Lab Design News’ Post

A personal request. I need your help for scientific research on #project governance.   I was always curious about project steering committees: why do they exist, what should they do, and why do the members seem to struggle. Project Steering Committees / Steercos / Project Boards are temporary groups, consisting of senior managers who govern and support a #project or #program. One of their main activities is decision-making, so they should have authority.   I am a PhD candidate at Delft University in The Netherlands. For our third study we really need steering committee members to participate in an online survey. So, please help if you are or now of project steering committee members. Prerequisites are that involvement in such a steering committee should be somewhere in the last three years, and the project of this steering committee has at least delivered some end-products. It can be for all kinds of projects or programs: e.g. ICT, civil engineering, construction, and innovation.   The URL: https://lnkd.in/e2DiTm_G Participation takes 15 minutes. The questions are in English, German and Dutch. The data is fully anonymous and will lead to a scientific paper.   Thanks! Jaap Stoppels, and my fellow researchers at #TUDelft

Today concludes the weeklong kick-off of the Stanford Center for Professional Development / Project Production Institute Introduction to Modern Construction course in Lima, Peru led by Martin Fischer, H. James Choo and Roberto J. Arbulu. Participants are exploring how Operations Science is used to design and optimize project #productionsystems from #design through #construction including the application of offsite assembly, #industrializedconstruction and various supporting technologies. Project Production Management and its underlying foundation of Operations Science enables projects to be delivered faster, safer, with less environmental impact, at lower cost and with less use of cash, predictably. Learn more about #ModernConstruction: https://lnkd.in/g7_ttpj9

🗣 New paper published: "Organizing coopetitive tensions: Collaborative consumption in project ecologies" 🔎 This paper explores the under-investigated area of temporary-temporary relationships within project ecologies, focusing on coopetitive tensions between cooperation and competition. The authors discuss how these tensions influence the strategic interactions in the construction industry, leading to innovation in project supply chains. 📌 Insights into how these temporary ad-hoc interactions require new regulatory frameworks and digital platforms are provided, extending our understanding of stakeholder interactions beyond broad strategic collaborations to include more flexible, project-specific dynamics. Nader Naderpajouh, Ali Zolghadr, Stewart Clegg Check it out: https://lnkd.in/diuKDgA5 #Coopetition #CollaborativeConsumption #ProjectEcologies

✨🚀Excited to share our latest blog post about the successful project review meeting! Explore the key highlights and achievements from the first 18 months of our project ReSoURCE, as discussed by our technical leader Alexander Leitner and the interim project manager Ramona Oros. 📚 To gain an overview of the scientific and technical aspects covered in the meeting, read the blog post here https://lnkd.in/eD-5c5Vw #refractory #recycling #research

The planning and management of construction execution is a key driver of project success. It begins with project initiation and arguably earlier at the proposal stage. The emphasis of construction execution activities changes as the project progresses through the various phases. Join over 1000 others who have read and downloaded this article.

This study was motivated by exploring how the context of collaborative consumption can be different in project ecologies, compared to for example consumer product such as Uber and AirBnBs of the world. Our study extends the dominant focus within Project Studies in two directions: (i) from broad strategic collaborations to ad-hoc stakeholder interactions, and (ii) to broader set of stakeholders, including competitors. We explored how these ad-hoc interactions are formed within broader strategic and contractual collaborations, as they create opportunities for joint specializations, collective commitments, strategic resource dependences and more permeable organizational boundaries. Practically, this work provides blueprints that can be used by project-based organizations for needed innovations in procurement and collaboration. Hope you enjoy reading (open access): https://lnkd.in/eYgrixbM

Across the world, the life sciences sector is receiving significant investment and it’s a leading-edge and burgeoning sector to be working in. In the UK, the government invested £650m in the sector in 2023 as part of its ‘Life Sci for Growth’ package, creating the opportunity to improve health outcomes, boost skills and bolster the industry. This level of investment shows the impact the sector has made, and continues to make, on local economies and communities. As part of our membership of the Constructing Science consortium, we’re publishing a new piece of guidance on how to best achieve operational readiness in the construction process of life sciences laboratories. https://lnkd.in/eXhbNuTC Our guidance covers: • Project management • Equipment • Commissioning, qualification and validation • In-operation considerations • Resourcing  • Maintenance And much more. The guide is aimed at everyone who works in the delivery of new science laboratories. We’re excited to be sharing this new guidance for the benefit of the industry – and looking forward to seeing how the sector continues to evolve in the coming months. Cushman & Wakefield | EEDN | CPC Project Services | Mission Street Hoare Lea | Buro Happold | Ramboll | Gensler | MedCity | Oberlanders Architects | #lifesciences #development #sustainability #growth #operationalreadiness #ConstructingScience

Thank you for your kind recommendation. Four of the many innovative learning points in the workshop include how to: 1. Reduce the project cycle time by up to 50% by organising and planning the daily tasks based on the QUANTITY of work (length, area, or volume), ONE UNIT BY ONE and not by estimated task time. 2. Minimise the most significant RISK of late completion and budget overrun that exists on every project at all times. This risk isn't considered on any project; hence, it isn't on any risk register. 3. Practice WARDROUNDS, one of the most effective daily hospital medical routines, on projects and maximise the utilisation of COLLECTIVE WISDOM to address complexity, risk, and uncertainty. 4. Measure project-level PRODUCTIVTY and CLIENT VALUE daily. Neil Robertson; Dale Foong; Jonathan Norman, FRSA, FAPM; Ian Heptinstall; James Garner; Simon Cross; Mark Enzer; Dr Jo Jolly; Dr. Ambi Ambituuni; Carol Cairns; Jaimie Johnston MBE; Anna Whiting; Sue Simmonite; Ed Dwight MICE MCIOB; Stefan Alexander Van Dijk; Huda As'ad; Robert Hopkin; Andrew Pearce; Michael Atkinson; Lindsay Woodward FCIM; Dave M.; Kevin Tozer; Professor David Mosey CBE; Emma De Vita

Projects we have completed demonstrate what we know-future projects decide what we will learn.