a strategic perspective of ict supported cost management for green buildings in the quantity...

8/2/2019 A Strategic Perspective of Ict Supported Cost Management for Green Buildings in the Quantity Surveying Practice

1/14

A STRATEGIC PERSPECTIVE OF ICT SUPPORTED

COST MANAGEMENT FOR GREEN BUILDINGS IN THE

QUANTITY SURVEYING PRACTICE

Wilfred M. Matipa [BSc, MSc, PhD, PGCertTT, MCIOB, MAACE]

Department of Built Environment, Faculty of Technology & Environment, Liverpool John

Moores University, Liverpool, Merseyside, UK

For the Republic of Ireland to meet the European Parliament directive 2002/91/EC which places

a duty on building developers to design, build and operate structures that meet the sustainability

criteria set in the directive - the architecture, engineering, construction and facilities management

(AEC/FM) industry must take up and practice green building systems that promote total

integration of the construction process. Green building is the process of producing a constructed

facility that encompasses ultimate energy efficiency, forward-thinking resources management, andgeneral sustainable construction. Achieving green building, however, requires an integrated team;

combining a wide range of different specialists through in-depth collaboration so that the

complexity of trade-offs between architectural features, building services and other factors can be

reached. The aim of the research has been: (i) to highlight the availability and use of software

systems in the Irish construction cost consultancy; and (ii) to gather views from practicing

professionals on how the available systems could ease the implementation of total cost

management of green buildings. The research concludes that the industry is well poised to move

into the next generation of surveyors that would fully participate in the envisaged green

construction industry; and that development in the ICT complement the traditional competencies

of Quantity Surveying.

KEYWORDS: cost management, information Technology, sustainable construction, traditional

quantity surveying

1


2/14

INTRODUCTION

The Irish construction industry operates in a similar pattern to most international

industries in the developed world. From design to construction, various professionals

use complex tools and techniques to optimise client requirements. The most recent key

requirement for most clients has been to meet the European Parliament directive2002/91/EC [which places a duty on building developers to design, build and operate

structures that meet the sustainability criteria set in the directive (Morrissey,

ODonnell, Keane, and Bazjanac, 2004)]. Meaning, construction professionals must

take up and practice green building systems that promote total integration of the

construction process. By definition, green building or sustainable building is the process

of producing a constructed facility that encompass ultimate energy efficiency, forward-

thinking resources management, and general sustainable construction (Rajgor, 2004).

Achieving green building, however, requires an integrated team; combining a wide

range of different specialists through in-depth collaboration so that the complexity of

trade-offs between architectural features, value and cost, building services and other

factors can be reached (Sorrell, 2003). This research is part of a strategic approach to

implementing green building practices, by promoting an early convergence of

professional work in the building product delivery process. It demonstrates that while

there is a thesis that new developments in ICT systems are virtually damping the

traditional competencies of quantity surveying, the picture in Quantity Surveying

Practice is opposite: in that more traditional competencies of quantity surveying are

sought so as to increase the speed, accuracy and reliability of the manipulation and

analysis of data created using ICT systems.

CHALLENGES OF OPTIMISING VALUE FOR CONSTRUCTEDFACILITIES

Naturally, an optimal value of a constructed facility can only be achieved if the right

balance between performance, cost, delivery time (Ashworth, 2004; Dundas, 2005) and

the market value is achieved. In the case of green buildings, getting such a balance

requires a great deal of simulations from the project team so that all decisions prove not

only environmental friendly, but also valuable, workable, and cost effective. As a result,

the ability to collaborate in early phases within the project team, with a view to

providing expertise on life-cycle analysis of all decisions cannot be over-emphasised

(Hipkiss, 2005). Integration, however, cannot easily be achieved because of the diverse

professional disciplines on each project (Sorrell, 2003). Divergence in professional

specialisation and interests, and the sequential nature of construction stages have

naturally caused industry-wide operational islands; leading to fragmented building

performance assessments (Morrissey, ODonnell, Keane, and Bazjanac, 2004), as

shown in Figure 1.

Because of industrial fragmentation, cultural issues as well as business issues tend to

have stronger sentiments each time the issue of operational integration is considered for

the construction industry. A buildings life spans its planning; its design, construction

and operation; and its ultimate reuse or demolition (Osso et al, 1996). Often, the entity

responsible for design, construction, and initial financing of the building is different

from those operating the building, meeting its operational expenses, and paying

employees salaries and benefits (Osso, et al, 1996). However, the decisions made at thefirst phase of building design and construction can significantly affect the costs and

2


3/14

efficiencies of later phases; that is why its crucial to include a Quantity Surveyor at

design stage (Ibid). Life-cycle cost analysis an increasingly accepted analytical

method that calculates costs over the useful or anticipated life of an asset reveals

that low up-front expenditures, though easier to finance at building inception, can result

in much higher costs over the life of a building or system (Ashworth and Hogg, 2002).

There are generally two complementary ways to achieving integration in the projectteam, so as to implement green building practices: (i) by business relationships between

firms; and (ii) by identifying, and using the right technological tools and techniques that

can facilitate the smooth running of the integrated team. The latter is the focus of this

research.

THE IMPORTANCE OF TRADITIONAL COST MODELLING

SYSTEMS

Despite the increase in the demand for more sustainable practices, traditional systems

continue to play a crucial role in the modelling of construction cost data (Ferry et al,2003).

Design Stage Construction Stage Operation Stage

Desired Built Environment Product, e.g. Office Block

Architect, Engineers, Stake Holders Contractor, Sub-Contractors, Facilities Mgmt

Quantity Surveyor Project Manager Construction Manager

Client, City Council, Others

Operational Islands created

when p rofessional

specialisation is

superimposed on product

development systems of the

built environment

Figure 1: Operational Islands Created by Superimposing Operational Specialisation on Industrial

Segmentation [Adapted: Kerzner, 2003]

Figure 1 abstracts the type of traditional cost models mapped against the generic design

stages, and examples of how cost models are used at various stages. Using Figure 1 it

can be observed that the cost modeller requires not only design data but also historical

cost information about the product. However, practical implementation of the

examination of the economic benefits and environmental ramifications of green

buildings, with life-cycle assessments is extremely harder when using traditional project

appraisal systems that are endemic in most construction industries (Erlandsson and

Borg, 2003; Osso et al, 1996). Quantity surveyors realise that actual calculations of thebuildings total economic and environmental impact and performance from material

3


4/14

extraction and product manufacture to product transportation building design and

construction, and operations and maintenance, and building reuse or disposal (Sorrell

2003) can be taxing. For instance, the general cost management of projects that are

highly mechanical and electrical [M & E] in nature is assigned to M & E firms; mainly

by way of provisional and or prime cost sums because of the specialised nature of the

mechanical and electrical profession, making it extremely difficult and risky for theQuantity Surveyors to manage such costs. The more complex project become, the

higher the demand for better cost modelling tools for the quantity surveyor (Sorrell,

2003). This development, among other factors, has led to the changing role of the cost

consultant the world over. There are complex LCA systems used as powerful decision

making support tools (Erlandsson and Borg, 2003), such as the BREs Envest; which

is a system based on the top down approach, because it has been developed for use in

the design phase of a building project. Most programs, however, are still user unfriendly

due to the shear amount of data required to appraise a design. However, it is envisaged

that emerging software would boost project appraisal and analysis, from the aspects of

time, cost, performance and market value; and enhance the work of a quantity surveyor.

If integrated, cost modelling systems can be important to the business of Quantity

Surveying because they help professionals achieve total cost management of a

constructed facility a concept which supports green building (Figure 2). As a result

computing power [information and communication technology (ICT)] is inevitable in

the cost consultancy sector of any construction industry because it increases the speed to

capture, analyse and share data to facilitate decision making.

4


5/14

Unit

Space

Element

Features

Standard Methods of MeasurementsItems (CESMM or SMM7, or Standard

WBS)

Operations

Resources

Traditional Model TypeGeneric Design Stages Data User

Brief StageSketch Design

DetailedDesign

WorkingDrawin s

QuantitySurveyor

Cost/Bed; Cost/Stude

Example

Cost/m2 of Gross Floo

Cost/m2 of Functional Cost/m3 of Building Vo

Cost of Functional Eleof Gross Floor Ar

Cost of Groupeditems

Bill of Quantit

Cost of Labomaterials, Su

Cost per NetwOperation

Contractor

Figure 2: Type of Cost Models Mapped against Generic Design Stages [Adapted: Ferry et al, 2003]


6/14

THE WANING TRADITIONAL COMPETENCIES OF QUANTITY

SURVEYING AND GREEN BUILDING

There has been a suppressed demand for the essentially traditional and technical skills

of surveyors, due to increasingly sophisticated ICT solutions, which, as in many other

jobs, are beginning to automate some of the roles associated with surveying (RICS,

2002). Unless the profession adapts to the rapidly changing demands of its services, it is

in danger of losing its leading role in providing services to its key markets: land,

property and construction. The following research questions are addressed

Figure 3: Abstraction of nD Model used for What if Cost analysis (Source: Tanyer and Aouad, 2005)

Unlike 3D and 4D models that represent building information contained within several

document formats (Figure 3), nD models tend to be databases constructed with intelligent

objects which represent building elements (Lee and Sexton, 2007). From this centraldatabase, different views of the information can be generated automatically (ibid). nD

modelling builds upon the concept of 4D modelling, and aims to integrate an nth number of

design dimensions to a holistic model, which would enable users to construct and visualise

the building over its complete lifecycle (ibid). Using a survey, Lee and Sexton (2007) found

out that the nD modelling technology was considered as potentially useful, but not

sufficiently proven to risk disrupting current ways of working, and existing technology

infrastructure (ibid). Potential pitfalls associated with the deployment of an inappropriate or

ineffective ICT system is one of the key factors contributing to the low levels of investment

6


7/14

in ICT within the construction industry (White, 2007); as is the case with Lee and Sextons

(2007) survey. However, it is envisaged that ICT systems will take the form of fully

integrated and intelligent enterprise systems that could profoundly change the shape of the

industry (Figure 4); more so with the intelligence being imposed upon many of the industrys

unintelligent processes in the form of the building product models and other interoperable,

digitally formatted building standards (White, 2007). Therefore, it was important to collect

primary data pertaining to the Quantity Surveying business in Ireland.

100

80

0

Process Design Detailed Engineering Equipment Manufacturing Construction

%

OF

TOT

AL

C

OST

80% of the costs are committed

by design decisions, w hen only

a limited % of engineering is complete

100% of the costs are committed

Spending Curve

Figure 4: Project Expenditure Commitment Curve v Project Spending Curve [Source: Kinney and

Soubiran, 2004]

RESEARCH DESIGN AND DATA COLLECTION

In order to extract a sound understanding of the established body of knowledge on

integrated cost management of sustainable construction, the following research

questions were formulated:

I. What kind of software is the industry using for the design, constructionand running of constructed facilities?

II. Could the available software promote information sharing; hence

facilitate integrated and collaborative approach to business?

III. Could the developments in the ICT systems reduce the over dependency

on traditional quantity surveying competencies?

A questionnaire was the main instrument for data collection because: (1) The type of

population literate; (2) Most of the population could not find time for an interview; (3)

The increasingly expensive nature of alternative means of data collection.

7


8/14

Sampling Design

By definition, simple random sampling is a form of sampling design in which n distinct

units selected from N units in the population in such a way that every possible

combination ofn units is equally likely to be the sample selected (Everitt, 1998).

Stratified random sampling therefore is the random sampling from each strata of a

population after stratification (Ibid). The population for this research was naturallystratified, by the Society for the Chartered Surveyors of Ireland (2004) according to the

county where a firm operated from. (i) Cork; (ii) Dublin; (iii) Waterford; (iv) Limerick;

and (v) Galway. However, companies that had outlets in more than a single country

were only represented by their headquarters. Stratified sampling was used because it

ensures that different groups of a population are adequately represented in the sample so

that the level of accuracy in estimating parameters is increased (Nachimias and

Nachimias, 1992). The aim was to achieve a total population (N) of fifty (50)

respondents so as to increase the chances of a high response rate. Twenty three (23)

responded, or a 46% response rate. Even though a higher response rate could have been

desired, data collection proved extremely sluggish despite all four methods of

questionnaire distribution namely: (i) Postal mail; (ii) Electronic mail; (iii) Web-link

hosted by a private consultant; and (iv) personal delivery. The presentation and eventual

analysis of the results from the survey follow the sequence of questions set in the

questionnaire so that the clarity of the research is enhanced.

Key Details of Respondents to the Research Questionnaire

The breakdown of respondents, according to their respective positions within firms

would bolster the validity and reliability of primary research data (Figure 5) Fifty seven

percent (57%) of respondents had managing director portfolios at the time of the survey;

seconded by seventeen percent (17%) senior Quantity Surveying portfolios. Thoughunexpected at the time of questionnaire distribution, this development adds a strategic

dimension to the research mainly because respondents would have a proportionally high

number of years of Quantity Surveying experience coupled with visionary duties of

steering the firm to a prospective future. Experience in the Quantity Surveying business,

as earlier alluded to, can impact the quality and reliability of research information. Sixty

seven percent (67%) of respondents had more than fifteen (15) years of experience

while twenty two percent has experience ranging from six (6) to ten (10) years. There

was virtually no responded with less than 5 years of experience in Quantity Surveying.

This dimension is crucial for this research because information is obtained from people

that have experienced cyclical movements of the construction market; and the eventual

changing role of the quantity surveyor. Naturally, consultancies tend to have a relativelysmall number of personnel. The research results showed that 52% of firms had Quantity

Surveying personnel ranging from 5 10. However, this was to be expected, because

most consultants can manage many projects with a small number of professionals. The

firms that tended to have more personnel were big players on the market, with many

offices across the country.

8


9/14

Breakdown of Respondents

13%

17%

57%

13%

0%

10%

20%

30%

40%

50%

60%

Quantity Surveyor SNR Quantity Surveyor Managing Director Others

Official Position in the Firm

Responce

Figure 5: Breakdown of the Respondents According to their Official Positions

Project Specialisation

Within the industry, certain firms specialise in building related works, while others

specialise in refurbishments and/or repair works. Because of the complexity, and in

most cases, the specialised nature of Mechanical and Electrical [M&E] projects, some

Quantity Surveying companies tend to apportion the overall cost management of such

projects to the M&E specialists; using lump-sums or prime cost sums. Other QuantitySurveying firms have dedicated professionals specialised in M&E works. A fair amount

companies that offer M&E cost management. Some of the M&E installations include

HVAC systems for buildings. Because such installations have a huge impact on the

initial as well as overall financial investment, it becomes essential that prudent

economic simulations are carried out so as to assess the likely return on investment

prior to committing finances. It is therefore important for any Quantity Surveying firm,

with or without M&E specialists, to carefully analyse and appraise the financial and

economic prudence of design decisions on M&E systems. Most Quantity Surveying

firms can handle assorted projects type ranging from civil to refurbishment. This could

be attributed to the generic nature of the profession, which most cases, allows

consultants to manage the costs of projects irrespective of their size, type and

complexity, using the same principles of total cost management. It is could therefore be

argued that the industry is well poised to manage any sort of project, as is evidenced

from the respondents view.

Project Teams and Documentation

The perception of importance of Quantity Surveying at generic phases of the project

provides the starting point of the overall assessment of role of cost management within

a project team. For instance, if respondents felt quantity surveyors were not important at

the preliminary stage, it could have been concluded that they were still operating withrelatively conservative approach which promotes the production of bills of quantities

9


10/14

from drawings: also referred to as costing a design. However, respondents were of the

view that Quantity Surveying is highly essential at all stages of the project life cycle.

The preliminary stage as well as the design and construction stage had the highest

scores. Kinney and Soubiran (2004) argued that 80% of the cost of the project is

committed at about 20% stage of the project life cycle. This phenomenon shows that it

is crucial to analyse design options, not only from the aesthetic point of view, but alsofrom the financial, economic, and build-ability points of view; and the overall

anticipated impact [positive or otherwise] of the proposed development, at an early

stage.

Information Technology Packages in Use and Level of Information Sharing

The available software systems for cost consultancy business typify any world-class

construction industry. Build-soft and Microsoft Excel are the most widely used systems

for the preparation of quantities, estimating and cost planning, cost monitoring, and

final accounts management. Similarly, project planning systems such as Microsoft

Project Planner, Power Project, and Primavera Project planner are predominantly used

for project planning purposes; while AutoCAD and Voloview are used for accessing

visual design data. Research question 1: asked for the kind of software is the industry

for the design, construction and running of constructed facilities? Results paint a good

picture of useful software systems available to cost consultants; and that they could

utilise the systems to uphold green building.

Optimum application of available software systems for appraisal and analysis of

projects does not however rely on the software alone, but the user. For one to model the

financial, economic, and sustainable performance of a constructed product from design

to completion, more systems would be desirable; especially systems that offerintegrated data so as to allow effective cost modelling. Despite the availability of

software systems, information sharing amongst professionals is predominantly a hybrid

[a combination of paper and electronic systems] at 61% while paper systems are used by

39% of respondents. There are legal risks associated with the electronic data transfer

systems. Construction cost management goes hand in hand with contract administration,

settlement of claims, and valuation for accounts, to mention but a few. Therefore,

respondents argued that even though electronic systems supersede paper ones, it still

remains essential that a paper back-up system is set up in preparation for dispute

resolutions. Respondents were confident with the efficiency of the current data sharing

systems in place because 30% rated the system as very efficient, 48% said the system

was efficient, and 22% indicated the system was quiet efficient.

Stage in the Project Life cycle when Available Software is crucially-

Important

Even though respondents were of the view that available software systems were crucial

at all stages of the product life-cycle, it is important to note that design and

documentation scored very high, as shown in Figure 6.

10


11/14

Project Stage at which available Software is Crucialy Important

0 2 4 6 8 10 12

Preliminary

Design & Documentation

Construction

Operarion

All Stages

None

(Project Stage)

Response (Number)

Figure 6: Rating the Project Stage at which Available Software is Crucially Important

Thirty nine (39%) percent felt the systems totally encouraged information sharing,

while twenty two (22%) felt the systems encouraged information sharing to a large

extent. However, 26% felt that information sharing, though encouraged, was to a less

extent; and 13% felt the software did not encourage information sharing. In terms of

the extent they used the software for information sharing in the project team: 39% used

the software at a high rate; 39% on an average rate; 17% on a low rate, and 4% never

used the software. To test respondents consistency, they were asked to rate the extent to

which available software discouraged information sharing. Fifty seven percent (57%)

were of the view that the software did not discourage information sharing, while 43%felt the software discouraged information sharing; to a less extent. Because information

sharing is pertinent to this research, it was important to establish correlations between

selected sets of observations.

According to Witte and Witte (1997) a positive relationship among pairs of

observations tend to occupy similar relative positions in their respective distributions,

while negative relationships tend to occupy dissimilar and opposite positions in their

respective distributions. If however there is no regularity among the pairs of

observations, it could be interpreted that there could be no significant relationships

(Ibid). Even though a correlation coefficient, regardless of size, never provides

information about whether an observed relationship reflects simple cause-effectrelationship or some complex state of affairs, it is a prudent way to engage predictive

measures of the trends using current body of knowledge. To describe correlation

between quantitative data and qualitative data with two categories, assign arbitrary

numerical codes, such as 0, 1, 2, 3, to the two qualitative categories then use the Pearson

r formula, also known as a point bi-serial correlation coefficient. Alternatively, to

describe the relationship between two qualitative variables, again assign arbitrary

numerical codes to the categories of both qualitative variables and solve the formula in

Equation 1, also designated as Crammersphi coefficient (Witte and Witte, 1997).

11


12/14

=

22

yyxx

yyxx

r

Equation 1: Pearsons Correlation Coefficient Computation Formulae [Source: Witte and Witte,1997; Microsoft Excel Functions, 2003]

The Pearson correlation coefficient was used to determine the consistency of

respondents on information sharing resulted in:

(a) Compare rating for the extent to which the software systems encourage

information sharing with the usage of the software for actual information

sharing at 0.70;

Though positive, the correlation coefficient shows that even though respondents felt the

software encouraged information sharing, they did not fully implement information

sharing using the software. Because the observation data sets are relatively small, a

higher positive correlation would have dispelled the inconsistency.

(b) Compare the rating for the extent to which the software systems discourage

information sharing with the usage of the software for actual information

sharing at -0.99;

The negative correlation coefficient reflects a more realistic picture of the perceptions

because respondents felt the software did not discourage the use, hence perceptions and

actual implementation of information sharing create a negative correlation, as is the

case.

The second research question assessed available software promotes information sharing;

hence facilitate integrated and collaborative approach to business. There was a slightpositive correlation between the usage of MS Excel and Buildsoft, calculated at 0.51

using the Pearsons coefficient. From the results, it could be deduced that the

integration of software packages a key to cost management has not taken off on a

big scale within the cost consultancy sector. As a result, encouraging software

interoperability would even be more challenging. There were leading questions

embedded in the survey where respondents were asked to comment: they include:

(i) The Extent to which Software Discourages Project Information Sharing

Respondents perception of the extent to which software is a contributory factor to the

poor implementation of information sharing is as follows: (1) When different softwareis used, or data is imported into a different file format;(2) Poor communication amongst

professionals, especially on the location of information;(3) Poor linkage between pre-

contract and post contract activities, mainly because data standards are not

compatible;(4) Computers do not improve the work (i.e. the way professionals design),

but has huge effect on communication, though accessibility to drawings can be

universal; (5) Because old systems still work and have proven reliable, especially when

systems fail, professionals do not tend to experiment on newer technologies;(6) The

generic procurement system is still Design-Bid-Construct, therefore team participation

follows that pattern;(7)Some traditional aspects of Quantity Surveying must remain un-

automated e.g. taking off quantities;(8) Incompatible software between different

disciplines of the design team.

12


13/14

(ii) Aspects of Cost Consultancy Business worth Automating

Respondents argued that: (1) No part of the business should be automated because

allowing software to dictate the modus-operendi could be detrimental to the profession;

(2) Collection, analysis and use of cost data and of historical cost information need to

be automated;(3) Measurement and generation of quantities, and billing, interim and

final accounts aught to be automated;(4) Even though it is difficult to automate most ofthe QS work (soft nature) but software for costs in use would be useful (cost Planning),

economics or cost in use; (5) Proper business records in cases of disputes, litigation, etc.

Modern software needs to improve in its recording of data, e.g., records of emails sent;

(iii) Anticipated Threats to Traditional Cost Consultancy Business

Assessing the threats to ones business is crucial for survival in a competitive

environment. The following are some of the threats perceived by quantity surveyors: (1)

Fees: too low which leads to poor service, unsatisfied client, lack of work; (2) Software:

too reliant on software, hence weakening the technical strength of new surveyors;(3)

Skills: Too many consultants go for the 'FAT' budget, its easy to come under-budget,

and client looses out; (4) Non audit-ability of artificial information in terms of statistical

data on future life cycle costing; (5) Demand for sustainable construction will put

pressure on cost consultancy, because clients would not only demand historical data, but

also futuristic data; (6) Engineers and architects are trying to carryout the job of the

quantity surveyors, thereby increasing their fees; (7) An amalgam of various computer

packages in lieu of a more streamlined approach. Because clients wish to get value for

money, and they are not going to be paying for something that can easily be done

automatically

Research Question iii: Could the developments in the ICT systems reduce the overdependency on traditional quantity surveying competencies?

Over 75% of the respondents felt the need for traditional competencies has never

waned; in fact there is more demand for such competencies even with the availability of

ICT.

CONCLUSION AND DISCUSSION

For quantity surveyors to fully implement total cost management during the product life

cycle, it is important to integrate cost management systems. Software interoperabilityoffers a good prospect for total cost management, though there has been a lack of

market data from the industry which, if available, would be crucial for the marketing of

the software solutions emanating from research institutions. The nature of Quantity

Surveying is such that it uses a relatively high volume of assorted information from a

myriad of sources; as a result a suitable package from the quantity surveyors point of

view, is one that can capture as many of the operational dimension they are involved in

day today running of the business, without disrupting the body of knowledge built over

the years; systems aught to complement existing cost algorithms such as standard

methods of measurement. Additionally, collaborative working would result in the

implementation of total cost management, hence contributing to sustainable

construction. It becomes absolutely crucial that surveyors take up newer integratedsystems if they are to compete adequately on the market.

13


14/14

REFERENCES

Ashworth, A., (2004) Cost Studies of Buildings 4th

Edition, Pearson Prentice Hall,

Harlow, London, Tokyo, Cape Town

Ashworth, A., and Hogg, K., (2002) Williss Practice and Procedure for the Quantity

Surveyor, 11th

Edition, Blackwell Science, Oxford, London

Dundas, C., (2005) Rethinking Construction Part 2, Building and Construction, May

2005, 12 13, Dundas Publications, Durham

Erlandsson, M., and Borg, M., (2003) Generic LCA methodology applicable for

buildings, constructions and operational services today practice and

development needs, Building and Environment, 38 (7), 919 938

Everitt, B., S., (1998) The Cambridge Dictionary of Statistics, Cambridge University

Press, Cambridge

Ferry et al (2003) Cost Planning of Buildings Seventh Edition, Blackwell Science,

Oxford

Hipkiss, R., (2005) Lowest Price Can Lead to Highest Cost, Building Engineer, March

2005, 80(3), 18 19Kerzner, H., (2003) Project Management: A systems Approach to Planning, Scheduling,

and Controlling, 8th

Edition, John Wiley & Sons, Inc. New Jersey

Kinney, C., L., and Soubiran, N., (2004) Interactive Roadmap to Conceptual Cost

Estimating, Cost Engineering, 46(9), 31 40

Lee, A., and Sexton, M.G., (2007). nD modelling: Industry uptake considerations,

Construction Innovation, Vol. 7 No. 3, pp 288 302, Emerald

Morrissey, E., ODonnell, J., Keane, M., and Bazjanac, V., (2004) Specification And

Implementation Of IFC Based Performance Metrics To Support Building Life

Cycle Assessment Of Hybrid Energy Systems, Proceedings of the SimBuild 2004

Conference, IBPSA-USA, National Conference Boulder, CO, August 4-6, 2004

Nachimias, C., F., and Nachimias, D.,(1992) Research Methods in the Social Science4

thEdition. St Martins Press Inc. London

OSullivan et al (2004). Improving building operation by tracking performance metrics

throughout the building lifecycle (BCL), Energy and Buildings, Vol. 36, Pp 1075

1090

Osso et al (1996) Sustainable Building Technical Manual: Green Building Design,

Construction, and Operations, Public Technology and the U.S Green Building

Council, USA

Rajgor, G., (2004) Sustainable Building: Firing on target - US building designers aim

for green, Refocus, 5(2), 62 63

Royal Institute of Chartered Surveyors (RICS) (2002). Changing Times: Strategic Consulting

for Professional Effectiveness. RICS www.rics.org/research. LondonSociety for Chartered Surveyors in Ireland (2004) Search for Quantity Surveying

Members of the Institute, http://www.scs.ie/ASP/searchMembpub.asp [Accessed

February 2004]

Sorrell, S., (2003) Making the link: Climate policy and the reform of the UK

construction industry, Energy Policy, 31 (9), 865 878

Tanyer, A.M., and Aouad, G., (2005). Moving beyond the fourth dimension with IFC-based

single project database,Automation in Construction Vol.14, pp 15 32, Elservier

White, M., (2007). Information Technology: A Mandatory role in construction project

management, special Feasture: Cost Engineering Vol.49. No. 11, November 2007,

AACEI, Morgan Town

Witte, R., S., and Witte, J., S., (1997) Statistics 5 th Edition, Harcourt Brace CollegePublishers, London, Tokyo, San Diego

14
http://www.rics.org/researchhttp://www.scs.ie/ASP/searchMembpub.asphttp://www.scs.ie/ASP/searchMembpub.asphttp://www.rics.org/research

a strategic perspective of ict supported cost management for green buildings in the quantity...

Documents