Managing the needs of end‐users in the design and delivery of construction projects

Abstract

Purpose The two‐fold purpose of this paper is identifying areas of difficulty in managing the needs of end‐users in the course of the design and delivery of construction projects and suggesting possible solutions. Design/methodology/approach The focus of the paper is the interaction between three principal parties: end‐users, project leader (a selected end‐user) and facility planner (a facilities professional). The context is two projects in the public sector: a university and a hospital. The end‐users of both are known from the start and participate in the whole process. The paper is based on a case study comprising 12 interviews – seven end‐users and five professionals. Findings The research shows that during the project's design and delivery, communication and attitudinal problems have to be managed alongside the inherent difficulty of understanding end‐users' real needs. To help in managing these issues, facility planners relied heavily on pedagogical and behavioural skills, rather than formalised methods as found in the literature. Practical implications The findings highlight areas of difficulty for managers and planners and how these areas were handled in practice. Suggestions on how to resolve some of the areas are presented and discussed. Originality/value Much of the research related to managing end‐users focuses on how to extract value from the construction process, for instance providing greater flexibility and improved air quality. This paper concentrates on relations between parties who are central to the briefing, design and delivery process

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