This thesis describes the management process of innovation through construction infrastructure projects. This research focuses on the innovation management process at the project level from four views. These are categorised into the separate yet related areas of: “innovation definition”, “Project time”, “project team motivation” and “Project temporary organisation”. A practical knowledge is developed for each of these research areas that enables project practitioners to make the best decision for the right type of innovation at the right phase of projects, through a capable project organisation. The research developed a holistic view on both innovation and the construction infrastructure project as two complex phenomena. An infrastructure project is a long-term capital investment, highly risky and an uncertain. Infrastructure projects can play a key role in innovation and performance improvement throughout the construction industry. The delivery of an infrastructure project is affected in most cases by critical issues of budget constraint, programme delays and safety Where the business climate is characterized by uncertainty, risk and a high level of technological change, construction infrastructure projects are unable to cope with the requirement to develop innovation. Innovation in infrastructure projects, as one of the key performance indicators (KPI) has been identified as a critical capability for performance improvement through the industry. However, in spite of the importance of infrastructure projects in improving innovation, there are a few research efforts that have developed a comprehensive view on the project context and its drivers and inhibitors for innovation in the construction industry. Two main reasons are given as the inhibitors through the process of comprehensive research on innovation management in construction. The first reason is the absence of an understanding of innovation itself. The second is a bias towards research at a firm and individual level, so a comprehensive assessment of project-related factors and their effects on innovation in infrastructure projects has not been undertaken. This study overcomes these issues by adopting as a case study approach of a successful infrastructure project. This research examines more than 500 construction innovations generated by a unique infrastructure alliance. SCIRT (Stronger Christchurch Infrastructure Rebuild Team) is a temporary alliancing organisation that was created to rebuild and recover the damaged infrastructure after the Christchurch 2011 earthquake. Researchers were given full access to the innovation project information and innovation systems under a contract with SCIRT Learning Legacy, provided the research with material which is critical for understanding innovations in large, complex alliancing infrastructure organisation. In this research, an innovation classification model was first constructed. Clear definitions have been developed for six types of construction innovation with a variety of level of novelties and benefits. The innovation classification model was applied on the SCIRT innovation database and the resultant trends and behaviours of different types of innovation are presented. The trends and behaviours through different types of SCIRT innovations developed a unique opportunity to research the projectrelated factors and their effect on the behaviour of different classified types of innovation throughout the project’s lifecycle. The result was the identification of specific characteristics of an infrastructure project that affect the innovation management process at the project level. These were categorised in four separate chapters. The first study presents the relationship between six classified types of innovation, the level of novelty and the benefit they come up with, by applying the innovation classification model on SCIRT innovation database. The second study focused on the innovation potential and limitations in different project lifecycle phases by using a logic relationship between the six classified types of innovation and the three classified phases of the SCIRT project. The third study result develops a holistic view of different elements of the SCIRT motivation system and results in a relationship between the maturity level of definition developed for innovation as one of the KPIs and a desire though the SCIRT innovation incentive system to motivate more important innovations throughout the project. The fourth study is about the role of the project’s temporary organisation that finally results in a multiple-view innovation model being developed for project organisation capability assessment in the construction industry. The result of this thesis provides practical and instrumental knowledge to be used by a project practitioner. Benefits of the current thesis could be categorized in four groups. The first group is the innovation classification model that provides a clear definition for six classified types of innovation with four levels of novelty and specifically defined outcomes and the relationship between the innovation types, novelty and benefit. The second is the ability that is provided for the project practitioner to make the best decision for the right type of innovation at the right phases of a project’s lifecycle. The third is an optimisation that is applied on the SCIRT innovation motivation system that enables the project practitioner to incentivize the right type of innovation with the right level of financial gain. This drives the project teams to develop a more important innovation instead of a simple problemsolving one. Finally, the last and probably more important benefit is the recommended multiple-view innovation model. This is a tool that could be used by a project practitioner in order to empower the project team to support innovation throughout the project.
A document which describes SCIRT's approach to creating business systems to aid the rebuild of horizontal infrastructure.
Bunting blowing in the wind at the site of Gap Filler's "Film in the Gap!" project. Films were projected onto the wall which the bunting is attached to.
Members of the public watching the film 'Two Cars, One Night' by Taika Waititi at Gap Filler's "Film in the Gap!" project. The film was projected onto the wall of Mitre 10 in Beckenham.
Members of the public watching the firm "Gordonia" by Tom Reilly at Gap Filler's "Film in the Gap!" project. The film was projected onto the wall of Mitre 10 in Beckenham.
Members of the public watching the film 'Two Cars, One Night' by Taika Waititi at Gap Filler's "Film in the Gap!" project. The film was projected onto the wall of Mitre 10 in Beckenham.
Members of the public watching the film 'Two Cars, One Night' by Taika Waititi at Gap Filler's "Film in the Gap!" project. The film was projected onto the wall of Mitre 10 in Beckenham.
Members of the public watching the firm "Gordonia" by Tom Reilly at Gap Filler's "Film in the Gap!" project. The film was projected onto the wall of Mitre 10 in Beckenham.
Members of the public watching the firm "Gordonia" by Tom Reilly at Gap Filler's "Film in the Gap!" project. The film was projected onto the wall of Mitre 10 in Beckenham.
A diagram created in 2011, showing the communication structure across rebuild agencies.
An outline, created in 2011, of the levels of service and condition of the horizontal infrastructure within the central city, providing a broad indication of damage, service levels provided to residents and business owners, and used to estimate the cost of repairs following the earthquake events.
A document created in 2011, demonstrating the design parameters for the rebuild of wastewater, storm water, water supply and roading in the central city.
A document outlining the methodology for rebuilding horizontal infrastructure in the central city, covering wastewater (local reticulation and trunk), wastewater pump stations, storm water (local reticulation and trunk), potable water, roads, and bridges.
A document outlining how the rebuild of wastewater, water supply, storm water and roading infrastructure was to be managed and coordinated with other programmes of work in the central city.
A copy of the plan, developed in 2011, outlining the communication and community engagement that supported SCIRT's central city programme and kept Christchurch residents informed about this work.
A PDF copy of a spreadsheet used to identify the impacts of traffic management in the central city.
A detailed presentation created in 2011, outlining the approach to the central city rebuild and associated risk management.
A shortened version of a presentation created in 2011, outlining the approach to the central city rebuild.
A diagram illustrating how the rebuild of the three waters and roading infrastructure was to be managed and coordinated with other programmes of work in the central city.
A copy of the plan developed in 2011 to facilitate a collaborative approach between all stakeholders and minimise the impact on the traffic network, because of the extensive repair works necessary to repair vertical and horizontal infrastructure.
A copy of the plan, created in 2011, detailing how the rebuild of the three waters and road infrastructure was to be coordinated with other utility operators.
Two people relaxing at Gap Filler's first project at 832 Colombo Street.
Volunteers setting up at Gap Filler's first project at 832 Colombo Street.
A shed on at Gap Filler's first project at 832 Colombo Street.
Volunteers setting up at Gap Filler's first project at 832 Colombo Street.
A man performing at Gap Filler's first project at 832 Colombo Street.
A man performing at Gap Filler's first project at 832 Colombo Street.
Decorated furniture in the Words of Hope project.
A baking stall at Gap Filler's first project at 832 Colombo Street.
A group of teenagers at Gap Filler's first project at 832 Colombo Street.