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Arditi, D, Ayrancioglu, M and Shi, J J (2005) Worker safety issues in night-time highway construction. Engineering, Construction and Architectural Management, 12(05), 487–501.

Fortune, C and Cox, O (2005) Current practices in building project contract price forecasting in the UK. Engineering, Construction and Architectural Management, 12(05), 446–57.

Kristiansen, K, Emmitt, S and Bonke, S (2005) Changes in the Danish construction sector: the need for a new focus. Engineering, Construction and Architectural Management, 12(05), 502–11.

Matsumoto, I T, Stapleton, J, Glass, J and Thorpe, T (2005) Use of process maps to develop a management briefing sheet for a design consultancy. Engineering, Construction and Architectural Management, 12(05), 458–69.

  • Type: Journal Article
  • Keywords: Design management; management activities; quality control; knowledge management systems
  • ISBN/ISSN: 0969-9988
  • URL: http://oberon.emeraldinsight.com/vl=18303756/cl=30/nw=1/rpsv/cw/mcb/09699988/v12n5/s3/p458
  • Abstract:
    Purpose - Process mapping can lead to a more holistic understanding of how an organisation works. This paper seeks to discuss how an engineering design consultancy, which had developed a series of process maps on the design of steel frame buildings, developed a powerful management tool, the Management Briefing Sheet which has yielded numerous additional benefits enabling practice to be improved and quality procedures more easily accessed. Design/methodology/approach - To maximise the knowledge and expertise of its supply chain partners and to better understand how it designed steel-framed buildings, the engineering design consultancy undertook a process-mapping exercise. Various techniques for documenting the process were considered, but a modified IDEF notation was chosen for its ability to capture the iterative nature of the design process and its methodical approach for deconstructing complicated activities. Findings - Process-mapping exercises can change the way organisations work and make them more efficient, but to do this the changes that would lead to improvements need to be implemented successfully. Carrying out a process-mapping exercise in isolation from the end-user can lead to complications. Research limitations/implications - The key obstacle to implementing change identified by the engineering design consultancy, with whom the MBS was developed, was delivering the knowledge acquired from the process analysis in a format that end-users could understand easily and adopt effectively. Originality/value - This article will be of significant use to any organisation wishing to maximise the knowledge and expertise of its supply chain partners and identify inefficient working practices.

Robinson, H S, Carrillo, P M, Anumba, C J and Al-Ghassani, A M (2005) Knowledge management practices in large construction organisations. Engineering, Construction and Architectural Management, 12(05), 431–45.

Tzortzopoulos, P, Sexton, M and Cooper, R (2005) Process models implementation in the construction industry: a literature synthesis. Engineering, Construction and Architectural Management, 12(05), 470–86.