0000000000004211
AUTHOR
Olav Torp
Is integration of Uncertainty Management and The Last Planner System a good idea?
The Last Planner System (LPS) is a tool for project planning and control, and is an important contribution from Lean Construction. LPS focuses on scheduling, task coordination and time management. Uncertainty Management (UM) is a key element in Project Management, where uncertainty is the totality of opportunities (potential upsides) and risks (potential downsides). UM addresses all types of uncertainty (related to cost, time, quality, scope, safety, customer satisfaction, company reputation, etc.). The aim of UM is to exploit the opportunities and reduce the risks. Two construction companies involved in this research are working with both LPS and UM. One has extensive experience with LPS, …
The emergence of lean construction in the Norwegian AEC industry
Lean construction has inspired the AEC industry globally over the last decades, and this manifests within a wide array of contexts. The purpose of this paper is to provide a narrative-based qualitative analysis of the emergence and impact of Lean construction on a national level, notably in the Norwegian AEC industry. The analysis is based on the concept of paradigm shift and on empirical knowledge in the form of narratives. The narratives of practitioners and researchers provide deep insights into how Lean Construction has inspired the Norwegian AEC industry and academia, respectively. The reflections indicate that the introduction of the Lean construction principles and tools in the Norwe…
Development of target cost – By the owner or together with Contractors - Target Value Design
Abstract Cost growth and cost overrun of projects is a well-researched topic, but still a recurring problem. Some of the problems may be attributed to the difficulties of setting a realistic cost estimate in the early phase of the project. This paper aims to give insight o the challenge of setting realistic cost targets. We particularly focus on large and complex infrastructure projects in the context on the Norwegian construction industry. Four large infrastructure projects have been examined, all used a variation of target cost and was more or less successful in their implementation of this approach. Through interviews and document study we identified that when setting cost targets for pr…