scholarly journals An Assessment of Lean Design Management Practices in Construction Projects

2019 ◽  
Vol 12 (1) ◽  
pp. 19 ◽  
Author(s):  
Rodrigo F. Herrera ◽  
Claudio Mourgues ◽  
Luis Fernando Alarcón ◽  
Eugenio Pellicer
Keyword(s):  
Design Process ◽  
Construction Projects ◽  
Management Practices ◽  
Stakeholder Management ◽  
Descriptive Analysis ◽  
Design Management ◽  
Design Phase ◽  
Lean Management ◽  
Management Planning ◽  
Planning And Control

Evidence exists for the application of lean management practices in the design process. However, there is no systematic review of this type of practice that links the design management practices to the lean construction principles. There is no tool to assess the level of use of lean design management practices in construction projects either. Therefore, this paper aims to assess the lean management practices that are performed at the design phase of construction projects. The research was divided into a literature review of design management practices; a validation of lean design management practices with a practice–principle relationship, based on an expert survey; the devolvement of a tool (questionnaire) to evaluate the lean design management practices; and an assessment in 64 construction projects (coherence, reliability, correlation, and descriptive analysis). It is concluded that evidence exists for the implementation of 19 lean design management practices. These practices are grouped into three categories: stakeholder management, planning and control, and problem solving and decision making. Additionally, in the assessment of the 64 projects, it can be observed that the lean design management practices are at initial levels of implementations, so there is a significant development gap. This research proposes a tool to assess management practices in the design phase of construction projects; then, the study identifies implementations gaps, it provides benchmarks with other projects, and it improves the design process through a taxonomy of lean design management practices.

The evolution of stakeholder management practices in Australian mega construction projects

2018 ◽  
Vol 25 (6) ◽  
pp. 690-706 ◽  
Author(s):  
Rebecca Jing Yang ◽  
Sajani Jayasuriya ◽  
Chathuri Gunarathna ◽  
Mehrdad Arashpour ◽  
Xiaolong Xue ◽  
...  
Keyword(s):  
Stakeholder Engagement ◽  
Construction Projects ◽  
Management Practices ◽  
Stakeholder Management ◽  
Empirical Studies ◽  
Stakeholder Analysis ◽  
Secondary Data ◽  
Project Teams ◽  
Content Type ◽  
Project Objectives

Purpose The complicated nature of megaprojects requires appropriate analysis of multiple stakeholders to achieve project objectives and to accommodate stakeholder interests. During the last two decades, many stakeholder theories and empirical studies have sprouted. Although previous studies have contributed to the development of stakeholder theory, it seems that these theoretical advances have not been fully adopted and acknowledged in practices, especially in megaprojects. The purpose of this paper is to explore the evolution of stakeholder analysis and engagement practices adopted in the Australian megaprojects over the last two decades. Design/methodology/approach Four mega construction projects are described and analysed in this study. Secondary data were first assembled in order to get general knowledge of each case. Interviews were conducted with the project directors. Project documents were collected from the project teams and reviewed. Wherever the project information was unclear, e-mails were sent to the directors and the team members to confirm the details. Findings Project teams have started to apply snowball rolling and stakeholder attribute assessment methods to analyse stakeholders. However, there is still a way to adopt the “network” analysis perspective because the project teams are reluctant to use complicated tools which need specialists’ assistance. The stakeholder engagement practices have evolved to an extent where the project teams monitor the dynamics of stakeholders’ requirements. Projects teams have identified the importance of continuity to manage stakeholders in these massive projects. However, a structured method selection mechanism for stakeholder engagement has not been developed. Originality/value This study will help academics to understand the adoption progress and status of stakeholder management methods.

scholarly journals LEAN DESIGN MANAGEMENT PRACTICES ASSOCIATED WITH STAKEHOLDER MANAGEMENT DURING PRE-CONSTRUCTION STAGE IN SRI LANKA

2021 ◽  
Author(s):  
P.W.A.H. Lawanga ◽  
◽  
Y.G. Sandanayake ◽  
Keyword(s):  
Sri Lanka ◽  
Management Practices ◽  
Performance Enhancement ◽  
Positive Impact ◽  
Stakeholder Management ◽  
Construction Project ◽  
Design Stage ◽  
Research Approach ◽  
Design Management ◽  
Mixed Method Research

Lean Design Management (LDM) is a concept, which ensures efficiency and effectiveness of the design stage of a construction project to reduce uncertainty and improve the quality of the final product. Stakeholder Management (SM) is an effective approach for coordinating and managing stakeholders who involve with a construction project to ensure better relationships and reduce the complexity of the project. The integration of LDM and SM concepts together into the pre-construction phase provides a positive impact on the project performance. This paper aims to investigate the lean design management practices associated with stakeholder management in the pre-construction phase of construction projects in Sri Lanka. The research has used mixed method research approach to achieve the aforementioned aim. The research concluded that twenty-nine lean design management practices and eight stakeholder management practices can be integrated into the pre-construction phase in Sri Lanka. The findings further revealed that waste reduction, product performance enhancement, and functionality enhancement can be achieved by integrating LDM and SM practices together into the pre-construction phase in Sri Lanka.

The importance of hard project management and team motivation for construction project performance

2018 ◽  
Vol 11 (2) ◽  
pp. 275-288 ◽  
Author(s):  
Johan Larsson ◽  
Per Erik Eriksson ◽  
Ossi Pesämaa
Keyword(s):  
Project Management ◽  
Structural Equation ◽  
Construction Projects ◽  
Management Practices ◽  
Equation Model ◽  
Process Performance ◽  
Data Set ◽  
Content Type ◽  
Planning And Control ◽  
Team Motivation

Purpose Hard project management practices, based on strict planning and control, are traditionally applied in construction projects, although research frequently promotes the importance of teams for various project outcomes. Thus, the purpose of this paper is to examine the importance of hard project management and team motivation for process performance in construction projects. A hypothesis tested is that hard project management can impair process performance if team motivation is not promoted. Design/methodology/approach The paper presents and empirically tests a structural equation model, with and without a mediating link between hard project management and process performance, based on data from a survey of 2,175 respondents, representing contractors and clients involved in 109 Swedish construction projects. Findings The results confirm that hard project management is best conveyed through teams to enhance process performance. “Path analysis,” using the model with the mediating link, confirms that neglecting team motivation can significantly impair process performance. Research limitations/implications The data set provides unusually high representation of views of contractors and clients involved in diverse Swedish construction projects. Thus, the results have likely relevance in other project-based industries and/or national settings, but this possibility requires further investigation. Originality/value The findings show that team motivation is a key process performance factor; hard project management may indeed be important, but its effects will be enhanced by (and partially mediated through) team motivation. Thus, the findings have important theoretical and practical implications for the development of project management practices.

scholarly journals Improving the Efficiency of Highway Construction Project Management Using Lean Management

2019 ◽  
Vol 11 (13) ◽  
pp. 3646 ◽  
Author(s):  
Wu ◽  
Zhao ◽  
Ma ◽  
Yang
Keyword(s):  
Construction Projects ◽  
Management Practices ◽  
Highway Construction ◽  
Project Managers ◽  
Management Technique ◽  
Lean Management ◽  
Management Tools ◽  
Complex Projects ◽  
The One ◽  
High Level

The construction industry is often ranked top in producing the largest amount of waste during a project, be it the waste of material resources or the waste of manpower. This has elevated the need for an improved and more structured management technique. This study will look into the principles and practices of lean management pertinent to highway construction projects to analyze whether lean management practices can improve the management efficiency for complex projects. This study adopted a quantitative approach, and a linear regression model has been used to investigate correlations between the lean test factors and the efficiency-dependent variables. It was found that lean management tools that are used repeatedly and the ones that require a high level of detailing are positively associated with efficiency improvement in highway construction projects. In particular, LPS, JIT, and VM were found to be more commonly used in highway construction projects. The research results will aid in the initial decision-making process of the project managers, as they will be able to map different lean tools with their benefits and limitations and then select the one that best suits the project needs and deliverables. Future studies can adopt the interpretivism paradigm to explore new theories and concepts related to highway construction management.

EFFECT OF DESIGN MANAGEMENT ON COST PERFORMANCE OF CONSTRUCTION PROJECTS

2015 ◽  
Vol 2 (1) ◽  
Author(s):  
Anita ◽  
Hemanta Doloi
Keyword(s):  
Construction Projects ◽  
Management Practices ◽  
Cost Savings ◽  
Project Delivery ◽  
Design Management ◽  
Cost Performance ◽  
Key Stakeholders ◽  
Downstream Cost ◽  
Project Objectives

Design management is one of the key processes of any construction project, and its effects across other construction processes are quite pivotal. Irrespective of the particular project delivery system, design management plays a significant role in overall cost outcomes in a project. Design management requires a careful investigation in relation to its potential influence on downstream cost over-run issues in most construction projects. In this research, a selected set of 25 attributes associated with design management have been analyzed from the perspective of three key stakeholders: designers, clients and contractors. Based on Factor Analysis, pre-design consideration is found to have significant effects on managing cost performance in project. Regression analysis reveals that the initial follow-up of design with respective parties potentially contributes in cost savings at the latter phase of project. The finding is expected to lead towards improvement of Design Management practices, and meeting the project objectives through better quality, improved constructability, and, eventually, providing value for money to both investors and owners in the project.

scholarly journals Architectural Design Management in Wellington - Attitudes and Behaviours of Architects Towards Construction Waste

2021 ◽  
Author(s):  
◽  
Tanvi Bhagwat
Keyword(s):  
New Zealand ◽  
Construction Projects ◽  
Architectural Design ◽  
Waste Minimization ◽  
Design Management ◽  
Design Phase ◽  
Construction Waste ◽  
Lean Principles ◽  
Selection Of ◽  
Structured Questionnaire

<p>Previous New Zealand waste management studies have focused on the waste generated from construction activities. However, international research suggests about a third of the overall waste generated originates in the design phase. Internationally, lean design management claims to reduce the waste produced by inefficient design practices. In New Zealand, the literature reveals that the application of lean principles is still in a fledgling state, and even where they are used, waste minimization is not a business priority. This leads to the question: can lean design management be used by construction projects in New Zealand to reduce waste in the design phase? This paper investigates the attitudes, experiences and expectations towards construction waste minimization of a selection of architects using a semi-structured questionnaire. It was found that Wellington-based architects can be broadly classified into 3 categories of lean awareness—high, medium, and low. The medium group, largest in number, comprised architects who identified waste as a problem, but cited post-construction recycling and reuse as their preferred approach to waste minimization. This group notably had 20-25 years of experience in the industry, and related material reuse to residential construction only.</p>

scholarly journals Realizing the Need for Digital Transformation of Stakeholder Management: A Systematic Review in the Construction Industry

2021 ◽  
Vol 13 (22) ◽  
pp. 12690
Author(s):  
Kristijan Robert Prebanić ◽  
Mladen Vukomanović
Keyword(s):  
Systematic Review ◽  
Construction Industry ◽  
Construction Projects ◽  
Management Practices ◽  
Stakeholder Management ◽  
Qualitative Content Analysis ◽  
Public Procurement ◽  
Final Analysis ◽  
Project Managers ◽  
Digital Transformation

The construction industry is among the least digitized industries, and the lack of innovation in construction project management practices has led to decreases in productivity. The European Directives for Public Procurement are pushing the entire construction supply chain towards more radical digital transformations over the next years, and project managers are left with the difficult task to harness ICT for the involvement and management of project stakeholders. Digitalization of various processes and practices used to manage stakeholders in construction projects is still low, and part of this problem lies in weak systematization of ICT systems which support these practices. Thus, this paper provides a systematic review of how digitalization and digital transformation affect the way stakeholders behave, engage, and communicate in projects. Following the PRISMA methodology, 73 sources from the literature were chosen for the final analysis. Results are presented through descriptive and qualitative content analysis. Six research topics were identified and thoroughly analyzed. Results show that BIM, social network analysis, and web-based applications as means to digitalize stakeholder management are more mature than social media and VR/AR. An important finding is the need to reengineer and digitally transform processes in construction projects and construction firms to enable further digitalization and effectiveness of digital technologies. Suggestions for further studies follow this line of thought.

scholarly journals Architectural Design Management in Wellington - Attitudes and Behaviours of Architects Towards Construction Waste

2021 ◽  
Author(s):  
◽  
Tanvi Bhagwat
Keyword(s):  
New Zealand ◽  
Construction Projects ◽  
Architectural Design ◽  
Waste Minimization ◽  
Design Management ◽  
Design Phase ◽  
Construction Waste ◽  
Lean Principles ◽  
Selection Of ◽  
Structured Questionnaire

<p>Previous New Zealand waste management studies have focused on the waste generated from construction activities. However, international research suggests about a third of the overall waste generated originates in the design phase. Internationally, lean design management claims to reduce the waste produced by inefficient design practices. In New Zealand, the literature reveals that the application of lean principles is still in a fledgling state, and even where they are used, waste minimization is not a business priority. This leads to the question: can lean design management be used by construction projects in New Zealand to reduce waste in the design phase? This paper investigates the attitudes, experiences and expectations towards construction waste minimization of a selection of architects using a semi-structured questionnaire. It was found that Wellington-based architects can be broadly classified into 3 categories of lean awareness—high, medium, and low. The medium group, largest in number, comprised architects who identified waste as a problem, but cited post-construction recycling and reuse as their preferred approach to waste minimization. This group notably had 20-25 years of experience in the industry, and related material reuse to residential construction only.</p>

scholarly journals Integrated Design Process for Modular Construction Projects to Reduce Rework

2020 ◽  
Vol 12 (2) ◽  
pp. 530
Author(s):  
Hosang Hyun ◽  
Hyunsoo Kim ◽  
Hyun-Soo Lee ◽  
Moonseo Park ◽  
Jeonghoon Lee
Keyword(s):  
Design Process ◽  
Information Flow ◽  
Construction Projects ◽  
Integrated Design ◽  
Building Design ◽  
Design Phase ◽  
Modular Construction ◽  
Dependency Structure ◽  
Integrated Design Process ◽  
The Impact

In modular construction projects, unit production and onsite work are conducted concurrently, enabling shorter duration, lower cost, and improved quality. Because of the nature of the work, building design details should be determined early in the design phase, which requires information from participants. However, the design process for stick-built construction does not include such information, which leads to errors in design, such as omissions and conflicts of information from participants, causing reworking in the design phase. To reduce errors, an information flow should be identified representing when/what/how the information should be shared, and with whom. This paper proposes an integrated design process based on the information flow. To identify the flow, a precedence relationship between activities is represented using a dependency structure matrix (DSM). Then, the order of activities is rearranged using a partitioning algorithm. In this manner, unnecessary feedback and reverse information flow, which are related to errors, are reduced. Finally, the rearranged activities are proposed as an integrated design process. To validate the impact of the proposed process and methodology, interviews with experts were conducted. The validation results suggest that the project delivery method should also be considered in the early project phase in practical application.

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