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Elfving, J A (2022) A decade of lessons learned: deployment of lean at a large general contractor. Construction Management and Economics, 40(07–08), 548–61.

Gil, N (2022) Megaprojects: a meandering journey towards a theory of purpose, value creation and value distribution. Construction Management and Economics, 40(07–08), 562–84.

Gravina da Rocha, C, Korb, S and Sacks, R (2022) Work structuring and product design for customized repetitive projects. Construction Management and Economics, 40(07–08), 526–47.

He, C, Liu, M, Alves, T d C L, Scala, N M and Hsiang, S M (2022) Prioritizing collaborative scheduling practices based on their impact on project performance. Construction Management and Economics, 40(07–08), 618–37.

Lohne, J, Torp, O, Andersen, B, Aslesen, S, Bygballe, L, Bølviken, T, Drevland, F, Engebø, A, Fosse, R, Holm, H T, Hunn, L K, Kalsaas, B T, Klakegg, O J, Knotten, V, Kristensen, K H, Olsson, N O E, Rolstadås, A, Skaar, J, Svalestuen, F, Vaa (2022) The emergence of lean construction in the Norwegian AEC industry. Construction Management and Economics, 40(07–08), 585–97.

Pikas, E, Koskela, L and Seppänen, O (2022) Causality and interpretation: a new design model inspired by the Aristotelian legacy. Construction Management and Economics, 40(07–08), 507–25.

Rybkowski, Z K, Arroyo, P and Parrish, K (2022) Assessment of current target value design practices: consistencies and inconsistencies of application. Construction Management and Economics, 40(07–08), 598–617.

  • Type: Journal Article
  • Keywords: Target Value design; lean construction; integrated project delivery; collaboration; value; tools; culture; contracts;
  • ISBN/ISSN: 0144-6193
  • URL: https://doi.org/10.1080/01446193.2022.2037146
  • Abstract:
    Target Value Design (TVD) refers to the application of Target Costing (TC) to the delivery of projects with the involvement of owners, architects, engineers, and constructors (OAEC). TVD has been adopted by the construction community to avoid project cost overruns while simultaneously improving value. TVD implementation involves a number of practices: clearly identify owner value, develop an inclusive interdisciplinary team organization, provide appropriate financial and contractual incentives, create a culture of respect, and steer to cost and value targets with TVD tools. While application of TVD has grown, not all results are as favourable as they might be. It is possible that TVD application may be piecemeal at times—potentially because the impacts of individual practices are unknown. This paper explores a fundamental research question: how consistent or inconsistent is the application of TVD principles, practices, and tools? To address this question, the authors reviewed 29 academic publications on TVD, surveyed 14 TVD practitioners through an anonymous on-line survey, and hosted two open-ended focus groups with 6 TVD facilitators. Results indicate that some—but not all—TVD practices are consistently being implemented, which may suggest one cause for observed variability of outcomes.

Viana, D D, Formoso, C T and Bataglin, F S (2022) Requirements for developing production planning and control systems for engineer-to-order industrialized building systems. Construction Management and Economics, 40(07–08), 638–52.