Performance Improvement in Construction Management (Spon Research)

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In , Toronto. In , Daventry. Leghissa, G, Sage, D, Dainty, A Collaboration between housebuilding firms and suppliers for the implementation of innovation strategies: a strategy-as-practice approach. In , Manchester, pp. Barnard, S, Dainty, A , Hassan, T The challenge of contesting structures that reproduce gender inequalities: the dual power of new managerialism and masculine norms in academic settings.

In , Keele University. Barnard, S, Hassan, T, Dainty, A , Polo, L, Arrizabalaga, E Using communities of practice to support the implementation of gender equality plans: lessons from a cross-national action research project. In , Paris. Barnard, S, Dainty, A , Hassan, T The development of a cross-national approach to gender equality in higher education institutions: observations from a European project. In , Nottingham. In , pp. Leghissa, G, Sage, D, Dainty, A Collaboration between housebuilding firms and suppliers for the implementation of innovation strategies: A strategy-aspractice approach.

Orstavik, F and Dainty, A On the doing of building work: 'Ways of knowing' as modes of coping with complexity. In , Cle Elum, WA. In , Berlin, pp. In , Lincoln, UK, pp. O'Keeffe, DJ, Thomson, D, Dainty, A Methodological considerations of the project management of a hospital project within a practice order network. In , Edinburgh. In , Lincoln, pp. In , Croatia, pp. Harvey, E, Waterson, P, Dainty, A Comparing safety intelligence in air traffic management and construction: A conceptual comparison.

In , Portsmouth, UK, pp. In , Portsmouth, pp.

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O'Keeffe, DJ, Thomson, D, Dainty, A An illustration of the development of a strategy for evaluating the design of hospitals within a practice order network. In , Glasgow.

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In Sustainable Building Conference , Coventry, pp. Smiley, JP, Dainty, A , Fernie, S Analysing the discourses surrounding change and reform in the construction sector: The need for a marriage between critical theory and a socio-historical cultural perspective. Nyateka, N, Dainty, A , Gibb, A, Bust, P Evaluating the role and effectiveness of training interventions in improving the occupational health and safety of younger construction workers: A literature review. Stokes, C and Dainty, A Knowledge co-production in construction management research. Les Cordeliers , Does Interdisciplinary Education improve the gender balance and attact more young people in Engineering and Technology higher education?

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    In Meta-analysis of gender and science research , Brussels, Belgium, tba. Zhang, CY, Dainty, A , Thorpe, T Exploring the potential of massively multiplayer online games for informing construction design decisions. In i-Rec Fourth International Conference on 'Post-disaster reconstruction: Building resilience - achieving effective post-disaster reconstruction , Proceedings of the i-Rec Fourth International Conference on 'Post-disaster reconstruction: Building resilience - achieving effective post-disaster reconstruction, Christchurch, New Zealand.


    Fuller, P, Dainty, A , Thorpe, T Using measurement as an enabler for the implementation of knowledge management and learning processes. Phillips, S, Dainty, A , Price, A The development of a tender analysis support tool for use in social housing best value procurement. As represented in Exhibit 1 above, the result is that reflection is actively avoided by people at all levels, largely because it is perceived as too threatening, political, ineffective, or all of the above. This creates a self-reinforcing cycle, because when structured reflection is avoided, it leads to further opportunities for blow-ups and surprises.

    Organizations simply cannot afford to leave learning and continuous improvement to chance on their mission-critical investments. Monumental failures can occur, leaving a wake of damaged reputations, blame, and losses of both time and money for the organization.

    Leaving improvement to chance not only can lead to outright failures, it has huge opportunity costs. Improvements that could shorten project delivery time, improve productivity, reduce cost, or improve quality can go unexploited and forgotten. As a result, the organization winds up spending countless more time, dollars, and personnel on future projects.

    In the extreme, that means each project team reinvents the wheel every time that they start a new project.

    Performance Improvement in Construction Management by Brian Atkin, Jan Borgbrant | Waterstones

    The chances are even more likely that this will happen in environments with poor cross-project communication and stressed-out project managers and teams. All of these approaches can be useful, yet they downplay the knowledge, wisdom, and experience already resident in the organization that can be cost-effectively applied to improving performance within and between projects.

    What is missing from these approaches is a systematic approach to facilitating learning from project experience so that the organization can focus its own talents and capabilities on solving and preventing problems to improve performance. And it should be done in a way that works for the organization's unique culture and needs, rather than imposes outside standards that require large amounts of training or consulting dollars to effectively deploy.


    Many project organizations have also implemented a project or program management office PMO to improve project performance. While PMOs can be a highly effective mechanism for facilitating performance improvement, most consider learning opportunities to be those situations in which a team or project manager didn't follow established procedures. Deviations from the methodology often become the only learning experiences recognized. Because of this, PMOs are often perceived as an extra layer of management that simply create bureaucracy and more rules that bog down projects. This often results in a contentious relationship between teams and the PMO, one that creates rigidity and political wrangling that limits performance gains, inhibits innovation and learning, and saps morale.

    Although some PMOs may not yet have the capabilities to help their organization continuously improve, they can get there by adopting the principles and practices of Multi-Level Learning. First and foremost, they need to evolve into an effective broker of knowledge; one that serves to provide opportunities for teams to reflect on project experience using a neutral, objective facilitator who can help teams reflect and improve in a safe, structured environment that makes for productive knowledge generation and exchange.

    Multi-Level Learning helps overcome many of the problems faced by project organizations. It helps reduce risk, deliver faster results, eliminate waste, and improve teamwork on mission-critical efforts. Its focus is on facilitating systematic learning at three levels: projects, processes, and strategies. In larger organizations, these levels of learning may also reflect levels of the organization.

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    Project teams are charged with primary responsibility for achieving objectives that deliver results for customers and internal clients. Program managers or project management office PMO leaders may be charged with sharing practice knowledge across projects to streamline processes, reduce waste, and shorten delivery time. And senior teams are primarily responsible for developing strategy and structuring a portfolio of projects and programs that enable them to achieve that strategy.

    With Multi-Level Learning, teams at each of these levels are empowered to take primary responsibility for their own improvement. And if you've worked in project-intensive environments, you know how important it is to engage teams at all levels in order to deliver meaningful results. After all, decisions made at each level affect the others.

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    6. Achieving business transformation success means not only delivering successful projects, but selecting the right projects to begin with. It also means supporting teams with approaches and methodologies that help them achieve their work in the most effective way. As shown in Exhibit 2 below, Multi-Level Learning is a closed-loop system that directs actionable feedback to the way work gets done at each of these levels.

      Nor is it an end in itself: It is a vehicle for achieving the organization's strategic goals, for transforming the way business gets done, and generating better outcomes on mission-critical projects and programs, from one phase to the next, and from one project to the next. The result is learning and performance improvement as the project progresses, reducing the risk of project failure, improving team effectiveness, and providing real-time feedback and development opportunities for project members.

      At Level 2 of the Multi-Level Learning framework—the process and program management level—project managers are enlisted, sometimes by a project or program management office PMO , to improve processes that span multiple projects and programs. Process improvement is at the core of this approach, where project managers actively reflect on mission-critical organizational routines to implement improvements that break down bureaucracy, reduce waste, eliminate delays, and unlock innovation.

      This kind of improvement is much more powerful and practical than simply hosting knowledge-sharing sessions or reporting out lessons learned among project managers. The result is real improvement across projects and buy-in from those who need to implement the change. Engaging project managers to improve cross-project processes can reduce costs, improve productivity, and cut down on the time required to deliver results. Senior managers and sponsors play a pivotal role.