Volume X - Issue VII - July 2008
Case Studies
Transforming an Organization by Using a New 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
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