Commitment Planning and Reasons Analysis

David Seymour¹ & John Rooke²

Abstract

The paper contrasts the Planning Model, identified by Suchman (1987), which posits that planning precedes action (evidence of the application of which is to be found in many aspects of organisational practice and research), with an Alternative Model which emphasises the situated, interactive nature of planning and action. It argues that the logic which underlies Commitment Planning and Reasons Analysis, as developed by the LCI, implicitly embraces this Alternative Model. Some practical and theoretical considerations concerning the use of these tools for process improvement and for the understanding of organisational change are discussed.

Keywords

Lean construction, planning, commitment planning, reasons analysis.

Files

Full Text

 

Reference

Seymour, D. & Rooke, J. 2000. Commitment Planning and Reasons Analysis, 8th Annual Conference of the International Group for Lean Construction , -. doi.org/

Download: BibTeX | RIS Format