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Improving process management within construction projects has been the source of academic and policy research for decades, and continues to be today. This paper seeks to focuses on the relatively under investigated management of Housing Association (HA) planned works and aims to improve this often ill‐defined process by developing a Planned Work Process Model (PWPM) that aids the definition of the phases and activities.

First step in developing the process model was through semi‐structured interviews with 11 HA practitioners allowing for the identification of 20 planned works activities. Second step considered the responses of 7 HA practitioners to a set of questions about the 20 activities leading to the development of an initial Process Model (PM). Third step contextualises the PM within four case studies with HAs of different sizes from which the PWPM emerged. Finally, the PWPM was validated by a panel of HA practitioners.

The PWPM is a process model specific to the practices of HAs in the UK. It represents the first step for process management improvement for planned works by providing a structure to facilitate project planning and performance monitoring.

A panel of HA practitioners recognised the uniqueness and value of the PWPM especially in the context of new staff induction and progress monitoring. Further refinement of the PWPM would be possible through a large survey to help improve its practical applicability and refining the activities description and vocabulary.

This research will be of interest to those responsible for planning and delivering HA planned works since it presents a tailored interpretation of the project process that currently does not exist.

Refurbishment is inherently more sustainable than building new. However, planned and actual costs of refurbishment projects are bound to vary due to the complex nature of most such projects. This can affect the performance of refurbishment work. The purpose of this paper is to examine factors responsible for elemental cost variations between the actual and planned costs of refurbishment projects. The study also examines factors that contribute to differences in actual and planned cost between refurbishment and new build projects.

A quantitative approach was adopted for this study. A literature review identified factors responsible for elemental cost variations in refurbishment projects, as well as factors responsible for differences in actual and planned cost of new build and refurbishment projects. This was followed by a questionnaire survey of refurbishment projects across Malaysia. A total of 55 respondents provided input through a questionnaire survey to identify these factors.

This study demonstrates that procurement strategy (PS), inappropriate contractors (IC), poor project management (PPM), availability of funding, materials and equipment, and force majeure (FM) significantly affect refurbishment cost performance. Electrical installations, firefighting equipment, and painting were the building elements most affected by cost variations. A regression model for refurbishment cost prediction indicates that PS, IC, PPM, availability of funding, materials and equipment, and FM were significant predictors of building refurbishment cost performance.

This paper provides insight into the major factors affecting elemental cost variation of refurbishment works, as well as building elements most affected by cost variations and provides a model for predicting refurbishment cost performance.

This book is a policy proposal aimed at the democratic left. It is concerned with gradual but radical reform of the socio‐economic system. An integrated policy of industrial and economic democracy, which centres around the establishment of a new sector of employee‐controlled enterprises, is presented. The proposal would retain the mix‐ed economy, but transform it into a much better “mixture”, with increased employee‐power in all sectors. While there is much of enduring value in our liberal western way of life, gross inequalities of wealth and power persist in our society.

The planned maintenance service, conducted within the scope of the Great Pompeii Project, presents a high degree of complexity. The purpose of this paper is to describe the methodological choices and operational practices which are being put into place, in order to allow a gradual transition from works of an extraordinary nature to a continuous and planned conservation initiative.

In line with changing perspectives on approaching maintenance, which have gained traction in Italy through research conducted over the last decade, the maintenance service of Pompeii has been proposed as a permanent “project site”, with the aim of presiding over the entire maintenance process (inspections, planning, checks in the execution phase, documentation and the organisation of feedback information).

Although the conservational benefits of the planned maintenance have become apparent with a long-term vision, the service has improved the accessibility and respectability of the ancient city in just a short time, enhancing the enjoyment of it, safety and the conservation of visitor routes. The domus and visitable building complexes are constantly monitored, and in many of them have already borne witness to short- and medium-term maintenance programs.

The service of maintenance which has been set up at Pompeii today constitutes an innovative experimental model, potentially replicable in other sites of archaeological heritage with wide room for improvement.

Asserts that job satisfaction and motivation of workers are rarely considered when the introduction of new technology is planned and implemented. Sets this belief in the context of German industrial practice and law and describes an approach called ATAA, developed for use in the German metal‐working industry in any situation where a redesign of the organization, the job content or the technology is needed. Explains the philosophy (intended to place human needs centre stage), the method of analysis employed and the co‐operative approach of management and works council. Includes a case‐history of work redesign in a lathe shop.

RECENTLY we were at a garage. A customer had, during the night, left his car for repair. The instructions were stuck on the windscreen and repeated on the wing: REPLACE NEARSIDE WING ONLY.

YET another book relating to industrial engineering arrives from the United States. Why is it that no English author ever writes a book about new developments in work study? All the tomes on industrial engineering come from across the Atlantic Ocean. Is it because no one has the initiative, or is it the lack of “know‐how”? A combination of the two, no doubt. We have complained before of the indolent attitude of work study technicians, and we shall complain again—they are completely pen‐shy!

To achieve a full understanding of the role of marketing from plan to profit requires a knowledge of the basic building blocks. This textbook introduces the key concepts in the art or science of marketing to practising managers. Understanding your customers and consumers, the 4 Ps (Product, Place, Price and Promotion) provides the basic tools for effective marketing. Deploying your resources and informing your managerial decision making is dealt with in Unit VII introducing marketing intelligence, competition, budgeting and organisational issues. The logical conclusion of this effort is achieving sales and the particular techniques involved are explored in the final section.

Diminishing local government budgets and the need to reduce highway works activities necessitate cost effective and efficient processes. The purpose of this paper is to investigate streamlining road works administrative processes to enhance coordinated working at Derby City Council.

Case study research of a local authority was undertaken using business process mapping. Specifically, Swimlane analysis enabled re-engineering of business processes from design stage, to works permit issuance. Process improvement recommendations were validated by nine industry experts through a focus group and semi-structured interviews. A logic map was developed for transferability to other councils, identifying key attributes for a successful administrative road works management process.

Research revealed inherent silo working and processes built around fragmented IT systems creating process inefficiency. Validation found numerous practices and management styles were culturally embedded and common across councils. Peer reviewed recommendations are made to improve working practices, including improving IT systems, removing process bottlenecks, and training staff.

Whilst road works management policy is generally under-researched, its strategic and negative impacts are widely acknowledged. This study highlights the day-to-day operational problems which are interconnected to the strategic impact, bridging an important gap in knowledge, as well as adding to business process re-engineering literature.

The research adds to a limited body of road works management policy research, and also presents a high-level logic map for councils to adopt as appropriate.

The process of management, and the management of information as an essential element of general managerial practice, is addressed from the perspective of the manager. Information has always been a key element in the performance of a business and the effectiveness of management, and information technology can now transform the use of this information to give managers substantial benefits in business planning and decision making. It is considered that information must be integrated into an organisation′s overall management and planning system rather than being controlled by specialist IT professionals and that the manager has to be responsible for: people, their motivation and training; business systems, culture and environment; and the organisation′s data resource. The ways in which business information processes can be analysed and modelled are reviewed and it is explained that information models can enable a better understanding of the organisation by showing it in a new and sometimes enlightening way. Some of the many complex issues associated with managing the change process and achieving successful implementation of the technologies are considered.