Hospital project front-end planning: Current practice and discovered challenges

Larsen, Anne Strand Alfredsen; Karlsen, Anniken; Andersen, Bjørn

doi:10.1016/j.plas.2020.100004

Cited by 6 publications

(4 citation statements)

References 41 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Having visionary capabilities often means doing front-end planning for projects so that they can be evaluated once they are implemented. This falls into the strategic planning domain of projects (Alfredsen et al, 2020).…”

Section: Visionary Capabilitiesmentioning

confidence: 99%

Investigating the Leadership and Visionary Capabilities to Make Projects Resilient: Processes, Challenges, and Recommendations

Ram

Dolla

2023

Project Management Journal

View full text Add to dashboard Cite

We report three-pronged findings on the application of leadership and visionary capabilities to make projects resilient. The data collected through 33 qualitative interviews were analyzed using NVivo. The results show that project staff applied visionary and leadership capabilities using several means and to varying degrees. However, a sense of confusion and a lack of awareness prevail among the staff about their need to possess these capabilities. The recommendations are that both mindsets and methods need to change to develop these capabilities. Advancing project resilience literature, the findings introduce the role of leadership and visionary capabilities in building resilience.

show abstract

Section: Visionary Capabilitiesmentioning

confidence: 99%

Investigating the Leadership and Visionary Capabilities to Make Projects Resilient: Processes, Challenges, and Recommendations

Ram

Dolla

2023

Project Management Journal

View full text Add to dashboard Cite

show abstract

“…However, it is unfortunate that terminology related to major projects is inconsistent, and it should be clarified. Thus, discussions on what constitutes a concept would be valuable, especially for hospital projects, as also stated by Larsen et al (2020). Broader analyses and a wider exploration of the opportunity space in order to find unique solutions might be suggested, although it is known from experience with the SPM that interpreting the meaning of the concept term is demanding and has been discussed for years.…”

Section: Researchers' Assessmentsmentioning

confidence: 99%

Project Governance in State-Owned Enterprises: The Case of Major Public Projects’ Governance Arrangements and Quality Assurance Schemes

Larsen

Volden

Andersen

2021

Administrative Sciences

Self Cite

View full text Add to dashboard Cite

Societal development is increasingly undertaken as major public projects in different sectors. Project governance is important for strategically successful outcomes; thus, a broad societal perspective should be kept throughout the governance process. State ownership exists in many forms, and major public projects’ governance arrangements differ. Quality assurance is a recommended part of the arrangements, yet knowledge of them is limited. This study investigates relatively recent governance arrangements in state-owned enterprises in Norway, emphasizing their content and organization of quality assurance. The arrangements are compared with the more established “State Project Model”, a governance arrangement set up by the Ministry of Finance in 2000, including major public projects with budgets exceeding USD 110 million. Through case studies, comprising documents and interviews, and using the State Project Model as a reference frame, differences in the studied arrangements’ comprehensiveness were found. Finding the appropriate level of governance is challenging, yet potential for mutual learning and improvement across different arrangements is revealed. For state-owned enterprises with sectoral policy objectives, the government should ensure that political control is not undermined. This study provides recommendations for further improvement of governance arrangements and adds to the general understanding of state-owned enterprises and major public projects’ front-end phase.

show abstract

“…However, there is very little previous literature on the client's role and responsibilities in collaborative-contracted hospital construction projects (cf. Aubry and Lavoie-Tremblay, 2018;Larsen et al, 2020). In particular, the client's role in complex projects has evolved to promote integration, coordination and innovation through stakeholder engagement, especially in the front-end phase where the client is the key actor (Tampio et al, 2022a).…”

Section: Introductionmentioning

confidence: 99%

The client's essential stakeholder collaboration activities at the front-end phase of a hospital construction project

Tampio¹,

Haapasalo²,

Lehtinen³

2023

IJMPB

View full text Add to dashboard Cite

PurposeThe research problem in this study is how a client (as a project owner) should organise early stakeholder involvement and integration in the front-end phase of a project. This study aims to create normative managerial statements as propositions from the client's perspective and to combine them into a set of activities enabling efficient organisation in the front-end phase of a hospital construction project.Design/methodology/approachAction design research (ADR) was carried out in a large hospital construction project where the first author acted as an “involved researcher” and the other authors acted as “outside researchers”.FindingsThe authors created seven normative managerial propositions that were verified by the case project stakeholders and developed a managerial framework describing the client's essential stakeholder involvement and integration activities in the front-end phase of a hospital construction project based on these propositions. The authors have also depicted the subphases of the front-end phase: value definition phase in the client permanent organisation, value proposition phase in the client Programme Management Office (PMO) and finally development phase in the alliance organisation ending on the final investment decision.Practical implicationsThe collaborative contract delivery model enables the early involvement and integration of stakeholders. It has been somewhat surprising to note the extent to which collaborative contracts change the client role in the project front-end. The results offer practical activities for how clients can manage front-end activities in collaborative contracts.Originality/valueThe case project offered a platform to analyse how the collaborative contract delivery model changes the emphasis of activities in the front-end of a project. One of the key benefits of collaborative contracts is that development, design and delivery occur partially in parallel, thereby enabling contributions from production to be included in the design and development. The benefit of having a real-life case under study provides the possibility to triangulate and analyse rich data, however limited by the qualitative case method.

show abstract

Hospital project front-end planning: Current practice and discovered challenges

Cited by 6 publications

References 41 publications

Investigating the Leadership and Visionary Capabilities to Make Projects Resilient: Processes, Challenges, and Recommendations

Investigating the Leadership and Visionary Capabilities to Make Projects Resilient: Processes, Challenges, and Recommendations

Project Governance in State-Owned Enterprises: The Case of Major Public Projects’ Governance Arrangements and Quality Assurance Schemes

The client's essential stakeholder collaboration activities at the front-end phase of a hospital construction project

Contact Info

Product

Resources

About