Building design management – key success factors

Knotten, Vegard; Lædre, Ola; Hansen, Geir Karsten

doi:10.1080/17452007.2017.1345718

Cited by 35 publications

(55 citation statements)

References 24 publications

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“…To correctly manage requirements, the systematic participation of a client as a feedback agent of the proposition generated by designers is fundamental [14,23,34]. Additionally, the early involvement of specialist designers and builders will generate a design with a comprehensive value proposal; furthermore, the design will consider the knowledge and experience of these actors as internal clients, allowing them to anticipate potential incompatibility problems among designers and even consider an optimal design for future construction [6,35,36]. Table 5 provides a summary of the main references found in the literature about lean management practices associated with stakeholder management.…”

Section: Identification Of Lean Design Management Practices From the mentioning

confidence: 99%

“…[ 16,35,40,41,43,46,48,[52][53][54][55][56][57][58] PC 6 The coordination of project information between the different stakeholders is performed through a single platform, which allows systematic updates and continuous communication between stakeholders. [14,24,35,36,40,54,56,58,59] During the design phase, there are many iterations associated with both the creative process of design and the existence of problems of a different nature, such as incompatibilities between specialties, regulatory constraints, economic constraints, and ill-defined requirements, among others [34].…”

Section: Of 19mentioning

confidence: 99%

“…Therefore, it is essential to appropriately manage the design process. Design management is the discipline of planning, organizing, and managing the design process to meet certain defined objectives [6]. Although there is no tradition of integral management of the design process, in recent years, several options have…”

Section: Introductionmentioning

confidence: 99%

“…This research proposes a tool to assess management practices in the design phase of construction projects; then, the study identifies implementations gaps, it provides benchmarks with other projects, and it improves the design process through a taxonomy of lean design management practices. been studied to evaluate its performance [7], to implement integrated management systems and visual management tools [8], as well as to optimize this process [6].Technological tools have great potential to improve the performance of projects, particularly in the design phase. However, the problems generated in the design of construction projects cannot be solved with technology alone but require an understanding of the social phenomena related to the processing of individual and collective information [9].…”

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An Assessment of Lean Design Management Practices in Construction Projects

et al. 2019

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Evidence exists for the application of lean management practices in the design process. However, there is no systematic review of this type of practice that links the design management practices to the lean construction principles. There is no tool to assess the level of use of lean design management practices in construction projects either. Therefore, this paper aims to assess the lean management practices that are performed at the design phase of construction projects. The research was divided into a literature review of design management practices; a validation of lean design management practices with a practice-principle relationship, based on an expert survey; the devolvement of a tool (questionnaire) to evaluate the lean design management practices; and an assessment in 64 construction projects (coherence, reliability, correlation, and descriptive analysis). It is concluded that evidence exists for the implementation of 19 lean design management practices. These practices are grouped into three categories: stakeholder management, planning and control, and problem solving and decision making. Additionally, in the assessment of the 64 projects, it can be observed that the lean design management practices are at initial levels of implementations, so there is a significant development gap. This research proposes a tool to assess management practices in the design phase of construction projects; then, the study identifies implementations gaps, it provides benchmarks with other projects, and it improves the design process through a taxonomy of lean design management practices. been studied to evaluate its performance [7], to implement integrated management systems and visual management tools [8], as well as to optimize this process [6].Technological tools have great potential to improve the performance of projects, particularly in the design phase. However, the problems generated in the design of construction projects cannot be solved with technology alone but require an understanding of the social phenomena related to the processing of individual and collective information [9]. For this reason, certain lean tools can allow higher interactions because they encourage the management of commitment and trust among team members [10][11][12][13].Evidence exists for the application of lean management principles and some of its tools in the design management process [14,15]. For example, Fosse & Ballard [16] presented a case study that demonstrated the change between traditional planning and planning using the last planner ® system (LPS ® ) at the design phase. Although they did not present evidence of the changes in the project s performance, they concluded that the degree of satisfaction of the project s stakeholders increased when the LPS ® was applied during the planning phase of the project. For their part, Knotten et al. [17] emphasized that the use of LPS ® and collaborative planning in the design phase reinforced the trust and commitment among the members of the team, which are both considered fundamental elemen...

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Section: Identification Of Lean Design Management Practices From the mentioning

confidence: 99%

Section: Of 19mentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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An Assessment of Lean Design Management Practices in Construction Projects

et al. 2019

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Analysis of obstacles to green building projects: the experience of Russia and Europe

Leontev

2021

E3S Web Conf.

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This paper examines the issues of ecological (green) construction in the framework of the concept of sustainable development - an inevitable global trend. The scale of ecological (green) construction is still limited throughout the world, including in Russia. Green building appeared in Russia much later than in Europe and the United States, where considerable experience has been accumulated in the implementation of such projects. It is necessary to better understand the obstacles to the implementation of green projects in order to find ways and means to overcome them. In this study, 19 obstacles to the implementation of green building projects in Russia were identified. The most important obstacles turned out to be: lack of necessary knowledge and information about green building among construction subjects, higher cost of green building compared to conventional, lack of interest and market demand for green building. The results of this study provide information that is valuable in the design and implementation of green building projects in the future.

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Understanding Interactions between Design Team Members of Construction Projects Using Social Network Analysis

Herrera

Mourgues

Alarcón

et al. 2020

J. Constr. Eng. Manage.

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Social Network Analysis (SNA) has not been used to study design project teams in which the full interactions have become more complex (formal and informal) because the team members are from different companies and there is no collocation. This work proposes a method to understand the interactions in the design teams of construction projects using SNA metrics and the sociograms generated within temporary organizations.This study includes three stages: (1) a literature review of the dimensions of interactions within work teams and the application of SNA to the architecture, engineering and construction (AEC) industry; (2) a proposal of an interaction network method for construction project design teams; and (3) an analysis of a pilot project. Interaction networks were defined in two categories: general interactions and commitment management. For each network, metric indicators were defined for the analysis. The pilot project showed high levels of consistency among team responses. The proposed method allows an analysis of the entire work team and of each individual team member. The

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Building design management – key success factors

Cited by 35 publications

References 24 publications

An Assessment of Lean Design Management Practices in Construction Projects

An Assessment of Lean Design Management Practices in Construction Projects

Analysis of obstacles to green building projects: the experience of Russia and Europe

Understanding Interactions between Design Team Members of Construction Projects Using Social Network Analysis

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