2006-07 - Construction Innovation

5. Commercialisation and Utilisation
Construction Innovation engages in collaborative research and implementation
for the property, design, construction and facilities management (FM) industry.
It works with industry, government and researchers to improve productivity
and sustainability.
5.1 Commercialisation and utilisation strategies
and activities
Construction Innovation’s Commercialisation/Technology Transfer
Program is designed to enhance the transfer of research outputs
into commercial or industry outcomes of economic, environmental
or social benefit to Australia.The three guiding principles in achieving
this are:
• to ensure Intellectual Property (IP) management and strategies
for commercialisation are targeted to potential commercial
opportunities
• to transfer public good research outcomes to Construction
Innovation participants, the construction industry and the
broader Australian community
• to ensure that smart and streamlined systems are utilised
to effectively manage research activities in a focused and
targeted manner, allowing easy identification and exploitation
of commercialisation opportunities.
Construction Innovation’s project agreements address a process
for commercialisation and/or utilisation of the outputs at the
commencement of a project. Each six-monthly project review
considers the commercialisation opportunities with, where
appropriate, a more focused strategy being developed six to nine
months from the completion of the research. Legal and technology
development professionals are engaged, as required, to develop
appropriate licence agreements. Market analysis and economic
impact reports are sourced externally.
To facilitate the management of Intellectual Property and strategies for
commercialisation, Construction Innovation also educates and trains
key personnel. A workshop was held for students and researchers
in April 2007 on knowledge IP management and commercialisation
processes.
Trials of project outputs allow participants to become familiar with
tools or processes developed at a project level. Often, the learnings
from projects influence processes within participant organisations. For
example, two of our government agency participants are reviewing
the requirements of their electronic tender and contract administration
procedures to allow appropriate electronic signatures to be used,
electronic contract formations, electronic contract administration,
issues of IP, evidentiary and archive issues. The BRITE project also
encouraged innovation in government agencies and allowed suppliers
and contractors to share risk and develop procurement contracts
which give suppliers and contractors more scope for innovation in
their delivery approach.
Digital technology provides the technology for a virtual information model to be
handed from the design team to the owners. © Sydney Opera House. Courtesy
of Utzon Architects/Johnson Pilton Walker (Architects in collaboration) – Arup.
Our first preference for commercialisation partners are our Construction
Innovation participants. In all projects it is a requirement that there are
at least two research-users. Therefore, potential initial adopters of the
technology are likely to be the industry participants involved early in
the specific project.
The Sydney Opera House has been able to employ knowledge,
processes and tools developed to demonstrate to its stakeholders
that there is the option to increase the effectiveness of their FM
services portfolio. Construction Innovation research has provided
prototypes and guidelines that will also contribute to the development
of the new 25 year strategic asset management plan, provided a new
model for the ongoing procurement of design works to the current
refurbishment program and insights into the strategic decision making
on digital modelling and the FM tools and systems.
Another example of this approach has been the adoption by John
Holland Group of outputs from our Construction Site Safety Culture
project into their safety leadership development activities. John
Holland Group was an active contributor to this project – Dean
Cipolla, John Holland’s Group Safety Manager, led the project.
Additionally, engagement with industry associations in the project
development and delivery strengthens industry pathway to adoption.
In the case of the Sydney Opera House FM Exemplar Project, our
collaboration with the Facilities Management Association of Australia
(FMAA) ensured the FM industry received key project outcomes by
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