Managing design for success of building and infrastructure projects is not just about the control of a creative process it is about delivering outcomes. Paul Sancandi on developing and implementing a design management process.
There are crucial disconnects between our process purpose—what our customers want and what our business needs—and the reports that purport to represent process performance. Robert Lamb provides 10 essential questions you should ask of your project processes.
“Lean must be viewed as a framework of comprehensive, integral system consisting of four interdependent elements: leadership, culture, team and practices and tools.” Prabesh Aryal reviews Gene Fliedner’s book on lean management.
More experienced practitioners know the people-process-technology approach to change has left holes and not delivered effective change at times. Jed Simms proposes a different kind of change management triangle.