An Indicator System for Evaluating Operation and Maintenance Management of Mega Infrastructure Projects in China

Abstract

Mega infrastructure projects provide a basic guarantee for social development, economic construction, and livelihood improvement. Their operation and maintenance (O&M) management are of great significance for the smooth operation and the realization of the value created by the projects. In order to provide an approach for effectively evaluating O&M management, this study develops a holistic indicator system using a mixed-review method from the national macro perspective in China. In this study, literature analysis, policy texts, expert interviews, and grounded theory were used to collect relevant data at home and abroad, and establish an initial evaluation indicator system with 23 indicators covering two dimensions and five aspects. Then the questionnaire survey and factor analysis were used to score and categorize the indicators, and finally an evaluation indicator system for O&M management of mega infrastructure projects was formed. The results show that social relations, environmental benefits, macro policy, and operational capacities play an important role in the evaluation of the O&M of mega infrastructure projects. This study helps the management team to avoid negative impacts in the O&M management of mega infrastructure projects and lays a theoretical foundation for future research. The indicator system in this study is based on the Chinese context, and it remains to be verified whether the indicator system is applicable to other countries due to the differences in political and cultural backgrounds in different regions.

An Empirical Analysis of Barriers to Building Information Modelling (BIM) Implementation in Wood Construction Projects: Evidence from the Swedish Context

“…As technology has advanced in recent years, the use of BIM has proven to be an innovative, useful, and effective factor in the development of sustainable projects [19][20][21]. The benefits of BIM have been recognised, particularly in the processes of design, performance assessment, visualisation, management, and, more recently, the operations and maintenance of the project [22][23][24]. However, despite the continuous increase in the use of BIM, the anticipated gain from the investment has not yet been perceived [25,26].…”

“…Previous literature has revealed that BIM is not fully utilised and adopted in the industry, despite the realisation of the potential and opportunities that BIM offers for construction projects [17,23,29,51]. The existing literature also revealed an obvious lack of studies focusing on identifying the level of BIM implementation in the wood construction industry in general and in Sweden in particular.…”

Study on the Influencing Factors of Online Learning and Its Operation Mechanism among Chinese College Students during the COVID-19 Pandemic—An Empirical Analysis Based on a Mixed Method

“…We obtained a standardized reliability coefficient value of 0.958, which was more than 0.9, and the KMO (Kaiser–Meyer–Olkin) value was 0.953, which was more than 0.8 [ 22 ]. Bartlett’s sphericity test reached a significance level ( p < 0.0001) [ 23 ], indicating that the sample size was adequate. Next, we tested the reliability and validity using the AMOS 22.0 software to conduct structural equation modeling and hypothesis testing.…”

Megaproject Management Research: The Status Quo and Future Directions

“…The operation and maintenance (O&M) phase is considered an important part of a project's whole lifecycle, which provides effective operational assurance for megaprojects [47]. Although the dramatic increase in the number of megaprojects has yielded considerable socioeconomic benefits, the long-term impacts of O&M management [55,73], such as high energy consumption, high pollutant emissions, and personal hazards, on environmental, economic, and societal problems cannot be ignored during the O&M phase [74,75]. Therefore, researchers have adopted different perspectives to explore and resolve problems during O&M management, including environmental performance [76], social responsibility [63], the evaluation of O&M management [75], and sustainability megaprojects [77].…”

“…Although the dramatic increase in the number of megaprojects has yielded considerable socioeconomic benefits, the long-term impacts of O&M management [55,73], such as high energy consumption, high pollutant emissions, and personal hazards, on environmental, economic, and societal problems cannot be ignored during the O&M phase [74,75]. Therefore, researchers have adopted different perspectives to explore and resolve problems during O&M management, including environmental performance [76], social responsibility [63], the evaluation of O&M management [75], and sustainability megaprojects [77]. Specifically, O&M management also faces the constraint of cost, capacity, and quality [78], and such problems should be solved in four aspects in the early phases of planning, design, and development: financial, structural, managerial, and training aspects.…”