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This article empirically explores the nature of the role of design in the new product development process. The investigation adopts a multiple case study methodology. Data were collected through a six-month interview program carried out with mid-size to large U.K. manufacturing companies. The researchers articulate the scope and detailed nature of actions undertaken by design across all phases of the new product development process. Design functional, integration, and leadership actions are unraveled from the data. A taxonomy characterizing three roles for design in new product development is developed and explained. In the first role, design is explored as a functional specialism.The second categorization develops the role of design as part of a multifunctional team. The third role depicts the designer as process leader. Detailed actions and skills associated with each role are discussed and illustrated. Contextual factors explaining and influencing each design role are unraveled. These are articulated as speed of development process, innovativeness of the product development effort, and use of external design agencies. The implications of these findings for the development of design skills and capabilities are discussed in terms of recruitment, training, and educational policies.

This paper presents a review of the literature on performance management and measurement in various industries with the aim of transferring best practice into construction. A framework is presented which ensures that effective strategies are deployed to form the performance management system that construction organizations can adopt. The performance measurement process (conceptual) framework (PMPF) adopts the balanced scorecard (BSC) with the addition of a number of elements and perspectives. It rationalizes the relationships between performance measures and goals derived from strategy, so the impact of those measures on an organization's performance can be examined and analysed to indicate potential areas for improvement

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The complexity of construction projects and what is described in the manufacturing industry as the 'fuzzy front end'. The participants in the process are the fragmentation of the construction industry undertakdescribed in terms of the activities that need to be ing those projects has effectively resulted in linear, uncoundertaken in order to achieve a successful project and ordinated and highly variable project processes in the UK construction sector. Research undertaken at the Univer-process execution. In addition, the decision-making mechanisms, from a client perspective, are illustrated sity of Salford resulted in the development of an improved project process, the Process Protocol, which and the foundations for a learning organization/industry are facilitated within a consistent Process Protocol. considers the whole lifecycle of a construction project whilst integrating its participants under a common frame-Keywords activity zones, design and construction, project process, process map, Process Protocol, stage work. The Process Protocol identifies the various phases gate of a construction project with particular emphasis on

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Future scenarios provide challenging, plausible and relevant stories about how the future could unfold. Urban Futures (UF) research has identified a substantial set (>450) of seemingly disparate scenarios published over the period 1997-2011 and within this research, a sub-set of >160 scenarios has been identified (and categorized) based on their narratives according to the structure first proposed by the Global Scenario Group (GSG) in 1997; three world types (Business as Usual, Barbarization, and Great Transitions) and six scenarios, two for each world type (Policy Reform-PR, Market Forces-MF, Breakdown-B, Fortress World-FW, Eco-Communalism-EC and New Sustainability Paradigm-NSP). It is suggested that four of these scenario archetypes (MF, PR, NSP and FW) are sufficiently distinct to facilitate active stakeholder engagement in futures thinking. Moreover they are accompanied by a well-established, internally consistent set of narratives that provide a deeper understanding of the key fundamental drivers (e.g., STEEP-Social, Technological, Economic, Environmental and Political) that could bring about realistic world changes through a push or a pull effect. This is testament to the original concept of the GSG scenarios and their development and refinement over a 16 year period.