Reforming project management: The role of planning, execution and controlling
Koskela, LJ and Howell, G 2001, Reforming project management: The role of planning, execution and controlling , in: 9th International Group for Lean Construction Conference., August 2001, National University of Singapore.
|PDF - Published Version |
Download (39kB) | Preview
In this paper, we focus on the need for reforming the role of plans, execution (or action) and control in project management. We argue that the present style of project management, as described in the Guide to the Project Management Body of Knowledge (PMBOK Guide) of PMI, is based on two underlying theories in this regard: management-as-planning (for planning and execution) and the thermostat model (for control). Unfortunately, both theories can be shown to be heroically simplistic and insufficient from the point of view of project management reality. In consequence, the practice of project management suffers from three shortcomings. The vague interface between planning and execution is the cause for two of them. First, the role of planning is not realistically defined, and short term planning (that is critical from the point of view of execution) is customarily poorly carried out or simply neglected. Secondly, there is no systematic way of managing execution, i.e. taking into account the actual conditions of the real world as higher level plans are translated into short term plans and then into action. Thirdly, control is too narrowly seen as measuring and taking corrective action, rather than as a process of learning. These arguments are justified by empirical data and theoretical discussion.
|Item Type:||Conference or Workshop Item (Paper)|
|Uncontrolled Keywords:||Project management, plan, execution, control.|
|Themes:||Subjects / Themes > T Technology > TS Manufactures > TS155-194 Production management. Operations management|
Subjects outside of the University Themes
|Schools:||Colleges and Schools > College of Science & Technology > School of the Built Environment|
Colleges and Schools > College of Science & Technology > School of the Built Environment > Salford Centre for Research & Innovation (SCRI)
|Journal or Publication Title:||Proceedings of 9th International Group for Lean Construction Conference.|
|Depositing User:||LJ Koskela|
|Date Deposited:||21 Jun 2010 11:27|
|Last Modified:||27 Sep 2011 12:30|
|References:||Anon. (1921) Report on Elimination of Waste in Industry. Mechanical Engineering, September, pp. 579 - 583. Applebaum, H.A. (1982) Construction Management: Traditional versus Bureaucratic Methods. Anthropological Quarterly, vol. 55, no. 4: 224-234. Blomberg, Jens (1998) Myter om projekt [Myths on projects]. Nerenius & Santérus Förlag, Stockholm. 130 p. Bowen, H. (1992) Implementation Projects: Decisions and Expenditures. In: Heim, J. & Compton, W. (ed.): Manufacturing Systems: Foundations of World-Class Practice, National Academy Press, Washington. Pp. 93-99. Brousseau, Éric & Rallet, Alain (1995) Efficacité et inefficacité de l'organisation du bâtiment. Revue d'Économie Industrielle, n:o 74, 4e trimestre, pp. 9 - 30. Christensen, Sören & Kreiner, Kristian (1997) Projektledning: att leda och lära i en ofullkomlig värld. [Project management: to manage and teach in an imperfect world] Academia Adacta, Lund. 126 p. Devaux, Stephen A. (1999) Total Project Control. John Wiley & Sons, New York. 318 p. Duncan, W. (Director, Standards Committee) (1996). A guide to the Project Management Body of Knowledge. PMI Publications, Sylva, NC. Friedrich, D.R., Daly, J.P. & Dick, W.G. (1987) Revisions, Repairs, and Rework on Large Projects. Journal of Construction Engineering and Management, Vol. 113, No.3, pp. 488 - 500. Giglioni, G.B. & Bedeian, A.G. (1974) A Conspectus of Management Control Theory: 1900-1972. Academy of Management Journal, Vol. 17, pp. 292-305. Hofstede, Geert (1978) The Poverty of Management Control Philosophy. Academy of management Review, July, 450-461. Howell, Greg and Koskela, Lauri. (2000) Reforming project management: the role of lean construction. Paper presented at the Eighth Annual Conference of the International Group for Lean Construction (IGLC-8), 17-19 July 2000, Brighton. Johnston, R.B. & Brennan, M. (1996) Planning or Organizing: the Implications of Theories of Activity for Management of Operations. Omega, Int. J. Mgmt. Sc., Vol. 24, No. 4, pp. 367-384. Johnston, RB (1995) Making manufacturing practices tacit: a case study of computer aided production management and lean production. J. Opl. Res. Soc. 46, 1174-1183. Kim, Yong-Woo & Ballard, Glenn (2000) Is the Earned-Value Method an Enemy of Work Flow. Paper presented at the Eighth Annual Conference of the International Group for Lean Construction (IGLC-8), 17-19 July 2000, Brighton. Koskela, Lauri (2000). An exploration towards a production theory and its application to construction. Espoo, VTT Building Technology. 296 p. VTT Publications; 408. WWW: http://www.inf.vtt.fi/pdf/publications/2000/P408.pdf Koskela, Lauri (2001) On new footnotes to Shingo. Paper to be presented at the Ninth Annual Conference of the International Group for Lean Construction (IGLC-9), 6-8 August 2001, Singapore. Laufer, Alexander (1997) Simultaneous Management: Managing Projects in a Dynamic Environment. Amacom, New York. 313 p. Laufer, A. & Tucker, R.L. (1987). Is construction project planning really doing its job? A critical examination of focus, role and process. Constr. Mgm. and Econ., 5, 243 - 266. Laufer, Alexander & Howell, Gregory A. (1993) Construction planning: Revising the Paradigm. Project Management Journal, Volume 24, No. 3, pp. 23-33. Laufer, Alexander & Koskela, Lauri (1991) Control of Construction Projects - Philosophy, Roles and Measures. Unpublished manuscript. Morris, Peter W.G. (2000) Researching the Unanswered Questions of Project Management. Project Management Research at the Turn of the Millennium. Proceedings of PMI Research Conference 2000, 21-24 June 2000, Paris, France. Pp. 87-101. Seymour, David & Rooke, John. (2000) Commitment Planning and Reasons Analysis. Paper presented at the Eighth Annual Conference of the International Group for Lean Construction (IGLC-8), 17-19 July 2000, Brighton. Shenhar, A.J. & Dvir, D. (1996) Toward a typological theory of project management. Research Policy Vol. 25, No. 4, p. 607 -. Shingo, Sh. (1988). Non-stock production. Productivity Press, Cambridge, Ma. 454 p. Tavistock Institute. (1966) Interdependence and Uncertainty. Tavistock Publications, London. 83 p.|
Document DownloadsMore statistics for this item...
Actions (login required)
|Edit record (repository staff only)|