The Experts below are selected from a list of 8232 Experts worldwide ranked by ideXlab platform
Colin Coulson-thomas - One of the best experts on this subject based on the ideXlab platform.
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Learning and behaviour: addressing the culture change conundrum: part two
Industrial and Commercial Training, 2015Co-Authors: Colin Coulson-thomasAbstract:Purpose – Calls for culture change often result from a desire to change certain behaviours. The purpose of this paper is to summarise some key findings of a five year investigation into quicker and more affordable routes to creating high-performance organisations. It suggests a practical and cost-effective way of quickly changing the behaviour of key work-groups independently of corporate culture which integrates working and learning and simultaneously achieves multiple corporate objectives. Design/methodology/approach – A programme of critical success factor, “issue” and other surveys was complemented with a five-year evaluation of more recent case studies to understand early adoptions of performance support and to assess their results and implications. The applications examined were discussed with the relevant Technical Architect and the results obtained corroborated with commissioner/user performance data and/or documented assessments/reactions. Findings – The use of performance support which can integrate learning and working represents an affordable way of changing the behaviour of particular and front-line work-groups independently of corporate culture. Changing a culture defined in terms of deeply held attitudes, values and beliefs is problematic, but required changes of behaviour can often be quickly accomplished using performance support, which can also address particular problems and deliver benefits for multiple stakeholders. Practical implications – Many general corporate culture change programmes, HR policies and associated training may be unnecessary and counter-productive if the aim is to quickly change specific behaviours in particular areas. They might also be problematic in organisations that need to embrace a diversity of cultures and encourage a variety of approaches and behaviours across different functions and business units. Performance support which integrates learning and working can be a cost-effective way of changing behaviour, ensuring compliance, enabling people to innovate and remain current and competitive, and delivering multiple objectives without requiring a change of culture or structure. Originality/value – Summarises the main findings of an investigation that has identified deficiencies of contemporary responses to a requirement to change certain behaviours that involve seeking to change a corporate culture and questions their practicality, desirability, time-scale and affordability. It presents an evidence-based alternative approach that is more affordable and can more quickly deliver changes of behaviour required and ensure compliance with relevant laws, regulations, policies and codes.
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Learning and behaviour: addressing the culture change conundrum: part two
Industrial and Commercial Training, 2015Co-Authors: Colin Coulson-thomasAbstract:Purpose – Calls for culture change often result from a desire to change certain behaviours. The purpose of this paper is to summarise some key findings of a five year investigation into quicker and more affordable routes to creating high-performance organisations. It suggests a practical and cost-effective way of quickly changing the behaviour of key work-groups independently of corporate culture which integrates working and learning and simultaneously achieves multiple corporate objectives. Design/methodology/approach – A programme of critical success factor, “issue” and other surveys was complemented with a five-year evaluation of more recent case studies to understand early adoptions of performance support and to assess their results and implications. The applications examined were discussed with the relevant Technical Architect and the results obtained corroborated with commissioner/user performance data and/or documented assessments/reactions. Findings – The use of performance support which can integ...
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Learning and behaviour: addressing the culture change conundrum: part one
Industrial and Commercial Training, 2015Co-Authors: Colin Coulson-thomasAbstract:Purpose – Calls for culture change often result from a desire to change certain behaviours. The purpose of this paper is to summarise some key findings of a five-year investigation into quicker and more affordable routes to creating high-performance organisations. It suggests a practical and cost-effective way of quickly changing the behaviour of key work-groups independently of corporate culture which integrates working and learning and simultaneously achieves multiple corporate objectives. Design/methodology/approach – A programme of critical success factor, “issue” and other surveys was complemented with a five-year evaluation of more recent case studies to understand early adoptions of performance support and to assess their results and implications. The applications examined were discussed with the relevant Technical Architect and the results obtained corroborated with commissioner/user performance data and/or documented assessments/reactions. Findings – The use of performance support which can integrate learning and working represents an affordable way of changing the behaviour of particular and front-line work-groups independently of corporate culture. Changing a culture defined in terms of deeply held attitudes, values and beliefs is problematic, but required changes of behaviour can often be quickly accomplished using performance support, which can also address particular problems and deliver benefits for multiple stakeholders. Practical implications – Culture change is neither necessary nor desirable where there are quicker, practical and affordable ways of altering behaviours while organisational cultures remain unchanged. It might also be problematic in organisations that need to embrace a diversity of cultures and encourage a variety of approaches and behaviours across different functions and business units. One can avoid certain general, expensive, time consuming and disruptive corporate programmes in an area such as culture change and adopt a quick, focused and cost-effective alternative that can quickly deliver multiple benefits for people and organisations. Originality/value – This paper summarises the main findings of an investigation that has identified deficiencies of contemporary responses to a requirement to change certain behaviours that involve seeking to change a corporate culture and questions their practicality, desirability, time-scale and affordability. It presents and evidence-based alternative approach that is more affordable and can more quickly deliver changes of behaviour required and ensure compliance with relevant laws, regulations, policies and codes.
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“New leadership” and creating the high performance organisation: part 2
Industrial and Commercial Training, 2013Co-Authors: Colin Coulson-thomasAbstract:Purpose – In some respects traditional leadership is not working. The two‐part paper summarises key findings of a five‐year investigation into quicker and more affordable routes to creating high performance organisations. The purpose of this paper is to identify some aspects of the “new leadership” that is required and how the strategic adoption of performance support can facilitate the changes required and deliver multiple objectives. This second part aims to consider implementation requirements.Design/methodology/approach – A programme of critical success factor, “issue” and other surveys was complemented with a five year evaluation of more recent case studies to understand early adoptions of performance support and to assess their results and implications. The applications examined were discussed with the relevant Technical Architect and the results obtained corroborated with commissioner/user performance data and/or documented assessments/reactions.Findings – “New leadership” is less about “top‐down” ...
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“New leadership” and creating the high performance organisation: part 1
Industrial and Commercial Training, 2013Co-Authors: Colin Coulson-thomasAbstract:Purpose – In some respects traditional leadership is not working. The aim of this two‐part paper is to summarise key findings of a five year investigation into quicker and more affordable routes to creating high performance organisations. It identifies some aspects of the “new leadership” that is required and how the strategic adoption of performance support can facilitate the changes required and deliver multiple objectives. This first part introduces “new leadership” and performance support.Design/methodology/approach – A programme of critical success factor, “issue” and other surveys was complemented with a five year evaluation of more recent case studies to understand early adoptions of performance support and to assess their results and implications. The applications examined were discussed with the relevant Technical Architect and the results obtained corroborated with commissioner/user performance data and/or documented assessments/reactions.Findings – “New leadership” is less about “top‐down” lead...
Julian M. Bass - One of the best experts on this subject based on the ideXlab platform.
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How product owner teams scale agile methods to large distributed enterprises
Empirical Software Engineering, 2015Co-Authors: Julian M. BassAbstract:Software development teams in large scale offshore enterprise development programmes are often under intense pressure to deliver high quality software within challenging time contraints. Project failures can attract adverse publicity and damage corporate reputations. Agile methods have been advocated to reduce project risks, improving both productivity and product quality. This article uses practitioner descriptions of agile method tailoring to explore large scale offshore enterprise development programmes with a focus on product owner role tailoring, where the product owner identifies and prioritises customer requirements. In globalised projects, the product owner must reconcile competing business interests, whilst generating and then prioritising large numbers of requirements for numerous development teams. The study comprises eight international companies, based in London, Bangalore and Delhi. Interviews with 46 practitioners were conducted between February 2010 and May 2012. Grounded theory was used to identify that product owners form into teams. The main contribution of this research is to describe the nine product owner team functions identified: groom, prioritiser, release master, Technical Architect, governor, communicator, traveller, intermediary and risk assessor. These product owner functions arbitrate between conflicting customer requirements, approve release schedules, disseminate Architectural design decisions, provide Technical governance and propogate information across teams. The functions identified in this research are mapped to a scrum of scrums process, and a taxonomy of the functions shows how focusing on either decision-making or information dissemination in each helps to tailor agile methods to large scale offshore enterprise development programmes.
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ICGSE - Agile Method Tailoring in Distributed Enterprises: Product Owner Teams
2013 IEEE 8th International Conference on Global Software Engineering, 2013Co-Authors: Julian M. BassAbstract:This paper explores practitioner descriptions of agile method tailoring in large-scale offshore or outsourced enterprise projects. Specifically, tailoring of the product owner role is discussed. The product owner identifies and prioritizes customer requirements. But in globalized projects, the product owner must reconcile large numbers competing business interests and generate prioritized requirements for many development teams. The study comprises 8 international companies in London, Bangalore and Delhi. Interviews with 46 practitioners were conducted between February 2010 and May 2012. A grounded theory approach was used to identify that product owner teams comprise nine roles: Groom, Prioritizer, Release Master, Technical Architect, Governor, Communicator, Traveler, Intermediary and Risk Assessor. These product owner roles arbitrate between conflicting customer requirements, approve release schedules, make Architectural design decisions, provide Technical governance and disseminate information across teams. Understanding these roles will help agile coaches guide large scale agile teams.
Isabel Tort Ausina - One of the best experts on this subject based on the ideXlab platform.
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Students' Integration in a Technical Degree through a Tutorial Program
2007Co-Authors: Luisa Navarro García, Fernando Fargueta Cerdá, Isabel Tort AusinaAbstract:Going to University is a challenge for our students, who have difficulties in integration to a cademic life, due to their learning needs and their ignoran ce about functional aspects of our institution. The Polytech nic University of Valencia started promoting its Univer sity Program of Tutorial Action to give support to stude nts in their learning process. Inside this Program, each S chool has adapted it to the needs of its own degree. In t his paper the development of the tutorial action in the School of Building Management for the degree of Technical Architect is explained, and its efficiency for stud ents' integration and pedagogical consequences is analysed. Working teams have been organised, formed by first course students, teachers and other courses student s, acting like tutors. Working team sessions follow a planning structured in four phases. Our experience has shown that the Program has been very useful to promote first course students' integration in the Universit y. On the one hand, the Program is on the side of autonomous work of students. On the other hand, due to its importance for our future professionals, critical a nd reflective nature has been stimulated. Moreover, the feedback has been also an important question, showing us our problems in teaching.
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Student's Autonomous Activities In Multidisciplinary Registers Learning
2007Co-Authors: Cristina Tudela Andreu, Isabel Tort Ausina, Fernando Fargueta Cerdá, Rosa Martínez SalaAbstract:The teaching in universities involved in the Bologna process and the student's future profession al development in the information and knowledge society demands the introduction of new learning methods and styles in teaching at university level. These new m ethods cannot be based exclusively upon the simple transmi ssion of knowledge of subjects with no communication among them, but must contribute both to the construction of a knowledge integrating different disciplinary regist ers and emphasise the skills that encourage the student's c apacity towards autonomy. This is the aim of the activity presented here. This activity, mainly based in the student's autonomous work, puts forward the solution of a real case study, where the teacher acts as a guid e whereas the student takes the active role in his/he r learning process. The subjects joining this multidisciplinary proposal are included in the syll abus of the Technical Architect degree in the Polytechnic university of Valencia — English as a Second Language, Applied Foundations of Physics and Building Structures. Although this method of work may create some uncertainty about its effectiveness, it offers unquestionable advantages in the sense of including professional competences such as problem-solving, decision-taking, knowing a foreign language, working in multidisciplinary teams, working in an internationa l context, etc.
Ian Gorton - One of the best experts on this subject based on the ideXlab platform.
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Understanding Software Architecture
Essential Software Architecture, 2011Co-Authors: Ian GortonAbstract:The last 15 years have seen a tremendous rise in the prominence of a software engineering subdiscipline known as software Architecture. Technical Architect and Chief Architect are job titles that now abound in the software industry. There’s an International Association of Software Architects, and even a certain well-known wealthiest geek on earth used to have “Architect” in his job title in his prime. It can’t be a bad gig, then?
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Essential Software Architecture
2006Co-Authors: Ian GortonAbstract:Job titles like Technical Architect and Chief Architect nowadays abound in software industry, yet many people suspect that Architecture is one of the most overused and least understood terms in professional software development.Gortons book tries to resolve this dilemma. It concisely describes the essential elements of knowledge and key skills required to be a software Architect. The explanations encompass the essentials of Architecture thinking, practices, and supporting technologies. They range from a general understanding of structure and quality attributes through Technical issues like middleware components and service-oriented Architectures to recent technologies like model-driven Architecture, software product lines, aspect-oriented design, and the Semantic Web, which will presumably influence future software systems. This second edition contains new material covering enterprise Architecture, agile development, enterprise service bus technologies, RESTful Web services, and a case study on how to use the MeDICi integration framework.All approaches are illustrated by an ongoing real-world example. So if you work as an Architect or senior designer (or want to someday), or if you are a student in software engineering, here is a valuable and yet approachable knowledge source for you.
Álvarez Pérez, Miguel Ángel - One of the best experts on this subject based on the ideXlab platform.
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La implantación del sistema del diseño de valor objetivo y los métodos de contratación colaborativa (TVD e IPD) en el proceso edificatorio en España
'Universidad Politecnica de Madrid - University Library', 2021Co-Authors: Álvarez Pérez, Miguel ÁngelAbstract:La edificación en España lleva siglos produciéndose con el viejo esquema de: Diseño-Contrato-Edificación. Hay alguna experiencia de unir el proyecto y la edificación en un mismo paquete: Proyecto-Obra y también alguna en concesiones, aunque esto último más en el ámbito de la obra civil que en el de la edificación; así como esporádicas intervenciones en la colaboración públicoprivada, sobre todo en hospitales públicos. Pero en general, si se piensa en realizar un edificio tanto público como privado, la idea para desarrollarlo suele ser casi siempre la primera. La Ley de Ordenación de la Edificación (LOE) española de 1999, máxima legislación de nuestro país en la materia, que en estos ya más de veinte años hasta hoy no ha sido modificada en su esencia; reproduce fielmente los medios necesarios para organizar la edificación en torno a esos principios. Si la repasamos, vemos como los denominados Agentes de la Edificación son los tradicionales desde siempre: El arquitecto (proyectista y/o director de obra), el aparejador o arquitecto técnico (director de ejecución de la obra), el promotor (persona o empresa que desarrolla y financia la construcción de la edificación) y el constructor (empresa que ejecuta para el promotor la edificación, bajo la dirección de los dos primeros). Como en un cajón de sastre, y por si hubiera algún otro “Agente”, se menciona de pasada a “otros Agentes de la Edificación”, donde ha habido que encajar, durante todos los años de vigencia de la Ley, figuras tan conocidas, y tan importantes en todo el mundo, como el Project Manager; cuya definición de cometidos y responsabilidades tiene que ser necesariamente fijada en su contrato, porque legalmente en España no está reconocido como un Agente concreto dentro del proceso edificatorio. Las obligaciones y responsabilidades de los cuatro Agentes antes mencionados sí que se fijan en la Ley de forma expresa y concreta, pero fuera de ellos se abre una incógnita, solamente despejada en los contratos que se hagan en cada caso para otros Agentes; que no son mencionados en la legislación. Es más, hay ya una jurisprudencia considerable de Tribunales de Justicia españoles sobre las intervenciones de estos otros Agentes, pero aun así sigue sin considerarse necesario modificar la Ley en su esencia. El punto de partida de esta Tesis es que existen otras formas de llevar adelante el proceso edificatorio, no solo diferentes, sino, según demostraré, mejores y más eficientes. Lo normal es que la edificación en España en los próximos años evolucione hacia estos nuevos modos de trabajar para incrementar su eficiencia, pero sin duda una adaptación legislativa y formativa serán necesarias si queremos poder alcanzar los objetivos de mejora. En otros países es ya una realidad habitual la aplicación de estas metodologías, especialmente en Estados Unidos, pero también en el Reino Unido, Australia, Nueva Zelanda, Canadá, Noruega, Suecia, Dinamarca, Finlandia, Chile, Perú, Colombia, Brasil, Israel etc. y se ha avanzado mucho en su mejora. En cuanto al contenido del trabajo, en el Tomo I, haré primeramente una introducción en la que veremos la configuración formal del problema planteado como punto de partida, así como los objetivos y alcance de la investigación, método y estructura de la Tesis, así como el sistema que utilizaré para las citas y referencias. Partiré luego del estudio del Sistema de Producción Toyota, considerado el origen y la base de la filosofía Lean en general y su evolución hasta La Construcción sin Pérdidas o Lean Construction; analizando ambas materias. Para a continuación estudiar como Lean Construction se desarrolla mediante diversas técnicas que son las que producen su verdadera aplicación en el proceso edificatorio. Centrándome en las dos que son objeto de esta Tesis: El Diseño de Valor Objetivo o Target Value Design (TVD) y los Métodos de Contratación Colaborativa o Integrated Project Delivery (IPD). Analizaré estas técnicas en el mundo y en España, así como publicaciones relevantes en las dos materias, fijando el foco especialmente en aquellas instituciones que más han contribuido hasta la fecha a su estudio y divulgación: El Instituto Americano de Arquitectos o American Institute of Architects (AIA) y el Instituto de la Construcción sin Pérdidas o Lean Construction Institute (LCI); incluyendo diversos artículos sobre el tema. Posteriormente, pasaré a hacer un análisis general de Experiencias Previas y la implantación de ambas metodologías en todo el mundo y especialmente en EE. UU. y en España, estudiando edificios realizados aplicándolas. Afinaré el anterior análisis con un estudio de la Legislación española en la materia. Partiendo de estos conocimientos realizaré un estudio por el Método Delphi, utilizando una escala Likert en dos rondas o vueltas con expertos españoles, sobre el grado de desarrollo y aceptación que tendrían el TVD y el IPD en nuestro país, con discusión de resultados y extrayendo conclusiones sobre el mismo. En base a todo lo anterior haré varias propuestas sobre la implantación de ambas técnicas en el proceso edificatorio español y las modificaciones necesarias en nuestra Legislación para que se puedan aplicar. Finalmente presentaré las conclusiones completas finales de mi trabajo, contribuciones de la investigación, limitaciones, así como recomendaciones, implicaciones prácticas de la misma y futuras líneas de investigación posibles. ----------ABSTRACT---------- Building in Spain has been taking place for centuries with the old scheme: Design-Bid-Build (DBB). There is some experience of joining the project with the construction in the same package: Design-Work, and there are some in concessions, although this is used more in the field of the civil work than in building; as well as sporadic interventions in public-private collaboration, especially in public hospitals. But in general, if you think here about a new building, both public and private, the idea to develop it is almost always the first. The “Ley de Ordenación de la Edificación (LOE)” (Spanish Building Act) of 1999, the highest legislation in our Country on the subject, which in these more than twenty years has not been essentially modified; faithfully reproduces the necessary means to organize the building process around these principles. If we review the Law we can see how the so-called Agents are the traditional in Spain since always: The Architect (designer and/or director of work), the aparejador or Technical Architect (director of the work execution), the promoter (person or company that promotes and finances the building construction) and the builder (company that executes the building for the promoter, under the direction of the first two). Like in a tailor drawer, and in case there were some other "Agent", are mentioned, by the way, "other Agents of Building", where it has been necessary to include, during all the years of the Law validity, such well-known figures, and so important, all over the world, as the Project Manager (PM), who is not even mentioned in the Law. The definition of commitments and responsibilities of the PM must necessarily be fixed in his/her contracts, because legally in Spain is not recognized as a specific Agent within the building process. The duties and responsibilities of the four Agents before mentioned are established in the Law expressly and specifically, but outside them a question is opened which is only cleared in the contracts that are made each time for these other Agents; who were forgotten by the legislator. Although there is already a considerable jurisprudence of Spanish Courts of Justice on the interventions of these other Agents, even so it is not considered necessary to modify essentially the Law. The starting point of this Thesis is that there are other ways to carry out the building process, not only different, and as I will demonstrate, better and with greater effectiveness. Normally building process in Spain will evolve towards these new ways of working to increase its efficiency, but without a doubt a legislative adaptation and a formative effort will be necessary to be able to reach the improvement objectives. In other countries the application of these methodologies is already a reality, especially in the United States, but also in the United Kingdom, Australia, New Zealand, Canada, Norway, Sweden, Denmark, Finland, Chile, Peru, Colombia, Brazil, Israel etc. and much progress has been made for its improvement. Regarding the content of the work, in Volume I, after an introduction in which we will see the formal configuration of the problem raised as a starting point, as well as the objectives and scope of the research, I will develop the method and structure of the Thesis, and the system that will be used for citations and references. Beginning with the study of the Toyota Production System (TPS), considered the origin and basis of the Lean Philosophy in general, and its evolution to Lean Construction, I will analyse both subjects; and then study how Lean Construction is developed through various techniques, which are the ones that produce its true application in the building process; focusing on the two that are the subject of this Thesis: Target Value Design (TVD) and Integrated Project Delivery (IPD). I will analyse both techniques in the world and in Spain, as well as relevant publications, in my opinion, in both subjects, setting the focus especially on those institutions that have contributed the most to its study and dissemination to date: The American Institute of Architects (AIA) and the Lean Construction Institute (LCI). Later I will study Previous Experiences of these techniques in the world with a general analysis of the implementation of both methodologies specially in the USA and in Spain, studying buildings made by applying them. I will refine the before said analysis with a study of the Spanish Legislation on the matter. Following these knowledges, I will do a study by Delphi Methodology, using two rounds, Likert Scale, through surveys to Spanish Experts on the degree of development and acceptance that would have TVD and IPD in our Country, with results discussion and extracting conclusions of the study. Based on all the above said, I will make several proposals about the implementation of these techniques in the building process in Spain, and the necessary modifications in our Legislation to fulfil its application. Finally, I will present the complete conclusions of my work, research contributions, limitations, as well as recommendations, practical implications of the same and future possible investigation lines
