This article explores the hypothesis that over the course of time, implementation of Last Planner3 System moves through a predictable sequence of development stages. The ambition is to establish a standard framework of fundamentals to help organizations who stand on the starting block of large-scale implementation. Implementation on a wide scale is seen as different from implementation on one isolated project because resource limitations and the involvement of people who may not have fully bought in to the ideologies of LPS. The hypothesis is tested through screenings of earlier publications in IGLC, theory of innovation and empirical interviews. Interviews provide lessons learned by implementation leaders in Skanska Nordic where today over 60 projects have used LPS with more to come. The article defines characteristics of different phases and how change agents interact to spur an effective diffusion process.
Last Planner System, Large-scale implementation, Case study, Learning curve, Culture change, Strategy