origin=search&_s
ort=d&_docanchor=&view=c&_searchStrId=1619189037&_rerunOrigin=scholar.google&_acct=C000024500
&_version=1&_urlVersion=0&_userid=499885&md5=15c9718d793e165d76250f0ea1da1e20&searchtype=a
more can be found.
11/44
Title
Pattern analysis of diverse organizational practices in large scale building projects
through case studies
Esra Bektas
Problem Definition
Project-based fields such as construction are populated by both temporary and permanent systems
(Grabher, 2002). On one hand, permanent organizations have both project and project-infrastructure but
their tasks and involvements are temporary (Grabher, 2002). On the other hand, a collaborative working
rhythm which is required to facilitate knowledge sharing between project actors is created often
spontaneously in the design process. One reason is that the projects notoriously lack formal structures and
incentives for learning (EKSTEDT 1999) and they are not given special attention to implement deliberate
strategies which increases sharing insights, values, and skills in order to ease complex design problem
solutions. It is due to the temporary character of the projects. Yet this perception, in particular large scale
building projects, is rather naïve. Large-scale building projects have a distinct character due to their time
duration as well as their unique complex nature. Their duration is relatively long, several years (DeFillippi
and Arthur, 1998, Wang, 2000), to create knowledge sharing communities within it. There is an emerging
need for understanding the differing practices, their collaboration ways and particular efforts to handle the
inter-organizational problem solving. The studies on how multiple actors coordinate their collaborative
efforts, how the expectation of limited duration shapes and modifies their interactions are limited (Jones and
Lichtenstein –rephrased). The remaining question here is how the projects are overcome although they are
treated as the new ambiguous journey and to what extent organizational practices can be patternized
through unlocking the natural occurring processes of collaboration, interactions between parties?
What determines a large scale building project?
Which types of organizations participate in design process of large scale building projects (LSBPs)?
What are the differences and similarities of various organizational practices in LSBPs?
How knowledge sharing strategies (KSS) formulated for LSBPs design processes, what are the impacts of
organizational practices in formulation of KSS?
Final Result
Giving insights to practitioners on variety of practices which boosts complexity in the design environment
and giving awareness on how to tackle with knowledge problems through these organizational patterns
emerged in design process.
DHV – Bram van de Kaa, Thijs Huismans, Wendy Poppelars
Arup –Haruko Masutani Project Leader in London Buildings
BEKTAŞ, K. E., HEINTZ, J. L. & WAMELINK, J. W. F. (2010a) Exploring knowledge sharing strategies of design practice;
co-location. CIB World Congress. The Lowry, Salford Quays, United Kingdom
BEKTAŞ, K. E., HEINTZ, J. L. & WAMELINK, J. W. F. (2010b) Reviewing the concepts of Knowledge Sharing for Large
Scale Building Projects. 1st. International Graduate Research Symposium Ankara, Turkey, METU - Department of
Architecture
BEKTAŞ, K. E., LAUCHE, K., HEINTZ, J. L. & WAMELINK, J. W. F. (2010c) Knowledge Sharing Strategies for Large Scale
Building Projects. ProMAC 2010, 5th International Conference on Project Management. 5th ed. Tokyo, Japan.
BOUTHILLIER, S. (2002) Understanding knowledge management and information management: the need for an
empirical perspective. Information Research, 8.
DAVENPORT, T., DE LONG, D. & BEERS, M. (1998) Successful knowledge management projects. Sloan Management
Review, 39, 43-57.
DEFILLIPPI, R. & ARTHUR, M. (1998) Paradox in project-based enterprise. California Management Review, 40, 125-39
12/44
Title
Coping with unpredictability; managing the changes in design criteria in large and
complex projects
Esra Bektas
Problem Definition
In the last 20 years, the environment in which large-scale engineering projects are developed has become increasingly
characterized by instability resulting from radical shifts in institutional frameworks, political and economic discontinuities
arise in environmental and social activism and, to a lesser extent, technological changes which clearly limit the validity of
traditional planning approaches (Floricel and Miller, 2001). When Emery and Trist [1] (p. 26) define turbulence in large
scale engineering projects as the dynamic processes produced by the increasing complexity of the ‘‘causal texture” of the
environment, which produces ‘‘a gross increase in the area of relevant uncertainty’’(Floricel and Miller, 2001), they
emphasizes the distinctions amongst instability (turbulence), complexity and uncertainty. Pryke and Smyth claim that the
main source of uncertainty is human risk factors and that is neglected in the various bodies of knowledge (BOKs) for
project management (Pryke and Smyth, 2006). We re-claim that that LSBP has various dynamic processes conducted by
different organizations and the members of the project teams. This variety increases the complexity that the projects
already have due to their features of being unique and temporary. As Gray claims that it is not the presence of
complexity that is a problem, but the inability of project managers to deal with it (Gray et al, 2001). So not the
complexity but the combination of the current problematic features of the construction industry such as fragmented
structure of design practice, the dispersal of domain knowledge among the actors, and insufficient communication
between them disrupts the projects’ progresses. With the many constraints the construction industry faces (due to
limited space, increasing project complexity, limited budgets, tight programmes and the constant demand for facility
innovation), project teams are faced with challenges to utilise diverse knowledge and create new knowledge in order to
meet stringent requirements and fulfil ever-changing needs (Fong, 2003). Project team members have to incorporate
new information into their understanding in order to solve the technical challenges they face (Fong, 2003).
What creates a complex design environment? How project leaders foresee project processes, what are the practice
interventions regarding managing instable environments? Who defines design criteria in projects? How to control design
changes in a project progresses? [In fact who dominates design processes and leads the direction of the design
progress?
Final Result
An in-depth understanding on design changes in large and complex projects (both negative and positive impacts on
design progress) and providing a guideline/handbook for practitioners through the insights learnt from case studies.
DHV –Rene Hopstaken, Thijs Huismans, Wendy Poppelars
Arup –Haruko Masutani Project Leader in London Buildings
Renaissance Construction, Murat Ozgumus, the Head of Project Development dep. (architecture)
FREDRICKSON, K. (1998) Design guidelines for design-build projects. Journal of Management in Engineering, 14, 77-80.
FRUCHTER, R. & DEMIAN, P. (2002) Knowledge management for reuse.
GRABHER, G. (2002) Cool projects, boring institutions: temporary collaboration in social context. Regional Studies, 36, 205-214..
HARDY, C. & PHILLIPS, N. (1998) Strategies of engagement: Lessons from the critical examination of collaboration and conflict in an
interorganizational domain. Organization science, 217-230.. JASHAPARA, A. (2004) Knowledge Management: An Integral Approach,
Pearson Education.. JENSEN, P., DAMGAARD, T. & KRISTIANSEN, K. (2009) The Role of Facilities Management in Building Projects..
JONES, C. & LICHTENSTEIN, B. (2008) Temporary inter-organizational projects: how temporal and social embeddedness enhance
coordination and manage uncertainty. The Oxford Handbook of Inter-Organizational Relations. Oxford University Press, Oxford, UK,
231–255. POLANYI, M. & SEN, A. (2009) The tacit dimension, University of Chicago Press. PRYKE, S. & SMYTH, H. (2006) The
management of complex projects: a relationship approach, Wiley-Blackwell. SMITH, B. (1985) Project concepts. Effective project
administration. London: Institution of Mechanical Engineers. SWYNGEDOUW, E., MOULAERT, F. & RODRIGUEZ, A. (2002) Neoliberal
Urbanization in Europe: Large–Scale Urban Development Projects and the New Urban Policy. Antipode, 34, 542-577.
TSUI, L. (2006) A Handbook on Knowledge Sharing Strategies and Recommendations for Researchers, Policymakers, And Service
Providers. CUP. TURNER, J. & MÜLLER, R. (2003) On the nature of the project as a temporary organization. International Journal of
Project Management, 21, 1-8. WANG, Y. (2000) Coordination issues in Chinese large building projects. Journal of Management in
Engineering, 16, 54-61.
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Title
Enabling Multidisciplinary Design Team Collaboration with Virtual Design and
Construction in Dutch Practice
Esra Bektas
Problem Definition
The AEC industry comprises of various disciplines which represent their domain-specific knowledge.
Integration of domain-specific knowledge is required among project actors in the design process so that
project requirements are fulfilled and disciplinary objectives are met. However, the industry is fragmented
and lack of collaboration and insufficient interaction with communication results in problematic design
processes among the actors. Virtual Design and Construction (VDC) is an approach to achieve integrated
design processes by combining visualizations, performance models, planning tools and co-located
collaboration of domains. VDC offers possibilities to design team actors such as architects, engineers,
contractors and clients for the improvement of collaboration, interaction and communication. It is an
approach developed in US context and its implementation has been recently started in various European
countries. Yet these implementations are limited.
What are the current problems regarding project discourse in particular collaboration between project
actors?
What does VDC theory aim to overcome challenges in the projects?
What are the characteristics of VDC theory which are specific to US-context? (This question leads us to what
are the differences between two practices in US and NL?)
What are the current implementation experiences of the VDC approach in Dutch Practice?
What are the mismatches between VDC theory and the implementations in the Dutch practice?
How to overcome the mismatches occurred between the theory and VDC implementations?
Final Result
Through a case study method, this research will emerge mismatches between the VDC approach and the
practical implementations. It attempts to answer to what extent the VDC approach developed in other design
context can be applied to the Dutch design practice. Potential challenges will be emerged such as cultural
discrepancies of design disciplines and diverse organizational practices. Finally, the research will provide
application recommendations which will tackle with the challenges and drivers drawn from the case studies.
DHV –Bram van de Kaa. Dennis Woudenberg within a collaboration of Stanford University (DHV is as a case
Study company, and internship during this research will be –highly- possible)
Bonaventura, M. (1997). The benefits of a knowledge culture. Aslib Proceedings, Vol 49, 82‐89 in: Webb, S.P. (1998)
Knowledge Management: linchpin of change, London: Aslib.. Churchill, E. S., and Thoren, R. (2009). Re‐negotiating
architects relevancy ‐ A US perspective on IPD and BIM.. Davenport, T. H., and Prusak, L. (1998). Working Knowledge:
How organisations manage what they know.. Garcia, A. C. B., Kunz, J., Ekstrom, M., and Kiviniemi, A. (2004). Building a
project ontology with extreme collaboration and virtual design and construction. Advanced Engineering Informatics, 18,
71‐83.. Holtackers, D., Jansen, F. J., Lourens, E., and Schellevis, J. (2008). Procesintegratie en innovatief
ondernemerschap in het bouwproces: Economisch Instituut voor de Bouwnijverheid. Huijsmans, T. J. J. (2009,
December 2009). Directing or faciliating the MIX? Boss Magazine, 20‐26. Kunz, J., and Fischer, M. (2009). Virtual Design
and Construction: Themes, Case Studies and Implementation Suggestions. CIFE Working Paper #097, 10. Kvan, T.
(2000). Collaborative design: what is it? Automation in Construction, 9, 409‐415. Lousberg, L. H. M. J. (2009).
Introduction process‐ and projectmanagement, Delft University of Technology, 2009. Shen, W., Hao, Q., Mak, H.,
Neelamkavil, J., Xie, H., Dickinson, J., et al. (2010). Systems integration and
collaboration in architecture, engineering, construction, and facilities management: A review. [doi:DOI:
10.1016/j.aei.2009.09.001]. Advanced Engineering Informatics, 24(2), 196‐207.
14/44
Title
Theory and practice of committees for building aesthetics/external appearance
(welstandscommissies)
Dr. Fred Hobma (building law)
Problem Definition
This research fits within theme ‘design management’
This research is requested from practice: Pi de Bruin, architect at Architectencie (Amsterdam) asked for it.
Many architects, and Pi de Bruin in particular, experience problems with committees for building aesthetics.
These committees have an important function in assessing the aesthetic qualities of a design. They have the
power to give a negative advice regarding the design to burgomaster and alderman, leading to refusal of the
building permit/environmental permit.
Many architects feel that the committees have too much power and even go further than they legally are
authorised. The use of the powers of the committee, in this view, leads to frustration in the design process,
costs time and costs extra money.
Theory: what are the (legally based) powers of committees for building aesthetics?
Practice: how are these powers used in practice (case studies and participatory research)?
Are complaints (regarding the use of powers by the committees) by architects justified?
What can be done to solve or mitigate the problem?
Final Result
Advice/recommendations regarding the functioning of committees for building aesthetics, to improve the
management of the design process. Recommendations for the committees and for architects.
Pi de Bruin (Architectencie), Amsterdam
Official evaluation of the functioning of building aesthetics by the minister of Spatial Planning, Housing and
Environment (April 2007) (in Dutch)
15/44
Title
Construction Process Inefficiencies experienced by subcontractors of installations
Prof. Monika Chao-Duivis (building law)
Problem Definition
This research fits within theme Construction Management
This research is requested by Marcel Ruygvoorn, attorney (Utrecht) who is faced with many problems
related to installations.
Installers work at the ‘end’ of the building process. Usually they are subcontractor. At the beginning of a
building project, the installer makes a planning of the number of workers he needs for the job and a time
planning. The installer sets his workers aside for the planned period.
Because installers work at the end of the building process, they are often faced within delays. For instance:
demolition took more time than expected, so the installer cannot begin his work at the planned moment.
This causes problems for the installer: he cannot bring his worker into action. Furthermore, in the meantime
there is no alternative job for the workers, since they were scheduled for the delayed job.
How is the installer financially compensated for his damage? In the Netherlands many (legal) problems arise
out of this situation. Its seems that in Anglo Saxon countries a solution has been found for this problem.
How big is the problem in the Netherlands?
Is the problem indeed tackled in Anglo Saxon countries? What are experiences with the solution to the
problem in Anglo Saxon countries?
Can the solution be transferred (used) in the Netherlands, or are there any legal or cultural hindrances to
that?
Method: case research, jurisprudence (case law) research
Final Result
Advice/recommendations towards contractors and subcontractors (installers) how to deal with the problem.
Perhaps institutional recommendations (general conditions, guidelines etc.)
Cofely, Imtech, Kropman, Strukton
Marcel Ruygvoorn, attorney at law (Utrecht)
Marcel Ruygvoorn is willing to share his experiences
16/44
Title
The coordinating role of the architect
Dr. Fred Hobma (building law) or prof. Monika Chao-Duivis (building law)
Problem Definition
In the Netherlands, architects usually do their work on the basis of ‘general conditions’, specifically the DNR.
The DNR define the tasks of the architect towards the client. On of the roles the DNR defines for architect is:
the architect as coordinator of the building process. There is a lack of knowledge regarding this ‘coordinating
role’ of the architect. This may lead to (legal) problems between client and architect.
What are the legal possibilities, powers, limitations, problems of ‘the architect as director of the building
process’?
What exactly are coordinating tasks of the architect?
What is ‘design integration’ exactly?
How do architects use their coordinating powers in practice? (case study research)
Are clients satisfied with that?
(small jurisprudence/case law research)
Final Result
Clarification of the coordinating tasks of the architect.
Advise towards architects regarding the contract they conclude with their clients.
Prevention of conflicts between architects and clients.
Enhancing the satisfaction of clients with architects performances.
To be determined
17/44
Date: 23-08-2011
Title
Is Full Service Better Service?
John Heintz
Problem Definition
Conventionally, clients must assemble a team of architects and engineers from several different businesses.
Full Service Firms offer all these services from a single firm. In theory this should provide the advantage of
better relationships between engineers and architects as well as single point responsibility. One might
reasonably expect that the work of architects and engineers in a Full Service Firm will be better integrated –
leading to a better solution – than that of teams of architects who have never worked with each other
previously. The question is whether this is so. Do Full Service Firms provide better service?
• Do clients get better service from full service firms than from one time collaborations between independent
firms?
• Is knowledge more easily shared among architects and engineers in a full service firm than among those in
independent firms?
• For what proportion of their work do full service firms provide an integrated service? Do they get more
work by providing an integrated service?
• Is there any difference in the degree of integration in the final design or building between full service firms
and one time collaborations?
• How do we define integration – of knowledge among professionals, and of the work of the different
professionals in the final design or building?
• Do clients have a preference? Should they?
Final Result
This project will be an initial exploration of this question. The final result should provide a well substantiated
initial result upon which to base further work. Thus issues of definition, and description will be important.
Empirical findings will be based on interview or case study research.
This work will require intense contact with a number of firms working both as full service firms and
independently. One of the first tasks will be to make a list of full service firms in the Netherlands, including
Royal Haskoning and DHV.
The literature for the project will draw on areas of design management, knowledge management, design
quality and practice management.
ANUMBA, C. J., BAUGH, C. & KHALFAN, M. M. A. (2002) Organisational structures to support concurrent
engineering in construction. Industrial Management & Data Systems, 102, 260-270.
BAIDEN, B. K., PRICE, A. D. F. & DAINTY, A. R. J. (2006) The extent of team integration within construction
projects. International Journal of Project Management, 24, 13-23.
GRAY, C. & HUGHES, W. (2002) Building design management, Oxford, Butterworth-Heinemann.
KOUTSIKOURI, D., DAINTY, A. & AUSTIN, S. (2006) Critical success factors for multidisciplinary engineering
projects. IN BOYD, D. (Ed.) 22nd Annual ARCOM Conference. Birmingham, UK, Association of Research in
Construction Management.
SAINT, A. (2008) Architect and engineer : a study in sibling rivalry, New Haven, Conn. ; London, Yale
University Press.
18/44
Title
Architectural Firm Typology
John L. Heintz
Problem Definition
Much advice for architectural firms is based on firm typologies. The most common of these is the Coxe
Group typology: Strong Idea, Strong Service and Strong Delivery. However there is very little evidence either
for the idea that architectural firms fit neatly into a limited set of types, nor that the advice given for each of
these types is valuable. This project would survey Dutch architectural firms using a survey based on the
original Coxe question list. Using methodology borrowed from a study done in Texas, we will determine if
Dutch architectural firms fit into the Coxe typologies, and the degree to which this can be correlated with
measures of firm success. There is a possibility that we may do this study in association with a group in
Australia.
Can we type Dutch architectural firms according to their responses to a limited number of firm
characteristics?
Do particular patterns of firm characteristics or conform to types correlate with firm success?
Final Result
A test of the concept of typology of architectural firms, and a potential basis for providing strategic advice to
architectural firms.
Coxe, W. et al (1987) Success Strategies for Design Professionals. McGraw-Hill. New York.
Cheung, Siu-Hong (1994) The Applicability of Superpositioning to American Architectural Firms. Masters
Thesis , Texas Tech University.
Heintz, J.L. (2011, forthcoming) What’s in a Type.
19/44
Title
Architectural Firm Lifecycles
John L. Heintz
Problem Definition
It has been asserted that architectural firms grow through a process of alternation between steady growth
and crisis. This is based on research in SME’s that has identified this pattern of growth and a number of
typical crises. Architectural firms are driven by professional as well as economic goals, we may therefore
expect that architectural firms will face a unique series of crises. The research will attempt to identify a
number of typical crises by collecting the histories of a large number of firms.
Do Dutch architectural firms show consistent patterns of growth alternating with crises?
What sorts of crises do Dutch architectural firms face at particular points in their growth?
Are there strategies that help Dutch architectural firms when faced with these crises?
Final Result
The result of this research will be the identification of a number of typical crises, their typical occurrence
within the lifecycle of the firm, and strategies which will assist firms in avoiding, meeting or overcoming
these crises.
Coxe, W. et al (1987) Success Strategies for Design Professionals. McGraw-Hill. New York.
Cheung, Siu-Hong (1994) The Applicability of Superpositioning to American Architectural Firms. Masters
Thesis , Texas Tech University.
Heintz, J.L. (2011, forthcoming) What’s in a Type.
20/44
Title
Barriers to Sustainable Architectural Practice for Small Firms
John L. Heintz
Problem Definition
Sustainability is a crucial issue for our future. This fact is now more generally accepted, yet the response of
the architectural profession still leaves something to be desired. Most firms now accept that they must claim
to address sustainability in their design work, but few take this beyond so called green-washing. For many
firms experience a number of barriers to the incorporation of sustainability into their practice. Sustainability
represents a new and unfamiliar body of knowledge and requires the use of an unfamiliar range of design
and evaluation tools. For architectural firms operating in an economically difficult climate the extra costs
involved in acquiring these new capabilities are a significant barrier. This is particularly true for smaller firms.
While the above assertions seem clearly true, they have yet to be scientifically verified. This verification must
take place before we can address the problem of how to effectively promote sustainable architectural
practice.
What are the barriers small architectural firms encounter in their efforts to incorporate sustainability into
their practices?
What incentives or dis-incentives exist for small firms to incorporate sustainability into their practices?
What support facilities or structures exit that can assist small firms to incorporate sustainability into their
practices?
What supports would be most helpful?
Final Result
The final result will be a description of the barriers to small architectural firms to incorporate sustainability
into their practices. It will include recommendations to government, professional associations, educational
institutions, and the firms themselves about how to overcome these barriers.
This project will be conducted in association with a European Funded research project. The project will be
carried out by an extensive consortium including research associations, professional associations, and
architectural firms in several European countries.
21/44
Title
DCM as a social process
Louis Lousberg
Problem Definition
In literature on Design and Construction Management the instrumental approach still out weighs the
approach of project management as a social process. It seems to be that project managers and architects
sometimes don’t interact.
Is it true that sometimes architects and project managers don’t interact?
How does their process of interaction looks like anyway?
Are there any flaws to recognize?
If so, what is the most important one?
What can we do about it?
Final Result
Recommendations for project managers and architects to avoid flaws in their interaction.
IPMMC Consult? – David Meijsing
Lousberg L.H. ,2006, Towards a theory of project management, Delft: Proceedings SCRI-Symposium 2006.
Lousberg L.H., Wamelink J.W., 2010, Foundation of a practical theory of project management, Atkin B.
Borgbrandt J. (eds.) in: Performance Improvement in Construction Management, London, Spon Press
22/44
Title
PPP in constructing schools
Louis Lousberg
Problem Definition
Due to cut back’s it’s very hard these days for schools to finance a new building, while the need for new
school buildings is immense. Public Private Partnership (PPP) in the form of Design Built Finance
Maintenance and Operate (DBFMO) promised to be the solution (e.g. Montaigne Lyceum).
What is the actual status of the implementation of this kind of PPP in schools?
What are bottle necks, if there are any?
In a few particular cases…if so, what is the most important one?
How to solve these?
Final Result
Recommendations for the schools that were involved in the multiple case study.
Twijnstra Gudde - Dennis Christmas
Van den Bosch S. , 2006, DBFM(O) bij scholenbouw Perspectief; luchtkasteel of schoolgebouw? Master
thesis, Delft, Delft University of Technology.
23/44
Title
The impact of BIM on the role of a project manager
Louis Lousberg
Problem Definition
While BIM seems to be a solution for certain coordination problems in projects the building industry, it’s not
clear what consequences the application of BIM has in practice for the coordination task of a project
manager.
What impact has the application of BIM in projects in the building industry for the coordination task of a
project manager?
Final Result
-
Insight in the changes of the role of a project manager due to the application of BIM
Recommendations on how to deal with these changes.
Stevens van Dijck
Thomas van Leeuwen
24/44
Title
Management for quality
Matthijs Prins
Problem Definition
Management is a means and not an end. A well-managed process does not guarantee a high quality
product, not in general, and especially not in the domain of architectural design.
Even more we do not really know what a qualitative design means, nor there are explicit definitions of what
a well managed process is.
Sometimes people even state that the amount of conflicts within the process of a design team can act as an
indicator for resulting design quality which is as unproven as the reverse statement.
How to operationally define architectural value as subject to management and how to instrumentalize this.
Application of quality methods like DQI, VAliD, CABE, AHP within NL is not wide spread.
Do they work, and can these foremost at quality assessment directed tools be transformed in to design
tools.
Protocol analysis tangible and intangible aspects and their management. How to specify within the brief,
how to communicate during the process and how to manage.
Process quality and product quality are they related and how to measure and define these.
Managerial effectiveness. Impact of client ambitions and professionalism. Effects of conflicts within
processes.
Final Result
Might be normative attempts to define core concepts of the above, or results in terms of empirical
correlations between observable or measurable process characteristics and their resulting effects on for
instance perceived quality.
EGM, TG, De Comme bouwadviseurs and a lot of others
Emmitt, S., Prins, M., Otter A. den eds. 2009. Architectural Management, International Research and
Practice. Wiley Blackwell, Oxford.
25/44
Title
Integrated procurement does it work?
Matthijs Prins
Problem Definition
Often integrated procurement like type of processes as design build (DB) to design built finance and
maintain (DBFMO) are seen as the solution to a lot of existing problems within the construction industry.
They are assumed to result in far better collaboration, integration, faster delivery, less defects, lower cost
and even product innovation.
From a scientific, more in special an empirical perspective however a lot of these assumed effects of
integrated procurement are defined rather vague and stay unproven.
What is the impact of new procurement routes on quality, roles and position of the architects and advisors
tasks.
What in case of integrated procurement are the consequences for quality assurance (seen from a clients
perspective) and briefing.
How ought or how actually works in these type of processen the client - architect communication and in case
this is different from traditional organised processes what are the effects on for instance clients satisfaction.
How to select the architect in case of PFI, would performance based architects selection a possibility??
Would it be possible for architects in terms of total and system engineers to act as main contractor in case
of integrated procurement and to what extend. What are the legal, organisational and financial barriers.
What is the best solution on how to procure ‘high ambition projects’: integrated or traditional?
Final Result
Preferably empirical case based data, which provides insight in the real effects of integrated procurement.
BAM, Strukton and others
Vasters, R, Prins, M., Koppels, P.W., 2010. Does integrated procurement reduce building cost and project
time? In: Proceedings CIB World Conference, Better Building, CIB, Salford.
26/44
Title
Integrated Design and Delivery Solutions
Matthijs Prins
Problem Definition
BIM (Building information modelling, might impose a lot of effects on the way parties work together in
construction. In it’s ultimate sense a BIM can be the main tendering document but it can also be considered
as a datamodel to be used throughout the live span of the building. Up till now a lot of developments
concerning BIM are technology driven by software vendors.
Real requirements from out the construction sector are lacking. As well as research on all the assumed
effects while using BIM.
What requirements do organisations in construction have to met, to be a partner in a BIM process (BIM
maturity models).
How processes in construction are actually changed, when BIM is implemented.
Who is responsible for the BIM.
How to formalize change management in case of BIM
Does BIM lead to better integration, and what is it: ‘integration’.
Can BIM’s be of help to realize more sustainable buildings.
Can BIM’s be of help to optimize the supply chain.
What are the actual effects on working procedures or will BIM even more led to changing whole roles or will
it be necessary to introduce new roles.
Final Result
Emperical case based data on the effects of the use of BIM.
Process models on BIM implementation
TNO, C+R Consult, Loughborough University, VTT and a lot of others
Prins, M., Owen, R. eds. 2010. Integrated Design and Delivery Solutions, Special edited issue of Architectural
Engineering and Design Management, 2010, vol. 6 nr. 4.
27/44
Title
COMPASS
COMpetitive and innovative integrated design teams for sustainable architecture and design
solutions - PASSport for sustainable design and user-centric service development
Matthijs Prins
Problem Definition
SME’s (in Dutch MKB) especially smaller ones like many architects offices often have high innovation
potential, but are confronted with serious problems in terms of knowledge and skills acquisition in case of
complex developments like sustainable building.
Requirements of sustainability become more and more common and demanding and designers’ qualification
requirements are increasing and broadening.
Sustainable building requires knowledge on regulations, existing tools and how to use them, as well as news
ways of working, collaborating and managing.
A lot of tools are available on the assessment of sustainability (BREEAM, GreenCalc), but most of them are
not intended to be used as design tool.
Especially challenging are the way developments in BIM and sustainability start merging.
Compass is a EU project of VTT and TUD together with the European Architects Association (ATL) and is
under review at the moment.
The most important question are listed below and are following the work packages as defined in the
compass proposal:
What are the existing tools, working procedures and best practices in case of sustainable building design.
How can existing tools be transformed for design processes op SME architects offices.
Which tools are lacking, what are benefits and hindrances of existing tools.
How to define and maintain sustainable ambitions throughout the process.
How does the management of the design process has to adapt in case of sustainable design.
What are consequences of sustainable design on working procedures, management, collaboration and cocreation.
How to integrate sustainable design into contemporary BIM developments.
Final Result
Survey on state of the art tools and best practices for sustainable building and their applicability for SME
architects offices. A toolkit for sustainable building for SME architects offices. Transformation of existing
assessment tools to design tools. Development of new process models for the design of sustainable building
and its management. Models on how to define and maintain sustainable ambition throughout the process.
Integration of sustainability in BIM packages and working procedures. Procurement models and contracts for
sustainable building. Principles for design management processes in case of sustainable building. Roles and
task descriptions in user centric sustainable building processes. Guidelines for co-creation.
A sustainable building management system f.i on task management, network management, and co-creation
management.
ATL, VTT, TUD, BNA, Meijer and van Schooten, Rau architects and many others.
Compass proposal.
28/44
Title
Past Process Performance - PPP
Rob Geraedts, Jelle Koolwijk
Problem Definition
The assessment of the quality of building actors based on their past process performance can be used in
different ways in the process. Working with process quality indicators in the construction industry is not just
regarded as an instrument that enables commissioning parties to gain an insight into process performance of
actors (f.i. contractors) for the purpose of making a selection for new projects, it is also a means to
encourage actors to a greater levels of performance, to stimulate innovation, to reward investment in
quality, and to allow actors to get a clearer idea of their performance as well as that of their competitors.
This research project aims to develop instruments by which the process (past) performances of the different
actors involved on project level can be measured, assessed and used for selection and benchmarking. It
mainly concerns:
- Contractors
- Architects
- Clients
- Design managers
- Construction managers.
- Research into information that is generally available about assessments of the quality of the building
process, their value, and how the information is used.
- Do similar systems exist in industries other than construction?
- What are the most important quality indicators for assessing process quality in the construction industry?
- Can objectively quantifiable and assessable quality indicators be developed for ‘soft’ factors which are
nevertheless considered important, such as a proactive attitude, reliability, accuracy, customer-orientation,
customer-friendliness, creativity, innovations?
- What are the consequences, legal and otherwise, in the Dutch and European context of such an
assessment and measuring system with regard to the selection for new projects, tendering, implementation,
and follow-up?
- How can the results be used for benchmarking in the sector?
Final Result
Instruments to assess the quality of the past process performance of the different actors involved in the
construction process.
Guidelines
Case studies
Pre-Qualification of Contractors based on Past Performance; a feasibility study on performance
measurements of contractors; Geraedts, Koolwijk, TU Delft, June 2005
PaPer; the legal feasibility of past performance judgements; Chao-Duijvis, TU Delft June 2005
Diverse conference papers en afstudeerrapporten
29/44
Title
Adaptable Futures - Consumer oriented building - Flexibility
Rob Geraedts
Problem Definition
The future is uncertain – the present must be adaptable. This research project has raised a number of key
issues – one of which is that any built environment solution, whether branded or not, must be adaptable. It
must be able to be changed over its life cycle to adapt to the inevitable evolving needs of it’s end users.
Key objectives will include the definition of critical design parameters for Adaptable Buildings and their
interaction, the development of an exemplar of Adaptable Building design solutions, the impact on people
and process, the development of a strategic business case for Adaptable Buildings.
The buildings market and the use of commercial and residential buildings are characterized to an increasing
extent by a mismatch between supply and demand. Consumers need a faster and more adequate response
to their changing requirements, including those related to the actual use of buildings. Too little investment
has so far been made in the future flexibility of buildings (weighing initial costs against life cycle costs).
By using a flexibility strategy based not only on the structural design of a building but also on its
installations, it will be possible to make a distinction between permanent and variable aspects, and between
a long life cycle and a short life cycle. Such a strategy will help achieve a better match between supply and
demand. It will make it possible to offer every consumer a minimum, but adequate and sufficient, basic
quality at the support level or base building.
- What is the size of the market demand for the flexibility of buildings?
- Which future scenarios do we have to deal with adaptable buildings?
- Which techniques and instruments are available to guarantee the future flexibility of buildings in the
different phases of the life cycle?
- What will be a perfect match between market demand and supply?
- Which flexibility measures have been taken in the past, which have been used actually during the life cycle
of buildings?
- What is the relation between the costs and benefits of measures aimed at future flexibility?
- What is the influence of flexibility strategies on the design and construction process?
Final Result
-
Design parameters for adaptable buildings
Design solutions for adaptable buildings
A flexible design & construction process, to be able to adapt to changing user demands
Cost/Quality relations of design parameters, related to the life cycle of buildings
A strategic business case for adaptable buildings
- Several interested housing associations in the Netherlands
CIB Working Commission W104 Open Building Implementation
Research project Adaptable Futures, Loughborough University UK, prof.dr.Alistair Gibb
Industrieel, Flexibel en Demontabel Bouwen (IFD) - SEV, Stuurgroep Experimenten Volkshuisvesting
Geraedts, R.P. (2010), Success and Failure in Flexible Building. Proceedings International Conference
Sustainable Open Building, Bilbao Spain.
Geraedts, R.P. (2006), Upgrading the adaptability of buildings. Conference proceedings Adaptables 2006,
International Conference On Adaptable Building Structures. Eindhoven: TU Eindhoven.
Geraedts, R.P. (2004), Design for Change: Flexcos. Facility Management Magazine.
Geraedts, R.P. (2001), The Success or Failure of a Flexible Building System. Conference Agile Architecture,
CIB W104 Open Building Implementation, Delft.
30/44
Title
Transformation of buildings
Rob Geraedts - in association with the CREM research group: Theo van der Voordt, Hilde Remoy
Problem Definition
Transformation of existing buildings to new functions is something we are all familiar with. Everyone is
aware of examples of warehouses that are used for residential or work purposes, schools that have been
converted into local halls, or water towers that have become offices or home to a firm of architects. It is a
fact that there are a record number of buildings in the Netherlands that are vacant at the moment: offices
for which there no longer appears to be any demand, churches that are seeing congregations disappear as a
result of the ageing population and secularisation, industrial properties from which production has been
transferred to more accessible locations or even abroad, or school buildings that are no longer required as a
result of mergers in the education sector.
Conversions to homes is one possible option. This would kill two birds with one stone. On the one hand, the
saturated office market would be relieved of some of its excess office space, and on the other, the shortage
in the housing market would be somewhat alleviated. Transformation would also bring other benefits.
Nevertheless, there are sceptics who point to all kinds of obstacles and risks. Research should make clear
where the opportunities lie and how obstacles can be overcome.
- Market. What forecasts are various experts making?
- Functional. What functions represent the best match between market demand on the one hand (homes,
care, shops, work spaces) and buildings and location on the other?
- Technological. What are the potential possibilities for existing constructions, façades, roofs, and
equipment?
- Cultural. What is the current value of buildings from an architectural or cultural point of view? Which parts
should be preserved on account of their cultural value or monument status?
- Financial. What are the costs and benefits of transformation as opposed to restoration or demolition and
building something new?
- Legal. What laws and regulations are relevant to transformation in general and in particular to offices and
homes? What are the opportunities and threats?
- Organisational. Who are the key actors in the domain? What are their interests and what motives and
expertise do they have in transformation, and are they willing to carry it out?
Final Result
-
Instruments to assess the transformation potency of buildings
Cost/quality guidelines
Design & Construction process instruments
Case studies
Housing associations, project developers, owners of buildings
Herbestemmingswijzer; herbestemming van bestaand vastgoed, PRC 2004, Hek, Geraedts, Kamstra
Transformatie van Kantoorgebouwen, 010, 2008, Voordt van der, Geraedts, Remoy
31/44
Title
Research involving PARAP tool
Ir Sjoerd W. Bijleveld
Problem Definition
What is the relation between a spacial design, investment costs and cost-in-use and how can the PARAP tool
be useful when investigating this relation?
Elaborate on and extend particularly those aspects of design which are the subject of the book “Cost and
quality” of Kees Gerritse:
Stacking
Internal space
Grain size
Grid size
etc.
Final Result
Research report and possibly parts implemented in PARAP tool
PARAP research team
Centre for People and Buildings
PARAP tool and manual
32/44
Title
Research involving PARAP tool
Problem Definition
PARAP tool at the moment only useful for office buildings
Is it possible to extend the PARAP model so it can be used for other types of buildings, for instance schools,
hospitals, prisons etc.?
Final Result
Extended PARAP tool
PARAP research group
Centre for People and Buildings
PARAP tool and manual
33/44
Title
Research involving INKOS tool
Problem Definition
INKOS uses a so called template. New functions for the building are drawn on this template. At the
moment this template is dumb, meaning there is no relation between the template and the objects/functions
which are drawn on this template
How can one make this template “intelligent”? Otherwise formulated: is it possible to make the template in a
smart way aware of the new functions drawn on it?
Final Result
Improved INKOS tool
INKOS tool and manual
In general publications about feasibility of transformation projects
34/44
Title
General research on Quality and Costs
Problem Definition
How to get a better understanding of the relation between quality and costs.
Important Research Objectives/Questions
•
•
•
Concrete application of instruments for a certain design task or assignment either on the level of an
area or on building level. Design task can also mean practical case. By applying the instruments the
result can also be a list of recommendations for improvement or extension of a particularly
instrument;
Research aimed at actual improving or extending an instrument. This can go from prototyping “on
paper” to actual implementing on a computer and everything between these ways of modeling;
Research aimed at theoretical broading or deepening of quality & costs modeling. Research possible
quantification (read: possible modeling) of quality is of great importance. When conducting such a
research many aspects can be subject of study but architectural and/or spacial quality quite often
plays a central role
Final Result
Research report;
Newly development computer based instrument.
Existing tools for studying the relation between quality and costs: PARAP, INKOS, RICARDO, AREADNE
In general publications about cost modelling and design quality
35/44
Other assignments/questions from the
construction practice
36/44
Date: 28-01-2011
Title
Projectmanagement in de GWW (civiele sector)
Nader in te vullen
Problem Definition
De GWW en de Utiliteitsbouw zijn sterk gescheiden sectoren. Projectmanagement in de GWW wordt
momenteel voornamelijk gevoerd door de uitvoerende partijen met een weinig onafhankelijke rol. Er zijn nog
weinig onafhankelijke adviesbureaus actief in de GWW. Ook zijn er weinig projectmanagementbureaus die in
beide sectoren werkzaam. Terwijl beide sectoren grote overeenkomsten kennen. Liggen er daarom ook geen
kansen in de GWW voor onafhankelijk adviesbureaus werkzaam in de Utiliteitsbouw? Kunnen zij een
meerwaarde bieden in de huidige markt?
- Op welke manier kunnen onafhankelijk adviesbureaus een meerwaarde bieden binnen de GWW sector?
- Waar liggen de kansen voor onafhankelijke adviesbureaus in de Utiliteitsbouw met betrekking tot
projectmanagement en advisering (zoals innovatieve contract- en organisatievormen) in de GWW sector?
- Zijn er andere competenties noodzakelijk in de GWW dan in de Utiliteitsbouw?
- Op welke manier kunnen beide sectoren van elkaar leren?
- Hoe kunnen advies bureaus invulling geven aan de mogelijke kansen?
Final Result
- Beschrijvend onderzoek over de kansen in de GWW sector voor onafhankelijk adviesbureaus.
- Brink Groep, Nathalie Thuynder hrm@brinkgroep.nl
37/44
Date: 28-01-2011
Title
Relatie tussen bouworganisatievorm en teamcompetenties
Nader in te vullen
Problem Definition
Moderne organisatievormen vragen om nauwere samenwerken en afstemming tussen de betrokken partijen.
Onvoldoende afstemming en miscommunicatie zijn de belangrijkste factoren voor budget- en
planningsoverschrijdingen.
Bij elke bouworganisatievorm lijkt een ideale teamsamenstelling te bestaan. Momenteel is nog onduidelijk of
en hoe deze samenstelling in zijn meest ideale manier kan worden samengesteld, zodat de meeste synergie
ontstaat.
Om het ideale team te kunnen samenstellen moeten contracterende partijen kunnen selecteren op de
gewenste competenties die binnen het team voor de meeste synergie zorgen. Hierdoor worden partijen niet
alleen geselecteerd op de harde bouwkundige en bedrijfskundige aspecten, maar ook op de zachte
persoonlijke competenties van de betreffende personen.
- Wat is de meest economische teamsamenstelling bij welke bouworganisatievorm?
- Welke compenties zijn hierbij van belang om synergie te laten ontstaan?
- Op welke manier kan je de persoonlijke competenties meetbaar maken en toepassen in een
selectieprocedure?
Final Result
- Per bouworganisatievorm een overzicht met de benodigde teamcompetenties
- Methode (instrument) om partijen te selecteren op basis van deze competenties
- Brink Groep, Nathalie Thuynder hrm@brinkgroep.nl
38/44
Date: 29-02-2011
Title
Ontwikkeling van consumentgericht bouwen
Geraedts - Koolwijk - Webuild
Problem Definition
Aanleiding voor dit onderzoek zijn de doelstellingen van WeBuild om diversiteit in woningbouw bereikbaar te maken
voor een breed publiek en de centrale rol die architectuur hierin speelt. WeBuild is een initiatief van Space&Matter, ICB
Nederland (BVR-Groep) en GPO (Red Concepts en Somnium Real Estate) en zal vanuit een samenwerking tussen deze
partijen worden geïntroduceerd als woningbouwconcept op de Nederlandse markt. Op basis van dit concept wordt
consumentgericht ontwikkeld, met een grote betrokkenheid van de consument bij het uiteindelijk te realiseren ontwerp.
Vanuit (centrale-) overheden worden steeds meer initiatieven genomen ten einde particulier opdrachtgeverschap te
faciliteren en stimuleren. Deze trend komt voort uit de gedachtegang dat de keuzevrijheden die de consument krijgt
middels particulier opdrachtgeverschap en de invloed die deze hiermee kan uitoefenen, leiden tot een hogere kwaliteit
en uiteindelijk een beter leefklimaat in de bebouwde omgeving. Inmiddels zijn er behoorlijk wat ervaringen opgedaan
met CPO projecten, waarbij positieve en negatieve kanten van deze manier van ontwikkelen en bouwen transparant zijn
geworden. Het is echter niet duidelijk welke ontwikkelingen daadwerkelijk tot een hogere kwaliteit voor de consument
leiden. Ook is het niet duidelijk welke ontwikkelingen en initiatieven er zijn en welke van deze tot succes leiden voor de
verschillende stakeholders.
Het doel in het onderzoek is het verschaffen van inzicht in het huidige aanbod van consumentgerichte concepten voor
woningbouw, al dan niet in combinatie met particulier opdrachtgeverschap, voor diverse doelgroepen en
marktsegmenten. Tevens wordt inzicht verschaft in de positie van het WeBuild concept in deze markt.
Welke ontwikkelingen, waarbij bij de vraag van de consument naar diversiteit en invloed in het ontwikkelproces van zijn
of haar eigen woning centraal staat, zijn succesvol en duurzaam en wat zijn de voornaamste kritische succesfactoren?
Wat zijn de voornaamste trends in consumentgericht ontwikkelen en bouwen?
Op welke doelgroepen / marktsegmenten richten deze concepten zich?
Hoe groot is het marktaandeel van consumentgerichte ontwikkelingen en wat is de toekomstige potentie hiervan?
Welke concepten zijn wel (en welke niet) succesvol gebleken?
Wat zijn de kritische succesfactoren bij consumentgericht ontwikkelen?
Hoe zijn de ervaringen van de diverse betrokken stakeholders bij consumentgerichte ontwikkelingen?
Waar bevind het WeBuild concept zich ten opzichte van de bestaande consumentgerichte concepten en wat zijn de
kansen en bedreigingen hiervan?
Final Result
Het onderzoek wordt uitgevoerd voor en in nauwe samenwerking met de participerende organisaties in
WeBuild:
•
Space&matter
dhr. Marthijn Pool
•
Red Concepts
dhr. Luke Bruins MRE
•
ICB Nederland
dhr. Tonny Vromans
•
Somnium Real Estate dhr. Wijnand van der Velden
http://www.spaceandmatter.nl/architecture/webuild/
http://www.redconcepts.nl/participaties/webuild
http://www.innoconceptbouwen.nl/
http://www.somniumrealestate.nl/projecten/webuild.html
39/44
Date: 29-01-2011
Title
Praktische toepassingsmogelijkheden van het Waarde-Prijs-Kosten model van De
Ridder
Rob Geraedts - Peter de Jong - Philip Koppels
Problem Definition
ZRi Adviseurs en Ingenieurs uit Den Haag behartigt overwegend projecten die op vernieuwende wijze
worden aanbesteed en heeft recentelijk de opdrachten verkregen om twee ziekenhuizen te ontwikkelen, aan
te besteden en uit te voeren volgens vernieuwende aanbestedingsmethoden in de utiliteitsbouw, die
gestoeld zijn op principes van het gezamenlijk dragen van risico´s/verliezen en het gezamenlijk delen van
winsten. In dit verband overweegt ZRi het Waarde-Prijs-Kosten model van prof dr ir Hennes de als innovatief
proceskenmerk in te zetten.
Gevraagd wordt in het kader van een Civiele Techniek afstudeer-opdracht de toepasbaarheid en de
haalbaarheid van dit model in kaart te brengen en te toetsen in de praktijk van de bij ZRi lopende
utiliteitsbouwprojecten
Final Result
ZRi Raadgevende Ingenieurs DenHaag
40/44
Date: 29-01-2011
Title
Toepasbaarheid en haalbaarheid van Projectallianties in de Nederlandse utiliteitsbouw
Rob Geraedts - Jelle Koolwijk - Hans Wamelink
Ir. George K.I. Ang
Directeur BPI (Building Process Innovation Consult & Research), beoogd consultant in het uitvoerende
consortium van de eerdergenoemde twee ziekenhuizen en consultant in het CPIBC Centre for Process
Innovation bij RE&H
Problem Definition
ZRi Adviseurs en Ingenieurs uit Den Haag behartigt overwegend projecten die op vernieuwende wijze
worden aanbesteed en heeft recentelijk de opdrachten verkregen om twee ziekenhuizen te ontwikkelen, aan
te besteden en uit te voeren volgens vernieuwende aanbestedingsmethoden in de utiliteitsbouw, die
gestoeld zijn op principes van het gezamenlijk dragen van risico´s/verliezen en het gezamenlijk delen van
winsten. In dit perspectief overweegt ZRi de principes van projectallianties toe te passen, die eerder zijn
geanalyseerd in het gepubliceerde RE&H rapport ”Projectalliantie” van J.S.J. Koolwijk en R.P.Geraedts.
Gevraagd wordt om in het kader van en RE&H afstudeer-opdracht de practische toepasbaarheid en
haalbaarheid, alsmede de risico´s en een of meer praktijkbevindingen van deze principes in kaart te
brengen.
Final Result
cc
cc
41/44
Date: 29-08-2011
Title
Operationalisatie adaptief vermogen van gebouwen
Rob Geraedts
Problem Definition
In de afgelopen 30 jaar is flexibiliteit van gebouwen internationaal onderwerp van onderzoek geweest. In de
Nederlandse methoden om de duurzaamheid van gebouwen te beoordelen wordt flexibiliteit als zwaar
wegende duurzame gebouwkwaliteit niet of in onvoldoende mate meegenomen. De ontwikkelingen van
zowel instrumenten als de vraag vanuit de markt en de overheid, maken het opportuun daarin verandering
aan te brengen.
Gevraagd wordt om op basis van bestaand onderzoek het begrip Adaptief Vermogen van gebouwen, als
verzamelterm van alle mogelijke vormen van flexibiliteit, te operationaliseren. Dat wil zeggen het begrip te
ontwikkelen tot een instrument dat een waardeoordeel kan geven over het Adaptief Vermogen van een
gebouw. Het resultaat zal bij voorkeur als zwaar wegend criterium in aanvulling op de bestaande
meetmethoden voor duurzaamheid van gebouwen gebruikt moeten kunnen worden, in plaats van daar een
onderdeel van te zijn.
De praktische waarde van het beoogde instrument staat voorop en wordt vergroot indien naast een
volledige versie ook een beperkte quick scan wordt mee ontwikkeld. In dit verband wordt verwezen naar de
transformatiepotentiemeter, met vetocriteria en graduele criteria.
Een belangrijk aspect van flexibiliteit is de vraag of het benutten van de potentiele veranderingen ook
daadwerkelijk plaats vindt en welke inspanning daar dan in tijd en geld mee gemoeid zijn. Dit zal in het
gevraagde instrument meegenomen dienen te worden.
Diverse partijen uit de industrie en bouw zijn bereid en hechten er waarde aan de afstudeerders ter zijde te
staan.
Zie boven
Final Result
Zie boven
Ir. W.A.C. de Vries Robbé (Project Analyse & Consultancy PAC)
G. van der Zanden, Slimline Buildings B.V.
Zie ook onderzoek Adaptable Futures
42/44
Date: 29-08-2011
Title
Studenten Transformatie Huisvesting Delft
Rob Geraedts
Problem Definition
• Vanuit SHS Delft bestaat een nauw contact met vergelijkbare stichtingen elders in Nederland (o.m.
Utrecht).
• Er is ook al contact geweest met de betrokkenen van het project in Utrecht voor tijdelijke
studentenhuisvesting (kanaalweg, inmiddels gesloopt, en Archimedesweg), dat ook beschreven staat in
het boek 'Transformatie van Kantoren'.
• Het betreffende leegstaande kantoorpand in Delft (Kalfjeslaan 2, voormalig gebouw InHolland) moet op
betrekkelijk korte tyermijn gerealiseerd zijn (oplevering zomer 2012).
• Hierover is ook al contact geweest met de gemeente Delft (Norbert de Leeuw).
• Kantoorpand aan de kalfjeslaan is al onderzocht op een mogelijke invulling met 21 eenheden per
verdieping. Op de begane grond zijn gemeenschappelijke functies gepland.
• Er is contact met een projectontwikkelaar, Albert Verhoeven, die eventueel ook lid van de Raad van
Toezicht zou worden (dubbelrol…?)
Gebrek aan kennis bij de verschillende initiërende studenten stichtingen in Nederland over hoe je een
dergelijk project voor de tijdelijke transformatie naar studentenwoningen nu aanpakt, hoe een dergelijk
proces verloopt vanaf de initiatieffase t/m de beheerfase, op welke voetangels men bewust moet zijn en
welke praktijkoplossingen zich al bewezen hebben.
Aan de hand van een state of the art literatuurstudie, aangevuld met casestudies en interviews met
betrokken actoren, het opstellen van een instructieve handleiding over de procesmatige aanpak van
dergelijke projecten in Nederland, inclusief de lessons learned uit de praktijk, de do's en de don'ts. Bij de
betrokken actoren horen ook alle vergelijkbare studentenstichtingen in Nederland die met deze problematiek
bezig zijn.
Tijdens het afstudeeronderzoek zullen de tussentijdse resultaten van zowel literatuuronderzoek als de
praktijkstudie teruggekoppeld worden naar SHS Delft om indien mogelijk direct van dienst te zijn bij de
(gelijktijdige) herontwikkeling van het kantoorpand aan de Kalfjeslaan.
Final Result
Het resultaat van het onderzoek, met als werktitel 'Bijbel 1.0, een instructieve handleiding over de
transformatie van leegstaande kantoorpanden naar tijdelijke studentenhuisvesting', dient goed toegankelijk
en praktisch bruikbaar te zijn voor alle landelijke vergelijkbare studentenstichtingen.
Sven Volkers (voorzitter; SHSDelft@gmail.com, 0657061484), Rudo Koot (SHS Delft)
Rob Geraedts (TUD|BK|REH DCM Afstudeerlab), Theo van der Voordt (TUD|BK|REH REM Afstudeerlab)
Hilde Remoy (TUD|BK|REH REM Afstudeerlab, tevens lid van de Raad van Toezicht SHS)
Herbestemmingswijzer; herbestemming van bestaand vastgoed, PRC 2004, Hek, Geraedts, Kamstra
Transformatie van Kantoorgebouwen, 010, 2008, Voordt van der, Geraedts, Remoy
43/44
Date: 29-08-2011
Title
Strategic alliances in construction
Jelle Koolwijk
Problem Definition (to be further developed by student)
Strategic alliances can be found in almost every industry. A strategic alliance is “an agreement between
firms to do business together in ways that go beyond normal company-to-company dealings, but fall short of
a merger of a full partnership” (Wheelen and Hungar, 2000). These alliances range from informal
“handshake” agreements to formal agreements with lengthy contracts in which the parties may also
exchange equity, or contribute capital to form a joint venture corporation (Elmuti and Kathawala, 2001).
Most companies have different motives to form a strategic alliance. Motives can be technology, financial,
competition, access to markets, access to input or capabilities, complementary resources (Glaister & Buckley,
1996 en 1997; Nooteboom, 1999; Dacin & Hitt, 1997; Harbinson & Pekar, 1998; Vyas et al., 1995; Harrigan,
1986; Lewis, 1990).
While a lot of research on strategic alliances has been conducted, there isn’t much research on strategic
alliances formed within the construction industry.
(all questions should be placed within the construction industry context)
- What are the motives to form (a) strategic alliance(s)?
- What are the features of this strategic alliance (case study)?
- What are the key features of the alliance agreement (clauses in contracts)?
- How is the strategic alliance managed and organized?
- How is the performance of the alliance measured?
- How are responsibilities, rewards and risks of the alliance shared or devided?
- et cetera.
Final Result
- Case studies on strategic alliances formed in construction
- Key arrangements within contracts
- et cetera
- t.b.d. depending on focus of the research.
Vyas, N.M., et al., (1995),”An analysis of strategic alliances: forms, functions and framework”, Journal of Business &
Industrial Marketing, Vol. 10, No. 3, pp 47-60, MCB University Press.
Elmuiti, D., Kathawala, Y., (2001), “An overview of strategic alliances”, Management Decision, Vol. 39, No. 3, pp 205217, MCB University Press.
Das, T.K., Teng, B.S., (2002) “The dynamics of alliance conditions in the alliance development process”, Journal of
Management studies, Vol. 39, No. 5, Blackwell Publishers Ltd.
Wahyuni, S., (2003), “Strategic alliance development: A study on alliances between competing firms”, Proefschrift
Rijksuniversiteit Groningen, Labyrint Publications, Capelle a/d Ijssel
Man, de, A., (2006), “Alliantiebesturing, samenwerking als precisie instrument”, Koninklijke Van Gorcum B.V., Assen.
Dorée, A.G., Van der Veen, B., (…), “Strategische allianties in de bouw: van hooggespannen verwachtingen naar
concrete actie, p3bi, Enschede
44/44

Research projects DCM

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