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Articles, UC QuakeStudies

A copy of a letter from Hugo Kristinsson which was sent to Prince William, the Duke of Cambridge, on 2 March 2014 . The letter was sent on behalf of Empowered Christchurch, as a response to the letter read by the Prince at the official Civic Memorial Service on the 22 February 2014. Kristinsson thanks the Prince for his letter and updates him on the progress of the rebuild. He expresses his respect for King George VI and Queen Elizabeth for their compassion in the early 1940s to the victims of bombing raids during the war and acknowledge's Prince William and Prince Harry's philanthropy through The Royal Foundation of the Duke and Duchess of Cambridge and Prince Harry and The Princes' Charities Forum. Lastly he implores the Prince and the Duchess of Cambridge to visit residents from the 'low-lying seaside side of the city' who 'feel that their plight has been trivialised by the authorities in favour of prestigious big-budget projects'.

Research papers, University of Canterbury Library

We present ground motion simulations of the Porters Pass (PP) fault in the Canterbury region of New Zealand; a major active source near Christchurch city. The active segment of the PP fault has an inferred length of 82 km and a mostly strike-slip sense of movement. The PP fault slip makes up approximately 10% of the total 37 mm/yr margin-parallel plate motion and also comprises a significant proportion of the total strain budget in regional tectonics. Given that the closest segment of the fault is less than 45 km from Christchurch city, the PP fault is crucial for accurate earthquake hazard assessment for this major population centre. We have employed the hybrid simulation methodology of Graves and Pitarka (2010, 2015), which combines low (f<1 Hz) and high (f>1 Hz) frequencies into a broadband spectrum. We have used validations from three moderate magnitude events (𝑀𝑤4.6 Sept 04, 2010; 𝑀𝑤4.6 Nov 06, 2010; 𝑀𝑤4.9 Apr 29, 2011) to build confidence for the 𝑀𝑤 > 7 PP simulations. Thus far, our simulations include multiple rupture scenarios which test the impacts of hypocentre location and the finite-fault stochastic rupture representation of the source itself. In particular, we have identified the need to use location-specific 1D 𝑉𝑠/𝑉𝑝 models for the high frequency part of the simulations to better match observations.

Research papers, The University of Auckland Library

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.