Construction equipments are an integral part of the present day building commercial as they support the process and bring in efficiency in edifice work.� The asset management is therefore required to realise a balance between the helpfulness of the construction equipment on one hand and its maintain its cost effectiveness on the other hand�(Abiodun, 2009). Thus asset management helps in the keeping the assets that is construction equipment in our research to stay updated, effective and efficient enough to support the building process�(Hillson, 2009). This way the projected goals, objectives and expected outcome and benefits are realised through integrated asset management of the construction equipment�(Strutt et al., 2006). The control of the building process and its completion in the stipulated time frame and staying in financial constraints becomes possible. The efforts are therefore made to realise value to the commercial through efficient control and maintenance of the construction equipment�(gfmam.org, 2011).

1.2 Research motivation:

The research motivation is received from academic backgrounds which require me to complete this project that consists of the reflection about the learning�s of my course. This way I will be able to depict the level of understanding that is gained during academic learning years. The research motivation is also realised from the happenings me which has been better accessed by me due to the ability to understand and apply the learnt academic learning�s in practice. The associated problems with managing construction equipment�s include care for wear and tear, reviewing the status of the machinery at regular intervals, oiling and greasing of mechanical parts regularly. Efforts are therefore made to identify the reason for the asset management and how they are connected with asset management for example their acquisition, operation, maintenance and disposal strategies.

1.3 Research aims and objectives:

The research aims is to provide a basis for understanding to the level of maturity in terms of managing construction equipment�s. The research objectives include the followings.

a. To understand the underlying theory and concept of asset management, construction equipment and maturity model.

b. To analyze and synthesize the present practice and applications of the concepts of asset management, construction equipment and maturity model.

c. To identify the practice gap and develop an integrated asset management maturity model.

1.4 Research questions:

The research questions include the followings.

1. What are the various uses of maturity model in different sectors and industries?

2. What are the different component and different key process areas for managing construction equipment?

3. What are the top internal factors that affect the maturity model applications?

4. What are the top external factors that affect the maturity model applications?

5. Why is asset management needed and how it is applied in the present day world?

6. What are the modes and methods of construction equipment management?

1.5 Scope of research:

The scope of the research is for the road construction equipment. The internal and external stakeholders both are actually interested in getting more information about the road construction equipment as their efficiency and effectiveness can bring in safety to the employees and efficiency in regular work. The internal stakeholders include the employees of different construction companies and managers who are entrusted with the work of safety application and work support decision making process. The research scope also includes the interest of stakeholders, government agencies and common people. The stakeholders would like to seek for the safety guidelines and applications in the work process so that the long terms financial gains are secured within the establishment. The government agencies will take interest as they have to ensure the safety and health related guidelines in applications at the work place. Finally the common people including society and researchers will review at the present methods of securing the life and health of the employees working in the construction companies.

1.6 Thesis structure:

The thesis structure will include of different chapters. The chapter 1 includes of introduction, background, research motivation, research aim and objectives, research questions and scope of research. The chapter 2 will consists of literature review which will concentrate on introductions and later other details about asset management, construction equipment, capabilities for construction equipment, maturity model. Also a brief history of the maturity model along with its uses in different sectors and industries will be discussed. The chapter 2 will also consists of various categories, structures and components of maturity model. The various key process areas for managing construction equipment and its various key attributes for defining maturity levels will also be discussed. Chapter 3 will consists of the introduction to methodology along with the methods used for making research including the qualitative and quantitative methods.� The information about the systematic literature review will also be made in this chapter. Finally the data collection, data analysis and summary will be displayed in the end of this chapter. The chapter 4 will consists of the analysis of the data inputs. The chapter 5 will consists of discussion and chapter 6 will have conclusion.

Chapter -2: Literature review.

2.1 Introduction:

According to Brown et al. (2012), the asset management is actually required in construction industry because it helps in assessing and analyzing the present status and support the future decision making. Therefore asset management helps in addressing the needs of the commercial and applies decision support tools that could help in identifying the challenges for maintenance, repair and renewal of the asset at different point of time�(Brown et al., 2012). The tools of asset management therefore suggest the integration of the existing system with the new age computerized system of management including the features of geographical information system and corporate legacy system to make more efficient and effective decisions. In the recent research the amount of built assets related to construction of tunnel construction has been on the rise since year 1990. It has reached the level of $100 billion per year till 2000 and till 2010 it reached the mark of $250 billion per year�(Vanier, 2001). The similar trend has been expected to be followed in the coming years. Various methods of capital renewal are also followed at various times such that the cost of construction and its maintenance can be easily being calculated.� It is projected that in United States alone the maintenance, repair and capital renewal has reached nearly $2,500 billion in year 2010 and the similar trend is expected to be followed in the year that has to come. Therefore to develop infrastructure in big cities of different countries decision support tools are required which are available through Asset Management Tools Applications for managing construction equipments (Vanier, 2001).

According to Yuki (1989), there are actually three kinds of planning horizons including operational, tactical and strategic horizons. The operational time horizon is limited up to two years of time frame. The tactical horizon limits between two to five years of time. Finally the strategic horizons start from 5 years onwards. This way the strategic horizons are set for long term benefits and gains to the establishment, while the operational horizons are meant to gain short term benefit (Yuki, 1989).

2.2 Asset Management:

Asset management actually stands for the balancing of the various factors such as balancing of costs, opportunities and risks related to normal commercial operation through the application of the desired performance of the asset with a view to realise an projected goal and objective of the establishment. Therefore Asset management deals with the effective managing, controlling and handling of the different assets of the establishment that can be used to improve productivity, realise economies of scale and various other benefits associated with the development and growth of the commercial�(Ferragut & McNeil, 2008). The fundamentals of the asset management are therefore to create value for the commercial through maximum exploitation of available resources. Also it deals with the alignment of the commercial process towards the realisement of particular goal which is taken into consideration after the technical, financial decisions, plans and activities�(InternationalStandards, 2014). Hence efforts are made through effective leadership to deliver the desired roles and responsibilities through the actual application of the assets so that the assurance of quality outcome and target output can be realised. The elements of the asset management system therefore include the followings.

Figure 1: Fundamentals of Asset management. (TheBritishStandardInstitution, 2014)

The basics behind the asset management consists of answering six �what�s� which include the followings.

a. What do you possess?

b. What is it value?

c. What is the postponed maintaining?

d. What are its conditions?

e. What is the outstanding service life?

f. What do you secure first?

The above six questions needs to be answered as they help in defining the asset as well as the need of the assets and its worth to the establishment. Also the kind of asset and the expenditure that are required to be made as deferred maintenance is also seemed through the process such that the most desirable outcome is finally realised�(NavmanWireless, 2010).

According to Strutt et al. (2006), the various benefits of asset management include the followings.

1. It helps in improving the financial improvement of the establishment.

2. It brings in higher return on investment.

3. It assists in bringing down the cost of production by gaining various types of economies of scale.

4. It benefits by preserving asset value without making any kind of sacrifice through the long run or short run realization of corporate goals.

5. It supports the decision making process by making effective analysis of the costs, risks and opportunities linked with the project.

6. It helps in balancing financial risks and losses.

7. It improves in health and safety related applications in the establishment to ensure safety of the employees.

8. It supports in reducing liabilities including insurance, fines and penalties.

9. It helps in building good will and a good reputation of the establishment.

10. It supports the improvements in output and performance of the overall establishment work process.

2.3 Construction Equipment:

Construction management is actually applied with the view to realise low cost inputs, long term gains, flexibility and easy output from the construction equipment. Various kinds of construction equipment�s can be displayed as follows.

2.3.1 Wheel Loader for Tunnel Application:

Figure 2: Wheel Loader for Tunnel Applications (Ferragut & McNeil, 2008)

It is a cab design that is specifically developed for tunnel construction. It also has plastic-coated safety glass and four working lights back. It have hinged removable from outside. Also it consists of tilt cylinder guard. The other things that are comprised are rear bumper, diesel particle fliter beneath cladding. An Perceptible reversing warning device is also installed in it.

The way of its working includes the followings.

Figure 3: BP-Tunnel, year 2010 (NavmanWireless, 2010)

2.3.2 Typical Modern Excavator.

Figure 4 Typical Modern Excavator (Ferragut & McNeil, 2008)

The above image is of the excavator which is actually heavy apparatus that consists of the capacity of boom, container and cab on spin platform. The house sits atop an under carriage with tracks or wheels. All movement and functions of the excavator are proficient through the use of hydraulic fluid, be it with rams or motors.

2.3.3 Compact Wheeled Excavator

Figure 5: Compact Wheeled Excavator (gfmam.org, 2011)

The compact wheel excavator is used for excavating the site so that the desired movement of the earth and soil can be made from the desired point so as to reproduce the process of construction.

2.3.4 JCB Backhoe Loader (MIDI CX).

Figure 6: JCB Backhoe Loader (Ganaway & Nick, 2006)

The purpose of this integrated chassis, designed to endure construction cycles for a better longer-term speculation than lighter weight tractor loaders. It travels at the speed of 17.5mph/28kph. It is also compact size which results in high machine operation around even the smallest sites. Also it has 4-cylinder 50hp (37.3kW) engine, powerful breakout forces and anti-spill mechanism that give superb loader performance

2.3.5 JCB ICX.

Figure 7: JCB ICX (Engineeringcivil.com, 2015)

The JCB ICX is just 1.4 meters wide and with the aptitude to turn on its own axis, can be operated in nearly any environment. It also has a low center of gravity improves stability for safer operations. The 1CX backhoe comes with full side-shift proficiency and with a reach of

over 3.38 meters.

2.3.6 ViO17.

Figure 8: Vio17 (Engineeringcivil.com, 2015)

The Vio17 has heft of 3,836 lbs and has the horsepower of 13.5. The digging Depth 7'7".

2.3.7 Paclain.

Figure 9: Paclain (Engineeringcivil.com, 2015)

It is a fully insulated and sealed operator cabin where the machinist cabin is attached to the body with rubber viscid mounts to decrease noise and vibrations. It also has sliding door window and opening glass casement. It also has the extremely active air-conditioning and heating system and model Number Bucket Capacity Rated Power Operating Weight.

2.3.8 TIPPER (DUMPER TRUCK)

Figure 11: Tipper Dump Truck (Engineeringcivil.com, 2015)

A tipper or dump truck (dumper truck) is a truck used for transporting loose material (such as sand, gravel or dirt) for construction. A typical dump truck is equipped with a hydraulically operated open-box bed hinged at the rear, the front of which can be lifted up to allow the

contents to be deposited on the ground behind the truck at the site of delivery.

2.3.9 Transfer Dump Track:

Figure 12: Transfer Dump Truck (Engineeringcivil.com, 2015)

A transfer dump is a standard dump truck which pulls a separate trailer which can also be loaded with aggregate (gravel, sand, asphalt, clinkers snow, wood chips, triple mix etc.)The second aggregate ampule on the trailer is powered by either an electric, pneumatic motor or hydraulic line. It rolls on small wheels, equestrian on rails from the trailer's frame, into the empty main dump (A)box. This maximizes payload capacity without forgoing the maneuverability of the standard dump truck. Transfer dump trucks typically haul between 26 and 27 tons of aggregate per load.

�

2.3.10 Hippo Tipper

Figure 13: Hippo Tipper (Engineeringcivil.com, 2015)

Hippo Tipper is a 238 PS @ 2200 rpm powered vehicle with a AL 680TCAC diesel engine. The vehicle comes with a synchromesh gearbox and a single plate dry type clutch. The vehicle is featured with nine forward and one converse speed gear. It has engine AL 680 TCAC Diesel with Max. Power 238 ps @ 2200 rpm and Max. Torque with 95 kgm @ 1300 - 1500 rpm. The Clutch Single plate dry type clutch of 420 mm dia and clutch 9 forward and 1 reverse Synchromesh Gearbox. The Suspension Semi elliptic leaf springs in front and rear with Brakes Dual line full air Wheelbase 4572 mm.

2.4 Key process areas and challenges for managing construction equipment:

A recent research conducted by Felsite (2010) on 310 commercial leaders in the construction and heavy asset industries in New Zealand and Australia depicted the present day status of the asset management application in the construction and heavy industry commercial. The 256respondents were from Australia and 54 respondents were from New Zealand. The key process areas for managing construction equipment include the followings.

1. Top internal challenges to construction and heavy asset companies.

Figure 14: Top internal challenges to construction (NavmanWireless, 2010)

A number of internal challenges are identified through the research which showed that operational efficiency is among the top internal challenge which is accepted by 58% of the respondent. This challenge is followed by lack of people and lack of skill in them which was accepted as key challenge by 41% people.

2. Top external challenges:

Figure 15: Top external factors affecting commercial (NavmanWireless, 2010)

The top external factor identified by the research includes labor costs which are accepted as a challenge by 55% of the respondent. This is followed by rising production costs and rising energy cost which got equal respondent views of 43%.

2.4.1 Key process areas for managing construction equipment:

Construction and heavy asset industry use energy

Figure 16: Use of energy by construction and heavy industry�(NavmanWireless, 2010)

The use of energy is also among the key factor identified by the research. It is found that construction fleet fuel consumes lesser energy and has been graded as the second in the last by the respondent by giving only 14% for energy consumption�(NavmanWireless, 2010).

2.4.2 Key attributes for defining maturity levels:

A number of key attributes has been identified by Prosci Inc (2012). The key attributes for the maturity levels include the followings.

a. Leadership.

Leadership is a key to success in every establishment. Efficient leadership actually ensures that the establishment�s human resource is deployed at the right time at the right place for the projected outcome. This way leadership ensures that the human resources are arranged such that the establishmental objectives are met in time. Also the trust and team spirit develops between the employees which can help in increasing the efficiency of the employees at work�(Prosci, 2014). The various methods of achieving the maturity level outcome through leadership submissions include the followings.

1. Communication between leaders.

Communication between leaders helps in discussion over the establishment objectives, roles and authorities of employees and expectations of the employees. This way a synergy effect is observed in policy formulation that enhances the ability of the human resource, allocates the available resources up to maximum levels and clearly states and conveys establishment objectives to other employees in the establishment�(Armstrong, 2006).

2. Vision for the change deployment plans.

The vision for the change deployment plans include the bringing the change management process in action in the establishment through which the new policies and procedures can be applied in the establishment which could give the desired level of outcome and gains for the establishment. This way the efficient leadership helps in the deployment of the best human resource at work such that any halt in the process is avoided and on time completion of the project is finally realised.

3. Making financial arrangements for change management process.

The making of financial arrangements for the change management process can be applied through efficient leadership which ensures that the required level of finance is made available in the establishment which is actually meant to bring in more productivity of human resource at work. This way the budget regarding the change management process application is passed from the higher management by the leader as he has the authority to do so. Therefore the right amount for the right work is deployed such that the change management process is finally applied in the establishment�(Berfenfeldt, 2011).

4. Decision making and team work applications.

Leadership helps in decision making in a more efficient manner. The leaders actually takes the view of the actual and ground level situation and accordingly suggest the higher level management in the decision making process. These way efforts are made to affect the decision making such that the interest of the employees as well as the establishment is not compromised. Also the efficient leadership style helps in applying team work in application so that the trust and faith between the human resources can develop and high end gains and profits can be reaped for the establishment.

5. Leadership review for the application of the change management practice.

Leadership review in itself is made for the application of the change management process. This way the leadership itself is tested and appropriate changes are brought in so that the change process is applied.� These way efforts are made to review the source of the change management process through review of the methods and style of leadership and bringing appropriate changes in them�(Tinglinag et al., Spring 2013 Vol 15 Issue 2).

b. Applications for asset management.

Applications for asset management can be of many kinds which can be applied to realise the anticipated outcome for the establishment. These applications ensure that the project completes on time and meet the target goals and objectives. The various methods of achieving maturity level outcomes through applications include the followings.

1. Applying structured change management programs.

The structured change management programs can offer a stage or level methods which could be used and followed to bring in changes in the establishment such that the project completion is realised in the end. These structured change management therefore brings in changes at different levels such that the efficiency in the production function and completion in the project can be realised within the projected time frame. Therefore applications can help in developing the structured change management process such that a step by step method can be applied to realise the desired outcome from the establishment�(Zhou et al., 2008).

2. Developing methods and tools for applying change management.

The applications help in developing methods and tools for the change management process. These tools can be policies, procedures and guidelines which can be followed and instructed to the employees such that they give out better outcome and great results to the establishment.

3. Clarifying the type of project and applying appropriate tools for managing workforce in the establishment.

The applications can support in the clarifications of the type of project and also help in applying appropriate tools for managing the workforce in the establishment. These way efforts can be made to realise higher level of output and gains for the establishment through new applications that applies change in the commercial operation.

4. Resource, budget and funding done as per the change management plans.

Applications can help in fixing budget, applying resources and funding change management plans as per the requirements of the commercial. Hence the commercial can realise the correct level of funding and outcome from the inputs made by the applications that are actually meant to support the change management plans for the realisement of high end goals and objectives�(Oribabor, 2009).

5. Application of the change management process and identifying deliverables.

The applications can help in the smearing of the change management process through the identification of the deliverables that are actually meant to realise target goals and objectives for the establishment.

c. Competencies for maturity level outcomes:

According to Prosci Inc (2012), the various methods of achieving maturity level outcomes through competencies include the followings.

1. Appointing the best PR actioner for change management program.

The competencies can be added in the establishment through the appointment of the best PR actioner for the efficient application of the change management program. This way the appointment of the new and most deserving candidate for the job of applying change management process can help in quick and easy realisement of the target goal of applying change management system within the establishment.

2. Taking the sponsorship of the team leaders.

The competencies developed in the establishment can be appreciated through the taking up of the sponsorship of the team leaders who actually could support the change management process through the formal disbursal of the roles and responsibilities assigned with equitable formal powers and authorities to apply change.

3. Coaching applied for the change management applications.

The coaching applied for the change management applications can help in bringing in competencies in every single individual in the establishment. These coaching sessions can actually bring in the required competencies in the human resource at different levels such that the desired level of skills and abilities are added and the desired level of outcome and gains can be realised�(Tinglinag et al., Spring 2013 Vol 15 Issue 2).

4. Manager and supervising assisting in the change process.

The competencies in the human resource at the higher and middle level management can actually help in managing and supervising the change process through formal assistance. This way the managers and supervisors can facilitate the change process through the application of the change management process at the employees level by offering their support and assistance to bring in the change in the overall commercial operation and execution methods followed within the establishment.

5. Training and development programs to enhance the change process.

Competencies can be developed in the employees at different levels and stages through the application of the training and development programs that are actually meant to enhance the change process. The change process therefore can be realised through the formal training and development programs to improve the productivity of labor and add in required skills so that the performance and output can both be appreciated�(McAfee, 2002).

d. Standardization.

The various methods of achieving maturity level outcomes through standardization include the followings.

1. Applying the standard approach for the application of the change management.

2. Making provisions for the application of the change management tools.

Different provisions can be applied for the application of the change management tools through the effective standardization followed at the workplace. This way the provisions can take the shape of necessities or pre-requisites that are required to be followed as part of the formal process such that the change management process is applied and the appreciated way of working is followed within the establishment that could actually bring in improved productivity and outcome from the human resource�(Oribabor, 2009).

3. Creating environment for continuous improvement programs in action.

Standardization can create a healthy and favorable environment for the continuous improvement program to come into action. This way the establishment could appreciate its resource capabilities and work towards the improvements of the work environment such that the trust and high output gains can be easily realised in the establishment.

4. Establishing change management office to review the process and make changes accordingly.

Standardization helps in establishing the change management office to review the process and make change accordingly. This way a particular authority is developed within an establishment which supports the change management process and even review the level and extent of change process in application. Therefore the change management offices use its authority to apply the changes and remove the obstacles that could actually bring in halt or problems in the application of the change management programs.

5. Integrating the projects with delivery process to get the best outcome.

Standardization helps in integrating the projects such that the delivery process is followed in a particular and well accepted format and the desired best outcome is finally realised. Thus various factors and functions are brought under alignment such that the efficiency and effectiveness of the commercial operation can be realised and better performance and gains can be expected in future�(Obisi, 2006).

e. Socialization.

The various methods of achieving maturity level outcomes through socialization include the followings.

1. Preparing executive charter for building the change management capabilities and competencies.

Socialization could support the process for preparation of the executive charter meant for building the change management capabilities and competencies in an establishment. Therefore efforts are made to bring in change management process such that the efficiency of the employees is increasing by removing the various drawbacks and achieving higher gains through improved capabilities, skills and efficiency gained through the following of the socialization methods of working.

2. Applying shared definition of change management.

Socialization supports the application of the shared definition of the change management. That is the establishment employees at different levels and posts come together on one platform to discuss the methods and applications that should be applied and accepted to bring in desired changes in the work process such that the required level of output is realised in the end.

3. Reinforcing change management applications.

Socialization not only supports the change management applications but also helps in its reinforcing such that the halts and hindrances can be removed and the establishment abilities can be increased by manifolds to bring in higher level of profits and gains for the establishment.

4. Communicating the change management applications.

The communication of the change management applications is followed effectively through the socialization as it supports the idea of exchanging thoughts and views using various social media networking channels and methods. This way the ideas and suggestions are conveyed and synergy effect is realised through the efficient application of the change management application through effective communication. The formal and informal communication strategies used in the establishment can also support the change management process and brings in consensus for the acceptance and application of the change management program�(Hahtela et al., 2014).

5. Understanding the change management within the establishment.

Socialization supports discussion which in turn helps in understanding the change management process within the establishment. Therefore the change management process can be appreciated and applied more effectively when the employees of the establishment agrees upon the particular change management policy and supports the idea of bringing change in the process such that the desired level of competencies is developed in the human resource and the formal acceptance of the change management program is finally realised�(Bhuiyan, 2011).

2.5 Capabilities for Construction Equipment:

The asset management of the construction equipment has been applied by various countries around the world. �During the meeting of the Transportation Research Board (TRB), the task force from various countries came together in April 2005, with a view to scan the present status of the construction and infrastructure in accelerating innovations in their respective countries. The members were from the followings.

a. National Transportation agencies from England and New Zealand.

b. National rail provider from England.

c. Provincial DOTs from Alberta, Canada, New South Wales, Queensland and Victoria.

d. City transportation and infrastructure officials from Brisbane, United Kingdom and New Zealand.

These delegates along with some other participated in a scan team project of 17 days where they reviewed the progress and development of the infrastructure related construction project development. The evaluation identified the limited resources with the state governments, increasing demand for construction and infrastructure development and pressure on elected officials to give our results to the public.� It was therefore recognized that he asset management was needed in the construction as it helps in enhancing communication, increasing preservation of already owned asset, helps in managing the assets and reviewing the old assets with the view to identify the need for renewal. The evaluation suggested the construction management capable of showcasing asset management for safety, maintenance, developing utility, adding quality outcomes and apply quality and performance measures�(Cagno et al., 2011).

2.6 Maturity Model:

With the changing commercial environment, the need for applying change in the management system is required so that the competencies can be realised in the commercial that could actually result in achieving the consistent growth and development of commercial in the highly competitive commercial environment�(Aasland et al., 2010). Hence a Prosci Change management Maturity Model has been developed which could help the establishment to effectively manage the change process in the establishment by effectively dealing with the employee resistance and various other factors that halts the change process. The five levels of establishment maturity in managing people has been identified which include the followings.

Level 1: Absent or Ad hoc:

In this first level of the Prosci Change Management Maturity Model, there exists no change or little change in the management plans. This occurs when people are unable to bring changes without the development of any formal plan which needs to be applied by the high level management. The outcome of such level of change management maturity model results in high rate of loss, fall in productivity and low turnover for the commercial.

Level 2: Isolated projects:

The second level consists of the some extent or levels of change management applied in the some particular projects. This kind of change practice actually acts as a pilot or short term application meant for testing. The application of different tactics is done in this level to get the desired outcome from one particular commercial project. The successful outcome will result in applying the change in establishment while the failure will result in halting the change process at the same levels only.

Level 3: Multiple projects:

The third level of applying Prosci Change Management Maturity Model reflects its application in multiple projects. This includes applying the comprehensive approach for managing the change process in different projects of the commercial. This way the establishment actually tries to bring in the change management process by applying it in executing short term projects. The motive here is to bring in earlier level of acceptance and depiction of outcome to other employees of the establishment.

Level 4: Organizational standards:

The fourth level of Prosci Change Management Maturity Model works for the selection and application of certain standards that could actually help in managing, leading and deploying change in the whole establishment. This is done by applying minimum standards that support the change process. Hence efforts are made to apply common approach which could benefit the commercial as a whole.

Level 5: Organizational competency:

The last and fifth level is characterized by establishmental competency which is realised by applying the change management maturity model through continuous process of improvement. Thus change is actually brought at all levels in the establishment and exertion is made to realise competitive edge advantage in the market. The outcome of such process can show highest profitability realised by the establishment in the decades. Also the success rate of the project will increase due to higher responsiveness of the management due to the effective applying of the Prosci Change Management Maturity Model.

(Prosci, 2014)

2.7 Brief History of Maturity Model:

The maturity model was developed in year 1998 by the PMI Chartered through which global standards are set through the application of the CMM or Capability Maturity Model for software development. These standards therefore ensure the alignment of the commercial as per the target goals and objectives. The three elements included in the process include knowledge, assessment and improvement. The detailed description can be made about the maturity model in the followings.

2.7.1 Uses of Maturity Model in Different sectors and industries:

The various uses of maturity models in different sectors and industries include the following.

a. Setting up safety regulators that can create important implications for any establishment in different sectors.

b. It helps in managing health and safety related to risk.

c. It applies safety assurance based on the risk analysis.

d. It brings into action various safety assessments that could support the change steps for improvements in the safety implications in the establishment.

e. CMM or Capability Maturity Model can be applied at the initial stage to help in designing the course of action. That is the outlining of the key processes which could bring into application various kinds of safety precautions in the workplace.

f. It helps in supporting the risk based decision making process in the establishment.

(Strutt et al., 2006)

2.7.2 Categories of Maturity Models:

A. Capability Maturity Model:

CMM or Capability maturity model actually supports the idea of developing the capabilities of the employees within an establishment through the updating of the methods that are followed in the establishment on daily basis. Thus it offers a five level evolutionary path through which the establishment can improve and increase its abilities through the systematic application of the change process. It is therefore very similar to the international standards like ISO 9001 which are meant to describe and confirm the standardization followed in the establishment process for achieving high end gains and meeting target objectives.

The proficiency maturity model in application states that the UK safety regulators acts as an important method of managing the health and safety of employees at work. This is realised by the application of the risk analysis and formal safety assessment methods such that the change improvement steps can be applied and administered within the industry. The application fo the CMM or proficiency maturity model in this way supports the designing and regulating of the decision making policies and process that could actually deal with the potentials of environment risk management process.

Various laws are also enforced in this regard to deal with the safety and security of the employees at the workplace to apply safety at work. The HSE or Health Security and Environment Act and other safety and health regulations are developed overtime to realise high level of safety in the construction commercial in the United Kingdom. This safety is actually demonstrated by showcasing designs and applying standards of safety at work such that the employees working in the establishment can feel safe to work in an environment where all safety measures are applied and the health of the employeesare ensured. The keys safety management processes that are followed in this regard include the followings.

� Setting of safety requirements.

The setting up of the safety requirements at the work is important such that the life and health of the employees can be ensured safe in the establishment during the day to day working. The application of various safety measures and processes are required to be made such that the chances of failure leading to risk to life and health can be avoided at the maximum possible way�(Kerzner, 2009).

� Major hazard identifications and risk analysis.

The major hazard identifications and risk analysis helps in the effective safety management at work. This includes the review of the work procedures and the process of machines that is followed in the workplace. Therefore the review of these methods can help in the early identification of the chances that could lead to the eruption of a hazard that could affect the health and life of the employees in an establishment. The major hazard identification can be done as per the government laws and regulations which clearly states the methods that are required to be followed in an establishment such that the risk analysis made to avoid any future uncertain happenings that could lead to loss of life, body part and even affect health of the employees working near machines.

� Safety improvement and risk reduction.

Safety improvement and risk reduction is required to be done such that the precautionary measures can be applied in the work place that actually supports the safe working conditions. The safety precautions in the form of tools, techniques and clothing sense that could protect various body parts are required to be applied in the work place. This can not only avoid any chances of failure leading to health issue but could also acts as protection from the problem that may rise thereby decreasing the level of impact on the human resource.

� Safety assurance and independent checking.

The safety assurance and independent checking helps in review of the work situation such that the trouble causing work place methods and machines are identified well in advance. This way efforts can be made to remove the drawbacks and apply effective methods of safety measures at the work place such that the desired level of safety and precautions are administered at work and the employee health and life are both saved from the unhappy incident�(Hillson, 2009).

� Understanding and implementing technical standards.

The standardization helps in the application of the one common and standard approach for the application of the change management process. This include framing out policies and procedures that are followed with the objective to realise high end gains and objectives for the establishment through the formal method of working pre-set by the high level management for the application of the change management. The standard approach for the application of the change management process therefore could help in increasing the output and way of doing work on daily basis. Different provisions can be applied for the application of the change management tools through the effective standardization followed at the workplace. This way the provisions can take the shape of necessities or pre-requisites that are required to be followed as part of the formal process such that the change management process is applied and the appreciated way of working is followed within the establishment that could actually bring in improved productivity and outcome from the human resource�(Hillson, 2009). Standardization can create a healthy and favorable environment for the continuous improvement program to come into action. This way the establishment could appreciate its resource capabilities and work towards the improvements of the work environment such that the trust and high output gains can be easily realised in the establishment. Standardization helps in establishing the change management office to review the process and make change accordingly�(Barron, 2014). This way a particular authority is developed within an establishment which supports the change management process and even review the level and extent of change process in application. Therefore the change management offices use its authority to apply the changes and remove the obstacles that could actually bring in halt or problems in the application of the change management programs. Standardization helps in integrating the projects such that the delivery process is followed in a particular and well accepted format and the desired best outcome is finally realised. Thus various factors and functions are brought under alignment such that the efficiency and effectiveness of the commercial operation can be realised and better performance and gains can be expected in future�(Krishnan, 2014).

� Measuring and benchmarking.

The measuring and benchmarking can be followed with a view to apply the government suggested minimum standards such that the safety and health can be ensured at the workplace. The measuring can be done by comparing the outcome with the ideal level of projected outcome in terms of application of the safety measures such that the employees safety is ensured at the workplace. The benchmarking at regular intervals and at different stages helps in keeping a close review of the situation at the workplace such that the assessment of risk is made at regular intervals to avoid any unhappy incident to occur and affect the life and health of the employee�(Mwita, 2005).

� Recognition and handling of unconventional features.

The recognition and handling of the unconventional features in an establishment can help in identifying the problems and mishandling in advance which could ensure the safety application at work by recognizing the areas where the concentration is needed to apply safety measures and precautions. This way the application of the new and latest technological inputs is required to be made which could take over the unconventional feature and help the establishment in applying safety measures at the workplace�(Gill, 2002).

� Managing safety in the supply chain.

Managing of the safety in the supply chain is important such that the raw material purchased and later sold through the supply chain of procurement and physical distribution can ensure safety of employees and customers as well. That is the safety of employees can be realised when the raw material meets its required standards and therefore does not gives out side effects that could actually harm the interest of the employees working near machines to add value in the manufacturing process. On the other hand the customer who uses the final outcome are ensured with the safety of the product or service such that the output meets its safety guidelines and requirements�(Cagno et al., 2011).

� Managing design and management changes.

Managing design and management of changes can be effectively realised through the socialization process. Socialization could support the process for preparation of the executive charter meant for building the change management capabilities and competencies in an establishment. Therefore efforts are made to bring in change management process such that the efficiency of the employees is increasing by removing the various drawbacks and achieving higher gains through improved capabilities, skills and efficiency gained through the following of the socialization methods of working�(NavmanWireless, 2010). Socialization supports the application of the shared definition of the change management. That is the establishment employees at different levels and posts come together on one platform to discuss the methods and applications that should be applied and accepted to bring in desired changes in the work process such that the required level of output is realised in the end�(Jago, 1982). Socialization not only supports the change management applications but also helps in its reinforcing such that the halts and hindrances can be removed and the establishment abilities can be increased by manifolds to bring in higher level of profits and gains for the establishment. The communication of the change management applications is followed effectively through the socialization as it supports the idea of exchanging thoughts and views using various social media networking channels and methods. This way the ideas and suggestions are conveyed and synergy effect is realised through the efficient application of the change management application through effective communication. The formal and informal communication strategies used in the establishment can also support the change management process and brings in consensus for the acceptance and application of the change management program. Socialization supports discussion which in turn helps in understanding the change management process within the establishment. Therefore the change management process can be appreciated and applied more effectively when the employees of the establishment agrees upon the particular change management policy and supports the idea of bringing change in the process such that the desired level of competencies is developed in the human resource and the formal acceptance of the change management program is finally realised�(Hillson, 2009).

� Managing the level of establishmental learning.

The establishment learning can be managed by regular evaluation of the training needs of the employees such that the desired level of skills can be added in them to realise higher level of success and output from their enhanced competencies. Leadership in this case can help and support the establishmental learning process. Leadership is a key to success in every establishment. Efficient leadership actually ensures that the establishment�s human resource is deployed at the right time at the right place for the projected outcome�(Barron, 2014). This way leadership ensures that the human resources are arranged such that the establishmental objectives are met in time. Also the trust and team spirit develops between the employees which can help in increasing the efficiency of the employees at work. Communication between leaders helps in discussion over the establishment objectives, roles and authorities of employees and expectations of the employees. This way a synergy effect is observed in policy formulation that enhances the ability of the human resource, allocates the available resources up to maximum levels and clearly states and conveys establishment objectives to other employees in the establishment. The vision for the change deployment plans include the bringing the change management process in action in the establishment through which the new policies and procedures can be applied in the establishment which could give the desired level of outcome and gains for the establishment. This way the efficient leadership helps in the deployment of the best human resource at work such that any halt in the process is avoided and on time completion of the project is finally realised. The making of financial arrangements for the change management process can be applied through efficient leadership which ensures that the required level of finance is made available in the establishment which is actually meant to bring in more productivity of human resource at work. This way the budget regarding the change management process application is passed from the higher management by the leader as he has the authority to do so. Therefore the right amount for the right work is deployed such that the change management process is finally applied in the establishment. Leadership helps in decision making in a more efficient manner. The leaders actually takes the view of the actual and ground level situation and accordingly suggest the higher level management in the decision making process�(Abiodun, 2009). These way efforts are made to affect the decision making such that the interest of the employees as well as the establishment is not compromised. Also the efficient leadership style helps in applying team work in application so that the trust and faith between the human resources can develop and high end gains and profits can be reaped for the establishment. Leadership review in itself is made for the application of the change management process. This way the leadership itself is tested and appropriate changes are brought in so that the change process is applied.� These way efforts are made to review the source of the change management process through review of the methods and style of leadership and bringing appropriate changes in them�(Krishnan & Ulrich, 2001).

� Managing the approach to research and development.

The changing commercial environment, the need for applying change in the management system is required so that the competencies can be realised in the commercial that could actually result in achieving the consistent growth and development of commercial in the highly competitive commercial environment. Hence a Research and development has been developed which could help the establishment to effectively manage the change process in the establishment by effectively dealing with the employee resistance and various other factors that halts the change process. In this first level of the Research and development, there exists no change or little change in the management plans. This occurs when people are unable to bring changes without the development of any formal plan which needs to be applied by the high level management�(Krishnan & Ulrich, 2001). The outcome of such level of change management maturity model results in high rate of loss, fall in productivity and low turnover for the commercial. The second level consists of the some extent or levels of change management applied in the some particular projects. This kind of change practice actually acts as a pilot or short term application meant for testing. The application of different tactics is done in this level to get the desired outcome from one particular commercial project. The successful outcome will result in applying the change in establishment while the failure will result in halting the change process at the same levels only. The third level of applying Research and development reflects its application in multiple projects. This includes applying the comprehensive approach for managing the change process in different projects of the commercial�(Zhou et al., 2008). This way the establishment actually tries to bring in the change management process by applying it in executing short term projects. The motive here is to bring in earlier level of acceptance and depiction of outcome to other employees of the establishment. The fourth level of Research and development works for the selection and application of certain standards that could actually help in managing, leading and deploying change in the whole establishment. This is done by applying minimum standards that support the change process. Hence efforts are made to apply common approach which could benefit the commercial as a whole. The last and fifth level is characterized by establishmental competency which is realised by applying the change management maturity model through continuous process of improvement. Thus change is actually brought at all levels in the establishment and exertion is made to realise competitive edge advantage in the market. The outcome of such process can show highest profitability realised by the establishment in the decades. Also the success rate of the project will increase due to higher responsiveness of the management due to the effective applying of the Research and development�(TheBritishStandardInstitution, 2014).

� Managing education and training.

Managing education and training actually help in bringing in competencies in the human resource. The competencies can be added in the establishment through the appointment of the best PR actioner for the efficient application of the change management program. This way the appointment of the new and most deserving candidate for the job of applying change management process can help in quick and easy realisement of the target goal of applying change management system within the establishment. The competencies developed in the establishment can be appreciated through the taking up of the sponsorship of the team leaders who actually could support the change management process through the formal disbursal of the roles and responsibilities assigned with equitable formal powers and authorities to apply change. The coaching applied for the change management applications can help in bringing in competencies in every single individual in the establishment. These coaching sessions can actually bring in the required competencies in the human resource at different levels such that the desired level of skills and abilities are added and the desired level of outcome and gains can be realised. The competencies in the human resource at the higher and middle level management can actually help in managing and supervising the change process through formal assistance. This way the managers and supervisors can facilitate the change process through the application of the change management process at the employees level by offering their support and assistance to bring in the change in the overall commercial operation and execution methods followed within the establishment. Competencies can be developed in the employees at different levels and stages through the application of the training and development programs that are actually meant to enhance the change process. The change process therefore can be realised through the formal training and development programs to improve the productivity of labor and add in required skills so that the performance and output can both be appreciated�(gfmam.org, 2011).

There are various benefits that are actually tried to be realised through the application of the above CMM Model include the followings.

� It helps in assessing and analyzing the present status and support the future decision making. Therefore CMM helps in addressing the needs of the commercial and applies decision support tools that could help in identifying the challenges for maintenance, repair and renewal of the asset at different point of time.

� The tools of CMM therefore suggest the integration of the existing system with the new age computerized system of management including the features of geographical information system and corporate legacy system to make more efficient and effective decisions.

� CMM actually stands for the balancing of the various factors such as balancing of costs, opportunities and risks related to normal commercial operation through the application of the desired performance of the asset with a view to realise an projected goal and objective of the establishment.

� CMM deals with the effective managing, controlling and handling of the different assets of the establishment that can be used to improve productivity, realise economies of scale and various other benefits associated with the development and growth of the commercial.

The fundamentals of the CMM are therefore to create value for the commercial through maximum exploitation of available resources. Also it deals with the alignment of the commercial process towards the realisement of particular goal which is taken into consideration after the technical, financial decisions, plans and activities. Hence efforts are made through effective leadership to deliver the desired roles and responsibilities through the actual application of the assets so that the assurance of quality outcome and target output can be realised�(Mudambi, 2007).

2.7.3 Structure of a Maturity Model:

According to International Standards for Asset Management, the structure of maturity model includes five aspects. These include the followings.

A. Maturity Levels:

The maturity model actually consists of the maturity range where the topmost level is an projected higher state of various processes that are systematically managed by various kinds of process of optimization and consistent improvement procedures�(InternationalStandards, 2014). These maturity levels include the followings.

1. Initial level:

The initial level is also called a chaotic level wherein the dynamic change is likely to occur as the present way of working consists of following undocumented way. An uncontrolled and reactive manner is actually followed in this stage which actually provides unbalanced environment for the process.

2. Repeatable level:

At this level the least documented and the steps are repeated. Hence consistent results are likely to be reaped from the efforts.� The process therefore ensures the ability to cope up even at the time of extra burden for project completion.

3. Defined level:

The defined level is the following of commercial process that are set and documented as per the pre-defined standards to realise a particular level of improvement over time. Hence the uniformity in the output throughout the establishment is sought at these levels.

4. Managed level:

At this level the process proficiency is established such that the management can bring in required controls over the system management process and adjust as per the measurable loss of quality. This way the whole commercial process is quantitatively managed and efficiently organized to realise the long term objectives.

5. Optimizing level:

At this level, the process actually realises the best possible optimization point. The focus is actually made on improving performance throughout the establishment with the application of the incremental and novelty technological improvement.

This can be depicted as follows.

Source: http://istqbexamcertification.com/wp-content/uploads/2012/01/CMMleve-diagram.jpg

B. Key process Areas:

The Key process areas are defined as the group of the related activities which are meant for the realisement of preset goals and targets for the establishment.This includes achieving the followings.

1. Policy that is actually meant to identify and recommend the Key Process Areas.

2. Standards which are set to realise the desired level of outcome and gains for the establishment.

3. Process which include roles, activities, reviews and audits for control and measurement of the whole process.

4. Procedure that includes the recommendations for the improvement in the normal course of action.

5. The level overviews include the application of the Key Process Areas by defining the purpose, goals and policies to realise certain level of output.

This way the key process includes the groups of activities that applied to realise the predefined set of goals and objectives for the establishment. This include applying improving in the commercial relation activities, increasing production efficiency, applying output effectiveness, removing hindrance and smearing change in the process for meeting future goals and targets�(Bhuiyan, 2011).

C. Goals:

The goals setting help in defining the opportunity, limitations and even the targets of the key process areas. The efforts are therefore made for implementing a better method of commercial application. These include the followings.

a. Commitment towards work.

b. Enhanced aptitude to accomplish.

c. Measurement and analysis of the activities.

d. Applying various implementations plans.

2.7.4 Define each component of Maturity Model:

The components of the maturity model are actually identified with the purpose to define the adequacy of the maturity model and bring control over the project scope. These components can be depicted as follows.

Figure 17: Components of Maturity Model.�(InternationalStandards, 2014)

These different components of the maturity model can be explained as follows.

1. Scope management planning:

The scope management planning deals with the question of how to manage things at work. Therefore this process deals with the defining of the project, validation of the project and applying controls over the project scope so that the border marking and lineation of the project can be done effectively. The scope management planning is done with a view to make things understandable to the project managers so that they could easily concentrate on the project targets and could work accordingly for its accomplishments.

2. Requirement collection:

The requirement collection helps in evaluating and developing the whole process, setting up standards, creating procedures for the desired outcome. The requirement collection therefore helps in defining the pre-requisites that required for the project completion. This may include making arrangements for resources such as financial, human resource and other requirements to initiate the project. The other requirement could include creating a project plan and a course of action that needs to be followed to realise the target goals and objectives. The standard set up and alignment with the local regulations is also important during the requirement collection application.

3. Scope definition:

The scope definition actually helps in defining the descriptions related to the project development. This way the scope defining brings in clarity in the areas that needs to be covered and the fixing of the target objectives that needs to be met during or at the end of the project. This way scope definition creates a vision of the various processes, people involved and procedures that needs to be followed to initiate the project and meet the target outcome through the application of the desired method of working�(Luthans & Avolio, 2009).

4. Work Breakdown Structure:

The Work Breakdown Structure is a process through which the process is broken into different subsets such that the most efficient application for the project management can be applied. The WBS therefore helps in defining the various scopes and suggest for the proper applications that are needed to be applied for efficient and effective outcome from the project management

5. Scope Validation:

The scope validation shields the verification of the various process elements that are needed to be covered as part of the deliverable under the project. Therefore the scope validation depicts the affirmation and confirmation from the project managers and high level authorities.

6. Scope change control:

Scope change control actually identifies the project related additions, subtraction and required changes. These way efforts are made to bring in the changes at different levels so as to realise the desired deliverables.

The various components therefore take care of the ten knowledge areas in the maturity model which include the followings.

1) Integration management.

The project integration management is actually required so that the alignment in the whole project work can be met as per the specified set of goals, expectations and objectives. The integration in the project management therefore brings consistency in efforts towards as single direction. That is the efforts are made to realise one target goals through the allocation of the available resource with the establishment�(CEB information Technology, 2012).

2) Scope management.

The project scope management helps in identifying and realizing that the various components of the project like the deployment of human resources, allocation of funds, application of standards, fixing of procedures etc.

3) Time management.

The project time management helps in prefixing the time schedule for the project. That is when the project will initiate, when it will reach its middle point and when the project will bring out the desired outcome. This way the project time management helps in placing the time format such that the project gets completed in time. Also the placement of the targets within a time frame in work break down structure format can help in identifying the extent or level of accomplishment in the project realised till date.

4) Cost management.

The project cost management helps in defining the amount of funds available for the project. That is how much money the higher management is available to place for the project completion is clearly specified. This way the movement of costs and the methods applied to bring in cost controls are applied so that the project can stay within budget and accomplish target goals and objectives within the postulated time frame.

5) Quality management.

The project quality management ensures that the outcome meet the project quality expectations. This way the tests are made at different intervals during the project completion so that the quality can be ascertained and continues to apprehend the desired outcome�(Caniels & Gelderman, 2007).

6) Human resource management.

The project human resource management is actually meant to deploy the best person for the job. This way the human resource with the desired capabilities, skills and talent is allowed to work on the job so that the work completes on time and gives the desired level of outcome to the establishment. The human resource management also concerns with achieving the level of satisfaction of the employees from their job which results in lowering the chances of development of dispute and problems for the project.

7) Communication management.

The project communication management is meant to remove communication gap that could actually create problem in the project completion. Therefore efforts are made through project communication management to increase clarity and reach through appreciated and enhanced communication development process that could actually result in increasing the ability of the employees to reach out to others employees. This way, an effort is made to realise higher efficiency in the project development and realise output within the specified time frame and monetary constraints.

8) Risk management.

The project risk management is done with a view to identify the possible threats to the project which can cause rise in cost of project, delay in completion of project or any other issue. Thus project risk management brings in minimum standards and applications that could help in safeguarding the interest of the establishment and work on completing the project within the projected time period.

9) Procurement management.

The procurement management ensures that the project related purchase of raw material and other services is made accordingly such that the desired outcome is realised in the end. The project procurement management actually places the pre-requisites in the form of directions that needs to be followed to maintain quality and cost effectiveness in the procurement process�(Krishnan, 2014).

10) Stakeholder management.

The project stakeholder management helps in keeping safeguard the interest of the people who are linked with the establishment directly or indirectly. The stakeholders include employees, suppliers, customers, sellers, government agencies etc. Therefore through the stakeholders management efforts are made to meet up to the expectations of the stakeholders.

This can be depicted as follows.

Source: http://www.ittoday.info/ITPerformanceImprovement/Images/2015-03CrawfordFigure2.png

2.8 Risk assessment:

The risk assessment is actually required to analyse the extent of risks from factors that constitute the part of the whole process. The risk assessment therefore helps in prioritizing the risk factors that may affect the organization. These risks can be any of the following constraints that moves out of control.

Financial constraints:

The financial constraints is actually the money allocated and available with the organization.� These constraints when move out of control results in increasing the monetary requirements of the organization. The result is pressure on the budgetary requirements.

Cost constraints:

The cost constraints includes the cost of production. The cost constraints when move out controls results in increasing the cost of goods produced in the organization. The result is hike in prices and decrease in profit margins of the company.

Time constraints:

The time constraints include the time limit that is available with the organization for fulfilling the tasks. The time consumption when moves out of control results in unnecessary delay of the production output thereby delaying the consignments.

The risk assessment of the above stated follows the below stated steps.

Source: http://www.mitre.org/sites/default/files/images/ase-rm-fig1.gif

2.9 Resource planning:

Resource planning is a method through which the resource are deployed to the organization for the completion of the target output and achievement of target goals. The resource planning when done unwisely results in affecting the output and returns of the organization. The output of the organization faces a real set back, while the returns from the business operations also decline. Therefore resource planning is important to achieve the followings objectives.

On time completion of output of the organization goals.
Achieving economies of scale.
Increasing returns from the business operation.

The resource planning process actually follows the below stated format.

Source: https://www.conservationgateway.org/PublishingImages/FINAL%20Resource-Planning-Process-diagram.jpg

2.10 Timelines:

The timelines are the basic time requirements of the organization which is allotted to achieve the stipulated outcome within the limited time frame. The timelines therefore helps in apply WBS or Work Break Down structure such that the resources can be deployed at the full to achieve the step by step target goals whose confirmation can be achieved through the achievement of various phases. The timelines therefore include the breaking of different phases of project such that its completion could help in deploying the next phase. The various factors included in timelines include the followings.

Duration for completing time.
Phases that needs to be accomplished.
Step by step method which will follow after the completion of one phase.

The process of timelines can be displayed as follows.

Source: http://www.tolranet.com/assets/public_files/images/timeline.png

The timeline for our project can be stated as follows.

Chapter -3: Methodology.

3.1 Introduction:

The research actually plans to shed light and gather in-depth knowledge on the application of the concept of asset management and construction equipment�s in real life. The main motive is to identify the level of extent these concepts have been applied and the various benefits that are actually attained from its applications. The research therefore will follow the primary research in which the personal contact with the sample population is made to fetch the desired information. This way the methodology used will be through quantitative research so that the most desired outcome in the form of in-depth gathering of information about the research topic will be gathered. Efforts will be made to get answers to the research questions identified earlier. The research will intend to help the students, researchers, company officials, government employees and others related with the subject to get more detailed information about the subject and get the evidence on the real life application of the concept of asset management in the construction commercial and equipment management�(Armstrong, 2006).

The methodology used can be primary and secondary method which can help in attracting best and updated information for the research process. The primary research tends to realise information directly from the users of the construction equipment while the secondary research takes the information indirectly from the managers and other people who are engaged in the construction commercial. The qualitative research method can help in getting the information from the internet, journal conferences and other sources which are recording facts and figures drawn from global sources. However the quantitative research is however a method when direct contact with the people linked with the commercial is made. This way the first hand information is collected and analysis are made accordingly�(Berfenfeldt, 2011).

3.2 Qualitative research:

Qualitative research is a method when the information is collected from the secondary source that is using the journal articles, conferences and reports that help in grasping the latest and best information about the construction commercial. This way the reports which are already evaluated and established based on prior studies are taken into consideration in qualitative research.

However some help from the qualitative research will be made with a view to bring in the reliable resources for the support of the data inputs and required information for the research. Also the secondary source of information will however can be used to support the analysis which has been fetched from the primary sources. The global information through the internet search could help in offering the qualitative research outcome from the secondary source to support the outcome.

3.3 Systematic literature review:

Systematic literature review will often follow the prior studies and research work that are based on the construction equipment especially making tunnels, roads and other similar projects. This way an effort will be made to identify the theoretical aspects and practical implications of the construction equipment and its integrated asset management.

The systematic literature review will take into consideration the concept of asset management, its features, components and benefits. The construction equipment�s specifically for tunnel making, roads and similar projects will be recognized and displayed through images so that the research becomes more expressive and understandable. Special efforts will be made in offering the details about the construction equipment, its quality, benefits and capacity outcome.

The strategic focus is actually required to be made on the asset management so that the management decision making can be made more effective to operate the business in the long run. As per the review of the Queensland Government in August 2010, it was found that the elected members of the councils did not utilized the asset management data leading to poor quality output. It was later found to be the lack of expertize of the elected members to interpret the information. However the Queenland council suggested the councils to follow the paper based asset management system wherein the help of the professional experts were taken. Therefore it was realized that the Asset management framework needs to be followed as per the particularly selected Asset Management Committee by the Queensland Council so that the state wide councils can work in accordance with the expert advice (QueenslandGovernment, 2010).

As per the views of Rio Tinto (2010), the health, safety and environment related guidelines are required to be followed to achieve the best level of asset management. The program is therefore required to be developed so that the standards and policies can be framed such thath te internal and external controls are applied in the business operation and the programs related to the development of the human resource and safeguarding of the other assets of the company can be done together. Therefore the companies in the present day world needs to consider human as an integral asset of the organization and should apply standards and practices such that the health, safety and environment related guidelines can be applied (Tinto, 2010).

3.4 Data Collection:

The data collection method will be quantitative method will be used for fetching the desired information. The observation and interview session will be scheduled and managed such that the required information can be gathered. Also the questionnaire will be framed such that the most appropriate and required information can be gathered which could match the requirements of the research topic and questions.

Ethics approval will therefore be looked in so that the ethics approval can help in initiating the research process. The types of data that I am going to look in will include the following questions.

What kind of problems that are faced during construction?
What are the efforts that are required to realise maximum output and gain from the construction work?
Describe methods that can be applied to maintain security and safety at work?

The respondents are going to be the employees of different companies working at various projects. Special efforts will make to reach out to the people who are working on executive posts so that the firsthand knowledge can be extracted, I expect to contact them by sending letter to their head office for approval. The approval will actually be sought for extending research through the company employees. Also personal contact with the project manager will be made to realise his cooperation.

Also the data collection will be done so carefully that the data inputs could bring in reliable outcome. The data will be stored and analyzed using the best Microsoft tools like Microsoft Excel and Microsoft diagram and graphs that could help in clear depiction of the data inputs and support the outcome in an attractive manner.

According to Hastings (2010), proper budget should be prepared which divides the financial allocations for the non-routine maintainence of the physical assets along with the routine maintainence of the physical assets. The extra budgetary pre-requisites should also be kept for the renewal of the assets so that the business operation moves on flawless. Therefore the business trending and forecasting techniques are required to be developed so that the revenue and costs are taken into consideration for the setup of the physical assets maintainece process (Hastings, 2010).

3.5 Data Analysis:

The data analysis will be done using the latest Microsoft applications through which the tables and figures will be made to depict the data inputs and evaluations. The analysis that I am going to make will be on the experience of the employees in making asset management and applying safety and security measures on construction equipment�s. Hence the analysis will become easier and the reader will find it trouble-free to understand the inputs and data collected and its respective implications in the form of output.

According to AAMCoG (2011), there are a number of challenges that the Asset Management in today�s world faces which include issues like environmental, sustainability, resilience, increased community demand and finally information management. This way it is really hard in the present day context to frame out such policies and procedures that could ensure asset management in the given environment. That is emphasis are required to be made to ensure that the internal and external impacts does not affect the sustainability of the organization and on the other hand affects the external factors such as environment and society. Therefore an asset management policy needs to be developed such that the political stability and economic growth could together work for the achievement of whole life management of physical assets and other assets of the company (AAMCoG, 2011).

Therefore the data analysis will follow a proper and reliable method so that the outcome can be more reliable and beneficial to support the research process. Efforts will be made to realise the required outcome from the data inputs that are actually from the research work.

3.6 Summary:

The methodology will therefore include use of primary methods which will follow quantitative methods of data collection. The research will continue its analysis on the data inputs received through personal contact with the appropriate target groups of population linked directly with the construction work. The analysis will help in easy evaluation of the data inputs and give out evaluations that could help in understanding the research questions.

4 Chapter � 4: Analysis.

5 Chapter � 5: Discussion.

6 Chapter � 6: Conclusion.

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