Abstract
| Original language | English |
|---|---|
| Pages (from-to) | 502-512 |
| Number of pages | 12 |
| Journal | Facilities |
| Volume | 18 |
| Issue number | 13/14 |
| DOIs | |
| Publication status | Published - 2000 |
| Externally published | Yes |
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Strategic Needs Analysis: its Role in Brief Development. / Smith, Jim ; Jackson, Norm.
In: Facilities, Vol. 18, No. 13/14, 2000, p. 502-512.Research output: Contribution to journal › Article › Research › peer-review
TY - JOUR
T1 - Strategic Needs Analysis: its Role in Brief Development
AU - Smith, Jim
AU - Jackson, Norm
PY - 2000
Y1 - 2000
N2 - A great deal of international research has been focussed on the client briefing stage of projects and facilities. The authors have studied this research and propose a method of advising clients at the strategic or pre‐design stage. This approach is termed strategic needs analysis. This technique analyses and reviews client objectives, proposes alternatives and confronts participants with making choices. A case study based on testing the technique in Melbourne, Australia, is presented. Management briefings, participant selection, interactive workshops, and the use of neural network‐based software forms part of the structure for strategic decision making. Facilities managers can provide vital information to this process and inform decision making at this critical stage. The role of the construction disciplines in this process is discussed and the new skills required by this profession are presented.
AB - A great deal of international research has been focussed on the client briefing stage of projects and facilities. The authors have studied this research and propose a method of advising clients at the strategic or pre‐design stage. This approach is termed strategic needs analysis. This technique analyses and reviews client objectives, proposes alternatives and confronts participants with making choices. A case study based on testing the technique in Melbourne, Australia, is presented. Management briefings, participant selection, interactive workshops, and the use of neural network‐based software forms part of the structure for strategic decision making. Facilities managers can provide vital information to this process and inform decision making at this critical stage. The role of the construction disciplines in this process is discussed and the new skills required by this profession are presented.
U2 - 10.1108/02632770010357926
DO - 10.1108/02632770010357926
M3 - Article
VL - 18
SP - 502
EP - 512
JO - Facilities
JF - Facilities
SN - 0263-2772
IS - 13/14
ER -