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The purpose of this paper is to report results from a survey on emerging climate changes and the risks to the operation of building assets in the UK. The property sector is facing major challenges as a result of projected climate change scenarios. Predictions concerning future climate change and the subsequent impact on building operations are still subject to a high degree of uncertainty. However, it is important that building stockholders consider a range of possible future risks that may influence the operation of their assets.

The literature review and questionnaire are used to elicit and assess the likelihood of occurrence of climate change risks impacting building operations. The survey was carried out among building stockowners and professionals in the UK. Statistical methods were used to rank and compare the findings.

The majority of the respondents strongly agreed that the list of risks that were elicited from the literature will have an impact on their building assets within a 0-5 years’ time horizon. It was found that the professionals were most concerned about higher energy prices and an increase in operation costs in general; they were least concerned about an electricity blackout.

This paper is limited to the UK, and regional variations are not explored. Nevertheless, the buildings’ operation risk study provides a starting point for further investigations into the emerging risks from climate change, and their impact on the operation of building stock. Future work could investigate direct mapping between climate risks and the financial value of properties.

Findings of this paper can help professionals and building stockowners improve their understanding of climate change risks and the impact on their assets. This paper could also help these individuals to formulate appropriate adaptation and mitigation strategies.

For optimising long-term building operations, building clients need to enable integration of operational knowledge in the design process of new buildings. This study aims to investigate and compare how operational knowledge is integrated into the design of buildings and large ships, focussing on the roles affiliation and the competences of the client’s project manager play.

A cross-sectional qualitative methodology with multiple case studies (five cases) was used. In addition, ten expert interviews and two validation focus group interviews were conducted. Case studies included in-depth interviews, document analysis and observations.

The study showed that organisational affiliation, focus and competences of the client’s project management play an important role in how much effort and resources go into ensuring integration of operational knowledge in the design process. In the ship cases, projects managers’ highest concerns were operations. Yet, the fewest procedures and tools to integrate operational knowledge in design were found implemented in these cases. Contrastingly, in the building cases, where operations were not the main matter of concern of project management, a large number of procedures and tools to integrate operational knowledge in design were implemented.

To the best of the author’s knowledge, this research is the first to compare how integration of operational knowledge is taking place in the design process of buildings and large ships and identifying what these industries can learn from each other. Furthermore, it adds to the limited research on operations in large ship design.

This study aims to present a strategic framework aiming to streamline building operation and sustainability issues. To make available a further contribution to respond to Coronavirus Disease 2019 (COVID-19), an operational prevention guideline relying on the level of spread risk has also been developed, primarily intended for users when accessing and circulating within common spaces of buildings in general.

The research approach involved the development of a whole theory, essentially based on a qualitative design, by means of tree schematic representations and explanatory frames. It presents part of a model already developed (called SIAPME), although, in general, besides integrating the underlying aspects of the individual experience of daily life, it is based on insights and impressions taken from the literature review.

With an identity of its own, this study offers an overview of an alternative set of well-founded and integrated strategies to improve working processes in a number of fields of the building operation function. A structured vision has thus, been provided with interest in certain key topics of the present time, such as energy management, comfort and sustainability. Still, in this context, based on a frame of knowledge gathered to date, a current, innovative and simple guidance has also been designed to help prevent the contagion of COVID-19.

The draft of procedures is part of an ambitious goal to serve as a well-founded strategic basis for the eventual development of an advanced software solution. As it is mainly limited to qualitative analysis, from which themes and generalisations have been arranged, this research may need more empirical evidence and additional work will be necessary to overcome any gaps that may be found.

An overall assessment of this study seems to corroborate the idea that a significant impact on the developments in building operation can occur if stakeholders seek a more integrated way of management, based on cross-referencing of current issues. At a time when great uncertainties remain and knowledge advances are in full swing, the designed framework aims to be an added input towards already existing research. Furthermore, it can be seen as a valuable contribution to improving related software applications.

The originality lies in trying to better understand how and in which aspects the general day-to-day management of building operation can be handled more effectively, sustainable and framed, following a reasoned scientific line, in addition of trying to figure out greater capacity to deal with users’ contagions, especially in the existing context of the pandemic.

This paper improves the evaluation index system of green building operation effect and establishes the evaluation model of green building operation effect. It is expected to promote energy saving and emission reduction and provide a more scientific evaluation method for green building operation effect evaluation.

First, 20 key evaluation indexes are selected to establish the operation effective evaluation index system. Then, the combined weight method is proposed to determine the weight of each evaluation index. Next, the gray clustering-fuzzy comprehensive evaluation method is used to construct the green building operation effective evaluation model. Finally, the feasibility and validity of the selected model were verified by taking Shenzhen Bay One green building in Shenzhen as an example.

This paper establishes the evaluation system of green building operational effect, and evaluates green building from the angle of operational effect. Taking Shenzhen Bay One project as an example, the rationality and applicability of the model are verified.

In this paper, for the first time, relevant indexes of user experience are included in the evaluation system of green building operational effect, which makes the evaluation system more perfect. In addition, a more scientific fuzzy gray clustering method is used to evaluate the operational effect of green building, and a new evaluation model is established.

This paper aims to focus on deliberate actions by the building client to integrate knowledge of facilities management, in particular building operation, in design and construction of sustainable facilities. Examples of current practices are studied to answer the following questions: Which initiatives to enable operational friendly and sustainable buildings are currently used by building clients in Denmark? Which initiatives could be appropriate to use in the future, and which parties are in the best position to implement the various initiatives?

The study is a hermeneutic multi-method study, which consists of a review of former research, a case study and a survey. It starts with theoretical background based on earlier research with the aim to identify initiatives to ensure the use of operational knowledge in building design. Hereafter, the paper presents, analyses and discusses two studies: a case study of current practices at a university campus organisation and a survey of five swimming facilities. All cases are from Denmark.

In all, 31 initiatives to enable use of operational knowledge in building design were initially identified. In the case study, 11 additional initiatives were found. The case study and the survey of swimming facilities show different degrees of implementation, varying from 18 to 31 initiatives implemented. However, the studies show that introducing the initiatives is not sufficient; it takes deliberate actions to get the initiatives well implemented. Within the building client organisation, three main actors should care for implementing the initiatives: Top management, building client division and operation division.

Research-based literature on practices in relation to knowledge transfer from operation to design is limited. This paper provides insights into deliberate efforts on transferring knowledge from operation to design among Danish building clients.

The built environment is a major source of carbon emissions. However, 80 per cent of the damage arises through the operational phase of a building’s life. Office buildings are the most significant building type in terms of emission-reduction potential. Yet, little research has been undertaken to examine the barriers faced by building operators in transitioning to a green operation of the office buildings in their care. This study aims to identify those barriers.

Building facilities managers with between 7 and 25 years’ experience in operating primarily Melbourne high-rise office buildings were interviewed. The sample was taken from LinkedIn connections, with ten agreeing to participate in semi-structured interviews – out of the 17 invitations sent out. Interview comments were recorded, coded and categorised to identify the barriers sought by this study.

Seven categories of barriers to effecting green operation of office buildings were extracted. These were financial, owner-related, tenant-related, technological, regulatory, architectural and stakeholder interest conflicts. Difficulties identifying green operation strategies that improved cost performance or return on investment of buildings was the major barrier.

Government, policymakers and facilities managers themselves have been struggling with how to catalyse a green transition in the operation of office buildings. By identifying the barriers standing in the way, this study provides a concrete point of departure from which remedial strategies and policies may be formulated and put into effect.

The uptake of green operation of office buildings has been extremely slow. Though barriers have been hypothesised in earlier works, this is the first study, to the best of the authors’ knowledge, that categorically identifies and tabulates the barriers that stand in the way of improving the green operational performance of office buildings, drawing on the direct knowledge of facilities experts.

The purpose of this paper is to analyze the effect of a systematic commissioning process on project management performance of construction projects, expressed as cost, time, quality and customer satisfaction. The building commissioner in focus uses the term systematic completion (SC), defining it as a structured process, throughout the whole project assuring the fulfillment of functional requirements in the building.

A qualitative single case study was used to analyze the effect of a SC process by one Norwegian building commissioner in the public sector, exemplified with four projects. The analysis was conducted by studying project documents and conducting interviews.

SC has a positive effect on the performance of a construction project, enabling completion on cost, schedule and with fewer defects at handover. Involving facility management assures mutual learning, trained operations personnel and potentially lower costs of operations because of fewer corrections and optimized systems. Higher efforts and resource use in the early phases of the project and in testing are largely offset by the generated benefits.

This case study is limited to the building commissioner’s perspective in four projects. The design team’s, the contractor’s and the client’s perspectives are not represented in the study. Only one of the projects is completed, which limits the ability to draw quantitative conclusions.

Existing studies focus on the technical aspect of SC. The present study provides valuable insights into the effect of SC on project management performance, especially on its implications for the takeover of the building by operations.

Cities lying within conflict zones have continually faced hardships of both war aftermath and long-term sustainable reconstruction. Challenges have surpassed the typical question of recovery from post-conflict trauma, preserving urban heritage and iconic elements of the built environment, to face issues of critical decision making, rebuilding effectiveness and funding mechanisms, leading to time-consuming processes that lack adequate consistent long-term management. Some approaches have explored methods of effective long-term city reconstruction management but have not fully developed comprehensive approaches that alleviate the management of such complex processes. The paper aims to discuss these issues.

The authors devise an approach for the smart management of post-conflict city reconstruction. The authors focus on evaluation, strategic planning, reconstruction projects and implementation. The authors integrate building information modeling and geographic/geospatial information systems in a platform that allows for real-time analysis, reporting, strategic planning and decision making for managing reconstruction operations and projects among involved stakeholders including government agencies, funding organizations, city managers and public participants.

The approach suggested a smart management system for the reconstruction process of post-conflict cities. Implementing this system was shown to provide a multi-objective solution for post-conflict city reconstruction based on its interlinked modules.

Results may lack generalizability and require testing on several cases to provide rigorous findings for different case studies.

Implications include developing smart management systems for use by city managers and government authorities in post-conflict zones, as well as bottom-up decision making by including participant citizens especially populations in the diaspora.

The approach offers an integrated platform that informs city reconstruction decision makers, allowing for strategic planning tools for efficient planning, monitoring tools for continuous management during and after reconstruction, and effective platforms for communication among all stakeholders.

This paper aims to investigate how knowledge concerning operation and maintenance of buildings can be stored and transferred between the parties responsible for building operation and new building projects.

The paper is theoretically based on knowledge management with a particular focus on interdepartmental knowledge transfer between departments responsible for operation and maintenance and departments responsible for building projects in organisations with large and fast changing building portfolios. The paper includes a case study of the facilities management organisation of the Technical University of Denmark with data collection mainly by interviews with managers and staff in the relevant departments in this organisation.

The case organisation seems to be aware of the importance of sharing and transferring their organisational knowledge. Over the past five years, the organisation has developed different tools and adopted several processes, aiming at integration of the knowledge they possess from many years of operation and maintenance of the existing buildings. However, there are many situations, where the tools and processes do not work efficiently, and therefore the knowledge transfer is not sufficiently effective. It is apparent that the best results can be achieved only if the different actors involved in a construction project collaborate aiming towards the same objectives.

The paper presents and evaluates a case of interdepartmental knowledge transfer in an organisation, which has a strong focus on improving the interconnections between building operations and planning new building projects.

For several years now, it has been current practice in Denmark for the owner of a building to be given a set of operational instructions for the building upon its hand over. This is the background for the development of a building operation plan in the form of an operating manual, which not only contains instructions and operating budgets, but which also provides the basis for an exchange of experience and feedback which may be useful in the planning of new buildings. In other words, the manual contains an exhaustive list of relevant data in relation to the operation of a building. The article describes this operating manual and the background for its development.