Abstracts – Browse Results
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Cheng, E W L, Li, H, Shen, L Y and Fong, P S W (2002) Ranking of construction information for various functions of the general contractors: a preliminary study. Journal of Construction Research, 3(01), 181–91.
Chew, A T W and Ling, F Y Y (2002) Increasing Singapore's construction productivity through construction process re-engineering. Journal of Construction Research, 3(01), 123–45.
Formoso, C T, Santos, A D and Powell, J A (2002) An exploratory study on the applicability of process transparency in construction sites. Journal of Construction Research, 3(01), 35–54.
Green, S D (2002) The human resource management implications of lean construction: critical perspectives and conceptual chasms. Journal of Construction Research, 3(01), 147–65.
Kim, Y-W and Ballard, G (2002) Earned value method and customer earned value. Journal of Construction Research, 3(01), 55–66.
Koskela, L, Huovila, P and Leinonene, J (2002) Design management in building construction: From theory to practice. Journal of Construction Research, 3(01), 1–16.
Miles, R S and Ballard, G (2002) Problems in the interface between mechanical design and construction: A research proposal. Journal of Construction Research, 3(01), 83–95.
Miller, C J M, Packham, G A and Thomas, B C (2002) Harmonization between main contractors and subcontractors: a prerequisite for lean construction?. Journal of Construction Research, 3(01), 67–82.
Seydel, A, Wilson, O D and Skitmore, M R (2002) Financial evaluation of waste management methods: a case study. Journal of Construction Research, 3(01), 167–79.
Singh, A (2002) Lean engineering for mass housing - design, manufacture and site erection. Journal of Construction Research, 3(01), 97–122.
Whelton, M G and Ballard, G (2002) Decriptive design study: a building facility renewal planning study. Journal of Construction Research, 3(01), 17–33.
- Type: Journal Article
- Keywords: decision making; design management; design rationale; information processing; lean design; project definition; workflow
- ISBN/ISSN: 1609-9451
- URL: http://www.worldscinet.com/jcr/03/0301/S1609945102000047.html
- Abstract:
This paper describes a design-planning study for a building facility renewal project. The study concentrates on the design management role of a project management organization. The objective of the paper is to determine from empirical observations how early project design is carried out. The background and context of the management organization is described, the client's design objectives are outlined and design process models are developed to illustrate the evolution of the design. One of the objectives of this paper is to highlight instances where sequential design and information flows cause reactive design tasks to be initiated. This untimely flow of information affects the quality of decision making. The study identifies the need for more proactive design planning at the outset of a design project and interactive design approaches throughout the duration of the design project. The research reveals the relationships and the effects design contract delivery methods, organizational management behaviour, and communication technologies can have on design tasks and the subsequent quality of the decision making process. Recommendations are made to improve design processes used within the project management organization based on lean design principles