TY  - CONF
TI  - Combining Lean and Agile Project Management in a Multi-Project Environment: Case Study in a Retail Company
C1  - Dublin, Ireland
C3  - Proc. 27th Annual Conference of the International Group for Lean Construction (IGLC)
SP  - 239
EP  - 250
PY  - 2019
DO  - 10.24928/2019/0217
AU  - Hamerski, Douglas C.
AU  - Formoso, Carlos T.
AU  - Isatto, Eduardo L.
AU  - Cevallos, Cristian A.
AD  - 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
AD  - Professor, School of Engineering, Building Innovation Research Unit (NORIE), Federal University of Rio Grande do Sul (UFRGS), Porto Alegre, Brazil, formoso@ufrgs.br
AD  - Associate Professor, School of Engineering, Building Innovation Research Unit (NORIE), Federal University of Rio Grande do Sul (UFRGS), Porto Alegre, Brazil, isatto@ufrgs.br
AD  - 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
AB  - 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.
KW  - Lean construction
KW  - agile project management
KW  - planning and control
KW  - project management
KW  - construction projects.
PB  - 
T2  - Proc. 27th Annual Conference of the International Group for Lean Construction (IGLC)
DA  - 2019/07/03
CY  - Dublin, Ireland
L1  - http://iglc.net/Papers/Details/1639/pdf
L2  - http://iglc.net/Papers/Details/1639
N1  - Export Date: 19 April 2024
DB  - IGLC.net
DP  - IGLC
LA  - English
ER  -