The development of LCC (Life Cycle Costing) as a decision support tool for sustainable building has been on-going for at least a decade. However, the success in making it attractive and "understandable" for a wider adoption is emerging but still limited. This stresses the need for a research approach focusing on social practice, agency and human interaction, aspects often set forward as crucial for sustainable development but that seldom are examined thoroughly.
The purpose of this project is to investigate how the business concept of LCC enters the business agenda and how LCC is embedded in the decision-making processes within building owners, clients, and developer organisations, i.e. actors in position to act for a sustainable renovation of the current building stock. As such the project goes beyond tool production under the assumption that a change towards a more sustainable building industry needs less focus on tool production and more on understanding the management process ant the interaction a roles tools play in this process. The study mix in-depth case studies, where the trajectory of LCC and management practice is studies, with a questionnaire survey that maps decision makers’ attitudes towards and capacity to adopt LCC thinking. To stimulate LCC thinking within the industry the projects adopts a research approach based on close cooperation and a continuous dialogue with actors representing varying research and industrial communities.
The project is carried out at the Divison of Construction Management.