The management system of a virtual construction management services company is based on ICT solutions that are combined and designed into a BCIM. It consists of three sub-models to ensure the management of (i) product information (via a building product model), (ii) resources and costs (via a building resource and cost model), and (iii) construction processes and schedules (via a building construction process model) in seamless ways toward a target, that is, a complete new building or the finished renovated one. A Building Product Model (BPM) enables the design of a finished building as a set of interdependent objects, that is, spaces (space model), building elements, and product structures or receipts (building products or construction materials), at minimum. Each building-specific data model is scalable. Real-time visualization and simulations are enabled with information about spaces, infill, surfaces, textures, and materials. A Building Project Resource and Cost Model (BPRCM) enables the management of a building project as a set of interdependent resource objects, that is, the amounts of building products (retrieved from the building product model) and the resource structures or receipts, with current prices, planned to be exploited for the construction and installation of these building products. A set of system-specific resource and cost models is interchangeable among internally competing special system contractors. A Building Construction Process Model (BCPM) enables the management of a building project as a set of interdependent activity objects, that is, the sequence of project activities or tasks that are coupled with their resource structures (retrieved from the resource model) and durations calculated by resources. A set of system-specific sub-process models are interchangeable among internally competing special system contractors.
Published in Chapter:
Management of a Virtual Construction Management Services Company
Wafa Alsakini (TKK Helsinki University of Technology, Finland), Juhani Kiiras (TKK Helsinki University of Technology, Finland), and Pekka Huovinen (TKK Helsinki University of Technology, Finland)
Copyright: © 2008
|Pages: 11
DOI: 10.4018/978-1-59904-885-7.ch113
Abstract
Networking is the organizational form of the information age. Network organizations signify a form of collaboration designed to facilitate economic exchange and to provide an environment for interaction between people (social exchange). Economic actors are likely to sacrifice some of their own preferences in the pursuit of collective goals (Fleisch & Österle, 2000; Franke, 2001). Network organizations are characterized by (1) a purpose and shared goals unifying members, (2) independent members benefiting from being part of a whole, (3) voluntary links between members, (4) multiple leaders providing greater resilience, and (5) many levels integrating organizations, units, and people. From an intra-organizational perspective, networks are the collections of individuals and sub-units within one and the same organizational boundaries. From an interorganizational perspective, networks are the collections of more or less independent individual economic actors such as, companies, institutions, and research organizations (Franke, 2001). Three network types involve (1) internal networks as the loose associations of autonomous groups and teams, (2) stable networks where focal firms engage in long-term relationships with external suppliers or partners, and (3) dynamic networks as the temporary alliances of independent firms with key skills usually organized around a leading or brokering firm based on the exploitation of market opportunities.