Decision process in one-of-a-kind production

Abstract

One-of-a-kind production is project business. In any project, the decision process is of importance for a successful outcome. However, there is a need for a more formal approach to decision making in projects. We have therefore developed a model of the decision process. It uses three types of decisions: selection, authorization, and plan decisions. Enterprise models together with the project life cycle form a platform for developing a decision model. The life cycle enables a decision chain whereas the enterprise models allow decisions at different levels. The horizontal decision chain is linked to physical flow of documents and materials. Vertically, decision making is hierarchically decomposed into levels of different planning horizons and time periods.

Capability mapping to improve manufacturing network performance: how a factory can target growth

“…For these reasons, the study selected a form of participatory action research, the design science methodology, which has been applied to problems of engineering, medicine, and information technology, and is increasingly common in solution-oriented operations and SCM research (Van Aken et al , 2016; Johansen and Rolstadås, 2017; Wagner and Thakur-Weigold, 2018; Reinerth et al ., 2018). It is a goal-seeking approach which, in contrast to natural science, is exploratory rather than explanatory.…”

Innovation in Megaprojects and the Role of Project Complexity

“…So far this front-end stage of projects is not yet fully understood (e.g. Williams et al 2019;Johansen and Rolstadås 2017) but it has a great impact on the overall project success, particularly for megaprojects (Johansen and Rolstadås 2017;Brady and Davies 2014). The study shows that several innovations were introduced in later stages as a response to the developments in the projects, e.g.…”

Difficulties observed in hydroelectric turbine projects management: evidence from case studies

“…Many of the activities mentioned above may be facilitated through the use of software and tools that support decision-making. However, some authors argue that many managers do not use them and often have difficulties in understanding how they can be used to support the management (Haverila and Fehr, 2016; Johansen and Rolstadås, 2017; Love et al , 2018; Matthews et al , 2018).…”

“…2018;Sajid and Usman, 2019;Sisirakumara and Choy, 2018;Wu et al, 2017;Yang et al, 2014;Zhang and Li, 2016) D6 Difficulty of using software and tools to support decision making(Haverila and Fehr, 2016;Johansen and Rolstad as, 2017;Love et al, 2018;Matthews et al, 2018;Montreuil and Poulin, 2005;Mu et al, 2014;De Paula et al, 2019;Shi et al, 2015;Zhao and Cao, 2015;Zwikael et al., 2014) D7 Difficulty in structuring and managing schedule (Ahsan and Gunawan, 2010; Al-jibouri, 2002; Carlos and Milton, 2014; Fossum et al, 2019; Iyer and Banerjee, 2016; J€ ackel et al, 2006; Johansen and Rolstad as, 2017; Keegan et al, 2017; Khamooshi and Golafshani, 2014; Love et al, 2018; Martinsuo and Hoverf€ alt, 2018; Myrelid, 2017; Tomotani and de Mesquita, 2018; Wu et al, 2017; Yaghootkar and Gil, 2012) D8Difficulty in managing financial resources(Ahsan and Gunawan, 2010;Atkinson, 1999;Butler et al, 2018;Engwall and Jerbrant, 2003;Fossum et al, 2019;Haverila and Fehr, 2016;Iyer and Banerjee, 2016;Lin et al, 2015;L€ odding et al, 2014;Martinsuo and Hoverf€ alt, 2018;Mu et al, 2014;Osei-Kyei and Chan, 2015;Sanchez et al, 2017;Zhao and Cao, 2015) D9Difficulty in managing risks(Boateng et al, 2015;Christopher and Leon, 2019;Cigolini and Rossi, 2010;Crispim et al, 2019;Hwang et al, 2014;Mu et al, 2014;De Paula et al, 2019;…”

“…al., 2009) D12Difficulty in defining and prioritizing activities(Ahsan and Gunawan, 2010;Bryde et al, 2018;Butt et al, 2016;Iyer and Banerjee, 2016;Johansen and Rolstad as, 2017;Keegan et al, 2017;Love et al, 2018; …”