Jack Steven Goulding

Purpose: Circular economy (CE) and offsite construction (OSC) are two innovations for improving the construction industry's overall performance against a myriad of sustainability-driven agenda/initiatives. There is a real opportunity to conjoin OSC and CE to provide new insight and opportunities to deliver more evidence-based sustainable systems. This study analyses extant literature in CE and OSC (between 2000 and 2021) through a bibliometric review to tease out critical measures for their integration and transformation.Design/methodology/approach: This study adopts a science mapping quantitative literature review approach employing bibliometric and visualisation techniques to systematically investigate data. The Web of Science (WoS) database was used to collect data, and the VOSviewer software to analyse the data collected to determine strengths, weights, clusters and research trends in OSC and CE.Findings: Important findings emerging from the study include extensive focus on sustainability, waste, life cycle assessment and building information modelling (BIM), which currently serve as strong interlinks to integrate OSC and CE. Circular business models, deconstruction and supply chain management are emerging areas, with strong links for integrating CE and OSC. These emerging areas influence organisational and operational decisions towards sustainable value creation, hence requiring more future empirical investigations.Originality/value: This study is a novel research using bibliometric analysis to unpick underpinning conduits for integrating CE and OSC, providing a blueprint for circular OSC future research and practice. It provides the needed awareness to develop viable strategies for integrating CE in OSC, creating opportunities to transition to more sustainable systems in the construction sector.

The construction sector and concomitant supply chain has been acknowledged in the literature as a major contributor to environmental “stress”, from the design, sourcing and extraction of raw materials through to transportation, design, construction and demolition. Clear indicators/solutions have been showcased as vehicles for reducing this stress, ranging from lifecycle costing through to waste reduction strategies, carbon assessment and “green” environmental assessment tools to name but a few. However, this paper argues that whilst some of these (intervention strategies) may have had some positive effects, the main challenge rests with people—inter alia, the key decision-makers and leadership structures with the “position power” to effect change. Acknowledging this as a supposition, this paper uses three discreet construction organisations engaging in offsite construction as a micro-study (cf. cross-case study) to evaluate sustainability perceptions. In doing so, it focuses specifically on sustainability practices and business processes underpinning technology (adoption, absorption and diffusion), including the perceptions of different stakeholders involved in each of these three companies. In total, 30 respondents from three organisations (cases) participated in this study, representing three tiers of management (top, middle and first line). Priority areas are highlighted, along with the reasons supporting these perspectives. Findings from this work present a new technology diffusion sustainability model for offsite construction. This model identifies sustainability causal links, super catalysts, actuators, barriers, forces and facilitators. More importantly perhaps, this work presents a clear case for “conjoined thinking” in order to instill a collective mindset change and common purpose for those wishing to evidence offsite sustainability.

Overview/Challenge: This chapter investigates the complex procedures and processes involved in monitoring and assessment. This presents high-level challenges, focussing in particular on concrete joints and cracks. It presents a case for undertaking these tasks in a much more efficient, logical, and informed way. Design/Methodology/Approach: Extant literature was used to identify a number of technological solutions. Factors and variables were then collated and mapped into a proof-of-concept prototype for 4D automated concrete joint layout planning. A new two-phased process was deployed to cover both the technical and theoretical aspects. Findings: This prototype highlighted the data exchange structures underpinning this solution, including the underpinning logic, developed Autodesk Revit plug-in, and automated concreting scheduling system. This endeavour expedites and optimises the design, planning, and delivery stages of concrete pouring. Originality/Future Vision: This work presented a novel and bespoke integrated platform for structural design and construction integration. This brings together the capabilities of different software applications through a 4D BIM use case. Future opportunities include the incorporation of Machine Learning (ML) and Artificial Intelligence (AI) to further support/train data.

Overview/Challenge: This chapter evaluates five major themes considered integral to the delivery of costing structures underpinning IPD. It challenges current thinking, conventions, and available tools in the market, arguing that things need to change in order to better support the integration of BIM, ABC, and EVM into IPD cost practices. Design/Methodology/Approach: Literature was evaluated to ascertain the applicability and validity of assumptions. This was aligned to real-life settings, using an amalgamation of exploratory case study research and experiment research. Findings: A framework was developed to address the identified challenges. This integrated EVM, ABC, and IPD to determine participants’ risk/reward sharing ratio. A case study was presented to demonstrate findings, noting the successful integration of BIM with IPD to inform decision-making. Originality/Future Vision: The EVM-web grid can act as a ‘smart tool’ to provide recommendations and optimal corrective actions. The use of openBIM could also be used to improve the management of AEC digital data, especially through future 4D/5D BIM platforms.

Overview/Challenge: This chapter highlights the challenges of securing effective design collaboration between different parties – in particular, the confluence of architectural and structural design integration. It proffers the need for a system that integrates architectural and structural models to automate and facilitate intelligent structural model generation and optimisation. Design/Methodology/Approach: A four-stage approach was designed to resolve integration challenges. This focuses on tall building design structural optimisation using a Building Information Modelling (BIM)–based platform. Findings: A prototype was developed to integrate various actors involved in the design process. This actively brings two disciplines together for one common purpose, thereby enabling automation and synergy between computational analysis procedures and architectural parametric data-driven design. Originality/Future Vision: Integration and collaborative design relates directly with the concepts of Industry 4.0; however, AEC will need to embrace new skillsets in order to fully leverage these benefits.

Overview/Challenge: This chapter reflects on the need to streamline and optimise processes in order to deliver better value. In doing so, it evaluates manufacturing and the concept of Design for Manufacture and Assembly (DfMA). The critical challenges presented here embody the integration of sub-assemblies and component-based systems with prefabrication construction processes. Design/Methodology/Approach: An explicit mixed-method approach was adopted to identify the main issues, priorities, and opportunities. A case study approach was used to develop a working prototype for discussion. Findings: A four-phase prototype was developed and presented as an exemplar solution. This introduced the utilisation of a BIM Objects Library and core components (specially selected for this case study) based on a two-bedroom house. This component-based BIM library followed DfMA principles, thereby enabling optimisation (to support assembly and disassembly). Originality/Future Vision: Several advanced opportunities are available for exploitation; however, in order to maximise these opportunities, AEC should engage digital specialists and design teams conversant in DfMA to transition away from traditional working practices to those more aligned with manufacturing.

Overview/Challenge: This chapter evaluates the mechanisms by which effective cost management practices are developed for AEC projects. The critical challenge highlights the need to focus on the components and factors underpinning success, especially for IPD-driven project scenarios. Design/Methodology/Approach: An online questionnaire was used to identify the antecedents of success for cost management practices of IPD projects, including the effectiveness of solutions. Purposive sampling was used, which included a pilot study with BIM and IPD experts. Findings: Reliability and relevance of collected data (n = 50) was assessed, returning a Cronbach Alpha coefficient of 0.854. From this, 10 factors were presented to improve IPD cost management practices. Originality/Future Vision: Areas for future exploitation included the need to further integrate technology and cost management practices in order to improve, automate, and facilitate IPD. Potential measures include the use of Monte Carlo simulation and 5D BIM, not only to provide continuous cost estimation feedback but also to propagate evidence-based equitable risk/reward distribution (to encourage wider IPD uptake).

Overview/Challenge: This chapter critiqued existing literature on the use and appropriation of existing costing structures supporting IPD. Whilst several BIM-based solutions have promised to improve project delivery success, there is limited research to support this claim, especially through validated practitioner-based solutions. Design/Methodology/Approach: Requirements capture helped frame the main challenges. Given the need to test the validity of arguments against data and theory, this work blended experimental design with case study research to test assumptions and outcomes. Findings: A framework supported by statistical models was developed to accommodate the five major stages of IPD. This workable BIM solution produced reliable results, using cost data from different sources across various project delivery modes. This also helped predict higher levels of cost certainty. Originality/Future Vision: The capabilities of BIM-based solutions supporting IPD are relatively new. Given this, there is a need to build additional statistical models with higher levels of cost certainty and predictability. Industry 4.0 offers significant advantages to exploit additional synergies, especially through distributed ledgers.

Effective cost management is a vital requisite for successful Low-cost housing projects (LHPs) management and delivery. Whilst several attempts have been made to develop appropriate structured models for cost management practice, many of these models are fragmented failing to capture a holistic representation of the system components or their interrelationships in LHP settings. Moreover, these models are predominantly descriptive by nature - only identifying the components of cost management and not how they can be implemented within LHP settings. This research adopts an explicit sequential mixed research design to develop a bespoke LHP cost management model for process integration and evaluation in Nigeria. This identifies the structures and interrelationships needed to conceptualise and implement cost management practice effectively. Research findings highlight eight important techniques; target costing, approximate estimating, site meetings, earned value analysis, on-site resource control, cash flow analysis, cost reporting and cost aggregation. The importance of a well-developed client brief; detailed project designs and accompanying specifications; effective project planning and supervision; and competent teams (client and contractor) to discharge responsibilities are emphasised. The importance of early contractor involvement was also seen as a core lever for success throughout the pre-design, design, and construction stages of LHP. The resulting model standardises cost management practice to provide a systematic 'blueprint' beneficial to project managers, cost managers and project management teams in evaluating and managing CMS processes more effectively in LHP settings. Hence this model can be adopted by Housing agencies as a requirement for cost management practice in LHPs settings.