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Underground parking projects are expensive. The capital cost of underground parking projects has been, and still is, one of the promoter’s main economic concerns. Therefore, the capital cost estimation is an essential task in the early stages of underground parking projects. In this context, the promoters mainly use cost estimation models, most of them produced by methodologies with lack of precision and with low performances. Over the last years Portugal has embarked on a large programme of underground parking projects in the major cities. The present research work is based on data and knowledge colleted from that programme. This paper presents an analysis of the underground parking projects built and underway in Portugal. It discusses the main variables influencing the capital cost of under‐ground parking projects. Finally, it presents a mathematical model for estimating capital cost of this type of project during the planning phase.

This paper describes a multistrategy knowledge‐based framework for supporting human experts in assessing applications for the house renovation grant system (HRGS). This framework integrates different problem solving strategies as set up by the task analysis. The task analysis carried out in the context of the HRGS domain decomposed the overall task into a number of subtasks and problem solving methods for performing each subtask. The framework modularises the knowledge required to solve each subtask into historical cases, objects, procedures and domain models. The framework was implemented as a computer system using Kappa‐PC which is a shell designed for implementing knowledge‐based systems. The implementation followed the client centred approach (CCA) method. This computer application has been successful in demonstrating that a multistrategy knowledge base can be used to support human experts in assessing applications for the HRGS. Therefore, the application has proved to perform as accurately as human experts do for all of the subtasks set up by the task analysis.

Built heritage is one of the biggest assets that Lisbon's central downtown has accumulated since eighteenth century. The efficient use of these assets is a challenge for both the owners of individual buildings and society as a whole. Recently, a new regeneration initiative was announced for Lisbon's historic district. This paper aims to address the urban problems of old Lisbon's downtown, to discuss the existing public intervention framework and to present an integrated information management system aimed at providing technical and economic information needed to improve co‐ordination between public sector and private agents.

The research methodology of the study is an interpretative case study method. The case study approach is one of the most commonly used research designs in qualitative research. The contents and conclusions from the research were obtained by means of: a review of publications and current practices related to urban regeneration; a review of data and information on urban regeneration studies; a survey conducted throughout the duration of the study; and a case study.

The integrated information management system presented in this paper is a tool that allows the management agency of the Lisbon's historic district to the take full advantage of the potentialities of the area, namely the strategic location and the historic and architectonic heritage.

A great number of buildings in the historic district are classified as buildings of “public heritage”. The findings suggest that property and economic activity can be the driving forces for revitalising Lisbon's historic district.

This paper is aim to understand the key features of old Lisbon's downtown and to analyse existing practice in managing built heritage on the historic district. It also seek to identify how an information management system could improve the current intervention practices, in the area, that agency follows.

Efficient project execution is a key business objective in many domains and particularly so for capital projects in the construction industry. Each construction project is unique in terms of how specialist professionals manage knowledge. Construction projects generate a large body of knowledge for sharing and reuse within the construction organization and across projects. In addition, projects provide opportunities for new knowledge to emerge in a cross‐functional, team‐work context. There are many factors in the construction industry that can influence the execution of construction projects, both positively and negatively, and so it is increasingly important to anticipate risks and implement the best solutions. Therefore, the preparation of the project before execution is crucial for any construction firm. This paper sets out to improve project preparation for execution in large construction firms. Thus, the purpose of this paper is to look at ways by which construction projects are prepared, based on the empirical data collected from five case studies. It also seeks to provide and discuss a model of a knowledge management (KM) system aimed at improving the preparation of large construction projects.

The prerequisite for developing a KM solution in which project knowledge can be used to enable and improve project‐preparation processes is identifying the sources and nature of knowledge and its flow from a particular source to a specific destination. In order to understand the source flow of project knowledge, a qualitative case study approach was undertaken whereby various actors, knowledge retention practices, access and retrieval of knowledge, and issues in sharing knowledge were identified and analyzed. Case study research is one of the most widely used research designs in qualitative research. The methodology looks at five large construction projects, but not typical projects, which nonetheless provide useful insights for developing KM solutions aimed at improving project preparation.

This paper discusses how to improve project preparation in construction projects with KM and presents a KM model aimed at improving project preparation.

Construction firms need to be aware of the advantages of KM initiatives and practices in project organizations. KM requires an organisation environment that allows workers to create, capture, share, and leverage knowledge to improve project preparation.

This paper presents a new framework for managing project knowledge needed for undertaking project preparation. The knowledge map and the content of the knowledge base may be changed to fit the organization to be applied.

Construction is an information and knowledge driven industry. Construction firms all over the world are increasingly being challenged by high‐cost pressure, shortened project cycles and increasing competition. Within a business environment, where fast and reliable access to knowledge is a key success factor, the efficient handling of organisational knowledge is crucial. The purpose of this paper is to look at ways knowledge and expertise are managed in project‐based firms, based on three case studies. The knowledge management (KM) effort established in these cases studies is analysed. Finally, the findings from the case studies from the perspective of the construction firm are presented.

The research methodology of the study is that of interpretative case study and grounded theory based on a strong empirical foundation, on which new theoretical insight into KM as an autonomous action is developed. Case study research is one of the most widely‐used research designs in qualitative research. The grounded theory method develops theory from data collected through direct contact with research situations. The methodology looks at large, successful companies already using KM, which not typical companies, but which provide useful insights for others.

This paper analyses KM effort, based on three case studies and offers recommendations and insights for enhancing KM in construction firms.

Construction firms need to be aware of the advantages of KM initiatives and practices. KM requires an environment that allows workers to create, capture, share, and leverage knowledge to improve performance. Firms are increasingly utilizing interdisciplinary organisational structures in which employees share knowledge and expertise within and between groups in order to cope with complex tasks.

This paper presents the findings from case studies of three large, high‐performing project‐based firms, involving exploratory, open‐ended interviews with managers at various levels, and identifies key KM implementation issues in construction firms; it also provides valuable insights and recommendations for enhancing the capture, sharing and use of corporate knowledge assets.

Agile methods have proven successful in increasing customer satisfaction and decreasing time and cost to market under uncertain conditions. Key characteristics of agile methods are lean, flexibility and highly iterative development with a strong emphasis on stakeholder involvement. Today construction firms in general and small to medium‐sized enterprises (SMEs) in particular are surviving in a drastic competitive environment in which they are facing more and more challenges. Additional innovation is needed in the construction sector, with increased participation from more competitive SMEs. The main purpose of this paper is to present a model to prioritize available management systems to help SMEs address the challenge of today's market competition more effectively.

The research methodology used is that of interpretative case study and grounded theory based on a strong empirical foundation, on which new theoretical insight into knowledge management as an autonomous action is developed. The paper looks at ways by which SMEs are managed, based on the empirical data collected from 12 case studies. It presents the empirical findings drawn from the case studies. Finally, the adoption of agile methods is subjectively assessed as to its potential contribution for improving the business processes of small and medium construction firms.

It is assessed that agile methods offers considerable potential for application in construction SMEs and that there are significant hurdles to its adoption in the actual phase. Should these be overcome, agile methods offers benefits well beyond any individual company.

Construction firms need to be aware of the advantages of new management paradigms and practices. The analysis shows that SMEs in the construction sector have to internalize agile values into their business processes to reap the benefits of agile methods. It also reveals that existing practices show some kind of agile flavours.

Agile principles and methods are explored, including: philosophy, values, practices and benefits. The management approaches used by construction SMEs are analyzed and discussed. The paper presents recommendations and insights for enhancing the performance and efficiency of SMEs by adopting agile values in their business processes.

Delivering a building project on time and under budget is still an increasingly complex and risky business. A host of new project delivery methods and management techniques have been promoted to help achieve this. Developing a project delivery strategy and contractual relationships is a particularly complex and large problem domain that requires diverse, highly sophisticated skills, expertise and knowledge. Expert knowledge and lessons learned in the construction phase of a building project hold a wealth of knowledge and expertise that can be often taken for granted. However, this body of knowledge is not systematically incorporated into the procurement phase of subsequent projects. Case‐based reasoning is a technology for problem solving based on recall and reuse of specific experiences; it offers techniques for acquiring, representing and managing the knowledge gained from previous experiences and augmenting a set of specific experiences with generalised knowledge. Outlines how current case‐based reasoning techniques support project delivery method decisions. Presents a case‐based framework for project delivery method selection. Finally, reports the findings of the first phase of the system development cycle.

Knowledge management presents a problem for the architecture, engineering and construction (AEC) industry, largely because of the industry’s fragmented structure and project-driven nature. Construction companies may be involved in a variety of projects in different locations, each having its own knowledge requirements. Companies are also expected to be competitive, flexible and innovative, but introducing new knowledge management systems (KMSs) may represent a change that is beyond the organisation’s capacity to undergo successfully, and thus becomes a “nightmare”. The purpose of this paper is to propose and test a KMS solution that can help to facilitate the capture and application of important knowledge without introducing unnecessary changes in internal procedures for the organisation.

Following a review of existing systems, and an interview survey of 22 managers in the Portuguese AEC industry (contractors, design consultants and project management consultants) a new IT-based construction KMS called ConstruKnowledge was developed. The KMS was tested, verified and validated in two Portuguese construction projects and assessed by 12 managers in the construction company undertaking those projects.

The results of two pilot tests using ConstruKnowledge in two Portuguese construction projects demonstrate that its use can raise the levels of confidence in decision-making, and retaining knowledge; and that it serves to add value to the company.

The Construknowledge KMS is an innovative contribution to the greater acceptance of KMSs in the construction industry. The system facilitates the effective and efficient development of an organisational KMS using basic Information and Communications Technology (ICT)-based collaboration tools. While undertaken in the context of the Portuguese industry, the KMS has a wider global potential for implementation and further development.

The originality and value of this research are that it demonstrates how a KMS can be developed and then used in a construction company to capture and share knowledge without introducing additional constraints.