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Examine the extent of integration in delivering value from design and construction (DC) activities for total asset management (TAM) and operations post-completion. DC and operations and management (OM) are both addressed. The problem owners are those in roles and organisations responsible for integrating DC with OM. The purpose of this paper is to show the extent of integration between actors along the project lifecycle. Relationally integrated value networks (RIVANS) provide the conceptual lens for the analysis.

A mixed method approach was used. A questionnaire survey and semi-structured interviews were employed.

There is a lack of engagement between DC and OM. The trend is moving counter to integration. BIM is not found to be a technical solution.

The mixed method helps extend the RIVANS perspective. Further research to understand and support integration is needed, especially qualitative research to provide greater granular understanding.

The identified trend away from integration poses management challenges in delivery and for sustainability in use. Supply chains engage specialists, yet internal and inter-organisational collaboration require management attention to value creation. This includes the DC-OM interface. Both sides can benefit from increased engagement.

Infrastructure and property provision will continue to fall short of user and environmental functionality without improved integration.

A contribution to the project and asset management interface is made, showing low integration, disengaged asset management. BIM is unable to plug the gaps. The RIVANS analytical lens provides a perspective for improvement.

This paper targets the development of comprehensive approaches to prequalifying teams for Public Private Partnerships (PPPs).

Research outcomes from a study into “relationally integrated project teams” (RIPTs) were applied to necessarily longer‐term PPP scenarios. A force field model was developed to visualise the importance of stronger relational forces between the many PPP participants for “sustainable RIPTs” (SRITs). A framework was conceptualised to show linkages from relational contracting approaches, through sustainable relationships to sustainable infrastructure. This framework and a basic model for evaluating relational performance, were assessed by a panel of international PPP experts.

The results encouraged the collection of factors facilitating successful relationships to build the proposed knowledge base. Literature review and initial interviews provide examples of priorities and lessons learned in relationship building in ongoing PPPs.

Being an integrative theory‐building type exercise bringing together relational contracting, teambuilding and PPP performance research streams, this paper summarises and refers to, rather than provides details of, feeder research. Fleshing out the conceptual framework and model will next proceed beyond the initial testing and sample knowledge elements conveyed herein.

Selecting good teams is essential for successful projects, and more so for PPP projects, given their complexities and longer timeframes. Increasing reliance on PPPs for infrastructure development and asset management enhances this significance.

Synergies are derived from linking relationship‐building and sustainability thrusts in the context of PPP performance. Concepts of “sustainable relationships” and “sustainsivity” (sensitivity to sustainability issues) are introduced.

Advocacy for the re‐integration of highly differentiated, at times fragmented, construction project “teams” and supply chains has increased in this era of network competition, yet industry targets remain elusive. This paper aims to report on findings of research focused on the development and validation of the building‐blocks for relationally integrated value networks (RIVANS) that seeks to redress this issue.

Complementary theoretical streams are identified through an extensive literature review, and are used to shape and inform discussions of the key RIVANS themes of value objectives, network management, learning, and maturity. Four moderated focus groups hosted in each of two workshops in Hong Kong, are used to validate these themes. Each workshop typically comprised thematic focus group sessions in between introductory presentations and a plenary consolidation session.

The findings indicate strong support for the comprehensive coverage, appropriateness and practical relevance of the key RIVANS themes. The findings also suggest that public sector clients and procuring agents need empowerment to provide adequate leadership and create the environmental contexts required in RIVANS.

The chosen research approach and context may temper the generalisability of the findings reported in this paper. Therefore, researchers are encouraged to test the proposed RIVANS concepts in other contexts.

Implications for the development of basic implementation templates for RIVANS are discussed.

This paper responds to a clearly identified need for integrative value‐based models of competitiveness in construction.

The paper seeks to consider relational integration across a network of organisational members. To this end, “relationally integrated value networks” (RIVANS) are conceptualised to engage and empower network members towards well‐focused collaboration that adds value. The aim is to identify the routes towards achieving the desirable integration together with the desired “overall value” that includes the hitherto often neglected “whole life” and end‐user priorities.

Two case studies of enlightened team working are used to examine the power of RIVANS to add value. Deliberations at two subsequent workshops identified the potential for furthering the RIVANS approach and operationalising the value propositions.

Relational integration in networks adds considerable value to projects. Cross‐fertilisation benefits accrue when RIVANS members also participate in other value networks that also include other facilities managers.

Relational agendas have grown steadily over the last 15 years. There is scope for further development for benefits of clients and the supply network. This is despite an apparent retreat from a focus on differentiation to a re‐emerging cost focus.

Each network can benefit from healthy inputs from, and benchmarking against, other networks. The strengths of each network will be enhanced by the steady development of each of its members, mutual feedback and collaborative learning opportunities.

The need for, and potential impact of RIVANS are heightened in the present major economic downturn. Relationally integrated networks can be more resilient, while adding value and building market share through collaborative efficiencies throughout the life cycles of built assets.