Introduction 

Introduction

The aim of making the world a better place to live, much technological and economical advancement has been focused on and this has lead to the implementation of the different concepts. The Sustainable Building concept is one of the approaches for better living conditions.

The Sustainable Building’s scope has amplified over the time horizon. It started with focus on the environmental friendly materials, reduction of the construction waste, energy efficiency and indoor climate, which would reduce the negative environmental load. Then it was aimed at the greening the building sector and also at the spatial scale, like the surrounding infrastructure developments in present and future.

Sustainable building is essentially the use of design and construction methods and materials that are resource efficient and that will not compromise the health of the environment or the associated health and well-being of the building's occupants, builders, the general public, or future generations. (source: http://www.egret.net/tufts/definition.htm)

The scope of the problem starts from the lack of common perspective/agreement ,in impelmentation process, between all actors involved in SB project because of the unawareness regarding the definition of sustainability and its application in SB. Problem description of this case is the lack of a common coordination and agreement between all the actors of the whole SB phase (from raw material producers to the end-user).

The objective of this case is how to introduce Sustainable Building at large scale according to the problem description.

Why Process Management?

Due to the broad scope of SB it has become a national issue. From the physical nature of the SB it has it effects on the social and economic systems. It addresses the 3P’s: people, planet and profit.  Wide range of knowledge from different disciplines in needed for the implementation of the SB. Due to this in the introduction of SB at the national level there are many players/actors that would play a major role starting from the initiation to maintenance and demolition. This would be government, public or private companies, different professionals expertise and finally the most important are the end users. All these actors have different interests and behavior, which lead to the conflict in the decision- making. In the network this actors always try to see that their interest is satisfied, which would sometimes make them supporting or opposing. They would adopt several strategies at different time to satisfy their interests. This would make implementation of SB complicated and it would be very difficult to reach to a decision.

There are many disputes in setting of the standards for the sustainable building and also there is a revision of these standards. The standards are negotiated, as it is not well structured. Also the cost benefit allocation is not positive and there is negative effect after the implementation, when it is realized that it doesn’t satisfy the criteria for the SB.

Also due to the technological advancement for the different materials and other essentials for the SB the old version would be outdated. This shows that it has a dynamic nature. There is also no assessment method developed for the SB. The life cycyle assesment is also not perfect and it changes over a period of time as they keep on doing the researches. 

Hence due to the above mentioned complexity, ill structure and dynamics of the SB, process management in the network should be used to gain support, reducing uncertainty, enriching problem definition and solutions, and incorporating dynamics. Process management would help in decision making and reach a consensus for the introduction of the sustainable building by negotiations in the process.
 

 

 

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