Earthquake risk management of civil infrastructure: integrating soft and hard risks - Seismic Risk Analysis and Management of Civil Infrastructure Systems - page 244

Procuring a
new building
-

(B)
Managing
the business
-

(C)
Handing
client needs

(I)
Integrating
the teams

(D)
Delivering
the building
-

(O)
Operating
the building

(R) Complying
with
regulations

Making the
business
case

Managing
the
construction

Managing
legal/contract-
ual issues

Setting the
budgets

Deciding
on retrofits

Managing
the design

- -

(B) Managing
the design
budget

(C)
Satisfying
client needs

(I)
Integrating
the design

(O)
Designing
the building

(D) Maintaining
the design
preocess

(R) Ensuring
regulatory
compliance

Fig 9.6

-

issue

Performing
conceptual
design

Performing
detailed
design
-

-

Analysing
structural
safety &
reliability

Considering
how building
may be
constructed

Producing
spec &
contracts
docs

Ensuring
good
layout & form

Checking
suitable
materials

Deciding the
demands/
loads

Obtaining
product
information

Analysing
structural
response

Checking
ductility

Checking
stiffness

Checking
foundations

- -

Choosing
the
analytical
model

Checking
the
results

Calculating a
notional
safety level

Deciding
on its
acceptability

Checking
vulnerability
of form

Doing the
calcs

-

Idealising
the
structure

Choosing
suitable
parameters

Performing
the calcs

9.4 Some processes for procuring a building.

includes the very top process which is 'Procuring a new building'. The meth-
odology facilitates the integration of information of many types from mea-
surements to expert judgement. It is important to stress that the system is
dynamic, i.e. it is constantly changing. Although we have not yet imple-
mented a system on a project management internet or intranet, it is antici-
pated that the model could be available as read only; all players in the
project with write access for process owners can change the data concerning
their own processes as and when required. In this way, all players can see
the effects of changes on the project in detail and as a whole. The system
enables the sharing of information - say through a hand-held device avail-
able on site. The whole system then acts as a decision tool to inform deci-
sions about priority actions.
Note that Fig. 9.4 includes all processes - both soft and hard. In other
words, the model is not restricted to the physical building but includes all
relevant information of all kinds. The pedigree of the information clearly
varies enormously and that is catered for through the input data. Thus if a
diffi cult judgement which is necessarily imprecise is put alongside informa-
tion from a precise measurement or calculation then this can be allowed