TY - JOUR
T1 - Creating a New Project Management Model through Research
AU - Rivera, Alfredo
AU - Kashiwagi, Dean
N1 - Funding Information:
In 2013, a study was performed identifying the difference between delivery systems [8]. The study reviewed 780 publications in five major databases [EI Compendex, Emerald Journals, ABI/Inform, Google Scholar, and ASCE Library]. From the 780 publications reviewed, 103 delivery systems were analyzed and compared. Additionally, 10 company management models were assessed. Lastly, the top 22 major buyer/supplier theories were identified including: Lean Construction, Supply Chain Management, Total Quality Management (TQM), Just in Time (JIT), Project Management Body of Knowledge (PMBOK), and Conflict Management. After comparing the 133 different delivery approaches the study found that only one of the models did not use management, direction, and control to improve performance of the delivery of services, which was the Performance Information Procurement System/Performance Information Risk Management System (PIPS/PIRMS). PIRMS being a partial form of the PIPS. The BV PIPS was developed by Dr. Dean Kashiwagi, from Arizona State University. The system was first conceived in 1991 as part of Kashiwagi's dissertation [7]. BV PIPS was originally, strictly a selection process. The first test of the process was performed in 1994, used to select roofing systems and contractors for private organizations including Intel, IBM, and McDonald Douglas. The system was documented and performed well enough in the roofing industry, so the system spread to other construction areas. BV PIPS has since been tested in the entire supply chain (construction and non-construction services). Its methodology has been researched and developed, in support of professional groups like the International Council for Research and Innovations in Building and Construction (CIB) and the International Facility Management Association (IFMA) for the last 23 years, and has been identified as a more efficient approach to the delivery of professional services. Some of the impacts of the BV PIPS are as follows [15]:
Publisher Copyright:
© 2016 The Authors.
PY - 2016
Y1 - 2016
N2 - The principles of a new project management model have been tested for the past 20 years. This project management model utilizes expertise instead of the traditional management, direction, and control (MDC). This new project management model is a leadership-based model instead of a management model. The practice of the new model requires a change in paradigm and project management structure. Some of the practices of this new paradigm include minimizing the flow of information and communications to and from the project manager [including meetings, emails and documents], eliminating technical communications, reducing client management, direction, and control of the vendor, and the hiring of vendors or personnel to do specific tasks. A vendors is hired only after they have clearly shown that they know what they are doing by showing past performance on similar projects, that they clearly understand how to create transparency to minimize risk that they do not control, and that they can clearly outline their project plan using a detailed milestone schedule including time, cost, and tasks all communicated in the language of metrics.
AB - The principles of a new project management model have been tested for the past 20 years. This project management model utilizes expertise instead of the traditional management, direction, and control (MDC). This new project management model is a leadership-based model instead of a management model. The practice of the new model requires a change in paradigm and project management structure. Some of the practices of this new paradigm include minimizing the flow of information and communications to and from the project manager [including meetings, emails and documents], eliminating technical communications, reducing client management, direction, and control of the vendor, and the hiring of vendors or personnel to do specific tasks. A vendors is hired only after they have clearly shown that they know what they are doing by showing past performance on similar projects, that they clearly understand how to create transparency to minimize risk that they do not control, and that they can clearly outline their project plan using a detailed milestone schedule including time, cost, and tasks all communicated in the language of metrics.
KW - Best Value
KW - construction performance
KW - performance information procurement system
KW - project management
KW - risk management
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U2 - 10.1016/j.proeng.2016.04.202
DO - 10.1016/j.proeng.2016.04.202
M3 - Conference article
AN - SCOPUS:84999683630
SN - 1877-7058
VL - 145
SP - 1370
EP - 1377
JO - Procedia Engineering
JF - Procedia Engineering
T2 - International Conference on Sustainable Design, Engineering and Construction, ICSDEC 2016
Y2 - 18 May 2016 through 20 May 2016
ER -