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Improving Building Design Processes and Design Management Practices: A Case Study

Author

Listed:
  • Ergo Pikas

    (Department of Technology, Management and Economics, Technical University of Denmark, 2800 Lyngby, Denmark
    Department of Civil Engineering, School of Engineering, Aalto University, 02150 Espoo, Finland)

  • Lauri Koskela

    (School of Art, Design and Architecture, University of Huddersfield, Huddersfield HD1 3DH, UK)

  • Olli Seppänen

    (Department of Civil Engineering, School of Engineering, Aalto University, 02150 Espoo, Finland)

Abstract

The aim of this case study, underpinned by participative action research and design science research methodologies, is to show how design and design management practices can be improved based on a new conception of design activity and lean design management. First, problems related to design and design project management are identified using a triangulation of methods, and a root-cause analysis is conducted. Second, interventions are developed, implemented, and evaluated over two iterations. The methods and practices employed in the organization under study imply it had adopted the transformation view of the conceptualization of design. It was also observed that the organization considered design strictly a technical activity. Both choices appeared to be the root causes of the problems faced by the organization. To complement the transformation view, methods and practices following the flow and value views were introduced. To counteract the strictly “technical understanding of design”, “social” concepts were introduced. As a direct result of theory-driven interventions, there were significant improvements in building design processes and design management practices.

Suggested Citation

  • Ergo Pikas & Lauri Koskela & Olli Seppänen, 2020. "Improving Building Design Processes and Design Management Practices: A Case Study," Sustainability, MDPI, vol. 12(3), pages 1-18, January.
    • Handle: RePEc:gam:jsusta:v:12:y:2020:i:3:p:911-:d:313247
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    References listed on IDEAS

    as
    1. Sylvain Lenfle & Christoph Loch, 2010. "Lost Roots: How Project Management Came to Emphasize Control Over Flexibility and Novelty," Post-Print hal-00557549, HAL.
    2. Peter Love & Heng Li, 2000. "Quantifying the causes and costs of rework in construction," Construction Management and Economics, Taylor & Francis Journals, vol. 18(4), pages 479-490.
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    Cited by:

    1. Bárbara Pedó & Carlos T. Formoso & Daniela D. Viana & Patricia Tzortzopoulos & Fernanda M. P. Brandalise & Andrew Whitelock-Wainwright, 2022. "Visual Management Requirements to Support Design Planning and Control within Digital Contexts," Sustainability, MDPI, vol. 14(17), pages 1-27, September.
    2. Ergo Pikas & Bárbara Pedó & Algan Tezel & Lauri Koskela & Markus Veersoo, 2022. "Digital Last Planner System Whiteboard for Enabling Remote Collaborative Design Process Planning and Control," Sustainability, MDPI, vol. 14(19), pages 1-27, September.
    3. Maria Mercanti-Guérin, 2021. "From Perceived Creativity To Status Quo Bias The Case Of Digital Twins In The Home," Post-Print hal-03450262, HAL.
    4. Harrison A. Mesa & Keith R. Molenaar & Luis F. Alarcón, 2020. "Modeling Supply Chain Integration in an Integrated Project Delivery System," Sustainability, MDPI, vol. 12(12), pages 1-21, June.

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