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Next decision node (NDN) planning: an ambidextrous planning model

Next decision node (NDN) planning: an ambidextrous planning model The purpose of this paper is to address calls from within the existing literature for a planning model that can provide both control and flexibility in dynamic environments.Design/methodology/approachThis research adopts a two-phase grounded theory methodology. Phase I tests a hypothesis through a structured online survey. Phase II tests a new planning model through a focus group and an online survey.FindingsThis research finds that client-side project managers misapply rational planning tools when managing construction projects. It also finds that the planning artefacts created in the initial stages of a project are used as a communication tool, rather than a controlling or monitoring tool. These findings provide an opportunity for new planning models, such as the (next decision node) NDN model, to be adopted. These planning tools can create new levels of transparency and accountability within the planning process – as well as provide a model which is more closely aligned with the practitioners “lived experience”.Research limitations/implicationsThe NDN model provides a foundation for further research into the micro-mechanisms of organisational ambidexterity in projects and refinement of the NDN model.Practical implicationsThis research presents a new planning model which practitioners can adopt when delivering construction projects.Originality/valueThis paper presents a new, ambidextrous planning model grounded on the “lived experience” of client-side project managers. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Managing Projects in Business Emerald Publishing

Next decision node (NDN) planning: an ambidextrous planning model

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Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
1753-8378
DOI
10.1108/ijmpb-03-2019-0069
Publisher site
See Article on Publisher Site

Abstract

The purpose of this paper is to address calls from within the existing literature for a planning model that can provide both control and flexibility in dynamic environments.Design/methodology/approachThis research adopts a two-phase grounded theory methodology. Phase I tests a hypothesis through a structured online survey. Phase II tests a new planning model through a focus group and an online survey.FindingsThis research finds that client-side project managers misapply rational planning tools when managing construction projects. It also finds that the planning artefacts created in the initial stages of a project are used as a communication tool, rather than a controlling or monitoring tool. These findings provide an opportunity for new planning models, such as the (next decision node) NDN model, to be adopted. These planning tools can create new levels of transparency and accountability within the planning process – as well as provide a model which is more closely aligned with the practitioners “lived experience”.Research limitations/implicationsThe NDN model provides a foundation for further research into the micro-mechanisms of organisational ambidexterity in projects and refinement of the NDN model.Practical implicationsThis research presents a new planning model which practitioners can adopt when delivering construction projects.Originality/valueThis paper presents a new, ambidextrous planning model grounded on the “lived experience” of client-side project managers.

Journal

International Journal of Managing Projects in BusinessEmerald Publishing

Published: Feb 15, 2021

Keywords: Construction; Ambidexterity; Client-side project management; Project planning

References