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Open AccessArticle

Improving Building Design Processes and Design Management Practices: A Case Study

1
Department of Technology, Management and Economics, Technical University of Denmark, 2800 Lyngby, Denmark
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Department of Civil Engineering, School of Engineering, Aalto University, 02150 Espoo, Finland
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School of Art, Design and Architecture, University of Huddersfield, Huddersfield HD1 3DH, UK
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Author to whom correspondence should be addressed.
Sustainability 2020, 12(3), 911; https://doi.org/10.3390/su12030911
Received: 5 December 2019 / Revised: 12 January 2020 / Accepted: 20 January 2020 / Published: 26 January 2020
(This article belongs to the Special Issue Lean Design and Building Information Modelling)
The aim of this case study, underpinned by participative action research and design science research methodologies, is to show how design and design management practices can be improved based on a new conception of design activity and lean design management. First, problems related to design and design project management are identified using a triangulation of methods, and a root-cause analysis is conducted. Second, interventions are developed, implemented, and evaluated over two iterations. The methods and practices employed in the organization under study imply it had adopted the transformation view of the conceptualization of design. It was also observed that the organization considered design strictly a technical activity. Both choices appeared to be the root causes of the problems faced by the organization. To complement the transformation view, methods and practices following the flow and value views were introduced. To counteract the strictly “technical understanding of design”, “social” concepts were introduced. As a direct result of theory-driven interventions, there were significant improvements in building design processes and design management practices. View Full-Text
Keywords: building design; lean design; lean design management; design theory; technical design; social design building design; lean design; lean design management; design theory; technical design; social design
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Pikas, E.; Koskela, L.; Seppänen, O. Improving Building Design Processes and Design Management Practices: A Case Study. Sustainability 2020, 12, 911.

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