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Burchett, J F, Tummala, V M R and Leung, H M (1999) A world-wide survey of current practices in the management of risk within electrical supply projects. Construction Management and Economics, 17(01), 77-90.
Chapman, R J (1999) The likelihood and impact of changes of key project personnel on the design process. Construction Management and Economics, 17(01), 99-106.
Egbu, C O (1999) Skills, knowledge and competencies for managing construction refurbishment works. Construction Management and Economics, 17(01), 29-43.
Green, S D and Simister, S J (1999) Modelling client business processes as an aid to strategic briefing. Construction Management and Economics, 17(01), 63-76.
- Type: Journal Article
- Keywords: briefing; business process re-engineering; client; social constructivism; soft systems methodology
- ISBN/ISSN: 0144-6193
- URL: https://doi.org/10.1080/014461999371835
- Abstract:
The briefing process can be divided into two stages. The first is referred to as strategic briefing and is concerned with understanding the client’s business processes. The second stage comprises the conceptualization of built solutions and issues of performance specification. It is the first of these two stages that often is the most problematic. Several authors have established a relationship between strategic briefing and business process re-engineering (BPR), but doubts remain regarding both the originality of BPR and the extent of its theoretical justification. A social constructivist interpretation of BPR is presented and the connection is made with soft systems methodology (SSM). It is argued that SSM offers a rigorous framework for modelling client business processes that subsumes the principles of BPR. A participative research seminar is described which evaluates the potential use of SSM using case study material. Feedback from the seminar participants provides strong support for the contention that SSM could indeed provide the basis for a significant enhancement of current briefing practice. However, there is a danger that practitioners may adopt the techniques of SSM without necessarily buying in at the methodology level. The terminology of SSM also is likely to present a barrier to those construction professionals who are unwilling to make the necessary intellectual investment.
Laukkanen, T (1999) Construction work and education: occupational health and safety reviewed. Construction Management and Economics, 17(01), 53-62.
Loosemore, M (1999) A grounded theory of construction crisis management. Construction Management and Economics, 17(01), 9-19.
Moatazed-Keivani, R, Ghanbari-Parsa, A R and Kagaya, S (1999) ISO 9000 standards: perceptions and experiences in the UK construction industry. Construction Management and Economics, 17(01), 107-19.
Proverbs, D G, Holt, G D and Olomolaiye, P O (1999) Productivity rates and construction methods for high rise concrete construction: a comparative evaluation of UK, German and French contractors. Construction Management and Economics, 17(01), 45-52.
Raftery, J (1999) Quasi-rational behaviour in the property and construction market. Construction Management and Economics, 17(01), 21-7.
Skitmore, M R and Mills, A (1999) A needs based methodology for classifying construction clients and selecting contractors: comment. Construction Management and Economics, 17(01), 5-7.
Yau, N-J, Yang, J-B and Hsieh, T-Y (1999) Inducing rules for selecting retaining wall systems. Construction Management and Economics, 17(01), 91-8.