Innovation in Construction A Project Life Cycle Approach

SCRI Research Report4Innovation in constructionA Project Life Cycle Approach5.6 Cross-case AnalysisThe four cases studies reported in the previous sectionall of which were examples of collaborative partnershipamong project teams demonstrate a number oftechnical and organisational innovations and bestpractice.The first case study was a coastal enhancement schemethat achieved considerable project benefits in terms ofbudget, time, and quality through the use of MMC.Understanding the client and end-user engagementstarting from the design of the project were the mainenablers of innovative solutions for creating apublic space as well as a defence structure. The schemetransformed the town by inducing business investmentand provided local employment thereby improving thequality of life. The second case study was an urbanregeneration project where the innovation wasmainly driven by the client. The focus was onsustainability based on the CfSHs. The long term partnershipbetween the client and contractor helped theproject team meet the requirements specified in the Codethrough the use of MMC and adoption of lean productionprinciples. The product innovation was achieved by theselection of the right supplier and several organisationalinnovations were achieved by the contractor based on a wellestablished business plan. The third case study wasthe eco-residence halls project that involved a uniquepartnership between the client and the developer.The project was notable for its design innovation,effective planning and choice of the procurement method.Student engagement was one of the striking features ofthe project that aimed to increase students’ awarenessabout carbon reduction. The project achieved reducedlevels of carbon emissions through an innovative design,low energy materials, and measures taken during theoperation of the buildings. The fourth case study wasthe construction of the first repeatable eco-supermarket.The strategic partnership between the client, contractor,and the supplier enabled the team achieve productinnovations, save cost and time, and improve quality aswell. New ideas were supported along the constructionvalue chain, new products were developed and testedwithin the internal facilities and diffused to the market.Below table summarises the key components ofinnovations achieved by the project parties in allfour cases. These are grouped under four categoriesnamely, strategic partnership, MMC, lean construction,and community engagement. For each category,examples for the drivers, inputs, activities, tools,enablers, barriers, and outcomes are provided.These four projects present various examples ofproduct and process innovations as well as organisationalinnovations. The point of departure in most of thesecases was the end user engagement to providebetter services. The use of MMC and OSM were the mostcommon ways of innovating the processes ofconstruction companies. Precast concrete units,timber frames, and hybrid (steel-timber)structural frames were the product innovations that weredeveloped by the suppliers; however, the idea to usethese products were brought mainly by the clientsand the contractors changed the way they operatedpreviously to adopt these innovative products.On the way from idea generation through diffusion,several drivers, enablers, and barriers play role in the effectivenessof the whole process. Either technologicalor non-technological, there are some key elements toinnovate. Successful innovation often requires effectivecooperation, coordination and working relationshipsbetween the different parties in construction projects(Gann and Salter, 2000; Ling, 2003). The collaborativepartnerships were the major success factor in all of thefour projects. All project participants recognised theimportance of team work and fully understood theissues specified in Egan and Latham reports. Beingcommitted to delivering best practice and achieving innovation,all teams invested financial and human resources todevelop and implement new ideas and practices.Knowledge management, performance monitoring,collaboration within and outside the supply chainwere the common tools used to achieve innovations.Inexperience, reluctance, and cost were the mainbarriers regardless of the characteristics of each project.The innovative practices led to a number of benefits atthe project level including reduction in completion times,reduction in cost, improved quality, health and safety,minimized waste, and low carbon footprint as well asefficient, affordable and sustainable construction.The wider benefits of innovations in these projectswere enhanced corporate image, recognitionthrough regional and national awards, futurecollaboration along supply chain, experience in MMC andsustainability, knowledge transfer to inform futuredecisions, client and end-user satisfaction, access to newmarkets, income generation for the local people, andimproved quality of life.38