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Bhagwat, K and Venkata Santosh Kumar, D (2022) A systematic review of construction safety research: quantitative and qualitative content analysis approach. Built Environment Project and Asset Management, 12(2), 243-61.
Chipozya Kosta, T, Muleya, F and Phiri, E (2022) Demystifying performance difference between local and foreign contractors through organisational culture. Built Environment Project and Asset Management, 12(2), 325-44.
Henry Duncan John, M, Amoah, C and Ayesu-Koranteng, E (2022) Causes of road projects' delays: a case of Blantyre, Malawi. Built Environment Project and Asset Management, 12(2), 293-308.
Heravi, G, Taherkhani, A H, Sobhkhiz, S, Mashhadi, A H and Zahiri-Hashemi, R (2022) Integrating risk management's best practices to estimate deep excavation projects' time and cost. Built Environment Project and Asset Management, 12(2), 180-204.
Jayantha Wadu, M and Maqsood, T (2022) Transport infrastructure, accessibility and residential property values: evidence from Hong Kong. Built Environment Project and Asset Management, 12(2), 163-79.
Kaluarachchi, M, Waidyasekara, K and Rameezdeen, R (2022) Antecedents of noise pollution control behaviour of employees of construction companies. Built Environment Project and Asset Management, 12(2), 277-92.
Kamardeen, I (2022) Work stress related cardiovascular diseases among construction professionals. Built Environment Project and Asset Management, 12(2), 223-42.
Martek, I, Edwards, D J, Seaton, S and Jones, D (2022) An appraisal of Australia's approach to promoting urban sustainability. Built Environment Project and Asset Management, 12(2), 262-76.
Nguyen Van, D, Le Dinh, T and Tran, H-B (2022) Assessing stakeholder satisfaction in PPP transport projects in developing countries: evidence from Vietnam. Built Environment Project and Asset Management, 12(2), 309-24.
Nyamagere Gladys, S, Rwelamila, P D and Gimbi, J J (2022) A conceptual framework for managing post-disaster reconstruction projects in emerging economies: the case of Angola. Built Environment Project and Asset Management, 12(2), 205-22.
Stanitsas, M and Kirytopoulos, K (2022) Underlying factors for successful project management to construct sustainable built assets. Built Environment Project and Asset Management, 12(2), 129-46.
Zeb, J (2022) A level of service framework for service-centric asset management planning. Built Environment Project and Asset Management, 12(2), 147-62.
- Type: Journal Article
- Keywords: level of service; performance management; asset management; municipal finance; continuous improvement; decision making; human resources; quality standards; infrastructure; water mains
- ISBN/ISSN:
- URL: http://dx.doi.org/10.1108/BEPAM-12-2020-0192
- Abstract:
The purpose is to develop and implement a systematic approach to define the level of service (LoS) consistently and efficiently. The framework will assist professionals to make decisions based on service performance and transform to a service-centric decision-making paradigm in the domain of asset management. A three-step approach is used to develop the framework. A comprehensive literature review is conducted (Step 1), which is followed by a discussion with experts (Step 2). Based on the desktop review and field discovery, the framework is developed and implemented (Step 3). The framework represents key components in four phases. The first phase identifies the potential service customers. The second phase defines the customer values and LoS measures at three levels: organisation, customer and technical. Implementation is done in the third phase, whereas monitoring and evaluation as part of continuous improvement are accomplished in the fourth phase. The challenges of this research work are categorised as follows. Strategic challenges focus on the awareness and alignment of strategic goals. Informational and financial challenges discuss non-availability of related information and cost-effectiveness of data collection, respectively. Human challenges discuss the availability of adequate human resources with an adequate skill set. Others discuss the non-availability of defined processes and procedures. Theoretically, the framework represents key performance management concepts to develop an integrated approach to define the acceptable LoS effectively. Practically, professionals can use the framework to define the LoS consistently and efficiently. Existing guides and frameworks represent a set of performance management concepts; however, these do not specify an integrated approach to define, align and integrate the LoS or performance goals. The proposed framework is developed to fill this gap.