Decentralised site management - A case study

International Journal of Project Management

Volumn 17, Issue 2, 1999, Pages 113-120

  Barber, Patrick ^a   Tomkins, Cyril ^a   Graves, Andrew ^a  

^a UNIVERSITY OF BATH   (United Kingdom)

Author keywords

Project co ordination; Project management; Project risk management; Self organising project structures

Indexed keywords

CONSTRUCTION INDUSTRY; DECENTRALIZED CONTROL; RESOURCE ALLOCATION; RISK MANAGEMENT;

DECENTRALIZED SITE MANAGEMENT; PROJECT CO ORDINATION; SELF ORGANISING PROJECT STRUCTURES;

PROJECT MANAGEMENT;

EID: 0033117140     PISSN: 02637863     EISSN: None     Source Type: Journal    
DOI: 10.1016/S0263-7863(98)00014-3     Document Type: Article

References (9)

1. Anthony, R., Dearden, J. and Govindarajan, V., Management Control Systems, (Second edition), Irwin, Homewood, Illinois, 1992.
2. Peters, T. and Waterman, R., In Search of Excellence: lessons from America's best-run companies, Harper & Row, New York, 1982.
3. Jolivet F., Navarre C. Large-scale projects, self-organising and meta-rules: towards new forms of management. The International Journal of Project Management. 14(5):1996;265-271.
4. Goldratt, E., Theory of Constraints, North River Press, New York, 1990.
5. Noreen, E., Smith, D. and Mackay, J., The theory of constraints and its implications for management accounting, North River Press, New York, 1995.
6. Goldratt, E. op.cit. Some we have met in the civil engineering industry claim that this approach is little different from approaches used a number of years ago. Moreover, it can be argued that it is simply a particular style of using logic trees. Our point is simply that this Balfour Beatty project team came across this approach through contact with consultants from the Goldratt Institute at the time that the project leaders were becoming aware that improved means of co-ordination was needed to operate the new management style with success. They saw the Goldratt approach as serving these needs. Goldratt has since published these ideas, see E. Goldratt, Critical Chain, North River press, New York, 1997.
7. Goldratt, E. op.cit. Some we have met in the civil engineering industry claim that this approach is little different from approaches used a number of years ago. Moreover, it can be argued that it is simply a particular style of using logic trees. Our point is simply that this Balfour Beatty project team came across this approach through contact with consultants from the Goldratt Institute at the time that the project leaders were becoming aware that improved means of co-ordination was needed to operate the new management style with success. They saw the Goldratt approach as serving these needs. Goldratt has since published these ideas, see E. Goldratt, Critical Chain, North River press, New York, 1997.
8. This study was undertaken towards the end of the construction project.
9. Ballard, G., The Last Planner, North California Construction Institute, Monterey, California, 1994.