Annual Report 2001-02 - Construction Innovation

Structure and ManagementThe CRC CI has brought together 19 leading players within theAustralian property and construction industry spanning privateindustry, government and research organisations: Arup Australasia,Australian Building Codes Board, Bovis Lend Lease, BuildingCommission, CSIRO, DEM, John Holland, Kennards Hire,Queensland Department of Main Roads, Queensland Departmentof Public Works, Queensland Department of State Development,Queensland University of Technology, Rider Hunt, Royal MelbourneInstitute of Technology, Springfield Land Corporation, University ofNewcastle, University of Sydney, University of Western Sydneyand Woods Bagot.Organisation and ManagementThe CRC CI is an unincorporated collaborative joint venture with aGoverning Board comprising 10 representatives from the 19 partnerorganisations and an independent Chair. Representation on theBoard carries with it the responsibility of taking on the interests ofthe CRC CI rather than that of the participant organisations.Leading the CRC CI is Keith Hampson who was appointed CEO asthe Centre formally came into existance in October 2001. Keithplayed an integral role in preparing the bid for the establishment ofthe Centre. Keith is a registered civil engineer and project managerwith extensive industry experience in managing water supply andsewerage, road, port development and marine construction projects.Prior to joining the CRC CI Keith held senior positions in teaching,research, and business development in construction management atQUT. Keith has completed a Bachelor of Civil Engineering and anMBA at QUT, and a PhD in Construction Engineering andManagement at Stanford University.The management structure of the CRC CI is outlined below in Table 1.The Governing BoardThe Governing Board met formally four times in 2001-02 with futuremeetings planned every quarter. The location of meetings is rotatedbetween Brisbane, Sydney and Melbourne. The Governing Board isresponsible for determining CRC CI policy on all matters relating toits objectives and activities and for ensuring these objectives andactivities are carried out in accordance with the provisions of theCommonwealth Agreement and Centre Agreement.Jim Service, who worked closely with the CRC CI through thedevelopment of its bid and initial establishment phase stepped downfrom his role as Chair of the Governing Board at its December 2001meeting. John McCarthy took over as Chair at the March 2002meeting. John’s joint chairmanship of the CRC CI and the AustralianConstruction Industry Forum (ACIF), the peak body representing theAustralian construction industry associations, makes the nationallink between industry associations identifying industry needs, andthe CRC CI providing applied industry solutions closer than ever.John also serves on the Board of the Australian Building CodesBoard (ABCB) which ensures the community’s expectations of safety,health and amenity in design, construction and use of buildings areenforced through nationally consistent regulatory systems.The ABCB is a core partner of the CRC CI.John Oliver joined the Governing Board at its March 2002 meeting.The three Queensland State Government representatives rotate onthe Board so that at any one Board meeting there are only twoin attendance.Table 1: Management Structure of the CRC CICommunication & LiasonAuthorityI-Con.Net Pty LtdBoard ChairJohn McCarthyExternal Advisory GroupAssociate NetworkPlanning GroupCEOKeith HampsonResearch CommitteeBusiness ManagerDevelopment ManagerAdmin SupportResearch ProgramsEducation & Training4

The Governing Board and Meetingsattended by the CRC CI Governing BoardBoard MemberJohn McCarthyPositionIndependent ChairNumber of meetings attended2Board MemberJim ServicePositionInaugural Independent ChairNumber of meetings attended1Board MemberDavid SingletonOrganisationArup AustralasiaNumber of meetings attended2 (alternate director attended2 other meetings in his place)Board MemberGavin StubbsOrganisationBovis Lend LeaseNumber of meetings attended4Board MemberLarry LittleOrganisationCSIRONumber of meetings attended2 (alternate director attended2 other meetings in his place)Board MemberRichard BartonOrganisationJohn HollandNumber of meetings attended2 (alternate director attended1 other meeting in his place)Board MemberKeith FarrOrganisationQld Dept of Public WorksNumber of meetings attended3Board MemberMike HefferanOrganisationQld Dept of State DevelopmentNumber of meetings attended25 5

The Governing Board and Meetingsattended by the CRC CI Governing BoardBoard MemberDennis WoganOrganisationQld Dept of Main RoadsNumber of meetings attended2Board MemberDavid GardinerOrganisationQUTNumber of meetings attended1 (alternate director attended 3other meetings in his place)Board MemberJohn OliverOrganisationRider HuntNumber of meetings attended0 (Invited to join Board in March2002)Board MemberNeil FurlongOrganisationRMITNumber of meetings attended2Board MemberSimon CarlileOrganisationUniversity of SydneyNumber of meetings attended3 (alternate director attended1 other meeting in his place)Board Meeting AttendeeKeith HampsonPositionCRC CI CEONumber of meetings attended4Board Meeeting AttendeeCarole GreenPositionBoard Secretary and CRC CIBusiness ManagerNumber of meetings attended46

Research CommitteeResearch RepresentativesPeter Newton,Tony Sidwell,CSIRO Deputy Chair, QUT (Leader Program 2)(Leader Program 3)Arun KumarRMITMary-Lou Maher,University of Sydney(Leader Program 1)Denis Lenard,University of NewcastleJane Marceau,University of Western Sydney(Photo unavailable)Other Representatives (non-voting)John McCarthy,Robin Drogemuller,CRC CI Board Chair CSIRO(Ex-officio) (Leader Program 4)Terry Boyd,QUT (Leader Program 5)Keith Hampson,CRC CI CEOCarole Green,CRC CI Business ManagerPeter Raisbeck,CRC CI Development Manager(Photo unavailable)CRC CI Strategic Planning GroupThe CRC CI Strategic Planning Group met once on 12 June 2002 todraft a revised strategic plan. While further formal meetings are notplanned, there is regular interaction by telephone and email and thedelegates resolved to meet again if necessary during November2002. The Strategic Planning Group was established to re-evaluatethe CRC CI’s vision and objectives as a means of remaining relevantin the face of a constantly changing external environment.John McCarthy CRC CI ChairGavin Stubbs Bovis Lend LeasePeter Newton CSIRO (Research Committee Deputy Chairand Program Leader)Larry LittleCSIRORobin Drogemuller CSIRO (Program Leader)Dale Gilbert Qld Department of Public WorksTony Sidwell QUT (Program Leader)Terry BoydQUT (Program Leader)Janelle Allison QUTStephen Kajewski QUTJohn Oliver Rider Hunt (Research Committee Chair)Mary Lou Maher University of Sydney (Program Leader)Peter Brandon International Visitor, University of Salford, UKKeith Hampson CRC CI CEOCarole Green CRC CI Business ManagerIcon.Net Pty LtdIcon.Net Pty Ltd is a small proprietary company established in May2002 to hold and commercialise the CRC CI’s Intellectual Property.Company OfficersJohn McCarthyDavid SingletonGavin StubbsRichard BartonDavid GardnerJohn OliverNeil FurlongSimon CarlileDeborah BullockCentre VisitorCRC CI ChairArup AustralasiaBovis Lend LeaseJohn HollandQUTRider HuntRMITUniversity of SydneyCompany SecretaryCRC Visitors are appointed centrally by the Chair of the CRCCommittee to assist in monitoring and liaising with all CRCs.Their industry and research experience makes them invaluable asindependent advisors to Centres for the Australian Government.The CRC CI’s Visitor is ProfessorVernon Ireland, CEO and Head ofSchool of the Australian GraduateSchool of Engineering Innovationin Sydney.He is also the Vice-Presidentof the Institution of Engineers,Australia - Sydney Division anda Board Member and DeputyPrincipal of the China-AustraliaInternational Construction andManagement Training Centrein Shanghai.Professor Ireland was involvedCRC CI Visitor, Vernon Ireland in the CRC CI’s First Year Visitand will be attending ResearchCommittee and Governing Boardmeetings this current year.8

Cooperative LinkagesThe CRC CI will be measured by its ability to drive identifiablechanges within the Australian property and construction industry.It recognises that to do this, genuine collaboration must occuramongst sometimes competitive organisations and in an industrythat demonstrates only loose linkages between research users andresearch providers. It is also necessary to provide a national focusto research and development while ensuring all research activitiescomplement those occurring internationally. To this end, the CRC CIis developing strong links with its 19 participant organisations, withthe Australian construction industry generally, and with internationalpartners, particularly in North America and Europe.External LinkagesTo ensure the CRC CI’s work isglobally relevant, it has adopteda number of initiatives. The firstof which has been to establishan International Visitor Scheme,where a senior internationalvisitor familiar with globalactivities in applied industryresearch spends time with theCRC CI and Participants.Professor Peter Brandon fromSalford University in the UnitedKingdom was the firstInternational Visitor. He hasrecently headed the UK ResearchAssessment Exercise forbench-marking UK-based builtCRC CI International Visitor, Peter Brandonenvironment researchorganisations. Professor Brandon’s experience has been invaluablein providing the CRC CI with experienced advice on researchmanagement processes.It is planned that linkages developed with Professor Brandon andother international visitors planned for 2002–03 will provideopportunities for further international collaboration on Europeanand North American research activity and joint student supervisionand placement.In conjunction with Professor Brandon, the CRC CI is developing anInternational Strategic Alliance for Construction Research. A draft ofthe proposed Memorandum of Understanding has already beenprepared. The Alliance focuses on four areas, the first of which isproject collaboration where the aim is to develop research projectsacross national boundaries to facilitate the development ofknowledge and the sharing of experience for mutual benefit. Weenvisage that within a number of years the CRC CI will have jointprojects carried out in Australia with input from North American andEuropean research institutes. Conversely, the CRC CI will provideinput into projects in those regions.The second area of focus for the Alliance is corporate activities, suchas conferences, workshops and agenda setting exercises to increaseglobal understanding and sharing of knowledge and aspirations.The third area is research students, where the aim is to provide amedium for the corporate promotion of research student recruitmentand exchange of students between Alliance partners.The fourth area is management, promotion and networking to allowthe establishment and promotion of a virtual campus. This wouldinclude annual meetings, joint promotion, staff exchanges andpossibly the publication of research findings in conjunction withan international publisher.CRC CI CEO Keith Hampson further strengthened international linksin October 2001 when he travelled to the UK for meetings with theUK Government, Reading University and Salford University. He alsoattended the inaugural workshop of the CIB International Task Group47 – Innovation Brokers in Construction in Manchester. Membershipof this group will bring ongoing benefits in networking andaccessing international best practice in research management.We recognise that it is unlikely that we would be able to developentirely new technology for application to the property andconstruction industry in the short term. We look forward in the nextperiod to developing collaborative research projects with other CRCsthat will build on developed technology for application to theAustralian property and construction industry. We have already hada series of discussions and workshops with a number of other CRCsto evaluate opportunities for collaboration in design, constructionand facility management.Internal LinkagesIn the early months of Centre operation the amount of email andtelephone traffic generated was substantial. To offset this, we aredeveloping an intranet for staff and partner organisations. Currentlyit offers users access to project information and contact details ofproject participants. It also allows users to upload and store valuabledocuments and for important project milestones to be tracked. Initialfeedback from partner organisations has been positive and it isexpected the intranet will become an integral communication tool ofthe CRC CI as it develops over the coming year. Given that we have19 participants spread across Queensland, New South Wales,Victoria and the ACT, determining the appropriate level ofcommunication has been a challenge. The intranet is designed toovercome this with individuals able to access as much or as littleinformation as and when they require.Our staff and participants held a number of meetings throughout theyear. Quarterly Board meetings were established to discuss andreport on each project’s progress. Fortnightly staff meetings wereestablished for staff based at CRC CI headquarters to update on allmatters related to the CRC CI. Weekly senior management teammeetings were established for core staff, Program Leaders, IndustryParticipants and the Research Committee met quarterly to plan,review progress, consider new projects and discuss issues ofstrategic importance. Regular project team meetings led by ProjectLeaders were established for project participants to progress theproject activities across the parties. Project Leaders also met withthe CRC CI Business Manager on a monthly basis to discussindividual project issues. Planning Group meetings were establishedto discuss strategic issues and operational matters.We used video conferencing as an adjunct to telephone contact.One of our partners, Bovis Lend Lease, has granted us the use of itsvideo conferencing facilities in Brisbane, Sydney and Melbourne aspart of its in-kind support. Audio conferencing is the norm for dailyactivities.Each project and program convened a series of workshopsthroughout the year to strengthen the collaboration betweenparticipants and to define the projects to better meet participantrequirements. Approximately 30 workshops were hosted in totalacross all projects through 2001–02.In December 2001, we convened our first retreat. All ProjectLeaders, Program Leaders, Research Committee Members,Governing Board Directors and at least one representative fromevery participant organisation attended the two-day series ofworkshops and social activities under the theme Building the Team,Building the Future. The success of the retreat in bringingparticipants together confirmed unanimous support for a retreatto be expanded upon as an annual event.99

ResearchOur research incorporates a balance of short, medium and long-termprojects and a portfolio of skills that reflect the diversity of theproperty and construction industry and the lifecycle of theconstructed product. Research projects undergo a rigorous selectionprocess based on their ability to make a real difference to theindustry, their research quality and compatibility with partner needsand capabilities, and their potential for industry development orcommercialisation.We focus on the following core areas:• Virtual Environments for Life Cycle Design and Construction• Construction Project Delivery Strategies• Environmental Sustainability• Integrated Design and Construction Support Systems• Management, Adaptability and Future of Built Assets.Each project involves at least two industry partners and two researchpartners to ensure collaboration and industry focus is optimisedthroughout the research and implementation phases. Thecomplementary blend of industry partners ensures a real-lifeenvironment whereby research can be readily tested and resultsquickly disseminated.Research Committee Chair, John Oliver (second from left) with ProgramLeaders (l-r), Peter Newton, Robin Drogemuller, Terry Boyd and Tony Sidwell.(Mary Lou Maher absent)Research Program 1:Virtual Environments for LifecycleDesign and ConstructionProgram Leader:Professor Mary Lou Maher, University of SydneyResearch Project 2001-001-1Modelling Viable Mixed Use Developments through VirtualEnvironmentsProject LeaderProject DurationProfessor Mary Lou Maher, October 2001 – June 2003University of SydneyParticipantsBovis Lend LeaseQueensland University of TechnologyUniversity of Sydney Queensland Dept of Public WorksProject DescriptionThis project will lead to the development of viable and innovativedesigns that respond to market demands and facilitate moreintegrated approaches to the social, economic, and environmentalneeds of new residential communities. While master planning can beapproached as mixed use development, much of development andfinancing remains in fixed bundles of ‘commercial’, ‘industrial’,‘residential’ and so on. The purpose of this project is to considernew strategies for mixed use development that take into account andmake direct use of virtual communities and their role in physicalcommunities. This will be achieved through the parallel developmentof a 3D multi-user virtual environment which allows communityfeedback to be incorporated into an urban design process in order tosupport planning and conceptual design. The North Lakes*community development in Queensland (a greenfield site), may bethe basis of one of the case studies. The 3D model will be availableto the developers and designers for modification and to thecommunity for walkthroughs and feedback. The project will trial newstrategies for innovative mixed use development and collect data onhow these strategies are developed, applied, and implemented withina virtual environment.* North Lakes is located twenty-five kilometres north of Brisbane on a 1,000hectare site. When completed it will be one of Australia’s largest, fullyplanned communities. Around 8,500 new homes will be built, along with atown centre and business park. A wide range of educational andcommunity facilities will also be provided.ProgressThe following Commonwealth Agreement milestone was achieved:• A commercially viable 3D virtual environment was identified.In addition, the following Project Agreement milestones wereachieved:• Phase 1 – a feasibility study – was commenced.• Baseline data for the North Lakes development was established.Projected research for the next 12–24 monthsBy June 2003 this project will have produced the following:• Innovative strategies for viable mixed use development in agreenfield site with high quality urban design.• Databases for 3D virtual mixed use models of master plannedcommunities.• A showcase of the use of 3D virtual communities in parallelwith a physical facility development.• An analysis of the use of 3D environments in the urbandevelopment phase and recommendations for further research.• An assessment of commercial activities and strategies toachieve these outcomes.10

Research Project 2001-002-1Life Cycle Modelling and Design Knowledge Development inVirtual EnvironmentsProject LeaderProject DurationProfessor John Gero, October 2001 – December 2003University of Sydney3ParticipantsCSIROQueensland Dept of Public WorksUniversity of Sydney Woods BagotProject DescriptionThis project examines the development of a modelling tool within a3D virtual environment that will enable facility planners andmanagers to visually simulate and make future projections of thefacility or building they are working on in terms of its life cycle needs(ie: maintenance, refurbishment, extension and major replacements)and its response to management action to meet those needs. Theproject will use existing data on facilities and will develop specialiseddata mining techniques to demonstrate data mining of historicaldatabases.ProgressThe following Commonwealth Agreement milestone was achieved:• Feasibility study part one was completed: this included a surveyof existing data mining/knowledge discovery algorithms andsystems used for data mining in the construction industry.The following Project Agreement milestone was also achieved:• Feasibility study part two was completed: this included a surveyof available data from industry partners, a survey of existingobject-oriented models of building data, and a survey of virtualenvironment platforms which will be used as the basis for datamining.Projected research for the next 12-24 monthsBy the conclusion of April 2004 this project will have produced thefollowing:• A comprehensive feasibility study.• A demonstration modelling tool in a 3D environment that can beattached to asset management systems used by industry andgovernment entities responsible for the management of buildingassets. The demonstration system will use QueenslandDepartment of Public Works data where possible to showimplications of the availability of such a system.• A statement of how this technology will improve maintenanceplanning methodology and knowledge to be used in themaintenance of existing facilities.• An improved connection between maintenance and designknowledge. Higher levels of maintenance knowledge will produceimproved building designs and improve collaboration betweenindustry partners.Research Program 2:Construction Project DeliveryStrategiesProgram Leader:Professor Tony Sidwell, QUTResearch Project 2001–003–2Value Alignment Process for Project DeliveryProject LeaderProject DurationProfessor Tony Sidwell, QUT October 2001 – December 2003ParticipantsBovis Lend LeaseCSIROJohn Holland Group Qld Dept of Main RoadsQld Dept of Public Works QUTRMITUniversity of NewcastleProject DescriptionValue alignment process for project delivery is a decision tool toassist clients and other stakeholders to optimise the project deliverysystem to meet the needs of stakeholders. The research project willfocus on how best to capitalise upon existing re-engineering andvalue chain studies undertaken in the construction procurementchain. It will make re-engineering the process possible by providinga decision tool based on principles rather than using existing off-theshelfdelivery methods.ProgressAll Commonwealth Agreement milestones were achieved:• Scoping study completed.• Main research commenced.In addition, the following Project Agreement milestones wereachieved:A literature search identifying recent developments in procurementtheories was conducted. The review was aided by previous researchin this area, however, this research has concentrated on more recentpublications and developments in non-traditional project deliverymethods.• A pilot survey was under development to test the theoreticalmodel of the value alignment process. The survey will form abackground framework for a series of structured interviews witha range of project participants to document their approach to thevalue alignment process on a specific project.• An interim report titled, Framework for Measuring Success ofConstruction Projects was prepared.Projected research for the next 12–24 monthsBy the conclusion of December 2003, this project will have producedthe following:• A decision tool for assisting with the examination of valueoutcomes for all stakeholders and design of an optimum projectdelivery process.• A project delivery design guide.• A range of key performance measures and benchmarkingtechniques to achieve value for money for projects.• A database of case studies and lessons learned to assistparticipating organisations to use a set of electronic intelligentagents and expert system tools to aid knowledge management.This will support a “project process” consultancy serviceoperated by the CRC CI, which will use best practice exemplarsand the design guide to advise clients and industry.11 11

Research Project 2001-004-2Knowledge Management and Innovation DiffusionProject LeaderProject DurationProfessor Derek Walker, RMIT July 2001 – March 2004ParticipantsArup AustralasiaQueensland Dept of Main RoadsBovis Lend LeaseQueensland Dept of Public WorksBuilding Commission Queensland University of TechnologyJohn HollandUniversity of NewcastleRoyal Melbourne Institute of TechnologyProject DescriptionIf the construction industry is to become more innovative and takebetter advantage of innovation, it must improve the way it generatesand manages knowledge through an effective knowledge diffusionstrategy that provides added value to its paying customers and otherstakeholders. The purpose of this project is to develop a leadingedge business guide and prototype template (an electronic wizard)that recommends best knowledge management practice includingthe diffusion of supporting information and communicationtechnologies. The e-wizard, which will be able to be placed on anintranet or extranet for widespread access within an organisation,will provide easy access to available knowledge sources within acompany to improve decision-making.There are two theoretical elements to this research project: studyinghow knowledge creation and management is best pursued andstudying how innovation diffusion (particularly supporting ITinfrastructure) is best achieved. Becoming more effective in applyinginnovation will allow the construction industry to manage anyrequired change process involving knowledge generation andknowledge management. This project also provides a focus on atangible knowledge management outcome.ProgressAll Commonwealth Agreement milestones were achieved:• Scoping and feasibility study was completed.• Literature review was completed.In addition, the following Project Agreement milestones wereachieved:• Information and communication technology and knowledgemanagement literature review was completed.• Pilot study testing was completed.• Information and communication technology survey to industrypartners was completed.• An analysis of survey data was completed.• An abstract was submitted for a Construction IT innovationdiffusion conference which is being held in March 2003 inHawaii.Projected research for the next 12–24 monthsBy the conclusion of March 2004, this project will have produced thefollowing:• A knowledge management business practice guide.• A research instrument to measure knowledge managementenabling and supporting information and communicationtechnology maturity.• Knowledge management tools.• An ICT business practice guide.Research Program 3:Environmental SustainabilityProgram Leader:Dr Peter Newton,CSIROResearch Project 2001–005–3Indoor Environments: Design, Productivity and HealthProject LeaderProject DurationAssociate Professor July 2001 – February 2003John Bell, QUTParticipantsArup AustralasiaQueensland Dept of Public WorksBovis Lend LeaseQueensland University of TechnologyCSIROProject DescriptionA building’s occupants’ productivity and health is influenced byconditions of the indoor environment, particularly the indoor airquality, thermal comfort and lighting. In the USA and Europe it hasbeen estimated that poor indoor air quality affects 30%–40% ofoffice occupants and can cost up to 2% of GDP. While there arespecifications for thermal comfort, lighting and some indoor airquality factors in Australia, there is a general lack of informationabout whether these specifications are appropriate to deliveroptimum outcomes in terms of health and productivity, and whetherthese outcomes are achieved.This project will determine the availability of Australian andinternational data for thermal comfort, lighting and indoor air quality;the populations and buildings affected; and procedures by which thisinformation can be used to estimate real costs to productivity andthe health of Australian office workers. This project is a scopingstudy which will form the basis for a full study in which proceduresfor determining the impact of these factors will be established,followed by development of methods for estimating the economicimpact of poor quality indoor environments. Design knowledge willbe ultimately integrated into building design tools. Part of thescoping study will involve developing a detailed research brief forengineering solutions to Legionella control in cooling towers.ProgressAll Commonwealth Agreement milestones were achieved:• A two day Legionella workshop was conducted in Melbourne.The purpose of the workshop was to convene a group ofAustralian experts and stakeholders involved in Legionellacontrol in cooling towers, to discuss the feasibility of enhancedLegionella control through innovative engineering solutions, andto recommend a framework for a CSIRO/CRC CI research projectto investigate key engineering solutions. Approximately 30people from across Australia attended the workshop includingrepresentatives from health and public works departments,building regulators, cooling tower engineers, and researchers.• A full report and proposal for further research on Legionella wascompleted.Projected research for the next 12 monthsBy the conclusion of February 2003 this project will have producedthe following:• A compilation of sources of information in air pollutants inAustralian buildings and guidance on how this information canbe assembled into a useful database.12

• A broad demographic picture of the Australian population basedon factors important to their exposure to air pollutants in builtenvironments.• A comprehensive literature and occupant survey on the impactof thermal comfort, acoustics, and lighting on occupantperceptions of environmental quality and performance inAustralian offices and schools.• A model framework for estimating costs due to lost productivityand health impacts of poor quality indoor environments.• A full report detailing further research needed to fill identifiedinformation gaps and to develop the framework for costestimation into a methodology acceptable to and usable by theindustry.Research Project 2001-006-3Environmental Assessment Systems for Commercial BuildingsProject LeaderProject DurationDr Peter Newton, CSIRO September 2001 – April 2004ParticipantsArup AustralasiaAustralian Building Codes BoardBovis Lend LeaseBuilding CommissionCSIROQueensland Dept of Public WorksUniversity of Western Sydney Queensland University of TechnologyWoods BagotProject DescriptionThe principal drivers for building design in Australia continue to beshort-term cost related – not lifetime environmental factors. Mostdeveloped countries, including Australia, have now initiatedvoluntary environmental rating schemes for building design;however Australia is not yet meeting best practice standards in thisarea. This project combines life cycle assessment, whole of lifecosting and whole of life performance assessment to develop a suiteof CAD-integrated cost and environmental assessment (‘ecoefficiency’)tools for commercial buildings that can enhance thedecision-making process amongArchitecture/Engineering/Construction professionals and deliversuperior built environment outcomes. Benchmark data derived fromthis project will be applied initially in industry partner projects. It isexpected that this eco-efficiency assessment tool and associateddatabases will become the nominated system for providing a ratingassessment of commercial buildings in all Australian jurisdictions.ProgressAll Commonwealth Agreement milestones were achieved:• An evaluation report was completed.• A business plan was completed.• A draft environmental analysis system report was completed.• Environmental priorities were established.• A report on CAD-based tools for environmental rating wascompleted.• A report on dimensioning building element databases wascompleted.In addition, the following Project Agreement milestones wereachieved:• Preliminary workshops were conducted.• Project workshops were conducted.• A research plan was completed.• A draft business plan was completed.• An international workshop was conducted.• A research paper was completed.• A database for environmental metrics of materials for phase 1(Structures).Projected research for the next 12–24 monthsBy the conclusion of April 2004, this project will have produced thefollowing:Research papers on:• The inventory of environmentally sustainable developmentdesign/assessment data, indicators, benchmarks, methods, toolsfor environmental assessment of buildings.• Incentives for green investment in buildings, environmentalmetrics for commercial buildings.• A new tool for environmental assessment of commercialbuildings.• A research plan linked to a gap analysis, user requirements, datasources and costs and functionality of databases and tools.• A business plan that quantifies the market, development costsand commercialisation strategies.• A database of Environmental Metrics for Building Materials.• A CAD design appraisal tool.• A website for Architecture/Engineering/Constructionenvironmental assessment practitioners.• A workshop with key international experts in green building.Research Project 2001-013-3Sustainability and the Building Code of AustraliaProject LeaderProject DurationMr Brian Ashe, January 2002 – January 2003Australian BuildingCodes BoardParticipantsArup AustralasiaAustralian Building Codes BoardBuilding Commission Queensland Dept of Public WorksCSIROQueensland University of TechnologyProject DescriptionThe Australian Building Codes Board (ABCB) is currently developinga Future Building Code that will replace the 1996 Building Code ofAustralia. The purpose of this project is to provide the ABCB withinformation that will allow it to determine whether sustainabilityrequirements are necessary in the Future Building Code, and howthey may be incorporated. The project will study sustainabilityrequirements and developments in Australia and overseas. It willalso identify issues and implications associated with sustainabilityrequirements for buildings and advise how these could be regulated.ProgressThis project is not included in the Commonwealth Agreementtherefore its milestones cannot be reported against.The following Project Agreement milestones were achieved:• Project scope was established.• Two steering committee meetings were conducted.• A literature review was commenced.• A draft structure of a report and database were established.Projected research for the next 12-24 monthsBy the conclusion of January 2003, this project will have producedthe following:• A detailed literature review.• A report identifying issues and implications associated withsustainability requirements for buildings and the Future BuildingCode of Australia.• Workshops in all capital cities to identify issues and implicationsassociated with sustainability and the Future Building Code.• A final report including a searchable Internet-based database ofreferences.13 13

Research Program 4:Integrated Design and ConstructionSupport SystemsProgram Leader:Mr Robin Drogemuller, CSIROResearch Project 2001-007-4Managing Information Flows with Models and VirtualEnvironmentsProject LeaderProject DurationMr Robin Drogemuller, CSIRO July 2001 – June 2003ParticipantsArup AustralasiaBovis Lend LeaseCSIROQueensland Dept of Main RoadsRider HuntQueensland Dept of Public WorksUniversity of Sydney Woods BagotProject DescriptionThis project involves the use of information and communicationtechnologies (ICT) to improve the design and construction process.It examines information flows using models and virtualenvironments to support design and construction planning forbuilding and civil works. The innovation in this project is to employobject models throughout the information flow process to enabletracking of the development of information through the designprocess (through virtual environments), leading into the preconstructionprocess (through estimating and scheduling software).The initial focus of the post-design process for building projects ison the building core and structure. This will be expanded in the laterstages according to the interests of the industry partners. The initialfocus for civil projects is on the support for e-commerce and e-projects for less sophisticated models. Harmonisation of buildingand civil models will be undertaken for architectural, structural,hydraulic and site works models.ProgressAll Commonwealth Agreement milestones were achieved:Work commenced on the following:• CAD quantities, cost and structural engineering information inbuildings.• CAD data for civil construction.• Intelligent CAD models and data.• Product models in virtual environments.• Development and submission of specifications to standardsbodies.In addition, the following Project Agreement milestones wereachieved:• Sample case study projects were identified.• A viewer application for structural elements was developed.• A materials database was established.• Structural models to International Alliance of Interoperability(IAI) standard were developed.• Quantity takeoff program working for both local and serverbasedprojects.Projected research for the next 12–24 monthsBy the conclusion of June 2003 this project will have produced thefollowing:• A Building Product Model to support the building elements andprocesses covered by this project.• Interfaces from each of the applications developed in the subprojectsto the Building Model.• A viewer that provides read-only viewing and querying ofbuilding models.• Mapping definitions allowing the import of Industry FoundationClass (IFC) versions 2.0 and 2x files into the Building Model.• CAD quantities, cost and structural engineering information inbuildings.• CAD data for civil construction.• Intelligent CAD models and data.• Product models in virtual environments.• Development and submission of specifications to standardbodies.Research Project 2001–008–4Project Team Integration: Communication Coordination andDecision SupportProject LeaderProject DurationDr Stephen Kajewski, QUT March 2002 – May 2003ParticipantsCSIROUniversity of NewcastleQueensland Dept of Main Roads Queensland Dept of Public WorksQueensland University of TechnologyProject DescriptionThis project focuses on the potential of information andcommunication technology to integrate construction project teamsand consists of two complementary components.Part A: Scoping StudiesThe scoping studies aim to identify the major issues and dynamicsthat should be taken into consideration in the use of information andcommunication technology to integrate the project team throughcommunication, coordination and decision support. Solutionapproaches will be conceptualised and methodologies for researchand development developed.Part B: Internet-Based Construction Project ManagementThis component of the project will benchmark and critically evaluatethe use of Internet-based Construction Project Management (ICPM),e-tendering, e-archiving of project information, andcultural/relationship barriers/enablers to the adoption of ICPM. Thisproject will leverage off previous international and local research inthe area and draw together the activities being undertaken withinboth the public and private sectors with a view to establishing auniform ‘best-practice’ model that can be adopted by industry.ProgressAll Commonwealth Agreement milestones were achieved:• Work on scoping studies commenced.• Work on a report on Internet-based construction projectmanagement commenced.In addition, the following Project Agreement milestones wereachieved:• Work commenced on Part A.• Literature review for Part B commenced.• Literature review for Project Team Dynamics, Constructability,Knowledge Management and Visualisation commenced.• Research methodologies Part B commenced.14

Projected research for the next 12–24 monthsBy the conclusion of May 2003, this project will have produced thefollowing:• A national Internet-based Construction Project Managementadoption report.• Internet-based Construction Project Management comparativeevaluation case study reports.• A hand-held technology application report.• A report on e-tendering/e-archiving.Research Project 2001–009–4Benchmarking Information and Communication TechnologyUptake and Integration in the Australian Construction IndustryProject LeaderProject DurationMr Graham Brewer, July 2002 – December 2002University of NewcastleParticipantsQueensland Dept of Public Works Rider HuntRoyal Melbourne Institute of TechnologyUniversity of NewcastleProject DescriptionThe construction industry is traditionally regarded as conservative inits approach to embracing innovation. Integration of information andcommunication technologies into business practices is slow andpatchy which is a significant impediment to industry efficiency. Manytheories have been advanced to explain why the constructionindustry is slow in this area, including its lack of awareness aboutinnovations and the difficulty for organisations to assess theirperformance relative to others. Benchmarking is one way thatorganisations can assess their performance. This project willproduce a framework within which:• to conduct a national survey of industry to determine currentlevels of information communication technology usage that willallow industry members to rate their performance againstindustry norms and best practice;• to identify best practice benchmark organisations that can be thesubject of detailed case studies; and• to develop a comprehensive database, developed throughout thelife of the CRC, of both industry-wide trends and individual bestpractice cases.This project also supports the development of other CRC projects,including Critical Success Factors for Organisations in ICT-mediatedSupply Chains, Project Team Integration: CommunicationCoordination and Decision Support, and Knowledge Managementand Innovation Diffusion.ProgressAll Commonwealth Agreement milestones were achieved:• Work on an information communication technologies survey andbenchmarking commenced.• Work on an Internet-based Construction Project Management(ICPM) case studies commenced.Projected research for the next 12–24 monthsBy the conclusion of December 2002 this project will have producedthe following:• A report that determines current levels of informationcommunication technology usage that will allow industrymembers to rate their performance against industry norms andbest practice.• Case studies of best practice benchmark organisations.Research Project 2001–016–4Critical Success Factors for ICT Mediated Supply ChainsProject LeaderProject DurationMr Graham Brewer, 1 July 2002 – 30 June 2004University of NewcastleParticipantsCSIROQueensland Dept Main RoadsUniversity of Newcastle Woods BagotProject DescriptionMany organisations in the construction industry have implementedInformation and Communication Technology (ICT) strategies intotheir business processes but with varying degrees of success.Within the construction industry there is a widespread view thatdespite the obvious potential to be derived from ICT, the reality isthat these costly investments have yet to live up to their promise.Underlying this problem is the fragmentation of the industry and thetemporary nature of project teams which are assembled for one joband then disbanded. It is believed a detailed investigation into thebusiness practices of Temporary Project Organisations (TPO) withICT-mediated supply chains will yield a set of Critical SuccessFactors (CSF) that will be applicable across the supply chain. Thisproject seeks to identify these ICT-specific Critical Success Factors,allowing construction of a CSF model. The model will be verified byexpert peer review using a modified Delphi technique, and validatedby application to specific case studies. The model will then be usedto establish a robust best practice model that acknowledges thediffering needs of individual organisations and participants in TPOs.ProgressThis project is not included in the Commonwealth Agreementtherefore its milestones cannot be reported against.In addition, the following Project Agreement milestones wereachieved:• Literature to ascertain past uses of Critical Success Factors(CSF) methodology was examined and possible applications forthe project were determined.• Social Worlds Theory was examined as a potential mechanism toconceptualise the research problem.• Mapping links to project 2001-009-4 were as an appropriateprogress and development tool to measure processimprovementProjected research for the next 12–24 monthsBy the conclusion of June 2004, this project will have produced thefollowing:• A literature review related to candidate success factors.• A Critical Success Factors prototype model.• A series of ‘best practice’ implementation guides for maincontractors, clients, consultants and sub-contractors.15 15

Research Program 5:Management, Adaptability andFuture of Built AssetsProgram Leader:Professor Terry Boyd, QUTResearch Project 2001–010–5Investment Decision Framework for Infrastructure AssetManagementProject LeaderProject DurationProfessor Arun Kumar October 2001 – March 2004ParticipantsArup AustralasiaQueensland Dept of Main RoadsJohn HollandQueensland Dept of Public WorksRider HuntQueensland University of TechnologyRoyal Melbourne Institute of TechnologyUniversity of Western SydneyProject DescriptionThis project aims to develop an investment decision-makingframework that will enable funds in the area of civil infrastructure,such as roads, buildings, railways and bridges to be better utilisedby taking into account both capital investment and rehabilitation andmaintenance expenses. In order to achieve this, the project willconsider a ‘triple plus one bottom line’ approach to decision makingwhich includes economical, environmental, social and politicalfactors. In the first stage of the research, existing decision-makingmodels being used in the road sector will be reviewed and amethodology for predicting and incorporating the effect of social,environmental and political factors during decision making will bedeveloped. Following this, an integrated multi-criteria decisionmaking model will be developed and tested for the road sector.Because of the model’s flexibility it will be able to be applied to othertypes of civil infrastructure such as railways, buildings, bridgescomplementing this financial modelling will be an assessment of thefeasibility of the use of non-destructive testing of roads.ProgressThe following Commonwealth Agreement milestone was achieved:• Work on the investment decision making frameworkcommenced.In addition, the following Project Agreement milestones wereachieved:• An initial literature review was completed.• A seminar on Decision Making in Road Infrastructure Investmentwas held on 25 June 2002 at RMIT in Melbourne. Attendeesincluded representatives from relevant public and private sectororganisations.• A workshop focusing on identification and prioritisation of keyissues in investment decision making was held on 27 June 2002in Brisbane. Attendees included representatives from relevantpublic and private sector organisations.• A review of current international and national practices wasconducted.• Two conference papers were published.Projected research for the next 12–24 monthsBy the conclusion of March 2004, this project will have produced thefollowing:• A review of current national and international investmentpractices in the road sector.• Identification of suitable investment practice for the QueenslandDepartment of Main Roads.• Development of an investment decision making frameworksuitable for the Queensland Department of Main Roads.• A preliminary study of risk assessment methodology fordecision-making processes in the Queensland Department ofMain Roads.• A report on the feasibility of non-destructive testing of the roadsector.Research Project 2001-011-5Evaluation of Functional Performance in Commercial BuildingsProject LeaderProject DurationProfessor Terry Boyd, QUT December 2001 – May 2004ParticipantsArup AustralasiaQueensland Dept of Public WorksRider HuntQueensland University of TechnologyRoyal Melbourne Institute of TechnologyUniversity of Western SydneyProject DescriptionThis project examines the performance of commercial buildings asinvestment assets. Its purpose is to enhance commercial real estateperformance within both operational and investment contextsthrough the development of a model designed to support improveddecision making. A risk adjusted discounted cash flow model will bedeveloped and applied to assess operational and investmentperformance within the commercial office property sector. Thisresearch is unique in that it focuses on the accuracy of the inputvariables required for the model which are determined through theuse of market-based research. The project considers probabilitybasedrisk analysis techniques which also require market-basedassessment. Four of Queensland’s Department of Public Worksproperties will initially be used as case studies however results willalso be relevant to privately owned commercial property assets.ProgressAll Commonwealth Agreement milestones were achieved:• Relevant databases were established.• A methodology was established.• Model relationships were established.• Industry input was received.In addition, the following Project Agreement milestones wereachieved:• An industry partner workshop was conducted.• Key project structures and processes were established includingthe formation of a steering committee and the development of aresource database.• A subject property portfolio was selected.• Initial data was collected and data analysis commenced.• Scoping portion of literature review was completed.• Basic model structure was developed.• Risk analysis methodologies were established.Projected research for the next 12–24 monthsBy the conclusion of May 2004, this project will have produced thefollowing:• A systematic decision support model to evaluate the financialand operational performance of commercial buildings andimprove the property management process.• Valuable modelling tools to be used by building owners andinvestors in the evaluation of ex post (historical) and ex ante(forecast) building performance within both operational andinvestment contexts. The research seeks to enhance propertymanagement practices and processes and provide tools tosupport decision making.16

Education and TrainingResearch training is underway for the first year of operation, withfive postgraduate scholarships confirmed for 2001-02 through alluniversity partners. A further five scholarships will be offered foryear two of operation.The Board has supported the notion that a PhD scholarship may beconsidered equivalent to two Masters scholarships where industryand educational partners recognise it is more appropriate toundertake particular research at a Masters level.Each scholarship is worth $30,000 which includes a $24,000stipend. The remaining $6,000 is dedicated to ongoing graduatestudent support including project management and applied researchmanagement skills to ensure industry-ready graduates that providelong-term opportunities in either government, industry or researchorganisations in the future.In the next period, we will further involve industry partners in theselection process and, where possible, in identifying a pool ofcandidates for postgraduate programs.The RMIT node of the Doctorate of Project Management is operatingstrongly with 14 students enrolled. The QUT program has beenapproved through academic approval processes and is nowfinalising joint collaboration.The CRC CI views this program as an important adjunct to existingcoursework and research Masters and doctoral programs in thepartner universities, and is working with industry and governmentpartners to canvass potential enrolments. The research projects thatDoctorate of Project Management students undertake are realindustry-based projects, making the doctorate more attainable andrelevant for busy senior managers.Table 2:Scholarships Allocated to Partner UniversitiesQUT 4RMIT 2University of Sydney 2University of Western Sydney 1University of Newcastle 1Table 3:2001–02 CRC CI ScholarsNamePeter Ned WalesDegreePhD, QUTCommenced 18 February 2002Funding CRC CISupervision Supervisors: Associate Professor JanelleAllison, QUT; Professor Keith Hampson,CRC CI; and Associate Professor John Bell,QUT. An industry supervisor is to beappointed.Consultants Dr Peter Newton, CSIRO and Maria Atkinson,Lend Lease.TitleGuidelines for Incorporating EcologicalSustainability in Greenfield Master PlannedSitesResearch Focus Mr Wales’ research is concerned withdeveloping guidelines to incorporateEcological Sustainable Development (ESD)in greenfield masterplanned sites and theintentions of developing public policy thatreinforces these ESD best practices withinall new development sites. The objectivesinclude developing a model that can closelyexamine various alternatives with regard toESD and greenfield masterplanning,determining implementation costs andstrategies, and proposing a basic formulathat can be easily adopted and followed bythe development industry.NameQindong LiDegreePhD, RMITCommenced 11 January 2002Funding CRC CISupervision Supervisor: Professor Arun Kumar, RMIT andDr Sujeeva Setunge, RMIT. An industrysupervisor is to be appointed.Consultants Dr David Thorpe, Queensland Department ofMain Roads and Dr Anthony Piyatrapoomi,RMIT.TitleMultiple Objective Optimisation Frameworkfor Road Maintenance Budget Allocation.Research Focus The objective of this research is to develop aframework that optimises road maintenancefunds based on priority road agency goalssuch as increasing safety, minimising users’costs, greenhouse emissions and life-cyclecost of assets, and accommodatingcommunity expectations and governmentobjectives.17 17

Education and TrainingResearch MentoringAll Program Leaders have been involved in activities which impacton research training for graduate students, mentoring andknowledge management through key educational partnershipsduring the 2001 financial year. For example:1. Professor Mary Lou Maher from the University of Sydneycollaborated with MIT in the US on sabbatical, developing linksin the area of virtual environments for the lifecycle design andconstruction for ongoing development of the focus of herCRC CI commitments.2. QUT’s Professor Tony Sidwell continued as a Visiting Professorat RMIT and Departmental Academic Advisor to the Hong KongPolytechnic University, and Secretary to the ConstructionIndustry Institute, Australia.3. CSIRO’s Dr Peter Newton joined QUT’s School of Design andBuilt Environment as Adjunct Professor. Following publication ofthe 2001 SoE Report on Human Settlements in Australia he gavea number of presentations to tertiary students as well aspractitioners in the planning and design professions.4. CSIRO’s Robin Drogemuller continues to liaise internationallywith organisations, particularly in the US, Europe andScandinavia, that provide complementary input to integrateddesign and construction support systems.5. QUT’s Professor Terry Boyd ran professional developmentprograms for the construction industry through the universityand has instigated preliminary discussions between the CRC CIand university for these programs to be leveraged through theCentre as the national body for property and constructioninnovation.Each Project and Program Leader typically has a complementarycommitment to undergraduate and postgraduate courseworkdevelopment. This provides an ideal conduit for ensuring theactivities of the CRC CI are channeled into such programs. Forexample, Project Leader Professor Derek Walker’s CRC CI projecton knowledge management is providing an ideal source of currentknowledge for course material presented in the Doctorate of ProjectManagement offered at RMIT and QUT.CRC CI CEO Dr Keith Hampson is providing PhD supervision oftwo students at QUT, one as Principal Supervisor and the otherin Associate Supervision capacity.The CRC CI is hosting several visits which will have significantimpact on its higher degree research programs:• The CRC CI has hosted International Visitor Professor PeterBrandon from the University of Salford. Professor Brandon’srole involved reviewing the research program selection andmanagement process, and assisting in aligning research at aninternational level to prevent duplication. Professor Brandon’swork will guide PhD and Masters research within the CRC.As a senior and experienced educational leader in construction,his discussions with university and industry partners oneducational outcomes will also ensure research undertaken isrelevant globally.• Plans for the coming year include hosting a visit by ProfessorJohn Bennett from Reading University in the UK who will focuson providing industry communication of research outcomes.John Bennett’s expertise in construction innovation will ensurethat preliminary results of research are clearly and effectivelycommunicated through industry-focused publications andworkshops.• Former CSIRO Team Leader, Dr Ron Sharpe has taken up aposition as Adjunct Professor in QUT’s School of ConstructionManagement and Property. In this role, he is assisting to identifynew research opportunities and feeding into educationalprograms at an undergraduate and research Masters level,as well as assisting at the interface of QUT and the CRC CI.18

Educational Programs includingContinuing EducationCRC CI staff have undertaken a number of guest lectures throughout2001-02. The majority of Project and Program Leaders are involvedin this activity on a day-to-day basis as part of their educationalroles.In terms of continuing education, the construction industry presentsunique challenges as it represents a diverse set of cultures aroundthe life cycle of the constructed product such as finance, propertydevelopment, design, construction, operation, maintenance andrefurbishment. Coupled with this, traditional adversarial relationshipsoften exist across the industry. This is exacerbated through a lack ofexperience, often expressed as cynicism for research activities in thesector. During the establishment phase of the CRC CI, significanteffort has been made to come to a joint understanding betweenrepresentatives meeting face-to-face in project meetings, programworkshops, research committee meetings and the CRC CI annualretreat as well as workshops at a project level.Involving Industry in Education InnovationWith several educational partners involved in the CRC CI, input fromresearch and industry expertise is an important and overarchingtheme of its operations.During the establishment phase, wide-ranging discussions tookplace on the best processes for industry involvement in researchprojects. The latest rounds of research proposals demonstrate amuch stronger engagement of the industry partners in the researchdevelopment process. In 2002-03, it is expected that severalresearch projects will be formally led by industry participants, ratherthan using the conventional model of researcher leadership.This innovation will require substantial commitment from industrypartners to strengthen the applied-industry focus of researchprojects. Concurrently, this two-way-street approach will strengthenindustry participants’ understanding and appreciation of researchwhile reinforcing the client-industry focus for researchers. Trainingprograms for CRC CI students and researchers will focus on theneed to balance research excellence with a business savvy approach.While education and training is a priority, its implementation willprimarily be addressed in future years as the results of researchprograms become clearer.Initiatives• Publications GuidelinesIn 2001–02, the CRC CI formalised a publications documentwhich has been distributed to all Leaders. It formalisesrequirements for appropriate referencing and acknowledgementof CRC CI support for research scholarship programs, andencourages collaboration with partner institutions whileprotecting potentially commercially valuable IP. It is expected in2002-03 that an increase in CRC CI publications will occur asresults from research programs become evident and researchteams move into the dissemination phase of activities.• TAFE and VET linkagesThe CRC CI is moving to engage the TAFE and VET sectors inthe important industry dissemination process for site and tradepersonnel, and joint research education projects are beingdeveloped to bring university students and trade apprenticestogether on building design and construction activities.In the next period, it is expected these discussions will increaseto a stage where a collaborative national dissemination strategyis developed.The CRC CI highly values the importance of this link in ensuringthe majority of property and construction activity carried out bysmall and medium-sized enterprises across Australia can beaddressed by this Centre’s activities• The CRC CI in the future is considering appointment of anEducation and Training Manager to oversee implementationof an education strategy.• The first CRC CI Conference and Researchers’ Workshopwill take place early in 2003, with the goal being to bringtogether all CRC CI participants and provide opportunitiesfor all researchers, including students, to network and sharedetails of their activities – both challenges and successes.19 19

Utilisation and Application of Research,Commercialisation, Links with UsersIt is of course early days for the CRC CI and its efforts to apply andcommercialise its research outcomes, however, we have developedstrong links with users and have strategies in place to ensure theresearch conducted by and for participants is readily applicable tothe Australian property and construction industry.Strategies for Utilisation and Applicationplus Links to User GroupsThrough the diversity of our participant organisations, developedstrong links with users. Our user group, both private andgovernment, reflects the life cycle of the constructed product whichallows us to collaborate on the development and management ofprojects and ensure participants and the industry adopts innovativepractices. From a client perspective, we have close links with theQueensland Departments of Main Roads and Public Works, withindustry development input from the Department of StateDevelopment. At the government level, the Australian Building CodeBoard and Building Commission – which help shape industryregulation – are also involved. From a developer perspective wehave strong input from Bovis Lend Lease and Springfield LandCorporation and at a consultant and designer level, from Rider Hunt,Arup Australasia, Woods Bagot and DEM. Constructors arerepresented by Bovis Lend Lease and John Holland. A focus onapplication and maintenance comes from organisations such asKennards Hire, Bovis Lend Lease and John Holland as well as themajor government clients mentioned above.The CRC CI has developed conceptually from the belief that theorganisations around the value chain would best work together andbenefit from complementary collaboration. As a result, there are aseries of tiered activities structured across the CRC to ensure thatuser collaboration occurs, for example, each of our participants arerepresented at either Board, Research Committee, Program orProject level. This, together with the fact that participants bringcomplementary perspectives to discussions, ensures the CRC CI’sactivities are relevant to all sectors of the Australian property andconstruction industry.This network of participants is also integral to ensuring theutilisation of its research and sets it apart from some other CRCs.The union of researchers, government regulators and clients, andfellow industry participants provides a network of influence andleadership across the sector that provides benefits potentially assignificant as any black box technology. This is a non-traditionaland somewhat qualitative outcome that will be as important to oursuccess as other more traditionally assessed commercial outcomes.SME’sWe have a mix of medium and large organisations represented inour CRC group. In our consultant group for example, DEM andWoods Bagot are medium-sized architectural consultants andKennards Hire is a medium-sized specialist building constructionequipment hire company. Their needs, expectations andunderstanding of construction industry participants is very importantfor us to ensure the application of our research to the broaderindustry. In our external activities we have a focus on SMEinvolvement. Major industry leaders such as Bovis Lend Lease,John Holland and Arup Australasia have a substantial pull effect onsmaller players. By working with layers of sub-contractors andconsultants they expose them to the practices and technologiesdeveloped in the CRC CI and assist in driving change through theindustry.CommercialisationSince the CRC CI is made up of a mix of private and public sectorparticipants and research institutions, it is essential to balance publicgood and purely commercial outcomes. In seeking this balance,it is fair to say that the CRC CI’s private sector participants arecommitted to industry leadership and development while its publicsector participants understand the need to take advantage ofcommercial opportunities. The CRC CI has initially embarked on aseries of research projects that closely resembles the initial biddocument and the priorities determined at the May 2001 ResearchCommittee meeting. However, as we become more mature,increased focus is being placed on research with more directapplication and commercial outcomes.Each CRC CI research program has an element of industrydevelopment or public good outcome. This is balanced with thecommercial outcomes of each program. Industry dissemination,as a means of technology transfer, is planned during this next periodfor a number of research projects. For example, Professor ArunKumar’s leadership of the project Investment Decision Frameworkin Infrastructure resulted in a one-day workshop hosted by theQueensland Department of Main Roads. At this workshop,approximately 30 participants shared their joint learnings from theproject to-date and made relevant work recommendations for thefuture.It is expected that such technology transfer from many otherprojects will be realised during this next period.In the next period, a number of projects are expected to yieldopportunities for technology licensing and we are working closelywith Project and Program Leaders to ensure that IP is captured andprotected. We have an ongoing relationship with IP lawyers and weexpect to involve them more in the formal legal protection of IP nextperiod. The importance of protecting IP is also reflected in theProject Agreements being developed for each project.It is important to note however that commercialisation outcomes willbe different for the CRC CI than those for some other CRCs. In theconstruction industry, it is difficult to hide process technologies forvery long given the very public nature of the construction site andthe fragmentation of the industry. It is not like a manufacturingprocess that can readily be protected – a new methodology can becopied by others. As a result, the commercial advantage often ismore often the early adoption and understanding of the technologiesand management systems that can be used to secure projects anddeliver construction project outcomes moreso than a widget orblack box that might traditionally reflect commercial outcomesin other industries.20

Staffing and AdministrationThe CRC CI senior management team was fully established duringthis first year of operation, with CEO Keith Hampson being appointedto his position in a permanent capacity in October 2001 after actingin the role during the CRC CI’s establishment phase.In October 2001 Carole Green also joined the CRC CI as BusinessManager providing a depth of understanding and experience infinancial and research management and commercialisation. Herappointment has complemented the senior management team andprovided a stability that is certain to reap rewards in the future.In addition to Carole and Keith, the following support staff wereappointed, Senior Administration Officer, Bradley Warner;Administration Officer Amanda Cooper; and part-timeCommunications Officer, Vanessa O’Sullivan.Recruitment for a new Development Manager began at the end ofthis reporting cycle, following the departure of Peter Raisbeck.Peter Scuderi commenced work with the CRC CI in August 2002.The appointment of Peter completes the current senior managementteam. This role is critical for ongoing success and application ofresearch direction and industry focus to ensure close industrycollaboration and support.Within the next period, the CRC CI will consider recruitment of anEducation and Training Manager to oversee education and trainingstrategies.At the end of February 2002, the team moved into newly refurbishedoffices at QUT. The major renovation incorporates highly functionalworkspaces for the CRC CI central node team as well as a number ofworkstations for researchers who are working at least 50 per cent oftheir time on CRC CI projects.(l to r) Carole Green, Vanessa O’Sullivan, Peter Scuderi, Brad Warner,Keith Hampson and Amanda CooperNo large equipment purchases were made during this financialperiod.QUT has provided the CRC CI headquarters with world class facilitiesthat makes available 23 work spaces to create a critical mass ofresearchers within the physical location of the central node, andpresents an ideal operating environment for collaboration. Withphysical and human resources now in place, the central node is wellplacedto focus on meeting its targets for the next financial period.Table 4: Specified PersonnelTotalTotalContributing Working Time Working TimeName Organisation in CRC CI in CRC CI PositionProfessor Keith Hampson CRC CI 100% 100% CEODr Peter Newton CSIRO 50% 25% Program Leader, Research CommitteeMr Robin Drogemuller CSIRO 50% 68% Program Leader, Research CommitteeMr David Thorpe Queensland 50% 33% DMR Projects Coordinator,Department ofResearch CommitteeMain RoadsMr Dale Gilbert Queensland 10% 8% DPW Projects Coordinator,Department ofResearch CommitteePublic WorksProfessor Tony Sidwell QUT 30% 17% Program Leader, Research CommitteeProfessor Terry Boyd QUT 50% 21% Program Leader, Research CommitteeMr John Oliver Rider Hunt 22% 22% Rider Hunt Projects Coordinator,and Chair, Research CommitteeProfessor Derek Walker RMIT 50% 55% Program LeaderProfessor Chen Swee Eng University of 50% 14% Program Leader, Research CommitteeNewcastleProfessor Mary-Lou Maher University of 50% 38% Program Leader, Research CommitteeSydneyProfessor Jane Marceau University of 10% 3% Project Leader, Research CommitteeWestern SydneyAn additional contribution by QUT is Associate Professor Janelle Allison (34%) who in future will be 50% total working time to coordinateQUT input to the CRC CI.2121