Developing the True North route map as a navigational compass in a construction project management organization

Developing the True North route map as a navigational compass in a construction project management organization

2013

DOI: https://doi.org/10.60164/0hb96gx5c

Authors: Claus Nesensohn, Selim Tugra Demir, David James Bryde

Citation:

Claus Nesensohn, Selim Tugra Demir, and David James Bryde (2013). Developing the True North route map as a navigational compass in a construction project management organization.   Lean Construction Journal pp. 01–18.

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Abstract:

Question: How can a construction management (CM) / project management (PM) organisation, as client’s representatives, apply Lean Construction principles and practices? 

Purpose: To propose a holistic and long term Lean implementation strategy for the case of a CM/PM organisation in Germany that is acting as client’s representative. 

Research Method: The Reading Model was used as a tool to benchmark against other organisations. 

Findings: It is highlighted that the implementation of Lean Construction often requires both a change in organisational culture and structure. It is also stressed that the application of Lean Construction requires a rigorous analysis of the organisation’s capability in relation to becoming Leaner. 

Limitations: This research is performed for one stakeholder in the South-West of Germany. Hence the proposed True North route map needs to be tested in other organisations and in different countries. In addition, the impacts of this route map can’t be measured yet, as the company is in early stages of application. 

Implications: The True North route map guides a CM/PM company in becoming Lean and further can help them to constantly improve their Leanness. Further it describes how Lean Construction can be implemented holistically in a project environment.  

Value for practitioners: The paper introduces a different perspective on Lean Construction, namely viewing its development from the point of view of the project manager who is acting on the client’s side. Hence a more holistic view for implementation is derived and demonstrated by application to a real case in Germany. 

Keywords: Benchmarking, Construction Management, Germany, Project Management, True North 

Paper type: Full Paper