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Volume X - Issue VII - July 2008

Case Studies

 

 

Transforming an Organization by Using a New
Project Management Approach

By Jacob Kashiwagi, Marie Sullivan, Kenneth T. Sullivan & Dean Kashiwagi

Editor’s note: This paper was presented at the PM-04: 4th SCPM & 1st IPMA/MedNet Project Management Conference in the Mediterranean, 29-31 May 2008, Chios Island, Greece (http://2008.pmgreece.gr).  As a Media Partner for that event, PMForum is republishing selected papers in PM World Today.  This paper is included here with the consent of the author and the permission of the Centre for Construction Innovation of the National Technical University of Athens (www.innovation.view.gr) who is the copyright holder of the conference proceedings. All conditions and disclaimers of the copyright holder pertain.

Abstract

The US Army Medical Command (MEDCOM) annually manages 250 projects, with a scope of $300M, at 26 different sites.  Due to current events and initiatives, MEDCOM is anticipating an increase in construction requirements.  As a result, MEDCOM is seeking for a more efficient project management model that can optimize each project manager’s function as well as the organization.  The hypothesis is that the entire organization is merely a summation of the project managers, and that the organization’s bureaucracy problem is a magnification of the internal problems of a project manager.  The new project management model must overcome the constraints of the lack of perceived information and expertise and bureaucracy of the environment.  This paper proposes a model which is a combination of different processes and concepts which have been tested out in the delivery of construction for the past 13 years.

Read complete paper in English

 

About the Authors:


Jacob Kashiwagi
Co-Author

Jacob Kashiwagi is a Ph.D. research student at Arizona State University. He is the developer of the no-influence leadership theory, the theoretical basis for the PIPS model.  He is also a senior researcher and lecturer in ASU’s leadership development and best value efforts.  Jacob has worked with numerous public and private organizations (United States Army Medical Command, Schering Plough, State of Hawaii, City of Miami Beach, Entergy, Arizona State University, etc.) to help increase efficiency in their outsourcing of services and management of projects.   The technology has been tested over 500 times with a 98% success rate.   He has also an author of several research papers and reports.  Jacob can be contacted at  Jacob.kashiwagi@asu.edu.



Marie Sullivan
Co-Author

Marie Sullivan is a research specialist at Arizona State University’s Del E. Webb School of Construction.   Marie’s key principal areas of teaching and research are in Quality Assurance and Risk Minimization.   Her studies also include theoretical modeling, prototype development and testing, and implementation of systems.   She has authored over 20 International conference proceedings (papers) in efficient processes, best value, and construction performance.    She oversees training and projects from the following research clients: US Army Medical Command, City of Miami Beach, State of Washington and the University of Minnesota.   She is currently pursuing her doctoral degree in Public Administration.   Her eight years of research expand in the following areas of performance documentation, implementation of performance concepts and information, and theoretical development of the systems delivering construction, services, and systems.  Marie can be contacted at Marie.kashiwagi@asu.edu.



Kenneth T. Sullivan, PhD
Co-Author

Kenneth Sullivan is the deputy-director of the Performance Based Studies Research Group (PBSRG) and the director of the Facility Management Research Institute (FMRI) as an assistant professor in the Del E. Webb School of Construction at Arizona State University.  His research focuses on risk management, cost engineering, productivity, best value, and leadership in facility management and the built environment.  He is well versed in quantitative methodologies, statistics, and data analysis techniques and teaches courses in advanced estimating, research methods, and facility management.  Sullivan’s research fundamentally seeks to shift established organizational paradigms into a more efficient structures composed of measurement-based systems of accountability, resulting in the reduction of inefficient practices of over-management and the increase of risk control.  As co-founder, and now Secretary of Research for the International Council for Research and Innovation in Building and Construction (CIB) Task Group 61, Kenn has been commissioned to generate a global performance metric for construction and facility management, and create a new journal focusing on performance information and risk.  Kenn has also published 58 peer-reviewed papers and is a frequent speaker, both domestically and internationally.   Kenn can be contacted at Kenneth.sullivan@asu.edu.



Dean Kashiwagi, PhD
Co-Author

Dean T. Kashiwagi, PhD, is a professor at Arizona State University’s Del E Webb School of Construction and also the Director of the PBSRG.  PBSRG is the worldwide leader in improving facility/project performance and efficiency.  Kashiwagi has developed a “hands off” approach to managing contractors or vendors in any industry.  His concept is contrary to traditional price-driven procurement. The technology has been tested over 500 times totaling $1.135 Billion ($683M in construction projects and $451 in non-construction projects) with a 98% success rate since 1994.   He work is now being tested in the Netherlands.   Kashiwagi has integrated these concepts into a Facility-Project Asset Graduate Program at ASU.   His presentations are highly sought out by highly recognized international organizations such as the Project Management Institute (PMI) Global Congress.   Dean can be contacted at dean.kashiwagi@asu.edu.

 

 

 

 

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