Mapping value/s - aligning project outcomes with Brisbane City Council's "Living in Brisbane 2026" themes
Kraatz, Judy A., Kajewski, Stephen L., & Manley, Karen (2008) Mapping value/s - aligning project outcomes with Brisbane City Council's "Living in Brisbane 2026" themes. In Armstrong, Helen & Kennedy, Rosemary (Eds.) Proceedings of the Subtropical Cities Conference 2008: From fault-lines to sight-lines - subtropical urbanism in 20-20, Centre for Subtropical Design, Queensland University of Technology, Brisbane City Council and Department of Infrastructure and Planning, Brisbane, pp. 1-8.
This paper reports on current doctoral research being undertaking in conjunction with the Cooperative Research Centre for Construction Innovation, at the Queensland University of Technology. It details the development and implementation of a value-mapping framework, in collaboration with the Major Infrastructure Projects Office (MIPO) of Brisbane City Council (BCC), on three case study projects. The value-mapping framework places the eight BCC "Living in Brisbane 2026 (LiB2026)" themes (BCC 2006) as central to the monitoring of long term project performance against a set of project specific indicators which are reported on at key project milestones. The paper will detail how the application of this framework can assist in embedding local distinctiveness in urban infrastructure project outcomes.
Two key outcomes of this research include firstly, the linking of project-specific objectives with BCC's LiB2026 corporate objectives to provide greater decision-making transparency; increased rigor in establishing objectives; and greater awareness of project opportunities beyond those delivered within the project budget and contractual arrangements. Secondly, the research demonstrates the use of an iterative process to identify the project-specific stakeholder footprint, accountabilities, and project objectives, at the pre-feasibility phase, to better inform the subsequent project phases of corporate values and desired project outcomes and impacts.
Tracking the delivery of project outcomes to stated corporate objectives and values is complex. Major urban infrastructure projects involve lengthy time frames for design and delivery (i.e. 5-10 years); associated changes in project team composition; multi-layered project decision-making; and diverse procurement arrangements (e.g. D&C, alliances, public private partnerships). Initial investigation revealed insufficient formal tracking mechanisms exist to assure both the project proponent and the community that corporate objectives play a consistent and influential role in the decision-making process. This research provides project teams with a framework for assuring this.
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