project management coursework
TRANSCRIPT
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Project Management Coursework
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Implementation Process of Innovative Ideas
in Construction
By
AGBASI JENNIFER AGATHA
CPMFT3
@00278540
NOVEMBER, 2011
http://www.salford.ac.uk/ -
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INTRODUCTION
According to the definition of innovation by Ozorhon et al (2010) innovation is
the formation and implementation of new knowledge to develop the value of
life.
This agrees with the opinion of Jones and Saad (2003) who defined innovation
as a new idea that leads to enhanced performance.
According to Oxford dictionary, implementation is the process of putting a
decision or plan into effect - execution.
This essay discusses the implementation process of innovation in construction
whether at project or industry level. The figure below is a diagrammatic
illustration of the core of this write-up.
Fig 1.1: Innovation implementation process (Ozorhon et al 2010)
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STEPS FOR IMPLEMENTING INNOVATIVE IDEAS
Having an innovative idea is one thing and having an effective implementation
of the idea is another. Thus, implementation is often one of the challenges that
project managers encounter in converting ideas into principles. Discussed
below are some helpful steps compiled from the works of experts in the field
which a project manager should follow in implementing innovative ideas:
Feasibility/Viability study: Successful innovation implementation demands
deliberation on the social and organizational framework which it is to be
carried out in (Harty, 2005). Before proceeding with the implementation of an
innovative idea, the project manager or implementer needs to carry out a
viability check during which issues, such as whether or not the idea has been
tested, will be considered. This will better prepare the project manager, the
client, the workforce and all stakeholders in the project for the task ahead,
especially if the idea is entirely new and untested (Lecture notes, 2011)
Strategic planning: The initiation of a new technique or idea into an
organisation requires adequate deliberation and preparation (Cooper et al,2005). According to Cooper et al (2005), strategizing plans early in the project,
enables the project manager to allocate the available resources to every
phase and part of the innovation he intends to implement. Planning allows the
project manager to handle the impact or result of the injection of new ideas
into the system. This impact could come in the form of additional cost,
increased project duration and/or more work. With adequate planning, theproject manager is able to analyse issues such as where the extra funds will
come from and how it is to be allocated; programming to accommodate the
extra time and resource allocation amongst personnel to cover the extra work
created (Lecture notes, 2011).
Know-how appraisal: The issue of technical know-how comes should be
considered, giving rise to the question of whether or not the available human
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resources possess the required skills to implement the innovative idea, since
qualified labour force, capable of carrying out certain innovations is scarce in
the construction industry (Ozorhon et al, 2010) Depending on the outcome of
this assessment, personnel training may be required for implementation to be
successful.
Financial appraisal: Some procedures that required in the process of
implementing innovative ideas could have financial impact on the organization.
For example, personnel training during a process based innovation or the
acquisition of new equipment in the case of a product based innovation, could
mean an increase in an organizations expenditure. A project manager could
therefore be expected to carry out an appraisal to ascertain the financial
implications of the innovative idea to be implemented. (Lecture notes, 2011)
Setting realistic targets: A project manager has to realise that the desired
change in his organisation and in the construction industry at large cannot be
achieved in one day. Therefore in the implementation of innovative ideas in a
given project, care should be taken to ensure that the targets being set are
realistic and the ideas being put forward are realizable using the available
resources (Lecture notes, 2011)
Analysis of barriers to implementation: Harty (2005) observes that in practice,
real life eventualities obscure the implementation of new ideas and
procedures, and there is not much to aid the implementer through the
demanding process of implementation and dissemination of the innovation.Thus, a project manager should investigate the likely barriers to the successful
implementation of an innovative idea before executing it.
Below are some barriers to the implementation of innovative ideas, compiled
from the works of some authors in the construction industry.
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Risk:A client or a project manager who has a strong aversion to risk may not
be keen on implementing innovating ideas especially if the idea has not been
tested before (Lecture notes, 2011).
Lack of motivation: This can constitute a barrier to the implementation of
innovative ideas because imposing new ideas on a reluctant workforce can
result in failure or partial success (Cooper et al, 2005).
Poor Communication: Sometimes, the fragmentation problem of construction
project team members could hamper the effective dissemination of
information. A non-efficient communication system, vertically or laterally could
be a clog in the wheel of progress in the implementation of innovative ideas. In
order for an innovative idea to be effectively implemented, every project team
member has to be carried along; and this can only be achieved by establishing
a functional and effective communication system ( Harty, 2005).
Insufficient funds: Whilst it is arguable that insufficient funds can be a
hindrance to the implementation of innovative ideas, it is only rational to
consider the fact that except with some reasonable explanation andpersuasion, a client could easily insist on the old way of doing things if the new
and innovative proposal is found to be far more expensive; in which case the
Project manager will have no choice than to shelve the innovative idea
(Lecture notes, 2011)
Nature of the construction Industry: The construction industry has a culture
which is not homogenous across the industry and not only is it adversarial; it is
also resistant to change (Ozorhon et al, 2010). The complexity of construction
projects and the disjointed nature of the construction industry have given rise
to unsynchronized project implementation processes. (Kagioglou et al, 2008)
This could sabotage the project managers strategies in implementing
innovative ideas as cooperation and integration are required for innovation
implementation.
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Unwillingness to change: According to Harty (2005 p. 521) research findings
suggest that the make-up of construction work, added to the long established
disunity between fields and organizations and conventional methods of
working, hinder efforts to pioneer innovations or new schemes. For instance,
according to Green (2011), although as a whole, the principles of Rethinking
construction as put forward in 1998 by John Egan
(constructingexcellence.org.uk) could be described as dynamic and very
innovative, it could be observed that the implementation thereof has left much
to be desired across the UK construction industry, mostly due to level of
acceptance by the industry players.
Poor planning:According to Ozorhon et al (2010), there is no alternative to
good planning. Inadequate planning could therefore be a barrier to innovation
implementation as the benefits of innovation can only be achieved through
planned effort to invest in new ideas and convert them into practice (Ozorhon
et al, 2010).
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RISKS INVOLVED IN THE IMPLEMENTATION OF INNOVATIVE IDEAS
If the right steps are taken in the implementation of innovative ideas, great
results can be achieved; this however does not preclude the fact that there are
some attendant risks involved in the process. The following are some of such
risks:
Financial risk: Construction projects are generally known to over shoot budget
and due to the fact that innovation is frequently categorized as a cost-
intensive, investment, many clients tend to avoid financial risks through their
propensity to award projects based on the lowest cost (Na Lim et al, 2010).
Health and safety risk: Some safety practices have been instilled into some
construction personnel overtime due to practice and experience. When new
ideas are introduced, new skills may be required also in the implementation
thereof and the lack of expertise in these new skills may give rise to an
increase in site accidents, thereby making the personnel more prone to risk at
work.
Unpredictability of outcome: The outcome of construction projects regarding
cost, time and satisfaction of client objectives cannot be accurately predicted
from the outset (Jones and Saad, 2003). This seemingly makes it risky to
venture into innovation.
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FACILITATORS OF INNOVATIVE IDEAS IMPLEMENTATION
Efficient collaboration: According to Harty (2005), this process which refers to
the team working disposition of an organizations workforce, facilitates a
successful implementation of innovation if adequately managed. Resourceful
teamwork, however, whether inter or intra- organizational depends on efficient
dissemination of information all through the life of a project (Harty, 2005).
Integrated project delivery: According to Kim and Dossick (2011), through the
development of a project teams orientation and culture, as well as the process
of working together, effective integration can be achieved; which will in turn
facilitate the core principle of innovation which is better results in terms of
design and construction. The Project manager should ensure that a less
confrontational attitude exists, laterally and vertically, amongst the personnel
(Cooper et al, 2005).
Previous successes on implementation: understanding the initiation,
improvement, implementation and results of successful innovations within the
construction industry enhances the advancement of the innovative process for
project managers in the industry (Gambatese and Hallowell, 2011). This
shows that information about past implementations of innovative ideas made
available through documentation and research could be an important tool
during the implementation of new ideas.
Motivation: Having a motivated workforce could be resourceful in the
implementation of innovative ideas, because the more enthusiastic theworkers are about the innovative idea, the more willing they would be to offer
their cooperation and contributions towards the successful implementation
thereof (Cooper et al, 2005).
Availability of funds: According to Ozorhon et al (2010), the clients purchasing
power could boost the implementation of innovative ideas, especially in the
case of capital intensive innovations.
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EXAMPLE OF INNOVATION IMPLEMENTATION IN CONSTRUCTION
(SUCCESSFUL CASE)
Case study: The Lancaster University Eco- Residencies Project.
According to Ozorhon et al (2010), the environmentally friendly housingfacilities at Lancaster University is an innovative venture in that it is the first of
its kind, it was designed to promote sustainable living, with the intention that
the facility will emerge a centre of attraction to a growing number of students
from across the United Kingdom and worldwide.
The project, which is a 950-rooms accommodation featuring an energy and
water saving system, is the fourth and last stage of the partnership between
Lancaster University and University Partnerships Programme (UPP) since
2003 when UPP took on the redevelopment of Lancaster Universitys student
housing (www.upp-ltd.com)
The table below contains a summary of the implementation process of the
innovation in the Lancaster University case study, as well as the outcome:
http://www.upp-ltd.com/http://www.upp-ltd.com/ -
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Fig 1.2: Innovation register for the Lancaster University case study (Ozorhon et al, 2010)
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Case study summary:
The scheme was very outstanding due to its use of a service-focused
innovation approach to idea generation. An important ingredient of successful
delivery of the project was the innovative use of partnering approach (Ozorhon
et al, 2010). Excerpts from the positive comments from students on the project
further show that the implementation of innovation in this project was a huge
success(Ozorhon et al, 2010).
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ADVANTAGES OF IMPLEMENTING INNOVATIVE IDEAS
In order to survive, an organisation must be able to evolve and to be adaptive
to change (Trott, 2005). Implementing Innovative ideas may help a
construction organisation to benefit from the following advantages and more:
Improved corporate image: Successful implementation of innovative ideas
could enable an organization to gain more recognition due to awards received
as a result of the achievement of something new and outstanding (Ozorhon et
al, 2010). For instance, in the case study discussed, the Lancaster
accommodation received a BREEAM Excellent accreditation in 2008
(www.news.lancs.ac.uk)
Enhanced quality of life: As was mention earlier in the introduction of this
write-up, innovation improves the quality and value of life. (Ozorhon et al
2010).
Faster completion time: As with the outcome in the case study discussed
above, innovations often introduce new and better ways of achieving the
project objectives which prove to be generally faster than the traditional
methods (Ozorhon et al, 2010).
Reduced carbon footprint: The outcome of the innovation in the case study
discussed shows that innovation could result in the reduction of the carbon
footprint of the end product, as in this case in which the carbon footprint was
reduced by 30% compared to the traditional alternative (www.upp-ltd.com)
Reduced waste and enhanced Health and Safety: As part of the innovative
process, Off-site manufacturing was used to produce the timber that was used
for construction in the case study discussed and this resulted in the reduction
of the quantity of building materials needed, reduction of waste produced
during the construction; and the enhancement of the health and safety of site
personnel. (Ozorhon et al, 2010)
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DISADVANTAGES OF IMPLEMENTING INNOVATIVE IDEAS
Despite the advantages of implementing innovative ideas discussed above,
there are some disadvantages to it. Some of them are:
Time intensive: Although innovative ideas implementation could reduce the
overall project duration as in the case of the Lancaster University project, it
could lengthen the time taken for certain aspects of the project such as design
if for instance, Building Information Modelling (BIM) is being implemented for
the first time. This therefore depends on the nature of the innovative idea and
the method of implementation (Lecture notes, 2011).
Technical setbacks: Often, it has been found that implementing innovative
ideas present prospective advantages but also brings with it, setbacks
regarding the current techniques and methodologies in the industry (Harty,
2005)
Redundancy: The advent of new ideas and processes sometime render some
skills redundant. For instance, the introduction of BIM has done away with
some less productive aspects of design, rendering some draftsmen redundant
(Lecture notes, 2011).
Higher budget/cost: In the case study above, implementation of innovation
reduced the cost of build, but in some cases, it may increase the cost
depending on certain issues such as whether the resources and skills needed
for the implementation of the innovative idea are already available or wouldhave to be acquired (Lecture notes, 2011).
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SUMMARY/CONCLUSION
Innovation is vital to successful, long term company performance in the
construction industry (Gambatese and Hallowell, 2011) but implementation is
also important. According to Harty (2005), Innovation, be it product-based or
process-based may not be appreciated except within the framework of its
formation and implementation.
There is a saying attributed to Albert Einstein that defines insanity as doing the
same thing the same way, expecting to get a different result
(www.psychologytoday.com). This apparently supports the notion that without
the change that innovation brings, development may not be possible. In other
words, the construction industry may only make motion without progress
unless some changes are incorporated now and then into what is being done
and how it is being done. This, from the writers point of view, is the concept of
innovation.
There are lots of innovative ideas in the construction industry today and more
are springing up (Gann, 2000); but having done this research, the writer has
observed that the engine that drives the machine after all, is implementation.
In other words, whether or not the implementation of an innovative idea is
successfully carried out, determines whether that idea would ever come to
fruition or not; and if the idea is implemented, the process of implementation
determines whether it will be a success or a failure.
Lessons Learnt
The research carried out in the course of preparing this piece of writing has
enlightened me in many ways and I have learnt a lot.
I have learnt that when the time comes to implement an innovative idea as a
practising project manager in future, it would be realistic for me to expect to
encounter some barriers and risks and therefore make early plans to tackle
them.
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I learnt that Implementation of innovative ideas could be very tasking and
risky, but in the long run, the positive impact of an effective implementation
proves that it is worth every stride.
I also learnt that it is a lot easier to generate ideas than it is to transform thoseideas into practice since this demands complex skills, dedication and huge
investment (Ozorhon et al, 2010).
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REFERENCES
Cooper R., Ghassan A., Lee A., Wu S., Fleming A., Kagioglou M. (2005)
Process Management in Design and Construction. Oxford: Blackwell
Publishing.
Green S. (2011) Making Sense of Construction Improvement. London: Willey
Blackwell.
Gambatese, J. and Hallowell, M. 2011. Enabling and Measuring Innovation in
the Construction Industry. Construction Management and Economics. 29(6)
pp. 556-567
Gambatese, J. and Hallowell, M. 2011. Factors that Influence the
Development and Diffusion of Technical Innovations in the Construction
Industry. Construction Management and Economics. 29 (5) pp. 507-517
Gann, D. (2000) Building Innovation Complex Constructs in a changing
world. London: Thomas Telford.
Harty, C. 2005. Innovation in Construction: A Sociology of Technology
Approach. Building Research Information. 33(6) pp. 512-522
Jones, M. and Saad, M. (2003) Managing Innovation in Construction. London:
Thomas Telford.
Kim Y. and Dossick C. S. 2011. What Makes the Delivery of a Project
Integrated? A Case Study of Childrens Hospital, Bellevue, Wa. Lean
Construction Journal. (Special issue) p 53-61
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Kagioglou, M. Cooper, R. Aouad, G. and Sexton M. 2008. Rethinking
Construction: the Generic Design and Construction Process Protocol.
Engineering Construction and Architectural Management Journal. 7(2) pp.
141-153
Lecture Notes (2011) Coursework Brief review lecture delivered by Ricardo
Condinhoto on 27 Oct 2011.
Lecture Notes (2011) Building Information Modelling lecture delivered by
Angela Lee on 20 Oct 2011
Na Lim, J. Schultmann, F. Ofori, G. 2010 Tailoring Competitive AdvantagesDerived from Innovation to the needs of Construction firms. Journal of
Construction Engineering and Management. 136(5) pp.568-580
Ozorhon, B. Abbott, C. Aouad, G. and Powell, J. 2010 Innovation in
Construction: A life cycle Approach. Salford Centre for Research and
Innovation in The Built and Human Environment (SCRI). 1(1) pp. 1-46
Trott P. (2005) Innovation Management and New Product Development.
Essex: Pearson Education Limited.
http://www.oxforddictionaries.com (Accessed: 23 October 2011)
http://www.constructingexcellence.org.uk/pdf/lgtf_newsletter (Accessed: 26
October 2011)
http://www.psychologytoday.com/blog/in-therapy (Accessed: 2 November
2011)
http://news.lancs.ac.uk/Web/News/Pages (Accessed 11 November 2011)
http://www.upp-ltd.com/news/article (Accessed 11 November 2011)
http://www.oxforddictionaries.com/http://www.constructingexcellence.org.uk/http://www.psychologytoday.com/blog/in-therapyhttp://news.lancs.ac.uk/Web/News/Pageshttp://www.upp-ltd.com/news/articlehttp://www.upp-ltd.com/news/articlehttp://news.lancs.ac.uk/Web/News/Pageshttp://www.psychologytoday.com/blog/in-therapyhttp://www.constructingexcellence.org.uk/http://www.oxforddictionaries.com/