120 results on '"Johansen, Agnar"'
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2. How do teams become high-performing teams?
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Bakke, Anne Lise and Johansen, Agnar
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- 2024
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3. Time analysis of a Megaproject, how to verify the duration of the Construction Phase
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Bakke, Christian and Johansen, Agnar
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- 2024
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4. Early involvement of stakeholders in mobility-related projects
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Afshari, Mahgol, Johansen, Agnar, and Temeljotov-Salaj, Alenka
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- 2024
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5. Students’ innovation for age-ready smart cities
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Senior, Coline, Salaj, Alenka Temeljotov, and Johansen, Agnar
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- 2023
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6. Uncertainty management in the design phase of road projects
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Shabani, Rouzbeh, Ishtiaque, Tausif Ahmed, Johansen, Agnar, Torp, Olav, and Farsani, Danyal
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- 2023
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7. Which attributes define a megaproject?
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Bakke, Christian and Johansen, Agnar
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- 2024
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8. Sustainability in project portfolios: a scoping literature review for the transport sector.
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Minoretti, Arianna, Johansen, Agnar, and Wondimu, Paulos
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- 2024
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9. Development of target cost – By the owner or together with Contractors - Target Value Design
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Johansen, Agnar, Engbo, Atle, Torp, Olav, and Kalsaas, Bo Terje
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- 2021
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10. Various Approaches to Early Contractor Involvement in Relational Contracts
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Malvik, Tobias Onshuus, Wondimu, Paulos, Kalsaas, Bo Terje, and Johansen, Agnar
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- 2021
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11. Feeble Project Mandate equal higher cost?
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Bakke, Christian, Johansen, Agnar, Mahmood, Kozhen M., and Grenland, Steffen
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- 2019
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12. Implementing of Lean – challenges and lessons learned
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Bakke, Anne Lise and Johansen, Agnar
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- 2019
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13. Implementing the Integrated Social Sustainability Assessment to Norway: A Citizen-Centric and Expert-Weighted Approach
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Akbarinejad, Tahmineh, primary, Salaj, Alenka Temeljotov, additional, and Johansen, Agnar, additional
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- 2023
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14. Effective Opportunity management in a Megaproject
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Johansen, Agnar, Bjerke, Yvonne C., and Landmark, Andreas
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- 2018
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15. Evaluating the Impact of Public Participation Processes on Participants in Smart City Development: A Scoping Review
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Senior, Coline, primary, Temeljotov Salaj, Alenka, additional, Johansen, Agnar, additional, and Lohne, Jardar, additional
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- 2023
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16. Pursuing Value Creation in Construction by Research -A Study of Applied Research Methodologies
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Haddadi, Amin, Hosseini, Ali, Johansen, Agnar, and Olsson, Nils
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- 2017
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17. Learning by doing: Public and private search for quick delivery and sustainability in building projects
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Økland, Andreas, Johansen, Agnar, Tufto, Eli, and Kylling, Iver-Erik
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- 2017
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18. Standardization and Modularization of Prisons
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Økland, Andreas, Johansen, Agnar, Beste, Teresa, and Gjesteby, Endre
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- 2017
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19. Best Value Approach (BVA): Enhancing Value Creation in Construction Projects
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Haddadi Amin, Johansen Agnar, and Bjørberg Svein
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value creation ,conceptual framework ,value management ,construction project management ,life cycle thinking ,l74 ,Business ,HF5001-6182 - Abstract
Background: Research has revealed an inadequate understanding of the owners’ and users’ strategic objectives and a lack of methodology for translating these objectives into functional buildings. Fulfilment of owners’ and users’ objectives is fundamental in creating value through a project. Management and design processes can be decisive in achieving the desired objectives. Hence, knowledge about what creates value applied into a management framework will enable higher value creation.
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- 2017
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20. Controlling a Multibillion Project Portfolio - Milestones as Key Performance Indicator for Project Portfolio Management
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Eik-Andresen, Petter, Johansen, Agnar, Landmark, Andreas Dypvik, and Sørensen, Anette Østbø
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- 2016
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21. Remedies for Managing Bottlenecks and Time Thieves in Norwegian Construction Projects – Public vs Private Sector
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Eik-Andresen, Petter, Landmark, Andreas Dypvik, Hajikazemi, Sara, Johansen, Agnar, and Andersen, Bjørn
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- 2016
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22. “Need for Speed”: Framework for Measuring Construction Project Pace – Case of Road Project
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Zidane, Youcef J-T., Andersen, Bjørn, Johansen, Agnar, and Ahmad, Saad
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- 2016
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23. A Conceptual Framework to Enhance Value Creation in Construction Projects
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Haddadi, Amin, Johansen, Agnar, and Andersen, Bjørn
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- 2016
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24. Time Elasticity - who and what Determines the Correct Project Duration?
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Johansen, Agnar, Landmark, Andreas D., Olshausen, Fredrick, van der Kooij, Rimmert, and Skappel, Sidsel
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- 2016
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25. Managing Cost and Time in a Large Portfolio of Projects
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Eik-Andresen, Petter, Landmark, Andreas D., and Johansen, Agnar
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- 2015
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26. Barriers and Challenges in Employing of Concurrent Engineering within the Norwegian Construction Projects
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Zidane, Youcef J-T., Stordal, Kjersti Bjørkeng, Johansen, Agnar, and Van Raalte, Susanne
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- 2015
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27. Time-thieves and Bottlenecks in the Norwegian Construction Projects
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Zidane, Youcef J-T., Johansen, Agnar, Andersen, Bjørn, and Hoseini, Erfan
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- 2015
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28. Knowledge about the Origins of Uncertainties from the Pre-Project Phase of Road Projects
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Shabani, Rouzbeh, primary, Torp, Olav, additional, Klakegg, Ole Jonny, additional, and Johansen, Agnar, additional
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- 2022
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29. Uncertainty Analysis – 5 Challenges with Today's Practice
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Johansen, Agnar, Sandvin, Bettina, Torp, Olav, and Økland, Andreas
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- 2014
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30. Exploiting Opportunities in the Uncertainty Management
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Krane, Hans Petter, Johansen, Agnar, and Alstad, Ragnhild
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- 2014
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31. Stakeholder Benefit Assessment – Project Success through Management of Stakeholders
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Johansen, Agnar, Eik-Andresen, Petter, and Ekambaram, Anandasivakumar
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- 2014
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32. Uncertainty Management – A Methodological Framework Beyond “The Six W's”
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Johansen, Agnar, Halvorsen, Siri Bøe, Haddadic, Amin, and Langlo, Jan Alexander
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- 2014
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33. Megaprojects-Challenges and Lessons Learned
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Zidane, Youcef J.-T., Johansen, Agnar, and Ekambaram, Anandasivakumar
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- 2013
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34. Knowledge about the Origins of Uncertainties from the Pre-Project Phase of Road Projects.
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Shabani, Rouzbeh, Torp, Olav, Klakegg, Ole Jonny, and Johansen, Agnar
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DECISION making in investments ,INVESTMENT policy - Abstract
To succeed with projects, we need to understand and manage uncertainty. Uncertainties impact a project's cost, time, and quality performance. The project's front end is challenging for decision makers due to the high level of uncertainty. This paper identifies the most common uncertainties and their origin in the pre-project phase of large road projects. It also analyses the changes in these factors over 20 years. Document studies collected information about uncertainty factors identified in the early phase of 90 large road projects. The research strategy was explanatory, and data were collected from quality assurance reports from a population of large Norwegian road projects. The project cost varies between USD 30 million and over USD 2 billion. Then, 15-factor groups were established for categorising uncertainties. This study shows a rise in uncertainty factors with operational origins and a decrease in uncertainty factors with strategic and contextual origins over the last 20 years. Identifying and understanding common uncertainties and their origins provides policymakers, practitioners, and researchers with useful insights for policy revision and investment decision making and facilitates a proper focus regarding uncertainty analyses in the front end of road projects. [ABSTRACT FROM AUTHOR]
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- 2023
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35. Get smart: the importance of urban facilities management to smart neighbourhoods and their citizens in a project’s early stages
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Collins, Dave, Johansen, Agnar, Temeljotov Salaj, Alenka, and Senior, Coline
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General Medicine ,General Chemistry - Abstract
The purpose of this paper is to demonstrate how citizen participation as part of Urban Facility Management both as a consideration and practical application can contribute to the positive development of human-centred Smart Neighbourhoods. Through a combination of desk research and data from an ongoing research project in Norway, this paper will use literature to provide a theoretical link between these concepts whilst also showing how this link can be demonstrated in real work projects in the Norwegian Municipality of Lier. The findings illustrate that Facilities Management-focused urban planning processes allow for citizenoptimized communities, well planned and easy-to-implement maintenance strategies that ensure the long-term viability of Smart and Sustainable Cities. The results of this paper can be important for the development of Urban FM as a field, the reorientation of FM as not just a building level concept, but community level and has applicability to the fields of FM, architecture, urban planning, and Smart Cities. Get smart: the importance of urban facilities management to smart neighbourhoods and their citizens in a project’s early stages The purpose of this paper is to demonstrate how citizen participation as part of Urban Facility Management both as a consideration and practical application can contribute to the positive development of human-centred Smart Neighbourhoods. Through a combination of desk research and data from an ongoing research project in Norway, this paper will use literature to provide a theoretical link between these concepts whilst also showing how this link can be demonstrated in real work projects in the Norwegian Municipality of Lier. The findings illustrate that Facilities Management-focused urban planning processes allow for citizen-optimized communities, well planned and easy-to-implement maintenance strategies that ensure the long-term viability of Smart and Sustainable Cities. The results of this paper can be important for the development of Urban FM as a field, the reorientation of FM as not just a building level concept, but community level and has applicability to the fields of FM, architecture, urban planning, and Smart Cities.
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- 2022
36. Evaluation of Target Value Delivery and Opportunity Management as Complementary Practices
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Malvik, Tobias Onshuus, primary, Johansen, Agnar, additional, Torp, Olav, additional, and Olsson, Nils O. E., additional
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- 2021
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37. The Dawn of a New Era for Project Management
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Rolstadås, Asbjørn, primary and Johansen, Agnar, additional
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- 2021
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38. Project Uncertainty Management: A New Approach – The ‘Lost Opportunities’ Practical uncertainty management seen from a project joint perspective
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Johansen, Agnar
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Technology: 500::Industrial and product design: 640 [VDP] - Abstract
The thesis examines uncertainty management in a single-project environment. In addition to the main chapters, Appendix I contains the published papers that this thesis is built upon, Appendix II contains the bibliography from the project ‘Practical Uncertainty Management in a Norwegian Project Owner’s Perspective’ (‘The PUS project’), and Appendix III lists the references. In the early 2000s, uncertainty analysis became more or less mandatory for large projects in Norway. However, there was no clear evidence that the companies and projects subsequently used the results of the analyses when managing uncertainty. A lot of projects experienced that although they had done an uncertainty analysis they could not use the results in their uncertainty management process. Some of the relevant questions worth addressing are: Who should be involved in the uncertainty management process? What type of uncertainty or risks should be addressed in the process? Who should be responsible for following up the uncertainty on more strategic and tactical levels? Who ‘owns’ the process and who should be responsible for managing it? What types of practical tools are needed and how should the uncertainty management process be organized? Projects have traditionally strived towards predictability and to keep all critical factors under control. However, for large and complex projects, such predictability does not exist in reality. In the past, a project was about delivering a unique task, whereas today many projects are regarded as ‘change agents’ and they therefore have purpose: they should deliver the objectives and give maximum benefit for the project owners. This view creates new demands regarding how projects should be planned and executed. In classical project management theories, project managers were supposed to ‘stick to the plan’, and deliver their projects according to specifications and within the cost and time frame established at the beginning of the project. However, in a shifting and changing environment with a lot of foreseen and unforeseen uncertainties, sticking to the plan is no longer an option for many projects. Instead, they need to manage uncertainty. Most important findings and contributions to research presented in this thesis The empirical data in this thesis demonstrate that many projects still do not deal with threats and opportunities in a balanced way. The data from studies show more or less the same pattern – there are many more threats than opportunities in uncertainty registers. Also, opportunities that were identified in the execution phase were few and often not exploited at all. The case studies show that the private sector and public sector projects had more or less the same focus on threats. In addition, private projects were not better at exploiting opportunities than public projects. All of the studied projects seemed to be quite conservative about new ideas and change, and were not seeking new opportunities in their execution phase. Some opportunities were identified late in the project during uncertainty analysis workshops, yet the identification of new opportunities does not mean that projects will utilize such opportunities after the workshops are finished. The empirical data show that managing risk is hard and exploiting opportunities is even more difficult, and is a different task than dealing with threats. The empirical data also show that exploiting opportunities often requires the project owner and the project management team to accept changes and have both the will and the power to change the solutions or deliverables described in the plans and in project management documentation. It is often a difficult task to motivate people to change; an opportunity must be deemed significantly better than the planned solutions if it is to be considered worth taking, since implementing an opportunity means that the project must use money and time to change plans or, in the worst case, the whole concept. In addition, the data show that many projects do not want to consider new opportunities. They may consider the list of opportunities that comes up in an uncertainty analysis as a gamble, because it means that they will need to change the process or concept, and it may be a gamble that the project management team will not be paid for or will not derive any benefit from. It is not possible to get an opportunity into a project without the project management team’s willingness to change the existing plans. This means getting an opportunity into the project demands willingness and authority from the project sponsor and project management, since both must disregard something that they earlier in the process had agreed upon as the best solutions. This suggests that an opportunity has to be extremely interesting to be considered, because - The project must be willing to change contracts, concepts, and plans to exploit a possible opportunity - The project must abandon something it had earlier accepted as the best solution - The project must use time and money on exploiting something that is uncertain – it cannot be certain that the effect will be positive or give benefits. The six most important contributions in this thesis can be summarized as follows 1. The project uncertainty management maturity has increased as a result of the focused improvement efforts in Norway 2. The context matters and the focus of the analyses will differ if the project owners participate in the process 3. A new and improved uncertainty management process has been developed 4. A new tool for uncertainty management has been developed 5. Five characteristics of uncertainty and four characteristics of opportunities have been developed 6. Four characteristics of opportunities in projects have been developed Research on organizations and projects has shifted from developing tools and techniques to focusing more on understanding human behaviour. This means that project management scholars acknowledge that both the context and the humans involved matter, and that there is a need to understand the organizational culture and the process in use in order to develop and change organizations. If a company wants to develop skills in uncertainty management, it needs to understand its employees’ behaviour, the culture in the company, the project owners’ role, and how stakeholders interact with the uncertainty management process. If projects are to be efficient in dealing with uncertainty, they need to understand, interpret, and handle uncertainty both within and outside the project. Project manager must understand their circumstances and the impact of the efforts that they have initiated. If there is no focus on learning and knowledge creation as projects progress, then the process of managing uncertainty will not be efficient. This implies that the mother-organization, which is responsible for training and developing new methods, needs a strong focus on learning and knowledge sharing so that the new methods, tools, and techniques will be applied in ‘all’ projects. Since 2005, a joint Norwegian effort on uncertainty management comprising the PUS project and several projects in the Concept research programme has clearly improved the level of maturity regarding uncertainty management in many companies in Norway. However, this is still no guarantee of success in all projects. Fewer cost overruns come at a price – there is a tendency to spend more money on each project, which means Norway gets fewer roads, railways, schools, and oil plants for the same money today as in the mid-2000s. A high level of maturity regarding uncertainty management does not necessarily mean that all projects are efficient in their planning and execution. It is not known whether projects in Norway have become better at estimating uncertainty in time and cost, whether the estimates are more realistic now than in year 2000, whether the project managers and owners simply have been better at adding contingencies to their budgets, whether the contingencies or time buffers have been raised, or whether project managers and owners has been better at managing the uncertainty that exists in our changing world. Sammendrag: Denne avhandlingen fokuserer på styring av usikkerhet i enkeltprosjekter, og består av 9 kapitler og tre vedlegg. Vedlegg I inneholder de 15 vitenskapelig paperene (alle publisert) som avhandlingen bygger på, vedlegg II inneholder en oversikt over artikler, bøker og rapportere som ble utviklet i forskningsprosjektet ”Praktisk styring av usikkerhet i et eierperspektiv", vedlegg III oversikt over referanser. Tidlig på 2000-tallet ble bruk av usikkerhetsanalyser mer eller mindre obligatorisk for store prosjekter i Norge. Men det var få spor av at firmaer og organisasjoner som benyttet seg av analysemetodikken brukte resultatene fra usikkerhetsanalysene aktivt i styring av usikkerhet i selve prosjektet. Mange prosjekter gjennomførte usikkerhetsanalyse og oppdaget at analysen var lite tilpasset den praktiske styringen av usikkerheten som det enkelte prosjektet måtte håndtere. Det var uklart hvem som burde være involvert i analyseprosessen og hvordan deltagelsen påvirket resultatet fra analysene. Det var uklart hvilke typer av usikkerhet som usikkerhetsanalysene burde vektlegge i de ulike fasene av prosjektet. Det var uklart hvilken del av usikkerhetsbildet som burde håndteres og styres av oppdragsgiver/eier (taktisk og strategisk usikkerhet) og hvilken del av usikkerhetsbildet som burde håndteres og styres av de ulike aktørene i prosjektet (operasjonell usikkerhet). Hvem 'eier" utviklingen av usikkerhetsstyringsprosessen? Hva slags praktiske verktøy og teknikker trenger man egentlig for å styre usikkerhet i prosjekter? Og hvordan bør usikkerhetsstyringsprosessen organiseres for å kunne håndtere stadig skiftende krav fra omgivelsene og prosjektets interessenter? Prosjekter er designet for å levere endring for en oppdragsgiver/eier og er av natur usikre når de startes opp. For å kunne håndtere usikkerheten har prosjektfaget fra begynnelsen av jobbet med å utvikle metoder og systematikk som gjør prosjektledelsen i stand til å håndtere prosjektets kritiske faktorer. Men for store og komplekse prosjekter er forutsigbarhet nærmest en illusjon. Tidligere var et prosjekt noe som leverte en unik leveranse, mens det i dag sees på som et middel for å skape endring som leverer maksimal nytte og effekt for oppdragsgiver og prosjekteierne. Denne måten å betrakte prosjekter på skaper nye krav til hvordan prosjekter skal ledes og styres, og det utløser et behov for vurdering av det eksisterende teorigrunnlaget i prosjektledelsesfaget I den tidlige prosjektledelsesteorien ble det sagt at prosjekter skulle holde seg til planene og levere det som ble bestilt i henhold til de tids- og kostnadsrammer som ble avtalt ved starten av prosjektet. Men når prosjektet strekker seg over flere år vil prosjektets interessenter og eier stadig utvikle ny forståelse for hva som skal leveres og det vil dermed kunne være uklart hva som egentlig bør være prosjektets leveranser. Prosjektledelsen opplever at usikkerhetsbildet (strategisk, taktisk og operasjonell) skifter, stiger og synker over hele prosjektforløpet, og det vil derfor i mange prosjekt være umulig å identifisere all usikkerheten i begynnelsene av prosjektet. Prosjektets eier og prosjektledelsen må håndtere og styre usikkerhet gjennom prosjektforløpet. Oppsummering av avhandlingens viktigste funn og forskningsbidrag De empiriske dataene fra gjennomgang av 6 bedrifters systematikk og håndtering av usikkerhet i prosjekt indikerer at usikkerhetsstyring i mange prosjekter har langt større fokus på de negative aspektene (truslene eller risikoene) enn den positiv delen av usikkerheten (mulighetene). Mønsteret som ble avdekket i casestudiene viste at uavhengig av om man ser på prosjekter ledet av en privat eller offentlig aktør er det er langt flere trusler eller risikoer i usikkerhets-/riskregisteret enn det er muligheter. Videre viste gjennomgangen at de fleste prosjektene kun var opptatt av muligheter i planfasen, mens muligheter som ble identifisert på et sent stadie i prosjektet (i gjennomføringsfasen) som regel ikke utforsket eller tatt. Antagelsen om at private prosjektaktører vil ha større fokus på muligheter enn offentlige aktører ble i stor grad avkreftet. Resultatet fra to større casestudier viste at de offentlige og private hadde tilnærmet samme fokus på trusler/risiko, og at den private aktøren ikke var bedre enn den offentlige til å identifisere og håndtere muligheter som kom opp i løpet av prosjektforløpet. Alle prosjektene som ble analysert i casestudiene vurderes å være relativt konservative i sin holdning til endringer og de fleste av dem jobbet ikke med å finne eller utforske muligheter i gjennomføringsfasen. Det ble i flere av de undersøkte prosjektene identifisert muligheter i gjennomføringsfasen vha. av usikkerhetsseminar (gjennomført i gjennomføringsfasen). Men det at de ble identifisert og nye muligheter avdekket var ikke ensbetydende med at prosjektet i etterkant av seminaret satt i gang arbeid med å utnytte disse mulighetene. De empiriske dataene viser at styring av trusler eller risiko ofte er svært vanskelig, og at aktiv utnyttelse av muligheter ofte enda vanskeligere. Det vil derfor ofte kreve en annen tilnærming enn det som i dag praktiseres i de fleste norske prosjekt dersom eier ønsker at muligheter aktivt skal håndteres som en del av usikkerhetsstyringen som prosjektledelsen er satt til å håndtere. Prosjekteier og prosjektledelsen må være villige til å akseptere endringer i planer og leveranser dersom muligheter skal utnyttes, og begge må ha vilje og evne til å håndtere endring av planer, løsninger og leveranser. Det er ofte en krevende øvelse å motivere prosjektledelsen til gjøre større endringer i et prosjekt i gjennomføringsfase, og motstand mot endring øker normalt etter hvert som prosjektet nærmer seg overlevering. En identifisert endring i gjennomføringsfasen må være langt bedre enn det som allerede er planlagt for at prosjektledelsen i det hele tatt skal vurdere den som interessant å gjennomføre, siden det betyr at man må bruke tid og penger på forandre det som alt anses som godkjent, og i verste fall må man reversere løsninger og forandre på deler eller hele prosjektleveransen. De empiriske dataene viser at "nye" muligheter i liten grad er ønskelig eller interessante når man er kommet over i gjennomføringsfasen. Det å holde seg til planene vurderes av mange prosjektledere som den beste og mest fornuftig strategien. En mulighet som kommer opp på et sent stadium i prosjektforløpet blir ofte vurdert som svært usikker og en "gamble" i forhold til om den vil gi positiv nytte for prosjektet og for eier/oppdragsgiver. Og vurderes nytten som positiv for eier kan prosjektledelsen allikevel velge å avstå fra å ta muligheten fordi endring kan gi økte kostnader og mindre mulighet til å levere på avtalt tid. For å få inn en mulighet som representerer en endring av prosjektets planer og leveranser må prosjektledelsen ha fullmakter fra eier/oppdragsgiver og begge må være enige i at muligheten representerer en større nytte enn det som alt er avtalt og i noen tilfeller også levert. Noe som igjen antyder at en mulighet, hvis den kommer opp i gjennomføringsfasen, må være svært interessant eller ha høy nytte for at den i det hele tatt skal bli vurdert, fordi det vil bety at: Prosjektledelsen må være villig til å forandre planer og inngåtte kontrakter for å utnytte en mulighet - Prosjektledelsen må forlate noe som de har investert tid og penger i å utvikle. - Prosjektledelse må investere ressurser for å bekrefte eller avkrefte mulighetens potensial, og er de i det minste tvil om nytten vil de forholde seg til det som allerede er planlagt. Denne avhandlingens seks viktigste bidrag vurderes å være: 1. Det er påvist at de seks deltagerbedriftene som deltok i PUS-prosjektet har økt sin kompetanse og modenhet i forhold til styring og håndtering av usikkerhet i prosjekt. 2. Prosjektets strategiske og taktiske omgivelser påvirker prosjektet, og hvem som deltar i identifisering og styring av usikkerhetene i de ulike fasene er avgjørende for hvilket fokus usikkerhetsstyringen får. 3. Det er utviklet og testet en ny 9 stegs modell for håndtering av usikkerhet over prosjektforløpet. 4. Det er utviklet og testet ulike praktiske verktøyer for styring av usikkerhet. 5. Fem karakteristika ved prosjekters forståelse og håndtering av usikkerhet er foreslått. 6. Fire karakteristika for hvordan prosjekter forstår og håndterer muligheter er foreslått. Det er mye som tyder på at forskning på organisasjoner og prosjekter har skiftet fokus, fra tidligere å være mest fokusert på verktøy og metoder, til å bli mer fokuser på de ulike ledelsesprosessene og den menneskelige adferd i samspillet mellom aktørene i og rundt prosjektet. Dagens forskere innen prosjektledelsesfaget anerkjenner at metoder og verktøy har en naturlig plass i dette samspilt. De fleste anerkjenner også at to prosjekter ikke vil være 'like" og at kontekst som prosjektene gjennomføres i og menneskene som er del av prosjektet betyr noe for løsningen som skapes og for de metodiske valgene som man som forsker observerer når man studerer prosjekter. Hvis et firma eller en organisasjon ønsker å utvikle og forbedre evnen til å styre usikkerhet må man forstå de ansattes behov, forstå kulturen i firmaet, prosjekteierens rolle og hvordan indre og ytre interessenter samspiller og påvirker usikkerhetene som prosjektledelsen og prosjekteier er satt til å håndtere. Skal et prosjekt bli effektivt i håndtering av usikkerhet, må prosjektledelsen være i stand til å identifisere og vurdere prosjektets reelle usikkerhet, forstå sitt mandat og være i stand til å forstå om de skal håndtere eiers strategiske og taktiske usikkerheter, eller konsentrerer seg om prosjektets operasjonelle usikkerhet. En viktig del av håndtering av usikkerheten er refleksjon og læring underveis i prosjektforløpet. Prosjektledelsen må kontinuerlig vurdere hvordan valg og disponeringer påvirker fremdriften og de leveransene som man er satt til å utvikle. Effektiv styring av usikkerhet fordrer evne til å reflektere over hvordan beslutninger som løpende tas vil komme til å påvirke prosjektets slutt-resultat, og det krever evne til å vurdere hvordan gjenstående usikkerheten kan påvirke delleveranser, sluttresultatet og prosjektets effekt. Skal et firma eller organisasjon bli bedre til å håndtere usikkerhet i prosjekter, er det helt sentralt at moderorganisasjonen tilrettelegger for læring og refleksjon kan finne sted underveis og i etterkant at prosjektere er gjennomført. Siden 2005 har det forgått to større parallelle forskningsinitiativ i Norge, Forskningsprosjektet "Praktisk styring av usikkerhet i et prosjekteier perspektiv" ("PUS prosjektet") og Concept forskningsprogram ved NTNU. Dette har bidratt til økt kunnskap og modenhet hos mange av de store prosjektaktørene i Norge, men det er ingen garanti for at alle prosjekter vil oppnå suksess i fremtiden. Studier gjennomført av Concept antyder at offentlige prosjekter har færre kostnadsoverskridelser i dag enn tidligere. Men det er viktig at man er klar over at mindre kostnadsoverskridelser har sin pris. Mer penger til hvert prosjekt som gjennomføres vil bety at estimatet blir sikrere og budsjetter holdes oftere, men det er også en reell fare for at det settes av for mye penger i hvert prosjekt, og dermed får man færre veier, mindre jernbane, færre skoler og oljeinstallasjoner i dag enn vi fikk for de samme pengene tilbake på midten av 2000 tallet. Økt modenhet på usikkerhetsstyring betyr ikke at alle prosjekter i Norge som har aktiv usikkerhetsstyring er effektiv i måten de planlegges og gjennomføres på. Det er ikke bevist eller bekreftet om prosjekter i Norge reelt sett har blitt bedre på estimering av usikkerhet, om estimatene er mer realistisk i dag enn ved år 2000 eller om prosjektledere og prosjekteiere har blitt bedre til å øke sine rammer og usikkerhetsbuffere, eller at prosjektledere og eier har blitt bedre til å styre den reelle usikkerheten som dagens prosjekt opplever i vår omskiftelige verden.
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- 2015
39. Value of Uncertainty: The Lost Opportunities in Large Projects
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Johansen, Agnar, primary, Eik-Andresen, Petter, additional, Dypvik Landmark, Andreas, additional, Ekambaram, Anandasivakumar, additional, and Rolstadås, Asbjørn, additional
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- 2016
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40. Project Evaluation Holistic Framework – Application on Megaproject Case
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Zidane, Youcef J-T., primary, Johansen, Agnar, additional, and Ekambaram, Anandasivakumar, additional
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- 2015
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41. When Stakeholders Shape Successes or Bring Failures – A Case Study of an Algerian Megaproject
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Zidane, Youcef J-T., primary, Johansen, Agnar, additional, Ekambaram, Anandasivakumar, additional, and Hald, Linda C., additional
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- 2015
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42. Usikkerhetsstyring i Statens Vegvesen
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Ngo, Johnny. and Johansen, Agnar
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Vegindustrier har i de siste årene opplevd en økning i forventende kostnader. For å bekjempe dette, er et økt fokus på usikkerhetsstyring viktig. Først i senere tider har Statens Vegvesen systematisert usikkerhetsstyringen, ved bruk av PUS-verktøyet. Systematiseringen er ny, og det kan dukke opp problemområder som må behandles. Denne oppgaven har som formål å vurdere selve prosessen med usikkerhetsstyring i Statens Vegvesen. Dette innebærer både et fokus på hva som skjer, men også få menneskene som utgjør det som arbeider med usikkerhetsstyring. Videre har oppgaven et mål om å kartlegge svakhetene med prosessen, slik at forbedringer kan foreslås. De spesifikke forskningsspørsmålene lyder slikt: Hvordan håndteres usikkerheter i Statens Vegvesen? Hva slags svakheter er det med metodene og implementeringen av usikkerhetsstyring i Statens Vegvesen? Hva slags forbedringer kan foreslås for metodene og implementeringen av usikkerhetsstyring i Statens Vegvesen? Det er valgt å utføre intervjuer og spørreundersøkelser for å svare på disse forskningsspørsmålene. Et litteraturstudie ble i tillegg gjort i høst-semesteret 2021, som denne masteroppgaven bygger videre på. Litteraturstudiet fokuserte på å kartlegge tilgjengelig litteratur om usikkerhetsstyring og barrierefaktorene prosessen opplever. På denne måten anvendes både kvalitative og kvantitative metoder. Intervjuet hadde som formål å kartlegge prosessen, og informantenes tanker og ideer. Spørreundersøkelsen har som formål å kartlegge informantenes vurdering av prosessen og fokuset i usikkerhetsstyring, men med et kvantitativt fokus. Gjennom arbeidet har det blitt funnet ut at prosessen i Statens Vegvesen består av dedikerte møter der usikkerhetsstyring er tema. På disse møtene involveres så mange som mulig, og brainstormingen herfra resulterer i et usikkerhetsregister som rapporteres i større møter. Svakhetsområdene funnet ut inkluderer komplekst verktøy, dårlige holdninger med US, feil fokus mellom risiko og mulighet og uklare rammer fra ledelsen. Forbedringstiltaken som anbefales baseres på svakhetene funnet. Utvikling av bedre verktøy, bruk av kurs, mer ressurser til selve prosessen og bedre avklaring av hva som er forventet er tiltakene som foreslås. Oppgaven avsluttes ved at både resultatene og metodebruken diskuteres, for å vurdere gyldigheten til resultatene og tolkningene. Til slutt foreslås det hva som kan gjøres i videre arbeid. The road industry has in the last years experienced an increase in expected costs. To fight this, an increased focus on uncertainty management is important. First in the later years have Statens Vegvesen systematized uncertainty management, with the usage of the PUS-program. The systemization is new, and problems can arise that need to be handled. This thesis has the goal of analyzing the process of uncertainty management itself in Statens Vegvesen. Dette includes both a focus on what is happening, but also on the people that are working with uncertainty management. Further on, the thesis has a goal of mapping the weaknesses of the process, so that improvements can be recommended. The specific research questions are as follow: How are uncertainties managed in Statens Vegvesen? What kind of weaknesses exists within the methods and implementation of uncertainty management in Statens Vegvesen? What kind of improvements can be recommended for the methods and implementation of uncertainty management in Statens Vegvesen? It has been chosen to focus on interviews and surveys to answer the research questions. A literature study was additionally conducted in the autumn semester of 2021, which this master’s thesis builds upon. The literature study focused on mapping the available literature about uncertainty management and the barrier factors that the process experiences. This way both qualitative and quantitative methods are used. The interview had the goal of mapping the process, and the informants’ thoughts and ideas. The survey has the goal of mapping the informants’ evaluation of the process and the focus on uncertainty management, but with a quantitative focus. Through the work, it has been found that the process in Statens Vegvesen consists of dedicated meeints where uncertainty management is the theme. On these meetings as many people as possible are involved, at the brainstorming from here results in an uncertainty register which is reported on in bigger meetings. The weaknesses found include complex tools, bad attitudes with uncertainty management, wrong focus between risks and opportunities and uncertain frameworks from the leaders. The improvements that are recommended are based upon the weaknesses found. Development of better tools, usage of courses, more resources to the process itself and better clarification of what is expected, are the measures recommended. The thesis ends with both the results and methods used being discussed, to evaluate the validity of the results and the interpretation. Lastly, recommendations are given to what can be done in future works.
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- 2022
43. Sosial bærekraft og medvirkning i by- og områdeutvikling
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Pulendran, Anorshan and Johansen, Agnar
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Ingen annen by i Norge har en så tydelig klasseskille som i Oslo, der sosiale fordeler er konsentrert i vest og sosiale byrder er konsentrert i øst. Samtidig som fattigdommen i hovedstaden øker, ser vi en økende trend av store sosiale og økonomiske forskjeller. Ulikhetene gjelder på tvers av flere områder, inkludert utdanning, inntekt, arbeidsledighet og tilgang til bolig. Sosial bærekraft er nødvendig for bærekraftig byplanlegging og design. Involvering av innbyggere i relevante beslutningsprosesser henger tett sammen med sosial bærekraft. I dag er medvirkning i planprosesser sterkt begrenset. Denne masteroppgaven har undersøkt hvordan Oslo kommune kan bruke by- og områdeutvikling til å bedre levekårene i et område. Oppgaven setter søkelys på sosial bærekraft i by- og områdeutvikling, samt undersøker hvordan brukermedvirkning i planleggingsprosesser kan bidra til å løfte et område. For masteroppgaven er følgende problemstilling belyst: «Hvordan kan vi minske sosiale forskjeller og bruke by- og områdeutvikling til å forbedre levekårene i et område?» De viktigste resultatene og anbefalingene fra denne oppgaven kan oppsummeres i tre hovedområder: En er knyttet til grep og strategier for bærekraftig by- og områdeutvikling, den andre er knyttet til sosial bærekraft i byggeprosjekter og tiltak for å minske sosiale forskjeller, og den tredje er knyttet til hvordan løse utfordringer knyttet til brukermedvirkning i by- og områdeutvikling. Det er i kommune- og reguleringsplan de viktigste fundament for å motvirke sosiale ulikheter forankres. Det må være et premiss før man setter spaden i bakken at man tar gode valg i planleggingsfasen for å forbedre levekårene i utsatte områder. Funnene bekrefter at man gjennom riktig planlegging kan bidra til å minske sosiale forskjeller i utsatte områder med store levekårsutfordringer. Dette kan man blant annet oppnå ved å legge til rette for inkluderende og trygge møteplasser, gode boliger, bomiljøer og nabolag, samt gi lokalsamfunnet en stemme til å påvirke nærmiljøet de bor i. No other city in Norway has such a clear class differences as in Oslo, where social benefits are concentrated in the west and social burdens are concentrated in the east. At the same time as poverty in the capital is increasing, we are seeing an increasing trend of large social and economic differences. The differences apply across several areas, including education, income, unemployment, and access to housing. Social sustainability is necessary for sustainable urban planning and design. Involvement of citizens in relevant decision-making processes is closely linked to social sustainability. Today, participation in planning processes is severely limited. This master's thesis has investigated how Oslo municipality can use urban- and area development to improve living conditions in an area. The thesis sheds light on social sustainability in urban and area development, and examines how public participation in planning processes can contribute to reduce social inequalities. For the master's thesis, the following problem is highlighted: "How can we reduce social differences and use urban and area development to improve living conditions in an area?" The most important results and recommendations from this thesis can be summarized in three main areas: One is linked to measures and strategies for sustainable urban- and area development, the other is linked to social sustainability in construction projects and measures to reduce social inequalities, and the third is linked to how to solve challenges related to public participation in urban and area development. It is in the municipal- and regulation plan that the most important foundations for counteracting social inequalities are anchored. It must be a premise before you put the shovel in the ground that you make good choices in the planning phase to improve living conditions in vulnerable areas. The findings confirm that through good and correct planning, one can contribute to reducing social differences in vulnerable areas with major living conditions challenges. This can be achieved, among other things, by facilitating inclusive and safe meeting places, good housing, living environments and neighbourhoods, as well as giving the local community a voice to influence the local environment in which they live.
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- 2022
44. Strategic change towards cost-efficient public construction projects
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Beste, Teresa, Klakegg, Ole Jonny, Johansen, Agnar, Knudsen, Jørgen Kjetil, and Fosse, Roar
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Technology: 500::Environmental engineering: 610 [VDP] - Abstract
The construction of public buildings, such as universities, museums, prisons or hospitals, creates value for society, but also comes at a cost. Limited public funds make it necessary to assure an optimal use of public resources. However, not all projects succeed with that, and complaints about a high cost level of public construction projects are numerous. Although academic research on construction project costs is abundant, the problem does not seem to have improved in practice. This PhD-project has followed a two-year strategic initiative, which a public building commissioner pursued to increase the cost-efficiency of their construction projects. Costefficiency means achieving the desired result of a project with minimal resources invested into the project. In addition to investigate cost-efficiency on a project level, the PhD-project also looked at cost-efficiency at an organizational and a strategic level. The research purpose was to investigate how to achieve lasting change towards higher cost-efficiency in public construction projects. Three research questions have guided the research: (1) Which actions do public construction projects take to achieve higher cost-efficiency? (2) How can knowledge transfer between the projects on cost-efficiency actions be increased? (3) How can we achieve lasting change towards more cost-efficient construction projects? The research has been conducted by a practitioner-researcher inside a public organization with an action research approach. Mainly qualitative methods have been used, augmented with quantitative data where necessary. This paper-based thesis consists of an introduction and a compilation of academic papers. Five papers form the main body of this thesis, each covering a different aspect of the main topic of achieving strategic change towards increased cost-efficiency in public construction projects. The first three papers address systematic completion, standardization, and stakeholder involvement as examples of actions for increasing cost-efficiency. The fourth paper on microlearning addresses the necessity of knowledge transfer on cost-efficiency and the fifth paper presents a meta-perspective looking at how the results of the strategic initiative are implemented in the organization. The research shows that many different actions for cost-efficiency are executed by the construction projects. Some of the actions, like standardization, are quantifiable and scalable. Especially actions in early project phases involving the user as an important stakeholder, result in a significantly positive effect on project costs. However, to profit from cost-efficiency not only at a single project level, but at a portfolio level, knowledge transfer on successful costefficiency actions between the project teams is necessary. Microlearning can be one of the tools to increase knowledge sharing. In addition, the results from the strategic initiative need to be implemented in the permanent organization to achieve lasting change. For the implementation, the Pentagon model with its five dimensions of structure, technologies, social relations and networks, interaction and culture can serve as a tool for the organization to increase organizational capabilities and performance on cost-efficiency. Creating cost-efficiency actions together with the construction project teams in meetings, was vital for involving the project teams in the change process. The practical contribution of this research is inherent to its action research approach, as the starting point was a practical problem to be solved. Through the research, the organization has gained important insight on how to increase cost-efficiency permanently on a portfolio level. This study answers the need for more practice-based research in project management by giving a rich empirical account of how change processes in organizations practically happen. Furthermore, the study extends the Pentagon model and applies it as a tool in a new field – the implementation of a strategic initiative in a project-based organization.
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- 2022
45. Identifying methods and tools toward more active mobility - Case Elgeseter gate
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Afshari, Mahgol, Temeljotov Salaj, Alenka, Johansen, Agnar, and Lohne, Jardar
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Ettersom verdens befolkning ekspanderer i rask hastighet, møter byer problemer som trafikkorker, luftforurensning, trafikkulykker og byspredning. Sykling og gange er ikke-motoriserte modaliteter som krever mindre infrastruktur og ikke bruker fossilt brensel. De er også rimeligere å distribuere og vedlikeholde for både brukere og myndigheter enn motoriserte transportformer. Som et resultat av dette er målet med denne masteroppgaven å finne strategier og virkemidler for større aktiv mobilitet. En omfattende litteraturgjennomgang, dokumentundersøkelser, 15 intervjuer og en digital undersøkelse ble brukt for å identifisere tiltak som kan brukes som insentiver for å fremme gang- eller sykkelvennlighet i Elgeseter-området i Trondheim. Analysen er utført i henhold til følgende forskningsspørsmål: Hva kan motivere innbyggere som pendler til eller reiser innenfor Elgeseter-distriktet til å endre adferd mot mer gange eller sykling. Funnene er identifiserte motivatorer, barrierer og anbefalinger for å øke aktiv mobilitet i Elgeseter-distriktet. Selv om praktisk talt alle byer i verden er opptatt av å løse disse bekymringene, vil de kreve omfattende planleggingsmetoder som dekker alt fra arealbruk til utforming av kommunal infrastruktur. Slike strategier er nødvendige for å overtale enkeltpersoner til å ta i bruk grønne, bærekraftige transportmidler som et livsstilsalternativ snarere enn et juridisk behov. Studien bidrar til vår forståelse av faktorene som påvirker pendleres vilje til å engasjere seg i aktiv mobilitet i bydelen Elgeseter. As the world's population expands at a rapid rate, cities are dealing with difficulties such as traffic congestion, air pollution, road accidents, and urban sprawl. Cycling and walking are non-motorized modalities that require less infrastructure and do not utilize fossil fuels. They are also less expensive to deploy and maintain for both users and governments than motorized modes of transportation. As a result, this master's thesis aims to find strategies and instruments for greater active mobility. A scoping literature review, document study, a digital survey, and interviews were used to identify measures that might be utilized as incentives to promote walkability and bikeability in the Elgeseter neighborhood of Trondheim. The analysis is carried out according to the following research question: What can motivate citizens that commute to or travel inside the Elgeseter district to change their behavior toward more walking and biking? The findings identified motivators, barriers, and recommendations for increasing active mobility in the Elgeseter district. Even while practically every city in the world is keen to solve these concerns, they will require comprehensive planning methods that cover everything from land use to municipal infrastructure design. Such strategies are required to persuade individuals to adopt green, sustainable means of transportation as a lifestyle option rather than a legal need. The study adds to our understanding of the factors that influence commuters' willingness to engage in active mobility in the Elgeseter district.
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- 2022
46. Hva er forskjellen på prosjektlederrollen i leveranseprosjekter og utviklingsprosjekter hos Siemens OMC?
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Melby, Torbjørn Hilstad and Johansen, Agnar
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Siemens er et globalt selskap med avdelinger i hele verden. En stor del av Siemens sine forretninger er prosjektbaserte. I vår avdeling, Offshore Marine Centre i Trondheim, har vi flere forskjellige avdelinger som har flere forskjellige typer prosjekter. I denne studien ser jeg på forskjellen på å lede et leveranseprosjekt i engineeringsavdelingen (execution) i forhold til å lede interne utviklingsprosjekter i utviklingsavdelingen (technology). Jeg ønsket å få en bedre forståelse om det er en signifikant forskjell i hvordan prosjektene styres, og hvis det er, hvorfor det er en forskjell. Intervjuene jeg har foretatt tyder på at det er mange likhetstrekk, spesielt med tanke på å bygge team og få folk til å samarbeide, men også store forskjeller, blant annet i forhold til usikkerhet og graden av standardisering i prosjektene. Videre har jeg sett på PM@Siemens, som er en intern plattform for prosjektledelse i Siemens som blant andre funksjoner omhandler sertifisering av prosjektledere i simens og standarder for prosjektgjennomføring. Tradisjonelt har vi sett på PM@Siemens som et verktøy for leveranseprosjekter, da det er hva metoden hovedsakelig er utviklet for, men har også sett hvor mye det brukes i utviklingsavdelingen og hvordan det brukes der. Det jeg har funnet ut er at de 5 av 7 intervjuede prosjektlederne, de som leder leveranseprosjektene, har bedre kjennskap til PM@Siemens enn de to prosjektledere som kun leder utviklingsprosjekter, og de 5 bruker det mer aktivt i å lede prosjektene ved hjelp av standardiserte milepæler og verktøy. For meg ser det ut som metoden er mer relevant jo større prosjektene er og jo nærmere kunden prosjektene er. Det virker også tydelig at det er mer krevende å implementere PM@Siemens til utviklingsprosjekter på grunn av forskjellig forløp fra leveranseprosjektene. Siemens har et eget system for utviklingsprosjekter, RDPM@Siemens, men dette viser mine intervjuer at ikke er godt kjent hos de som kunne hatt nytte av det, prosjektlederne hos «technology». PM@Siemens oppleves som mindre relevant for deres type prosjekter. Det jeg ser er at PM@Siemens har mange gode verktøy og er en veldig god metode for prosjektledelse. Spesielt for leveranseprosjekter da det er for denne typen prosjekter det er utviklet for. Ved å innføre RDPM@Siemens for prosjektledere som leder utviklingsprosjekter kan man sikre en mer helhetlig prosjektgjennomføring hos OMC som enhet. Siemens is a global company with offices all around the world. A lot of Siemens’ business is project related. In our department, in Offshore Marine Centre in Trondheim, we have several different departments running different kind of projects. In this report I am looking at the differences between leading a delivery project in the engineering department (execution) against running internal development projects in the technology department. I want to better understand if there is a significant difference in how the projects are led, and if so, why. My interviews suggest that there are a lot of common ground, especially regarding human relations as teambuilding and cooperation. I also found some major differences, like uncertainty in the projects and the degree of standardization. Further I have looked at PM@Siemens, which are the internal platform for project management in Siemens. This is not only a program for certification, but does also contain methods for standardization, and harmonization of processes, among other tools. Traditionally we have looked at PM@Siemens as tools for delivery projects, as this is the main use the program has been developed for, but I have looked at how much it is used also in development projects and how the project managers in development projects use it. In my study I have seen that 5 out of the 7 interviewed project managers, those who are managing delivery projects, have a better knowledge of PM@Siemens that the two managers only managing development projects. Also, the 5 also uses it more active in their day to day job in managing the projects using the standardized quality gates and tools. It looks by me that the method is more relevant as bigger the projects are, and closer to the customer the project is. It also looks like it is more demanding to implement PM@Siemens in the development projects because they have a different flow than the delivery projects which might not suite the quality gates from PM@Siemens just as well. Siemens has a separate method for research and development projects, RDPM@Siemens, but my interviews shows that this is not well known by the project leaders in “technology”. PM@Siemens does not seem relevant for that type of projects. What I see is that PM@Siemens has a lot of good tools and is a very handy method for project management, especially for delivery projects as this is what it is designed for. By implementing RDPM@Siemens for project managers in “technology”, you can ensure a more comprehensive project management across OMC.
- Published
- 2020
47. Maturity of TVD Implementation in Norwegian Public Building Projects
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Smoge, Gard Ytterdal, Johansen, Agnar, Bjørsrud, Glenn, and Torp, Olav
- Abstract
Tema for studien er prosjektering basert på målsum (Target Cost) og verdistyrt prosjektering (Target Value Design eller ‘TVD’). Dette er ‘retningslinjer’ for prosjekteringsprosesser og kjennetegnes ved en iterativ prosess som fokuserer på optimalisering av verdi innenfor en gitt kostnadsramme. Interessen for dette er økende, blant annet fordi det er ment å skape økt verdi både for byggherren og brukerne av det ferdigstilte prosjektet. Den norske bygg- og anleggsnæringen opplever produktivitetsfall. Denne studien tar sikte på å undersøke sammenhengen mellom dette og manglende implementering av de overnevnte retningslinjer for prosjektering. Nasjonal og internasjonal forskning viser nemlig at det ligger mye potensiale i prosjektenes tidlige faser, og at økt fokus her reduserer risikoen for kostnadsoverskridelser. Ogsa byggherrens ønskede målverdi (Target Value) påvirkes i følge forskningen positivt ved implementering av verdistyrt prosjektering. Det vises for eksempel at TVD-prosjekter ofte gjennomføres under antatt markedspris, at de tidlige kostnadsestimatene er mer pålitelige, har en lavere usikkerhetsavsetning samtidig som ‘overdesign’ unngås. Til tross for dette, har kun et fåtall norske byggeprosjekter implementert TVD fullt ut. Å identifisere nivået på implementeringen av TVD vil bidra til økt bevissthet om den naværende modenheten. Samtidig bidrar dette med potensielle kort- og langsiktige praktiske initiativ som utnytter de identifiserte fordelene. Formålet med studien er todelt. Den skal både identifisere og øke bevisstheten om modenheten av TVD i forprosjektfasen i norske, offentlige byggeprosjekter. Følgende forskningsspørsmål vil bli utforsket: 1. Hvordan er modenheten for TVD i norsk bygg- og anleggsnæring? 2. Hvordan kan TVD benyttes i forprosjektfasen i norske, offentlige byggeprosjekter? Funnene i studien viser det nåværende modenhetsnivået blant de utvalgte casene. For å besvare disse forskningsspørsmålene undersøkes 5 utvalgte caser (her kalt ‘Case 1’, ‘Case 2’, etc.). Det vil bli gitt poeng basert pa en utviklet poengskala som går fra null (i betydning ikke implementert) til tre (i betydning fullstendig implementert). Poengene er differensiert og visualisert innenfor fire kategorier: kontrahering, organisering, definering (prosjektbegrunnelse og bekreftelsestudie) og styring. Den nåværende TVD-implementeringen er i gjennomsnitt ‘tilstrekkelig implementert’ (tilsvarer en poengsum pa to), men variasjonene er store. Tilsammen er det identifisert åtte mulige løsninger for å oppnå en fullstendig TVD-implementering. Disse deles inn i kort- og langsiktige initiativer. De kortsiktige initiativer er som følger: 1) Samspillskontrakter, som hjelper med å skape gjensidig forståelse for prosjektet, 2) Variasjonene mellom en ‘endring’ og en ‘optimalisering’ må defineres og verdisettes, 3) En midlertidig målsum (TC) medfører disiplin, og 4) Økt verdiskaping ved bruk av Set-Based Design i innkjøp av tekniske systemer. De langsiktige initiativ relaterer seg til mer fundamentale endringer: 1) Manglende bruk av en absolutt kostnadsramme (AC), 2) Byggherrens prosjektbegrunnelse bør omhandle egne ønsker og egen betalingsevne, 3) Markedspris (et resultat av en fullstendig benchmarking-prosess) burde vurderes mot kostnadsrammen før igangsettelse for å kunne iverksette ‘det mest verdifulle prosjektet’ og 4) Åpenhet om en forhåndsdefinert målsum er kritisk for å kunne oppdage prosjekt-spesifikke virkemidler, metoder og begrensninger. Ved å måle og prioritere målverdi kan kostnadsreduserende aktiviteter optimaliseres. The theme of the thesis relates to design based on Target Cost (TC) and Target Value Design (TVD). These guides the design process and are distinguished by an iterative design process focusing on optimization of value within cost limitations. There is an emerging interest in creating more value for the project’s client and the user(s). The Norwegian construction industry experiences drop off in productivity. This study aims towards investigating the correlation between this and (the lack) of implementation of the previously mentioned design guidelines. International and national research have shown considerable potential in the projects’ early phases and that an increased focus reduces the risk of cost overruns. Research shows that the client’s Target Value (TV) is positively affected by implementing TVD. Studies reveal that TVD projects are more likely to be completed below anticipated Market Cost (MC), experience an increased accuracy for conceptual estimates, have a lower contingency reserve, in addition, prevent ‘overdesign’. Nevertheless, only a few Norwegian projects have fully implemented TVD. Identifying the level of TVD implementation will contribute towards increasing the awareness of current TVD maturity. Consequently, providing potential short- and long-term practical initiatives of how to benefit from its identified results. The purpose of the research is twofold by both discover and increase the awareness of the maturity of TVD implementation during the pre-project phase in Norwegian public building projects. The following Research Questions (RQs) will be investigated: 1. How is the TVD maturity in the Norwegian construction industry? 2. How can TVD be applied in the pre-project phase of Norwegian public building projects? Research findings illustrate the current level of maturity among the investigated cases. Five cases (named ‘Case 1’, ‘Case 2’ , etc.) have been investigated to answer the RQs. The scores are provided based on a developed scorecard which ranges from zero (meaning not implemented) to three (meaning fully implemented). Scores are differentiated and visualized across the four categories: contracting, organizing, defining (business case and validation study), and steering. The current TVD implementation is on average ‘sufficiently implemented’ (an Average Score (AS) of two) but the variations are significant. In total, eight possible solutions have been identified to achieve a full TVD implementation. These solutions are divided into shortand long-term initiatives. The following identified short-term initiatives are: 1) Relational contract, which helps to create a shared understanding of the project, 2) Variations of a ‘change’ and an ‘optimization’ must be defined and valued from the start, 3) A preliminary TC creates discipline, and 4) Using Set-Based Design (SBD) during procurement of technical systems enhances value creation. The long-term initiatives are related to more fundamental changes: 1) Usage of a fixed maximum Allowable Cost (AC) is lacking, 2) The client’s business case must comprehend what iswanted and the client’s ability to pay, 3) Comparing MC (a result of a sufficient benchmarking process) to the AC should be conducted before project approval to execute ‘the most valuable project’ and 4) Transparency within a specified TC is crucial to detect project-specific means, ends, and constraints. TV must be measured and prioritized for optimizing cost reduction activities.
- Published
- 2020
48. The Internal Perspective of Uncertainty Management in Multiconsult
- Author
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Hayday, Mariya and Johansen, Agnar
- Abstract
Denne masteroppgaven tar for seg den interne usikkerhetsstyringen i Multiconsult Trondheim. Forskningen følger en metodetrianguleringsmetodikk og inneholder to deler. Den første delen inneholder en kvantitativ screeningsprosess, og den andre delen tar for seg fire separate casestudier, dokumentstudier og en litteraturgjennomgang. Målet med denne oppgaven er å utvikle en modell for en bedre praksis for intern usikkerhetsstyring. Prosjektledelse ble et svært fokusert område i norske byggeprosjekter etter oppdagelsen av olje på norsk kontinentalsokkel. I takt med utviklingen av teknologi, har prosjekter en tendens til å øke i deres kompleksitetsnivå. Dette fører vanligvis til en økt etterspørsel etter kompetanse innen håndtering av usikre aspekter. Usikkerheter kan defineres som mangelen på kunnskap og er "forskjellen mellom mengden informasjon som kreves for å utføre en oppgave og mengden informasjon som allerede er besatt av organisasjonen" (Chapman & Ward, 2007). De er til stede i aspekter som kostnad, tid og kvalitet, og er viktige å håndtere for å oppnå vellykkede resultater. Usikkerhet trenger ikke alltid å omhandle den negative siden av et utfall. De positive aspektene, også kalt muligheter, tillater en mer proaktiv styring og kan i noen tilfeller gjøre fiasko om til suksess. Det hele avhenger av hvordan usikkerheter identifiseres, struktureres og styres. Denne oppgaven har som mål å anbefale en bedre usikkerhetsstyringspraksis for Multiconsult Trondheim. Det ble derfor gjort en kartlegging av dagens usikkerhetsstyring. Resultatene introduserer fem elementer som beskriver den interne usikkerhetsstyringen i Multiconsult Trondheim: 1. Sjekklister (for usikkerhetsvurdering og kvalitetssikring) 2. Rapportering og oppfølging av usikkerheter 3. Møter angående usikkerheter 4. Roller og kapasitet 5. Internt økonomisk system Disse elementene er delt inn i to grupper, avhengig av deres innvirkning på usikkerhetsstyringen. Element 1-3 påvirker usikkerhetsstyringen direkte, mens element 4-5 påvirker usikkerhetsstyringen indirekte. Årsaken til denne inndelingen er at de direkte virkningene støttes av usikkerhetsstyringsteori, mens de indirekte virkningene ikke er det. Disse innvirkningene er funn som har innflytelse på hvordan prosjekter styres, noe som igjen reflekterer på den interne usikkerhetsstyringen. Etter utførte undersøkelser viser resultatene at usikkerhetsstyring i Multiconsult Trondheim har rom for forbedringer. Usikkerheter blir vanligvis lagt igjen i den tidlige fasen av prosjektet, noe som svekker proaktiv usikkerhetsstyring. De viktigste anbefalingene for å forbedre den interne praksis er derfor å: - Implementere en kvalitativ usikkerhetsanalyse som kan brukes i forskjellige stadier eller faser av prosjektprosessen - Utvikle en handlingsplan som et resultat av usikkerhetsanalysen - Utvikle en prosess for styring, oppfølging og rapportering av usikkerheter - Utvikle en prosess som proaktiv usikkerhetsstyring kan være en del av Disse tiltakene vil bidra til å holde styring av usikkerheter kontinuerlig og bringe mer bevissthet, samt fokus på truslene og mulighetene som kan oppstå gjennom et prosjektliv. This master thesis focuses on the internal uncertainty management practice of Multiconsult Trondheim. The research is conducted in a mixed-method methodology with two parts. The first part contains a quantitative screening process, and the second part includes four separate case studies, document study, and a literature review. The purposed outcome of this thesis is to develop a model for a better internal uncertainty management practice. Project management became a highly focused aspect in Norwegian construction projects after the discovery of oil on the Norwegian continental shelf. With the development of technology, projects tend to increase in their level of complexity. This typically leads to a higher demand for expertise in the management of uncertain aspects. Uncertainties can be defined as the lack of knowledge and is “the difference between the amount of information required to perform a task and the amount of information already possessed by the organization” (Chapman & Ward, 2007). They are present in aspects as cost, time, and quality, and are important to manage when obtaining successful outcomes. Uncertainties do not always need to be referred to in a negative matter. The positive aspects, also called opportunities, allows a more proactive management and can in some cases turn failure into success. It all depends on how uncertainties are identified, structured and managed. This thesis has a goal of recommending a better uncertainty management practice for Multiconsult Trondheim. A mapping of the current state of uncertainty management practice was therefore done. The results introduce five elements describing the internal uncertainty management of Multiconsult Trondheim: 1. Checklists (for uncertainty evaluation and quality assurance) 2. Reporting and follow-up of uncertainties 3. Meetings regarding uncertainties 4. Roles and capacity 5. Internal economic system These elements have been divided in two groups, depending on their impact on the uncertainty management practice. Element 1-3 affect the uncertainty management directly, while element 4-5 affect the uncertainty management indirectly. The reason for this division, is that the direct impacts are supported by uncertainty management theory, while the indirect impacts are not. These impacts are findings that have an influence on how projects are managed, which again reflects upon the internal uncertainty management. After examination through the selected methods, the results show that uncertainty management in Multiconsult Trondheim has room for improvement. Uncertainties are usually left behind in the early phase of the project, which impairs proactive uncertainty management. The most important recommendations for improving the internal practice are therefore to: - Implement a qualitative uncertainty analysis that can be used in different stages or phases of the project process - Develop an action plan as a result of the uncertainty analysis - Develop a process for management, follow-up and reporting of uncertainties - Develop a process that proactive uncertainty management can be a part of These measures will help keeping the management of uncertainties continuous and bring more awareness and focus to the threats and opportunities that can appear through a project course.
- Published
- 2020
49. Exploiting available data sources for ex-post evaluation of railway projects: Case illustrations with traffic and mobile phone data
- Author
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Sørensen, Anette Østbø, Olsson, Nils O. E., Landmark, Andreas Dybvik, and Johansen, Agnar
- Subjects
Technology: 500::Mechanical engineering: 570 [VDP] - Abstract
Technological developments increase the amount of available data sources in all industries. This thesis focuses on how we can exploit these data sources in ex-post project evaluation to support evaluators with new insight. The focus has been on railways and railway projects. A project should be evaluated to establish to what degree the intended effects on the users and the society are achieved. The ex-post evaluation should be carried out a few years after major infrastructure projects are completed. One matter that should be evaluated is tactical success, which is measured in terms of effectiveness. Effectiveness measures if the project achieved its goals and is typically assessed based on the change of state before and after. However, evaluators experience problems in getting hold of essential data on the pre- and post-situation. For the evaluators, data collected from the railway operations are mainly available as aggregated numbers from performance and evaluation reports. Typical goals of railway projects are to reduce travel time and increase capacity and demand. Two measures of particular interest are therefore punctuality and traffic volume. Punctuality is whether the traffic runs according to the timetable, and statistical numbers on punctuality are well-developed measures. However, a deeper evaluation of punctuality can be provided by analysing delay propagation, and that has been more difficult to obtain a good measure on. The number of travellers is an important performance measure that has been difficult for evaluators to obtain good data on, often because train operators consider such data confidential business information. In addition, there is a challenge regarding varying quality and coverage of the available data on the number of travellers. Data of relevance to ex-post project evaluation are generated and collected from both the construction phase and the operation phase. The data collected from railway operations are useful when evaluating the tactical and strategic success of a project. The conclusions drawn from this evaluation can provide useful insight and learning to the strategic planning and concept development of future projects. The author has provided two practical examples of how data generated and collected during railway operations can be exploited to obtain relevant information for the evaluation. This was done through thorough investigation into two measures of particular interest for ex-post evaluation of railway projects, i.e. delay propagation and number of travellers. Delay propagation was analysed based on traffic data, and a method was developed to find cases of knock-on delay on single tracks. The tool allows an attempt at indicating the direction of knock-on effects. In addition, the method traces the propagation of delay from one train to the next to find the networks of dynamic delay propagations. Mobile phone data were investigated as an alternative source of the number of travellers. The possibility of using mobile phone data is interesting because it is independent of the railway operators. The study showed that it is possible to combine mobile phone data with railway infrastructure and train traffic data. The findings show a potential for utilising mobile phone data to collect the number of travellers on the railway. The data collected from technologies used during the construction project are useful when evaluating the project execution. This includes the experience report, which is the internal form of knowledge sharing, and the evaluation of efficiency, which examines time, cost and quality. These evaluations are important for learning from similar projects during the construction phase and can contribute to faster decisions. Ex-post project evaluation has traditionally been qualitative, but because of technological developments, more data from the railway operations are available. It is still a problem to get hold of data, especially when it is about private information, while other data sources have become more available. The two empirical studies are good examples of how such data can provide useful insight into the ex-post evaluation of railway projects.
- Published
- 2019
50. Value Creation as a means to success - Creating value for owners and users in construction projects
- Author
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Haddadi, Amin, Torp, Olav, Klakegg, Ole Jonny, and Johansen, Agnar
- Abstract
The focus on delivering the project goals and objectives is a critical aspect in the management of any project. In the context of management, delivering in accordance with the contract is still an essential issue in defining the success in the project. However, during the past decades, the long-term effects of projects have gained more attention as measures for success in a project. Any project has its origin in the identified needs. This implies that the value creation of a project should be measured in terms of how these needs are satisfied. At the same time, how efficiently and to what cost these needs can be satisfied is of importance. Value in its simplest form is defined as the relationship between the cost and benefit or a measure of what one gains for what is given. Premises and decisions during the project will directly affect the benefits when the building is in use. The operation phase of a building’s life cycle is the longest phase. Hence, knowledge regarding what contributes to a higher benefit and maximizes the creation of value in the operation phase is essential for success in a project. Considering that a great share of the premises and critical decisions are determined during the early phases of a project, transferring the knowledge about what creates value to this phase could have a positive effect on the success of the project. Research has revealed that there is a lack of understanding users’ and owners’ strategic needs and a lack of methodology for transferring them into functional buildings. Consequently, this PhD aims to identify what creates value for owners and users of the building and how this knowledge can contribute to better processes for maximizing value creation in projects. Three research questions are being addressed through this thesis. 1. How are value and value creation conceptualized and defined in relation to construction projects? 2. What are the characteristics of value in construction projects? 3. How can value creation be enhanced in construction projects? As the definitions of value and value creation were unclear and inadequate in the context of construction projects, the first research question is answered through a literature study of the conceptualization of value and value creation in four other contexts (psychology, manufacturing and production, facility management (FM), and real estate and marketing). As value has been defined differently in different contexts over the years, this PhD work attempted to investigate whether there is a common ground in the conceptualization of value in different contexts. The study revealed that the focus on users and how users perceive value is the common ground. Hence, the focus on satisfying the various needs of the users, as the most important source of value creation is emphasized. At the same time, the owner has his or her own strategic objectives for initiating a project. Aligning these strategies with the user needs is revealed to be of great importance for maximizing value creation. The next question is how value is created in construction projects. To answer this question, I examined what the characteristics of value are and the means for value creation for users and owners. A workshop with two workgroups contributed to the creation of a long list containing elements that can either directly contribute to creating value or indirectly function as a means to value creation. Later, elements from this long list were used as the basis in developing questions for the interview and questionnaires in three separate studies. These three studies investigated value and value creation in three different types of buildings: office buildings, hospital buildings, and university campuses. The characteristics of value and the means to value creation can be divided into several essential groups. They are preeminently related to user requirements, owner requirements/strategies, and management issues. As value was defined to be dependent on the perception of users, finding a unanimous answer to what creates value for users is a difficult task. The fact that users of different types of buildings can have contrasting needs reinforces this argument. However, conducting a questionnaire and asking users of different types of buildings to rank a long list of value-creating elements revealed some interesting findings. The findings can be used as a tool to identify value-creating elements in different projects. The findings revealed that the user requirements that had the highest ranking also had the lowest standard deviation in both the study of university campuses and office buildings. This indicates that, even though users can have different perceptions of value, there is a convergence in the perception of the most important value-creating factors in the conducted research. However, the lower ranking factors should not be disregarded, as the high standard deviation expresses that these factors are of high importance for some of the users, while others might not need them. As an example, parking facilities for bicycles are very important to cyclists and should not be disregarded as a value-creating factor, although it might have a low mean since those who are not cyclists would give it a low ranking. Owners consider factors such as FM, life-cycle cost, and adaptability of the buildings as value-creating elements. Both user and owner requirements are input to the design process that transfers them into functional buildings through the project. In this regard, some management issues were identified to have an effect on the value creation of the project. Issues such as multidisciplinary focus and early involvement of the resources, the power in organizations, and user involvement are identified as value-creating management issues and are investigated further in this thesis. To enhance value creation, two large and complex hospital projects were studied as case projects to identify challenges and opportunities regarding value creation in each phase of the project. A knowledge base regarding what can create value or affect value creation in projects is provided by this research through findings related to the following: - Conceptualization of value and relating it to the context of construction projects; - Identifying the characteristics of value and the means to value creation; - Identifying challenges and opportunities regarding value creation in each phase of the project. The results of this research is used to provide a framework for enhancing value creation in construction projects. The framework contains eight steps. The first step stresses the importance of thorough strategic analysis to provide complete strategy documents containing the most essential information for the project team. The second step substantiates the multidisciplinary focus and early involvement of resources. The third step concerns identifying the needs and value-creating elements and creating ideas for the fulfillment of the requirements and aligning owner strategies with user needs. The fourth step includes using the information from the third step and suggesting solutions, alternatives, and descriptions for how to achieve the objectives. A plan for action evolved through validating these suggestions during the fifth step by the production suppliers before the production phase starts. Production starts in the sixth step, where the plan for action is implemented, and the building emerges. The seventh step substantiates the importance of commissioning and transitioning the building from the project to the operation phase. The delivery of the building should be structured and planned with accuracy, and the systems should be tested and optimized over time. The last step concerns the evaluation of the results. As a substantial part of value creation is revealed as the building is put to use, the long-term effects should be measured over time. A systematic approach for measuring these effects at the right time is essential for successfully conducting this step. The analysis and evaluation over time forms the foundation for new projects and the further development of the building throughout its life cycle.
- Published
- 2019
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