Abstract
PurposeExamine the extent of integration in delivering value from design and construction (DC) activities for total asset management (TAM) and operations post-completion. DC and operations and management (OM) are both addressed. The problem owners are those in roles and organisations responsible for integrating DC with OM. The purpose of this paper is to show the extent of integration between actors along the project lifecycle. Relationally integrated value networks (RIVANS) provide the conceptual lens for the analysis.Design/methodology/approachA mixed method approach was used. A questionnaire survey and semi-structured interviews were employed.FindingsThere is a lack of engagement between DC and OM. The trend is moving counter to integration. BIM is not found to be a technical solution.Research limitations/implicationsThe mixed method helps extend the RIVANS perspective. Further research to understand and support integration is needed, especially qualitative research to provide greater granular understanding.Practical implicationsThe identified trend away from integration poses management challenges in delivery and for sustainability in use. Supply chains engage specialists, yet internal and inter-organisational collaboration require management attention to value creation. This includes the DC-OM interface. Both sides can benefit from increased engagement.Social implicationsInfrastructure and property provision will continue to fall short of user and environmental functionality without improved integration.Originality/valueA contribution to the project and asset management interface is made, showing low integration, disengaged asset management. BIM is unable to plug the gaps. The RIVANS analytical lens provides a perspective for improvement.
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