Establishing a Future-Proofing Framework for Infrastructure Projects to Proactively Adapt to Complex Regulatory Landscapes
Publication: Journal of Management in Engineering
Volume 36, Issue 4
Abstract
Infrastructure projects experience different regulatory impacts during permitting, operations, and decommissioning. However, no framework is in place to provide a foundation for infrastructure operators and administrators to take advantage of the opportunities (e.g., gain competitive advantage) and cope with the risks (e.g., risk of noncompliance) related to regulatory requirements. This study aimed to identify the existing methodologies and emerging practices to proactively identify, evaluate, and respond to the impact of regulatory changes. To this end, an exploratory research approach was adopted, through which multiple field studies were conducted with interviewees from various functions and units of regulated entities as well as from regulatory agencies. Accordingly, this study established a future-proofing framework that enables companies operating in infrastructure sectors to more proactively respond to and comply with regulations during their projects. In general, the regulatory future-proofing framework encompasses two main components: (1) core subprocesses, which distinguish job sharing and specific responsibilities in dealing with regulatory changes; and (2) influencing factors, which represent overarching areas that make the subprocesses work more effectively. The framework was validated by experts and would enable companies to more effectively and proactively prepare for regulatory adaptation and response in infrastructure projects.
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Data Availability Statement
No data, models, or code were generated or used during the study.
Acknowledgments
This study is part of a research effort that has been supported by the Construction Industry Institute (CII) Power, Utility, Infrastructure Sector Research Team (RT-PUI01), focused on identifying and evaluating the impact of regulations throughout the project life cycle. The opinions expressed in this paper represent those of the authors and not necessarily those of the CII.
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Published In
Journal of Management in Engineering
Volume 36 • Issue 4 • July 2020
Copyright
©2020 American Society of Civil Engineers.
History
Received: May 20, 2019
Accepted: Jan 29, 2020
Published online: Apr 21, 2020
Published in print: Jul 1, 2020
Discussion open until: Sep 21, 2020
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