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This article elaborates on lean thinking in design management. Lean philosophy focuses on minimizing waste and maximizing value. We discuss how lean concepts can be understood and how this can affect the design process. In particular, we examine how flexibility can be achieved through the use of a layered design process and a layered building design. The design process has two main outcomes: input to the production and/or construction process, and input to the decision process. These two outcomes have a number of contradictory characteristics. Traditionally, production processes call for early decisions and control of cost, time and risks. Typically, this has been the engineers' or the contractors' perspective. In contrast, the decision process typically strives to postpone final commitments and design freeze in order to keep options open. Lean thinking shows that the two approaches do not have to be contradictory. Based on case studies of two hospital projects, we discuss flexibility in the design process and design in relation to lean principles. The article demonstrates the importance of seeing the design process and design model as two integrated parts. Lean thinking can serve as an enabler by focusing on reducing waste and increasing the customer's value.

To what extent are the general requirements met and what does it mean? Abstract (250 words)Purpose -The purpose of this paper is to explore what an academic discipline is and to apply and discuss this definition using facilities management as an example. The paper addresses an academic world that is facing the challenge of developing research and education in response to emerging disciplines and dealing with changes in the higher education system. Institutions are also confronted with the aim of the European Commission to "enhance the performance and international attractiveness of Europe's higher education" (European Commission, 2010).Design/methodology/approach -A structured framework with six criteria outlining an academic discipline was applied to describe the state of the art of facilities management on the basis of systematical literature research. A survey was conducted with 215 contributions from the European Facility Management Network (EuroFM) and additionally 41 Master theses and 25 scientific papers were studied to gain up--to--date insights.Findings -This paper provides a methodical approach on how to analyse and describe emerging disciplines. In addition, an overview of the state of the art in facilities management is shown.Research limitations/implications -The methodological approach for the analysis of academic disciplines was tested using the example of FM. Before transferring the same methodology to other disciplines, researchers are advised to test and further develop the methodology for other disciplines.Practical implications -This paper includes implications for the development and discussion of emerging disciplines in the academic world.Originality/value -This paper contributes to a better understanding of academic disciplines and how they emerge.

Inherent interest conflicts between a project management team and project owner are often neglected in project risk management. Risk management by the project management team basically focuses on project short-term survival, or project success toward handover to the customer, while for the project owner, strategic success should be more important. To see how this takes place in and influences real projects, seven large projects were studied, and interaction in project risk management between the project owners and project management team was examined for each project. The study revealed that the main focus in the studied projects was on operational risks, even within the project owner's set of high-priority risks.