Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You and Your Team.

Learn More →

Business process development in project‐based industry A case study

Business process development in project‐based industry A case study The strategic focus of organisations today is on the customer and internal and external processes. This paper presents a systematic approach to project process development and identifies key aspects of long‐term process evaluation. A framework for process development is presented with special emphasis on value‐adding activities in engineering, procurement, and construction (EPC) projects. The framework provides a better understanding of the dynamic processes and critical interfaces in inter‐organisational networks. The choice of concepts and final construction of the framework is informed by an empirical research of EPC projects, and a case study of the power division of Wärtsilä Corporation is analysed. Empirical findings are gathered through the Delphi method and the use of personal group interviews with the key actors involved. A model for process development is developed, linking interest groups to the development of their targets, information, and knowledge sharing. The emphasis is on the right place, the right actors, the right resources, and the right time. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Business Process Management Journal Emerald Publishing

Business process development in project‐based industry A case study

Loading next page...
 
/lp/emerald-publishing/business-process-development-in-project-based-industry-a-case-study-iBvZh8bBOB
Publisher
Emerald Publishing
Copyright
Copyright © 2004 Emerald Group Publishing Limited. All rights reserved.
ISSN
1463-7154
DOI
10.1108/14637150410567875
Publisher site
See Article on Publisher Site

Abstract

The strategic focus of organisations today is on the customer and internal and external processes. This paper presents a systematic approach to project process development and identifies key aspects of long‐term process evaluation. A framework for process development is presented with special emphasis on value‐adding activities in engineering, procurement, and construction (EPC) projects. The framework provides a better understanding of the dynamic processes and critical interfaces in inter‐organisational networks. The choice of concepts and final construction of the framework is informed by an empirical research of EPC projects, and a case study of the power division of Wärtsilä Corporation is analysed. Empirical findings are gathered through the Delphi method and the use of personal group interviews with the key actors involved. A model for process development is developed, linking interest groups to the development of their targets, information, and knowledge sharing. The emphasis is on the right place, the right actors, the right resources, and the right time.

Journal

Business Process Management JournalEmerald Publishing

Published: Dec 1, 2004

Keywords: Business development; Process management

References