Real-time location systems (RTLS) can be implemented in aged care for monitoring persons with wandering behaviour and asset management. RTLS can help retrieve personal items and assistive technologies that when lost or misplaced may have serious financial, economic and practical implications. Various ethical questions arise during the design and implementation phases of RTLS. This study investigates the perspectives of various stakeholders on ethical questions regarding the use of RTLS for asset management in nursing homes. Three focus group sessions were conducted concerning the needs and wishes of (1) care professionals; (2) residents and their relatives; and (3) researchers and representatives of small and medium-sized enterprises (SMEs). The sessions were transcribed and analysed through a process of open, axial and selective coding. Ethical perspectives concerned the design of the system, the possibilities and functionalities of tracking, monitoring in general and the user-friendliness of the system. In addition, ethical concerns were expressed about security and responsibilities. The ethical perspectives differed per focus group. Aspects of privacy, the benefit of reduced search times, trust, responsibility, security and well-being were raised. The main focus of the carers and residents was on a reduced burden and privacy, whereas the SMEs stressed the potential for improving products and services. Original article at MDPI: https://doi.org/10.3390/info9040080
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In order to guarantee structural integrity of marine structures in an effective way, operators of these structures seek an affordable, simple and robust system for monitoring detected cracks. Such systems are not yet available and the authors took a challenge to research a possibility of developing such a system. The paper describes the initial research steps made. In the first place, this includes reviewing conventional and recent methods for sensing and monitoring fatigue cracks and discussing their applicability for marine structures. A special attention is given to the promising but still developing new sensing techniques. In the second place, wireless network systems are reviewed because they form an attractive component of the desired system. The authors conclude that it is feasible to develop the monitoring system for detected cracks in marine structures and elaborate on implications of availability of such a system on risk based inspections and structural health monitoring systems
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Europe faces significant challenges in maintaining its aging infrastructure due to extreme weather events, fluctuating groundwater levels, and rising sustainability demands. Ensuring the safety and longevity of infrastructure is a critical priority, especially for public organizations responsible for asset management. Digital technologies have the potential to facilitate the scaling and automation of infrastructure maintenance while enabling the development of a data-driven standardized inspection methodology. This extended abstract is the first phase of a study that examines current structural inspection methods and lifecycle monitoring activities of the Dutch public and private entities. The preliminary findings presented here indicate a preference for data-driven approaches, though challenges in data collection, processing, personnel resources and analysis remain. The future work will experiment integrating advanced tools, such as artificial intelligence supported visual inspection, on the existing inspection datasets of these authorities for quantifying their readiness levels to the fully automated digital inspections.
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It is becoming clear that the project management practice must embrace sustainability in order to develop into a 'true profession' (Silvius et al., 2012). In project management, sustainability can be gained in both the product of the project and in the process of delivering the product. (Gareis et al., 2010) Nine sustainability principles have been identified that should be implemented in the project management practice. These nine principles are: (1) values and ethics; (2) holistic approach; (3) long term view; (4) large scale; (5) risk reduction; (6) participation; (7) accountability; (8) transparency; (9) stakeholder interest. In a case study it is researched which project and program management roles can exert an influence to have the sustainability principles implemented in the project management practice and how they can accomplish this implementation.
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While smart maintenance is gaining popularity in professional engineering and construction management practice, little is known about the dimensions of its maturity. It is assumed that the complex networked environment of maintenance and the rise of data-driven methodologies require a different perspective on maintenance. This paper identifies maturity dimensions for smart maintenance of constructed assets that can be measured. A research design based on two opposite cases is used and data from multiple sources is collected in four embedded case studies in corporate facility management organizations. Through coding data in several cross-case analyses, a maturity framework is designed that is validated through expert consultation. The proposed smart maintenance maturity framework includes technological dimensions (e.g., tracking and tracing) as well as behavioral dimensions (e.g., culture). It presents a new and encompassing theoretical perspective on client leadership in digital construction, integrating innovation in both construction and maintenance supply networks.
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Presented at Conference: IPMA World Conference 2014, At Rotterdam, The Netherlands, Volume: 28 A taxonomy is used for classifying things in general. For the purpose of this paper it is a systematic classification of competences into hierarchical groups where each sublevel constitutes a breakdown of the higher level. Although a vast amount of research has been done in project management competences, there is no standard set of project management competences used (Nijhuis, 2012). Important reasons for constructing a taxonomy for project management competences are found in comparing previous research and in identifying key fields for project management education in higher education. First a definition of competence is given, secondly the rationale of this research is given by discussing recent research. Several different published taxonomies of competences are reviewed. Finally a proposed taxonomy for project management competences is presented.
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It is often said that European companies must stop trying to compete on price and concentrate more on developing products and services that offer customers and users a high level of added value. Design is an indispensable tool for such development and innovation, and this is why the findings of this survey are cause for concern. It is not enough to encourage companies to use design; they must also develop skill in managing design. It seems risky to assume that they will eventually find their own way to design and its effective management; as an economic necessity, attention and commitment will be required from those who set business policy. The survey results suggest that improved awareness of design and the management of design will drive increased business performance within SMEs. "is would likely also trigger increased demand for effective support services to develop design management skills, and thus more jobs. One of the study’s findings is the positive correlation between increasing design management capability and positive growth. At the same time, however, cost factors are widely cited as the main obstacle standing in the way of companies implementing design management. What this indicates is that design should cease to be seen as a cost, and instead should be considered as an investment in the future. One way to improve the perception of the cost factor is to raise awareness of design’s benefits. To do this, however, it is critical to find ways to measure and therefore value design effectiveness and, once it has been implemented, to measure its success in a way that can be understood by managers. Knowledge factors also present a considerable obstacle, and as such education is a second critical success factor. "e curricula of European design courses tend to dedicate relatively little time to the development of management skills or the understanding of the business implications of design decisions. And although the attention paid to ideas such as design thinking does show some movement in the world of management, things seem to be happening rather slowly. In management courses, there is still relatively little structural focus on design, and for experienced designersóeven those with sufficient management skillsótraining in design management is rarely available. Indeed, the relative lack of training opportunities for design management begs the question: Are we making enough progress with design management as a professional field? "e gap between design management “winners” and “losers” seems rather large, and the group of companies that is left behind is comparatively too big. Progress has and is being made within the profession of design management; however, to sustain this progress, and even to turn the situation around, will require the collaborative efforts of a broader group of stakeholdersónamely, the design sector, the training and education sector, trade associations, promoters of design management honors such as the DME Award, and government bodies themselves.
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PurposeThe aim of this study is to provide insights into how the purchasing function can increase the maturity of smart maintenance management (SMM) in construction clients by (1) assessing current SMM maturity and (2) developing an adapted service triad for purchasing's meaningful involvement in SMM.Design/methodology/approachA multiple case research design was used, and data were collected from four higher education institutes in the Netherlands through an assessment of their current SMM maturity. Coding and a cross-case analysis were used to qualitatively analyze the data to identify roles and value chain integration factors as intermediate steps in adapting the service triad to a service hexad.FindingsWithin construction client organizations, collaboration between maintenance management, project management and ICT services requires improvement. The proposed service hexad redefines the client's SMM roles with the aim of improving collaboration. The authors discuss how this enables a transition to higher levels of SMM maturity.Research limitations/implicationsThe findings were derived from a particular class of construction clients: higher education institutes that operate owner-occupied properties. Although the service hexad could be adapted, to owner-occupied multi-user properties, further research is necessary to assess its relevance for investor-owned properties.Practical implicationsImplementing the service hexad provides construction clients with a stronger position in supply networks. It clarifies the briefing process in construction management and emphasizes the data supply responsibilities of construction management professionals.Originality/valueThe study draws on the service triads and meaningful involvement concepts from the purchasing literature and applies them to SMM.
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This essay explores the notion of resilience by providing a theoretical context and subsequently linking it to the management of safety and security. The distinct worlds of international security, industrial safety and public security have distinct risks as well as distinct ‘core purposes and integrities’ as understood by resilience scholars. In dealing with risks one could argue there are three broad approaches: cost-benefit analysis, precaution and resilience. In order to distinguish the more recent approach of resilience, the idea of adaptation will be contrasted to mitigation. First, a general outline is provided of what resilience implies as a way to survive and thrive in the face of adversity. After that, a translation of resilience for the management of safety and security is described. LinkedIn: https://www.linkedin.com/in/juul-gooren-phd-cpp-a1180622/
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It’s clear that the e$ective management of design is a commercial necessity. It enables a company or organization to innovate, to stay in line with or ahead of the market, and to identify and cater to consumer needs. When design becomes an explicit part of the management process, it can have a greater impact on business performance and help secure a market position for the long term. However, there is growing concern that most European small and medium-size businesses (SMEs) lack su#cient grasp of the role of design and that their focus on its management is still underdeveloped. With the exception of a few small-scale case studies, there has been no substantial research into how European companies handle design. To what extent do they succeed in integrating design into their operational management? What design management skills do they actually have?
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