https://doi.org/10.24928/2023/0167

Managing User Requirements in Social Housing Upgrading

Samira Awwal¹, Patricia Tzortzopoulos², Mike Kagioglou³ & Joao Soliman-Junior⁴

¹PhD Researcher, Innovative Design Lab (IDL), University of Huddersfield, UK, [email protected] , orcid.org/0000-0001-7771-1511
²Professor, Head of Department of Design and Built Environment, Director, Innovative Design Lab (IDL), School of Arts and Humanities, University of Huddersfield, UK, [email protected] , orcid.org/0000- 0002-8740-6753
³Professor, School of Engineering, Design and Built Environment, Western Sydney University, Australia, [email protected] , orcid.org/0000-0003-3521-1484
⁴Lecturer, Department of Design and Built Environment, School of Arts and Humanities, University of Huddersfield, Huddersfield, UK, [email protected] , orcid.org/0000-0002-8089-8628

Abstract

User requirement management is essential to improve value generation in construction projects. Requirements management is also vital in the context of social housing upgrading/retrofit projects, as such projects generally involve a poor consideration of user needs. Design science research is adopted to propose a process model to support the identification of user needs in the social housing upgrade context. Data was gathered through an empirical study carried out in an upgrading project in the UK. The model includes the use of BIM (Building Information Modelling) based tools. The model can help elicit users’ needs and values through a participatory approach and the early inclusion of stakeholders in design decision-making. The process model contributes to an improved approach to managing user requirements, which will promote better value generation through retrofit projects.

Keywords

User requirements, social housing upgrading, process model, building information modelling.

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Reference

Awwal, S. , Tzortzopoulos, P. , Kagioglou, M. & Soliman-Junior, J. 2023. Managing User Requirements in Social Housing Upgrading, Proceedings of the 31st Annual Conference of the International Group for Lean Construction (IGLC31) , 1072-1081. doi.org/10.24928/2023/0167

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