Journal Articles

Permanent URI for this collectionhttps://mro.massey.ac.nz/handle/10179/7915

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Author: search.filters.author.Rotimi JOBSubject: search.filters.subject.1201 Architecture

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Now showing 1 - 5 of 5
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    The primacy of as-built drawings in the management of underground utility operations: A New Zealand study
    (MDPI AG, 2021) Maree S; Rotimi FE; Rotimi JOB
    There are increasing incidences of damages to underground utilities and services during maintenance and construction works. These have posed significant challenges to utility owners regarding the magnitude and costs associated with remediation works. Therefore, this study inves-tigates the management activities for underground utility maintenance works in New Zealand to establish the significance of as-built drawings as a mitigator of these challenges. Data for the analysis was obtained through a questionnaire survey of asset owners, consultants, and contractors based in three major city centres in New Zealand. The responses are analysed descriptively and inferentially for ease of understanding of the study findings. The findings established the challenges around the as-built records, which were significant to utility damages during construction operations in New Zealand. The study participants highlighted other factors such as poor project management, site records, communication, excavation operator competencies, and inadequate site inventory. Generally, more investment in asset documentation is recommended for asset owners. Innovative approaches to information capture, monitoring and updating of as-built drawings are also suggested to improve on current routine processes. Other solutions relate to skills acquisition and development in the management of underground utility maintenance projects.
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    Does leadership style differ between a post-disaster and non-disaster response project? A study of three major projects in New Zealand
    (MDPI (Basel, Switzerland), 2019-09) Witton F; Rasheed EO; Rotimi JOB
    Purpose–The leadership styles of three major infrastructure projects within New Zealand were determined and comparatively analysed to ascertain whether the leadership style employed in a post-disaster recovery project would differ significantly from a normal infrastructure project. A multifactor leadership questionnaire was administered to project leaders and personnel of the three infrastructure projects. The statistically significant differences (p < 0.05) in leadership styles were determined using one-way ANOVA analytical tool in STATISTICA 13. Results showed all three projects have strong transformational and transactional leadership traits. There were similarities in leadership style amongst the projects. None of the projects had a significant laissez-faire leadership style. Hence there is no significant difference in leadership style between a disaster recovery project and a normal project. Plausible reasons and implications are provided to support these findings. This study provides insight into leadership styles employed in projects in New Zealand, which could assist in the decision-making process for new and existing projects. Future studies could investigate the effect a combination of leadership styles will have on project success and staff retention. More studies are required across New Zealand to verify the generalizability of the current study findings.
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    Lean and BIM Implementation Barriers in New Zealand Construction Practice
    (MDPI AG, 2022) Likita AJ; Jelodar MB; Vishnupriya V; Rotimi JOB; Vilasini N
    The construction sector is lagging behind other industries in terms of efficiency and value achievement. Several building sector initiatives are introduced to improve productivity and project value enhancement. Significant developments such as Lean principles and BIM tools have been applied in the construction sector to achieve efficiency and enhanced productivity while minimizing waste. Lean principles in construction practice are a developing research area, and BIM tools have been widely used in construction project delivery and communications. Although these concepts are beneficial, barriers to their integration and joint implementation have not previously been explored. The paper investigates barriers to implementing Lean and BIM and their interrelationships in the New Zealand construction industry. A three-step triangulation methodology was used in the study to validate the findings. The study used an extensive literature review process, case studies, and expert interviews to consolidate the findings. Barriers to Lean and BIM implementation in construction practice were identified, which include strong cultural resistance, lack of Lean-BIM understanding, resistance to change, lack of knowledge of the Lean-BIM method, and lack of support from senior staff in New Zealand organizations. The effect of implementing Lean-BIM principles is discussed, as are recommendations for implementing the method in construction practice.
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    A study of design change management for infrastructure development projects in New Zealand
    (MDPI AG, 19/09/2022) Wang R; Samarasinghe DAS; Skelton L; Rotimi JOB
    Design changes seem to be an inevitable part of engineering, procurement and construction EPC projects. Such changes create a need for a proactive approach to adjusting project scope, cost and time (the triple constraints) for efficiency and effectiveness in overall delivery. This study investigates the causes and implications of design changes in order to improve design change management practices. Data for the study were obtained through online interviews with New Zealand industry practitioners. Thematic analysis was used to collate the results into meaningful data. The study found that design changes were predominantly caused by clients’ inadequate strategic planning, insufficient attention to design, EPC contractors’ inadequate design ability, and on-site variations. There were three categories of such design changes: direct impact on the project, the reciprocal and complementary effect on stakeholders, and the far-reaching impact on the community. The study concludes by suggesting improvements, such as strengthening the integration of project teams to enhance design quality, strategic alignment of stakeholders at the planning stage, early contractor involvement (ECI) between the planning and design phases, and improving collaboration between design and construction teams. Further, a combination of high technical skills (e.g., design ability) and soft skills (can-do attitude, interpersonal skills, problem-solving skills, documentation skills, etc.) are needed to generate the desired improvement in design change management.
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    Risk identification, assessment, and allocation in PPP projects: A systematic review
    (MDPI AG, 27/07/2022) Rasheed N; Shahzad W; Khalfan M; Rotimi JOB
    Public private partnerships (PPPs) have gained widespread adoption as an innovative way of procuring public infrastructure projects over the last two decades. Risk identification, assessment, and allocation have received considerable attention from researchers due to the risk heavy nature of PPP projects. Adoption of PPPs has triggered a sudden increase in research interest in the area in recent years. This study attempts to provide an updated systematic review of literature related to risks in PPPs using a PRISMA flowchart. The results of the study offer some valuable insights into the future and current state of research. The study found that the focus of research on PPPs has shifted from an overall risk identification and assessment approach to individual risk analysis. Moreover, this research trend is on the rise in developing countries, and that quantitative methods for risk management in PPP research and qualitative methods in practice are preferred. In developed economies, due to negative public sentiments, transparency concerns, and arguments of value for money not being achieved, PPPs are becoming less popular. For these reasons a shift to availability-based payment mechanisms such as in Design-Build-Finance-Maintain (DBFM) from traditional revenue-based mechanisms as in Build-Operate-Transfer (BOT) has been observed. These shifts in research trends and practice offer researchers future opportunities to investigate these relatively newer approaches.