{"id":{"repo_id":"rgu","oai_identifier":"oai:rgu-repository.worktribe.com:248880"},"canonical_url":"https://search.dev.ndltd.org/etd/rgu/oai:rgu-repository.worktribe.com:248880","repository":{"repo_id":"rgu","name":"Robert Gordon University","base_url":"https://rgu-repository.worktribe.com/oaiprovider"},"display":{"title":"Mega projects - strategic design management, time for a new framework.","abstract":"In a complicated and fierce, ever-changing economy, the built environment sector endeavours to work with-, coordinate- and advise key stakeholders; more focus is required on coordination and communication for the management of the iterative design process and intensely apparent. Lead Management must provide fresh, innovative solutions with a robust capacity revived to guide and manage emerging economies worldwide. In the last decade, companies have conformed to the latest electronic tools' status quo, but relaxed their \"in house\" strategies. By observation and comparison, they are all much the same. Strategic Design Management (SDM) has lost its capacity to act as a fulcrum to guide Design Management (DM), with very little evidence of re-acknowledgement or improvement to the process. It is clear that SDM innovation is absent. Within the construction- and design consultancy industry, it is typical to see a \"them and us\" situation - contractor and design consultant - regardless of whether the relationship between parties is fundamentally positive or negative. This study aims to identify significant gaps that can be filled by new SDM processes, through a method that comparatively analyses management and relations within the construction industry.","abstract_html":"In a complicated and fierce, ever-changing economy, the built environment sector endeavours to work with-, coordinate- and advise key stakeholders; more focus is required on coordination and communication for the management of the iterative design process and intensely apparent. Lead Management must provide fresh, innovative solutions with a robust capacity revived to guide and manage emerging economies worldwide. In the last decade, companies have conformed to the latest electronic tools' status quo, but relaxed their "in house" strategies. By observation and comparison, they are all much the same. Strategic Design Management (SDM) has lost its capacity to act as a fulcrum to guide Design Management (DM), with very little evidence of re-acknowledgement or improvement to the process. It is clear that SDM innovation is absent. Within the construction- and design consultancy industry, it is typical to see a "them and us" situation - contractor and design consultant - regardless of whether the relationship between parties is fundamentally positive or negative. 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This study aims to identify significant gaps that can be filled by new SDM processes, through a method that comparatively analyses management and relations within the construction industry."]},{"key":"dc:title","label":"Title","values":["Mega projects - strategic design management, time for a new framework."]}]}],"canonical_facts":{"dc:contributor.advisor":["Tahar Koudier and Richard Alexander Laing"],"dc:contributor.sponsor":["RGU Internal Funding"],"dc:creator":["Robertson, Clive"],"dc:date":["2016-09-30"],"dc:date.issued":["2016"],"dc:description.abstract":["In a complicated and fierce, ever-changing economy, the built environment sector endeavours to work with-, coordinate- and advise key stakeholders; more focus is required on coordination and communication for the management of the iterative design process and intensely apparent. Lead Management must provide fresh, innovative solutions with a robust capacity revived to guide and manage emerging economies worldwide. 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