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EXPORT DATE: 16 April 2024

@CONFERENCE{Hamerski2019,
author={Hamerski, Douglas C. and Formoso, Carlos T. and Isatto, Eduardo L. and Cevallos, Cristian A. },
editor={ },
title={Combining Lean and Agile Project Management in a Multi-Project Environment: Case Study in a Retail Company}, 
journal={Proc. 27th Annual Conference of the International Group for Lean Construction (IGLC)}, 
booktitle={Proc. 27th Annual Conference of the International Group for Lean Construction (IGLC)}, 
year={2019},
pages={239-250},
url={http://www.iglc.net/papers/details/1639},
doi={10.24928/2019/0217},
affiliation={M. Sc. Student, School of Engineering, Building Innovation Research Unit (NORIE), Federal University of Rio Grande do Sul (UFRGS), Porto Alegre, Brazil, douglas_hamerski@hotmail.com ; Professor, School of Engineering, Building Innovation Research Unit (NORIE), Federal University of Rio Grande do Sul (UFRGS), Porto Alegre, Brazil, formoso@ufrgs.br ; Associate Professor, School of Engineering, Building Innovation Research Unit (NORIE), Federal University of Rio Grande do Sul (UFRGS), Porto Alegre, Brazil, isatto@ufrgs.br ; M. Sc. Student, School of Engineering, Building Innovation Research Unit (NORIE), Federal University of Rio Grande do Sul (UFRGS), Porto Alegre, Brazil, cristiancevallosj@hotmail.com },
abstract={Both the Last Planner System (LPS) and Scrum have been suggested as suitable planning and control methods for dealing with complex project environments. However, most previous studies have investigated the use of those methods for planning and control in single projects, in general managed separately from other projects. This paper reports the results of an investigation which aims to propose a planning and control model for managing construction projects in a multi-project environment. Using Design Science Research (DSR) as a methodological approach, an empirical study has been carried out in a fashion retailer company from Brazil. The model has been built by using a research strategy similar to Action Research. These are the main findings so far: (a) the nature of the project management activities demand a different planning and control approach, compared to what is normally found in relation to planning and control design or construction; and (b) there are challenges on the systematic use of performance measures to support learning and decision-making. These initial conclusions will serve as a basis for incorporating improvements in the model. },
author_keywords={Lean construction, agile project management, planning and control, project management, construction projects. },
address={Dublin, Ireland },
issn={2309-0979 },
publisher={ },
language={English},
document_type={Conference Paper},
source={IGLC},
}