Business process development in project‐based industry

Abstract

The strategic focus of organisations today is on the customer and internal and external processes. This paper presents a systematic approach to project process development and identifies key aspects of long-term process evaluation. A framework for process development is presented with special emphasis on value-adding activities in engineering, procurement, and construction (EPC) projects. The framework provides a better understanding of the dynamic processes and critical interfaces in inter-organisational networks. The choice of concepts and final construction of the framework is informed by an empirical research of EPC projects, and a case study of the power division of Wä rtsilä Corporation is analysed. Empirical findings are gathered through the Delphi method and the use of personal group interviews with the key actors involved. A model for process development is developed, linking interest groups to the development of their targets, information, and knowledge sharing. The emphasis is on the right place, the right actors, the right resources, and the right time.

Exploring process management: are there any widespread models and definitions?

“…(3) Horizontal: intra-functional or cross-functional. Sandhu and Gunasekaran (2004) are the only authors found that define a process as a series of activities that "involves an independent functional unit". A dominating view seems to be that processes are horizontal and cross-functional (see for instance Jacobson, 1995;Armistead and Machin, 1997;Lee and Dale, 1998;Llewellyn and Armistead, 2000).…”

Construct validity in Operations Management by using Rasch Measurement Theory. The case of the construct “motivation to implement continuous improvement"

“…Añadir valor al cliente / Enfoque al cliente (Hung, 2006); (Bullita, 2006) en (Kohlbacher, 2010); (Classe & Mundle, 1997) en (Kohlbacher, 2010); (Küng & Hagen, 2007); (Furey, 1993); (Silvestro & Westley, 2002); (Clemmer, 1994); (Paper & Chang, 2005); (Lee & Dale, 1998); (Hill & Collins, 1998); (Corallo et al, 2010); (Melan, 1989); (Armistead & Pritchard, 1999); (Biazzo & Bernardi, 2003); (Sandhu & Gunasekaran, 2004) Aumento de la competencia nacional y/o internacional (Hung, 2006); (Classe & Mundle, 1997) en (Kohlbacher, 2010); (Küng & Hagen, 2007); (Feltes & Karuppan, 1995); (Armistead & Machin, 1998); (Clemmer, 1994); (Hill & Collins, 1998); (Ongaro, 2004) Necesidad de ahorrar dinero mediante la reducción de costes o el aumento de la productividad (Paper & Chang, 2005); (Clemmer, 1994); (Davenport & Short, 1990); (Palmberg, 2010); (Hill & Collins, 1998); (Corallo et al, 2010) Como parte de un proyecto más amplio (sistema de calidad total, ISO 9000; adopción modelo de calidad, etc.) (Paper & Chang, 2005); (Pauls, 2006) en (Kohlbacher, 2010); (Armistead & Machin, 1998); …”

“…(Paper & Chang, 2005); (Pauls, 2006) en (Kohlbacher, 2010); (Armistead & Machin, 1998); (Corallo et al, 2010) La empresa no era capaz de hacer frente al crecimiento (Pauls, 2006) en (Kohlbacher, 2010) Tasa de fracaso de los productos muy elevada/ mejorar la calidad (Wahlich, 2004) en (Kohlbacher, 2010); (Davenport & Short, 1990) Necesidad de mejorar los productos existentes, crear nuevos o entrar en nuevas líneas de negocio para continuar siendo competitivos (Paper & Chang, 2005); (Melan, 1989); (Sandhu & Gunasekaran, 2004); (McAdam & McCormack, 2001) Mejorar la efectividad organizacional (Jones, 1994) en (Palmberg, 2010); (Elzinga et al, 1995); (Armistead & Pritchard, 1999) Eliminar las barreras existentes entre los departamentos funcionales (Paper & Chang, 2005); (Jones, 1994) en (Palmberg, 2010); (Llewellyn & Armistead, 2000) Necesidad de mejorar la gestión de los recursos de IT (Paper & Chang, 2005); (Sandhu & Gunasekaran, 2004); (Hill & Collins, 1998); (Ongaro, 2004) Motivación interna de la propia empresa (Mittermaier & Braun, 2004) en (Kohlbacher, 2010); (Clemmer, 1994) Una crisis obligó a analizar las prácticas que se estaban llevando a cabo (GropengieBer, 1997) en (Kohlbacher, 2010) Conseguir reducciones de tiempo (Davenport & Short, 1990); (Ongaro, 2004) Para identificar oportunidades para subcontratar (Lindsay, Downs & Lunn 2003…”

An Exploration of the Interaction Between Bim Technology and the Business Process of a Construction Organization in Bim Implementation

“…For example, Porter and Millar [19] group business process into value-adding primary process and infrastructural support process and Davenport and Short [20] provide similar typology of operationally-orientated and management-orientated business process. Although Manganelli and Klein [15] and Sandhu and Gunasekaran [21] have further divide support/management-orientated business process into hand-off and control process or strategic process and administrative process, their rationale to distinct supporting management business process from primary operation business process remains the same.…”