Innovative Construction Research Centre (ICRC)
Lead Research Organisation:
University of Reading
Department Name: Construction Management and Engineering
Abstract
The Innovative Construction Research Centre (ICRC) is dedicated to socio-technical systems research within the built environment, with particular emphasis on through-life performance in support of the client's business operations. Our vision is for a research centre that not only supports the competitiveness of the architectural, engineering, construction and facilities management sectors, but also supports societal needs for built infrastructure and the broader competitiveness of the UK economy. The domain of enquiry lies at the crucial interface between human and technical systems, thereby requiring an inter-disciplinary approach that combines engineering research methods with those derived from the social sciences. The ICRC's research portfolio is organised into six themes: (1) Integration of design, construction and facilities management. Concerns the through-life management of socio-technical systems within the built environment. Topics of consideration include: integrated logistic support, design for reliability and systems integration for building services. Of particular concern is the way that firms within the supply chain are integrated to provide solutions that add value to the client's business. (2) Knowledge management and organisational learning. Addresses the means of supporting knowledge flows across extended supply chains and the extent to which procurement systems learn across projects. Of particular importance is the design of learning mechanisms that extend across organisational boundaries. Also investigates the degree to which the construction sector can learn from other sectors, i.e. aerospace, automotive, retail, defence. (3) Human resource management and the culture of the industry. The construction sector is too often characterised by regressive approaches to human resource management (HRM) with little emphasis on developmental to support innovation. Of particular importance is the concept of 'high commitment management' that has emerged as a central component in the quest to link people management to business performance. Any attempt to improve HRM practices in the construction sector must also recognise cultural barriers to the implementation of new ways of working.(4) Innovative procurement. Includes legal, economic and organisational aspects of procurement systems. The last twenty years has seen a plethora of new procurement methods seeking to encourage different behaviours and allocations of risk. Many such initiatives experienced significant reality gaps between technological intent and resultant behaviours. Of particular importance in the current context is the notion of performance-based contracting which seeks to reward parties on the basis of building performance.(5) Innovation in through-life service provision. Most innovation in facilities management (FM) is concerned with service provision rather than the design and construction of the built asset. The inclusion of FM-service provision reflects the ICRC's strategic focus on through-life issues. The shift towards service provision is reflected in practice through procurement approaches such as PFI/PPP. But the issue has a wider significance as construction contractors increasingly embrace service philosophy. (6) Competitiveness, productivity and performance. Focuses on techniques for performance improvement, coupled with a broader emphasis on competitiveness and profitability within the marketplace. Techniques for performance improvement include: process mapping, benchmarking, value management, risk management and life-cycle costing. Also seeks to assess the competitiveness of the construction sector in comparison to other countries, and to achieve a broader understanding of the economic context within which firms operate.
Organisations
- University of Reading (Lead Research Organisation)
- Max Fordham (United Kingdom) (Project Partner)
- Confederation of Finnish Construction (Project Partner)
- Scott Brownrigg Ltd (Project Partner)
- British Institute of Facilities Management (Project Partner)
- National Audit Office (Project Partner)
- British International Investment (Project Partner)
- Mowlem Plc (Project Partner)
- Inbis (Project Partner)
- Royal Inst Chartered Surveyors (Project Partner)
- Union, Const'n. & Allied Trade Technicia (Project Partner)
- Audit Commission (Project Partner)
- FaberMaunsell Ltd (Project Partner)
- Balfour Beatty (United Kingdom) (Project Partner)
- Air Black Box (United Kingdom) (Project Partner)
- Fulcrum Consulting Ltd (Project Partner)
- The Facilities Society (Project Partner)
- W S Atkins Consultants Ltd (Project Partner)
- Assystem (United Kingdom) (Project Partner)
- Construction Industry Solutions Ltd (Project Partner)
- Emcor Drake & Scull Ltd (Project Partner)
- Concur Partnership Ltd (Project Partner)
- NMEC (Project Partner)
- Arup Group (United Kingdom) (Project Partner)
- Ansys UK Ltd (Project Partner)
- Gardiner and Theobald (Project Partner)
- Asite Solutions Limited (Project Partner)
- Forticrete Ltd (Project Partner)
- Andrew Wilkes Management (Project Partner)
- Waterman Partnership (Project Partner)
- Highways England (Project Partner)
- NG Bailey Ltd (Project Partner)
- DEPARTMENT FOR EDUCATION (Project Partner)
- Reid,Geoffrey,Associates Ltd (Project Partner)
- Jacobs (United Kingdom) (Project Partner)
- Jones Lang LaSalle (Project Partner)
- B A E Systems (Project Partner)
- The Football Association (Project Partner)
- Collier and Catley Ltd (Project Partner)
- Costain (United Kingdom) (Project Partner)
- Sir Robert McAlpine (United Kingdom) (Project Partner)
- Confederation of Construction Specialist (Project Partner)
- Frimley Park Hospital NHS Foundation Trust (Project Partner)
- Tekla (Project Partner)
- Royal Institute of British Architects (Project Partner)
- Aqumen Services Ltd (Project Partner)
- Construction Industry Training Board (Project Partner)
- Lend Lease (United Kingdom) (Project Partner)
- MR1 Consulting (Project Partner)
- Ove Arup Ltd (Project Partner)
- Global Solutions UK Ltd (Project Partner)
- R G C M Ltd (Project Partner)
- Rolls-Royce (United Kingdom) (Project Partner)
- Dytecna (United Kingdom) (Project Partner)
- EMCOR Rail Ltd (Project Partner)
- John Mowlem Construction plc (Project Partner)
- Wilkinson Eyre Architects (Project Partner)
- Landsec Limited (Project Partner)
- Atkins (United Kingdom) (Project Partner)
- M41 - Movement for Innovation (Project Partner)
- Office for National Statistics (Project Partner)
- National House Building Council (Project Partner)
- Constructing Excellence (Project Partner)
- Emap Glenigan (Project Partner)
- Chartered Institution of Building Services Engineers (Project Partner)
- Mott Macdonald (United Kingdom) (Project Partner)
- Troup Bywaters & Anders Ltd (Project Partner)
- Institution of Civil Engineers (Project Partner)
- Skanska (United Kingdom) (Project Partner)
- UK Trade and Investment (Project Partner)
- Federation of European Heating REHVA (Project Partner)
- Hans Haenlein Architects (Project Partner)
- Mace (United Kingdom) (Project Partner)
- E C Harris (Project Partner)
- British Expertise (Project Partner)
- BWA (United Kingdom) (Project Partner)
- Jacobs UK Limited (Project Partner)
- Monodraught (United Kingdom) (Project Partner)
- European Intelligent Bldg GP (Project Partner)
- Walters and Cohen (Project Partner)
- Irvine-Whitlock Ltd (Project Partner)
- Swedish Contractors Confederation (Project Partner)
- Quorum Logistics Support Ltd (Project Partner)
- Building Information Warehouse Ltd (Project Partner)
- Performance Building Partnership (Project Partner)
- Pearce (Retail Services) Ltd (Project Partner)
Publications
Zhou W
(2012)
Construction safety and digital design: A review
in Automation in Construction
Yang T
(2012)
Encyclopedia of Sustainability Science and Technology
Whyte J
(2013)
Beyond the computer: Changing medium from digital to physical
in Information and Organization
Whyte J
(2016)
Managing change in the delivery of complex projects: Configuration management, asset information and 'big data'
in International Journal of Project Management
Whyte J
(2010)
Learning by Design: Visual Practices and Organizational Transformation in Schools
in Design Issues
Whyte J
(2011)
Managing digital coordination of design: emerging hybrid practices in an institutionalized project setting
in Engineering Project Organization Journal
Whyte J
(2013)
From projects into operations: lessons for data handover
in Proceedings of the Institution of Civil Engineers - Management, Procurement and Law
Whyte J
(2010)
Coordination and control in project-based work: digital objects and infrastructures for delivery
in Construction Management and Economics