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This chapter reports on an action research case study of integrated obstetric care in the Netherlands. Efficient and patient-friendly patient flows through integrated care networks are of major societal importance. How to design and develop such interorganizational patient flows is still a nascent research area, especially when dealing with a large number (n>3) of stakeholders. We have shown that a modification of an existing method to support interorganizational collaboration by system dynamics-based group model building (GMB) (the Renga method, Akkermans, 2001) may be effective in achieving such collaboration.

The resourcing of policing activity is characterised by a level of complexity, particularly where evaluating alternative policy options is concerned. In this paper, a case study using multimethodological modelling to compare alterative policy choice in a group context is outlined with respect to response-patrol officer (RPO) deployment within a UK police force. The paper aims to discuss these issues.

The application of a three phase modelling process is illustrated where scenario planning is used to generate the scope of the system elements to be modelled. This is followed by causal mapping to identify the barriers to improving officer resourcing, and system dynamics modelling is used to simulate the impacts of a range of policy options within this policing function. A group model building approach was applied throughout the modelling phases with an expert group to negotiate a shared view of the structure and dynamics of the resourcing policy challenges.

A fully validated system dynamics model emerged from the multi-phase modelling process which allowed a series of alternative future policy scenarios to be explored and evaluated. Useful policy insights were generated by the system dynamics simulation model which suggested more efficient rules for resource allocation in the police force’s RPO function.

The insights from this case study demonstrates that multi-phase modelling has potential application in policy exploration across a range of emergency service providers whose actions are governed by both variable demand and constrained supply of resource.

This chapter focuses on techniques and technologies to aid groups in making decisions, with an emphasis on computer-based support. Many office workers regularly meet colleagues and clients in virtual meetings using videoconferencing platforms, which enable participants to carry out tasks in a manner similar to a face-to-face meeting. The development of computer-based platforms to facilitate group tasks can be traced back to the 1960s, and while they support group communication, they do not directly support group decision making. In this chapter we distinguish four technologies developed to provide support to group decisions, clustered into two main traditions. Technologies in the task-oriented tradition are mainly concerned with enabling participants to complete tasks to solve the group's decision problem via computer-supported communications. Group Decision Support Systems and social software technologies comprise the task-oriented tradition. Alternately, in the model-driven tradition, participants use computers to build and use a model that acts as a referent to communicate, mostly verbally, about the group's decision problem. System modeling and decision-modeling technologies constitute the model-driven tradition. This chapter sketches the history and guiding ideas of both traditions, and describes their associated technologies. The chapter concludes with questioning if increased availability of online tools will lead to increased use of group decision support technologies, and the differential impact of communication support versus decision support.

The purpose of this paper is to identify critical non-value adding (NVA) building information modeling (BIM) implementation activities in current building project delivery process, develop a BIM implementation readiness (BIMIR) evaluation model, and assess BIMIR statuses in building projects in Singapore.

A questionnaire survey and four post-survey interviews were conducted in Singapore. A fuzzy synthetic evaluation approach was adopted in the model development.

In total, 38 out of 44 NVA BIM implementation activities were deemed critical and used in the proposed model, among which “lack of involvement by contractors to contribute site knowledge” in the design development phase was ranked top. This model was validated in five projects. It was found that most of 73 surveyed building projects were in a low BIMIR status and the assessment results were consistent with current industry practices of BIM implementation in Singapore.

There may be geographical limitation on the identification of the critical NVA BIM implementation activities. However, because BIM mandate spreads globally, the findings can help overseas project teams customize their own NVA activities and evaluation models.

As BIM implementation is mandated in Singapore, BIMIR evaluation helps local project teams identify weak areas of their BIM implementation activities and prioritize resources to enhance those areas.

No tool has been developed for evaluating BIMIR at the project level in the construction industry in Singapore or at large in Asia. Four BIMIR statuses are defined, which are consistent with Singapore’s BIM guidelines and standards.

Focuses on consulting experiences utilizing simulation approaches that capture decision‐making processes in formulations that are transparent to the general manager. Examines the dual benefit of modelling in terms of not only providing forecasts and an objective framework for quantitative evaluations, but also in the softer sense of building consensus in management teams. Casts these experiences against theories of effective group decision making, and other decision support examples which focus on the use of models. Reconciles the circumstances of the case with the conditions specified for effective group working and suggests that the greatest contribution may be made to consensus decision making when the whole modelling approach, not just access to model outputs, is integrated into the decision‐making process, and where the model complexity is commensurate with the task complexity and the task familiarity of the management group.

This study aimed to identify driving factors of safety attitudinal ambivalence (AA) and explore their influence. Construction workers' intention to act safely can be instable under conflicting information from safety management, co-workers and habitual unsafe behaviour. Existing research explained the mechanism of unsafe behaviours as individual decisions but failed to include AA, as the co-existence of both positive and negative attitude.

This study applied system dynamics to explore factors of construction workers' AA and simulate the process of mitigating the ambivalence for less safety behaviour. Specifically, the group model building approach with eight experts was used to map the causal loop diagram and field questionnaire of 209 construction workers were used to collect empirical data for initiating parameters.

The group model building identified five direct factors of AA, namely the organisational safety support, important others' safety attitude, emotional arousal, safety production experience and work pressure, with seven feedback paths. The questionnaire survey obtained the initial values of the factors in the SD model, with the average ambivalence at 0.389. The ambivalence between cognitive and affective safety attitude was the highest. Model simulation results indicated that safety experience and work pressure had the most significant effects, and safety experience and positive attitude of co-workers could compensate the pressure from tight schedule and budget.

This study provided a new perspective of the dynamic safety attitude under the co-existence of positive and negative attitude, identified its driving factors and their influencing paths. The group model building approach and field questionnaire surveys were used to provide convincible suggestions for empirical safety management with least and most effective approaches and possible interventions to prevent unsafe behaviour with tight schedule and budget.

The purpose of this paper is to present a review of the implications building information modelling (BIM) is having on the building energy modelling (BEM) and design of buildings. It addresses the issues surrounding exchange of information throughout the design process, and where BIM may be useful in contributing to effective design progression and information availability.

Through review of current design procedures and examination of the concurrency between architectural and thermophysical design modelling, a procedure for information generation relevant to design stakeholders is created, and applied to a high-performance building project currently under development.

The extents of information key to the successful design of a buildings energy performance in relation to its architectural objectives are given, with indication of the level of development required at each stage of the design process.

BIM offers an extensible medium for parametric information storage, and its implementation in design development offers the capability to include BEM parameter-integrated construction information. The extent of information required for accurate BEM at stages of a building’s design is key to understanding how best to record performance information in a BIM environment.

This paper contributes to the discussion around the integration of concurrent design procedures and a common data environment. It presents a framework for the creation and dissemination of information during design, exemplifies this on a real building project and evaluates the barriers experienced in successful implementation.

This paper aims to investigate how digital capabilities associated with building information modelling (BIM) can integrate a wide range of information to improve built asset management (BAM) decision-making during the in-use phase of hospital buildings.

A comprehensive document analysis and a participatory case study was undertaken with a regional NHS hospital to review the type of information that can be used to better inform BAM decision-making to develop a conceptual framework to improve information use during the health-care BAM process, test how the conceptual framework can be applied within a BAM division of a health-care organisation and develop a cloud-based BIM application.

BIM has the potential to facilitate better informed BAM decision-making by integrating a wide range of information related to the physical condition of built assets, resources available for BAM and the built asset’s contribution to health-care provision within an organisation. However, interdepartmental information sharing requires a significant level of time and cost investment and changes to information gathering and storing practices within the whole organisation.

This research demonstrated that the implementation of BIM during the in-use phase of hospital buildings is different to that in the design and construction phases. At the in-use phase, BIM needs to integrate and communicate information within and between the estates, facilities division and other departments of the organisation. This poses a significant change management task for the organisation’s information management systems. Thus, a strategically driven top-down organisational approach is needed to implement BIM for the in-use phase of hospital buildings.

The Sustainable Development Goal 12 (SDG 12) that aims at ensuring sustainable consumption and production patterns is dependent on efficient and effective transport infrastructure. But many new transport infrastructure projects are delayed due to complex conflicts between multiple stakeholders with different stakes. This chapter illustrates how a multi-stakeholder participation process based on systems thinking can be used to generate a shared mental model of stakeholders in conflict. Using the systems thinking and modelling methodology, the complex problem situation is first structured by identifying and analysing the stakeholders. Then a participative approach is employed to develop a systems model that captures the underlying structure responsible for the problem situation. Finally, three strategic interventions are formulated by the stakeholders to improve the system behaviour in the long term. In this chapter, both quantitative and qualitative data were collected using structured interviews, focus groups and secondary sources. Using a New Zealand transport infrastructure project, the chapter shows that effective multi-stakeholder participation, capable of leading to some form of multi-stakeholder partnership, can help reduce delays in a transport infrastructure project. Practically, the chapter provides a framework that can reach an accommodation between conflicting stakeholders. Overall, this chapter contributes New Zealand–based empirical research to the literature on multi-stakeholder participation for achieving SDG 12 within the context of Agenda 2030.

Building information modelling (BIM) technology adoption is growing rapidly because of its perceived benefits. The purpose of this paper is to assess the perceptions of the users of BIM regarding the likelihood of managerial risks emergence that might influence the successful application of BIM, to facilitate the successful implementation of BIM in the construction industry.

Emerging managerial BIM risks were extracted from the literature. The primary data were collected via a questionnaire survey. The analysis of the results was driven by univariate and inferential statistics (analysis of variance ) to assess the emergence of managerial risks.

The study confirmed the nine most likely managerial risks that might emerge from BIM adoption, which are lack of understanding of the expectations from BIM modelling, lack of experienced and skilled personnel, lack of clarity on integration of BIM with the current business practice, conflict because of dissimilar expectations from BIM, lack of collaborative work processes and standards, lack of understanding of BIM processes, lack of understanding modelling behaviours, lack of expertise within the project team, lack of expertise within the organizations and lack of criteria for BIM project implementation.

The results will intensify the discussion about BIM risks, risk allocation and other aspects that are related to BIM methodology. The compiled list of managerial risks will help stakeholders in assessing financial implications that may result from BIM application. The list of risks could be used in pricing consultancy and construction services. More importantly, the list might be useful in developing an international standard for BIM risk management. The results showed that BIM success depends on the close collaboration, at the outset of the project, with contractors, consultants, designers and client.

Important managerial risks have been identified in the adoption of BIM. It renders a new understanding of the risks that might influence the successful application of BIM.