Lean Thinking

Murman, Earll M.; Allen, Thomas J.; Bozdogan, Kirkor; Cutcher‐Gershenfeld, Joel; McManus, Hugh; Nightingale, Deborah; Rebentisch, Eric; Shields, T.C.; Stahl, Fred; Walton, Myles; Warmkessel, Joyce; Weiss, Stanley H.

doi:10.1057/9781403907509_4

Cited by 2 publications

(2 citation statements)

References 3 publications

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“…Therefore, our empirical findings confirm previous understandings of separate value creation phases (see, e.g. Murman and Allen, 2002), while also diving deeper in the form of seven propositions about the client's essential management activities in the value definition, proposition and creation phases. Clearly, a client's responsibility increases when utilising collaborative contracts that share risks instead of avoiding them and enable innovations instead of closing them (e.g.…”

Section: Discussionsupporting

confidence: 88%

“…In this study, the client's role is defined in three distinct front-end subphases: the definition, proposition and creation phases. This resonates with Murman and Allen (2002), who state that value creation consists of three phases: value identiﬁcation, value proposition and value delivery. In the ﬁrst phase, value identiﬁcation, the project stakeholders and their values and needs are identiﬁed.…”

Section: Discussionmentioning

confidence: 71%

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

Tampio¹,

Haapasalo²,

Lehtinen³

2023

IJMPB

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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.

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Section: Discussionsupporting

confidence: 88%

Section: Discussionmentioning

confidence: 71%

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

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A Comparative Analysis of Strategic Planning Based on a Systems Engineering Approach

Andrade

Loureiro

2020

BEL

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Strategic planning is an organizational process, the purpose of which is to conceive, formulate and manage the strategies implementation in the enterprise. The implementation of strategic planning involves the implementation of a set of actions aimed at taking the organization from a known position to a more desirable position, creating sustainable competitive advantages. This study deals with substantiating the role and importance of organizational strategic planning in the development of the organization using a systems approach. Systems engineering consists of a multidisciplinary and collaborative engineering approach, the purpose of which is to derive, develop and verify the effectiveness of decisions or the functioning of the system throughout its life cycle to satisfy the needs, expectations and desires of stakeholders. The purpose of this article is critically to analyze the Andrade method by comparing the processes and tools used in this method with those obtained as a result of traditional strategic planning. The methods were compared by developing a case study conducted in a science, technology and innovation institution operating in Brazil and annually conducting strategic planning cycles, using traditional methodologies for managing and analyzing the effectiveness of the organization and defining strategies for its development. The paper using the engineering system, carries out the comparison of the applied phases and tools with the offers in the model. The obtained results prove disadvantages of the traditional strategic planning process in comparison with the model proposed by Andrade. The application of the proposed model would allow to obtain indicators, different from the results of traditional strategic planning, in terms of forming another set of strategies and tools to manage the organization’s development. The paper concludes that the model proposed by Andrade is more complex than the traditional one. It indicates the expediency of organizations using other tools to analyze and formulate company development strategies in the context of strengthening their competitive advantages and achieving strategic goals. Keywords: Strategy, Strategic Planning, Strategic Planning Model, Strategic Management, Systems Engineering.

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Lean Thinking

Cited by 2 publications

References 3 publications

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

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

A Comparative Analysis of Strategic Planning Based on a Systems Engineering Approach

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