Design management in a design office: Development of the model for 'to-be'

Ergo Pikas, Lauri Koskela, Olli Seppänen

Research output: Chapter in Book/Report/Conference proceedingConference contribution

Abstract

As the third paper on design management in a series of three, design science research activity was carried out. Based on the problems identified within the first paper and the knowledge base established in the second paper, theoretical and practical design process and management models were developed. Within the language of two-step abductive reasoning, the theoretical model served as a solution concept for developing a practical solution. This research reports the first cycle of design science research. The result is the description of "to-be" to facilitate the change management within the case study organization.

LanguageEnglish
Title of host publicationLC3 2017
Subtitle of host publicationProceedings of the 25th Annual Conference of the International Group for Lean Construction (IGLC)
EditorsK. Walsh, R. Sacks, I. Brilakis
PublisherThe International Group for Lean Construction
Pages555-562
Number of pages8
Volume2
DOIs
Publication statusPublished - Jul 2017
Event25th Annual Conference of the International Group for Lean Construction - Hersonissos, Heraklion, Greece
Duration: 9 Jul 201712 Jul 2017
Conference number: 25
http://iglc.net/Papers/Conference/27 (Link to Conference Website )

Conference

Conference25th Annual Conference of the International Group for Lean Construction
Abbreviated titleIGLC25
CountryGreece
CityHeraklion
Period9/07/1712/07/17
Internet address

Cite this

Pikas, E., Koskela, L., & Seppänen, O. (2017). Design management in a design office: Development of the model for 'to-be'. In K. Walsh, R. Sacks, & I. Brilakis (Eds.), LC3 2017: Proceedings of the 25th Annual Conference of the International Group for Lean Construction (IGLC) (Vol. 2, pp. 555-562). The International Group for Lean Construction. https://doi.org/10.24928/2017/0317
Pikas, Ergo ; Koskela, Lauri ; Seppänen, Olli. / Design management in a design office : Development of the model for 'to-be'. LC3 2017: Proceedings of the 25th Annual Conference of the International Group for Lean Construction (IGLC). editor / K. Walsh ; R. Sacks ; I. Brilakis. Vol. 2 The International Group for Lean Construction, 2017. pp. 555-562
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Pikas, E, Koskela, L & Seppänen, O 2017, Design management in a design office: Development of the model for 'to-be'. in K Walsh, R Sacks & I Brilakis (eds), LC3 2017: Proceedings of the 25th Annual Conference of the International Group for Lean Construction (IGLC). vol. 2, The International Group for Lean Construction, pp. 555-562, 25th Annual Conference of the International Group for Lean Construction, Heraklion, Greece, 9/07/17. https://doi.org/10.24928/2017/0317

Design management in a design office : Development of the model for 'to-be'. / Pikas, Ergo; Koskela, Lauri; Seppänen, Olli.

LC3 2017: Proceedings of the 25th Annual Conference of the International Group for Lean Construction (IGLC). ed. / K. Walsh; R. Sacks; I. Brilakis. Vol. 2 The International Group for Lean Construction, 2017. p. 555-562.

Research output: Chapter in Book/Report/Conference proceedingConference contribution

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N2 - As the third paper on design management in a series of three, design science research activity was carried out. Based on the problems identified within the first paper and the knowledge base established in the second paper, theoretical and practical design process and management models were developed. Within the language of two-step abductive reasoning, the theoretical model served as a solution concept for developing a practical solution. This research reports the first cycle of design science research. The result is the description of "to-be" to facilitate the change management within the case study organization.

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Pikas E, Koskela L, Seppänen O. Design management in a design office: Development of the model for 'to-be'. In Walsh K, Sacks R, Brilakis I, editors, LC3 2017: Proceedings of the 25th Annual Conference of the International Group for Lean Construction (IGLC). Vol. 2. The International Group for Lean Construction. 2017. p. 555-562 https://doi.org/10.24928/2017/0317