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Presented is a path analysis of causal connections between several open‐plan attributes and discrete effective facilities space management aspects of commercial offices in Sydney. The aim is to use quantitative estimates to demonstrate in structural equations the effect coefficients of the complex connections between selected open‐plan and effective facilities space management variables. Over one hundred open‐plan offices in the Sydney CBD were examined. Some open‐plan attributes were found to have direct impacts on several effective facilities space management variables, while others exhibited indirect effects through management control aspects. In most cases, management control reduced the effect coefficients. This paper concludes that, with dedicated management control, the impact of open‐plan on facilities space management may be less extensive. The implication of this result is for re‐engineering of work environments to consider aspects of management that invariably moderates and/or intervenes in the relationship of space, people and work process.

Presents findings from research on open‐plan measures in the determination of facilities space management. The aim of the research is to determine the impact of open‐plan measures on the effectiveness of facilities space management of CBD commercial office buildings ‐ the end‐view being to establish criteria for effective management and re‐engineering of open‐plan workspaces. A review of the literature reveals that this issue has not been definitively investigated. Hence, open‐plan measures remain virtually under‐exploited for the purpose of greater effectiveness of facilities space management. A sample of 102 open‐plan offices was studied, and data analysed using descriptive (such as mean, standard deviation, range) and inferential statistics (such as Spearman’s rho and partial correlations, multiple regression and path analysis). Direct and indirect associations were found between open‐plan and the effectiveness of facilities space management measures. However, some of the relationships were partly and wholly explained by management control measures. Though only multiple regression results are presented here, for reasons of brevity, this study concludes that, in many ways, certain open‐plan measures independently determine the effectiveness of facilities space management. This conclusion serves as a basis for developing criteria for effective management and re‐engineering of open‐plan workspaces.

The aim of this paper is to examine the relationships between open‐plan measures and the effectiveness of facilities space management. A review of the literature reveals that the relationships have remained largely unsubstantiated empirically. Hence, where emphasis should be in practice, is virtually unknown. A sample of 25 randomly selected open‐plan workplaces was studied and the results were analysed using Spearman’s Rho correlation. Three measures were found to have significant influence in facilities space management: designed capacity by number of staff, flexibility in terms of workstations mobility and density by number of staff per workstation. There was found to be no significant correlation between open‐plan measures and space effectiveness. However, a better appreciation of open‐plan measures in facilities space management, will indirectly influence space effectiveness. The implications of the results are that facilities space managers should systematically evaluate alternative measures and give greater attention to particular aspects of open‐plan.

This study investigates the cost and time performance of highway projects from the viewpoint of the public owner. It differs from previous studies which focused on the contractor’s perspective on project performance. A total of 13 success factors were identified from literature and the opinions of experienced engineers. Data was collected from 99 projects handled by the Department of Highways (DOH) in Thailand Discriminant analysis was used in this study to build the cost and time predictive models, which were generated from samples of cases, which had already been grouped and known as successful and unsuccessful projects. The models were then applied to new cases with measurements for the predictor variables, to predict that the projects were either successful or unsuccessful. The results show that success in cost performance depends on the management of construction resources, budget management, construction method, and communication. By contrast, schedule management and human resource management inhibit cost performance. Success in time performance depends on choice of construction method, management of construction resources, schedule management, supervision and control, and communication. Quality management, budget management, human resource management, owner involvement, and team relationships impede time performance

Project scheduling/rescheduling occurs in all stages of projects, from feasibility stage to monitoring stage to completion. Since the late 1950s, network‐based techniques CPM (critical path method) and PERT (programme evaluation review technique) are the techniques commonly used for project management. However, there are limitations in working with these tools that need to be overcome. Also, the computing ef. ciency of classic CPM/PERT analysis needs to be enhanced. Substantial research has been carried out globally in this field covering all areas of project scheduling: time scheduling, resource scheduling, cost scheduling, modern project management techniques, advanced mathematical models used for construction scheduling, and so on. To understand and document this research status, the authors have carried out an extensive study of various journals, published and unpublished research papers, and present this literature review.

Since the emergence of partnering in the construction industry in the late 1980s, it has received a great deal of attention from practitioners and researchers. The published research that is presented in the major journals typically advocates guidelines and models for implementing partnering. To date, however, no paper has attempted to summarize and present a critique of the existing partnering literature. This paper, therefore, reviews the partnering literature that has been published in four high quality rating journals, these being Construction Management and Economics. ASCE Journal of Construction Engineering and Management, Engineering, Construction and Architectural Management and ASCE Journal of Management in Engineering. It is concluded that there were four major themes of empirical studies, which were research on project partnering, examining a dual relationship, international partnering and a special application of partnering. Moreover, nonempirical studies were classified as the types of partnering, partnering models, partnering processes and partnering structure. The review provided in this paper ‘polishes the signposts’ and offers new directions for partnering research and its application in construction. Future studies are recommended to emphasize on the identification of performance measures and critical success factors, development and test of partnering models and processes, and the formation and selection of partnering strategy.

The purpose of this paper is to evaluate the impact office layout has on office occupiers' productivity.

The paper evaluates the literature that claims to make a linkage between the office layout and the effect on office occupiers' productivity. Two main themes are developed. First, the literature that links office layout to work patterns is evaluated, and second, the open‐plan office vs cellular office debate is developed.

The review of the literature reveals that the connection between the three major components of office layout, office occupiers' work patterns and productivity is not clearly established.

The paper establishes that there is a requirement to link together office layout to the work patterns of office occupiers. It is only when the connection is made between the office layout and the office occupiers' work patterns that productivity gains can be achieved. To support the different work patterns undertaken, the facilities manager can create office environments that consist of a balance between private space and communal shared space. The amount of balance will be very much dependent on the mix of the work patterns in the office.

Outlines previous research on capacity planning and considers how the underlying ideas can be applied to higher education institutions (HEIs). Illustrates the components of operational and capacity plans for an HEI, pointing out the differences from and similarities to the manufacturing and service sectors; and discusses various components of the capacity plan (e.g. classroom utilization, enrolment, scheduling etc.) in more detail. Believes that this approach to resources would improve on the present US system where external pressures (e.g. politicians, donors etc.) rather than need may determine expansion, but recognizes the practical barriers to this and calls for further research.

This paper aims to illustrate the extensive benefits of qualitative data analysis as a rarely undertaken process in post-occupancy evaluation surveys. As a result, there is limited evidence of what occupants say about their buildings, especially for operational parameters, as opposed to how they rate them. While quantitative analyses provide useful information on how workers feel about workplace operational factors, qualitative analyses provide richer information on what aspects of the workplace workers identify as influential to their comfort, well-being and productivity.

The authors analysed 6,938 comments from office buildings worldwide on workers’ perception of workplace operational factors: design, storage, needs, space at desks and storage in their work environments. These factors were analysed based on the buildings’ design intent and use, and the associated comments were coded into positive, negative and balanced comments. The authors used a combination of coding, descriptive analysis, content analysis and word cloud to dissect the comments.

The findings showed that whereas workers rated these operational factors favourably, there were significantly more negative comments about each factor. Also, the Chi-square test showed a significant association (p < 0.01) between the satisfaction scale and the type of comments received for all the operational factors. This means that when a factor is rated high in the satisfaction score (5–7), there were fewer negative and more positive comments and vice versa. The word cloud analysis highlighted vital aspects of the office environment the workers mostly commented on, such as open plan design, natural lighting, space and windows, toilets, facilities, kitchens, meeting room booking systems, storage and furniture.

This study highlights the importance of dissecting building occupants’ comments as integral to building performance monitoring and measurement. These emphasise the richness and value of respondents’ comments and the importance of critically analysing them. A limitation is that only 6,938 comments were viable for analysis because most comments were either incomplete with no meaning or were not provided. This underlines the importance of encouraging respondents to comment and express their feelings in questionnaire surveys. Also, the building use studies questionnaire data set presents extensive opportunities for further analyses of interrelationships between demographics, building characteristics and environmental and operational factors.

The findings from this study can be applied to future projects and facility management to maintain and improve office buildings throughout their life cycle. Also, these findings are essential in predicting the requirements of future workplaces for robust workplace designs and management.

The authors identified specific comments on the performance of workplaces across the globe, showing similarities and differences between sustainable, conventional, commercial and institutional buildings. Specifically, the analysis showed that office workers’ comments do not always corroborate the ratings they give their buildings. There was a significantly higher percentage of negative comments than positive comments despite the high satisfaction scores of the operational factors.

The purpose of this paper is to demonstrate the effect coefficients of the complex connections between selected open‐plan office and effective facilities space management variables.

Data on offices, management control and effective facilities space management measures were collected through questionnaires administered to 102 facilities space managers of 102 randomly selected open‐plan offices in Sydney.

Some open‐plan attributes were found to have direct impacts on several effective facilities space management variables, while others exhibited indirect effects through management control aspects. In most cases, management control considerably reduced the effect coefficients.

While the study is limited to discrete effective facilities space management aspects of only selected open‐plan commercial offices in Sydney, the research implications though far‐reaching, may not be universally applicable. However, a better understanding of the associations provides directions to where attention would be fruitfully focused in future research replications and practice.

The practical implication of this result is for re‐engineering of work environments to consider aspects of management that invariably moderates and/or intervenes in the relationship of space, people and work process. This paper concludes that, with dedicated management control, the impact of open‐plan on facilities space management may be less extensive.

The paper's utilization of this quantitative approach is novel to understanding the connections between office attributes and effective facilities management. This approach offers a veritable alternative to examining and validating these constructs that are useful to space providers, designers, managers and users in understanding the interactions between space, people and process.