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Identifying, analysing and managing construction project risk
Published in J.C. Edison, Infrastructure Development and Construction Management, 2020
This is a very effective procedure for identifying risks and the subsequent response/mitigation thereof. Brainstorming provides a select group with the opportunity to imagine every likely risk. Brainstorming involves open, frank and in-depth discussion with the project participants about their concerns, the areas of uncertainty/hazards, the likely risks, the likelihood of any risks occurring, the potential impact of risks and project participants’ initial response to identified risks. Brainstorming is based on a synergy effect, where group thinking is more productive than individual thinking, where ideas can be combined or further built on by others. Brainstorming is also based on the avoidance of criticism which improves the production of ideas; where more ideas produce a higher chance of more feasible ideas and without criticism people are encouraged to think more outside the box, which may provide new discoveries. The identified risk will be explained in terms of its course of impact and its effect on the project, and later will form part of a risk log containing the risk description, its probability of occurrence and its potential impact and risk response/mitigation.
Continuous improvement
Published in John Oakland, Marton Marosszeky, Total Quality in the Construction Supply Chain, 2006
John Oakland, Marton Marosszeky
Brainstorming is a technique used to generate a large number of ideas quickly, and may be used in a variety of situations. Each member of a group, in turn, may be invited to put forward ideas concerning a problem under consideration. Wild ideas are safe to offer, as criticism or ridicule is not permitted during a brainstorming session. The people taking part do so with equal status to ensure this. The main objective is to create an atmosphere of enthusiasm and originality. All ideas offered are recorded for subsequent analysis. The process is continued until all the conceivable causes have been included. The proportion of non-conforming output attributable to each cause, for example, is then measured or estimated, and a simple Pareto analysis identifies the causes that are most worth investigating.
Step 5: How Important Are the Gaps?
Published in William J. Rothwell, Behnam Bakhshandeh, High-Performance Coaching for Managers, 2023
A brainstorming session is another technique for identifying the importance of the performance gap. Brainstorming would entail deciding which of the performance gaps are more important than others and to set up a priority list to deal with such gaps one after another in an appropriate time. Brainstorming is a method and process of collecting ideas among teams and groups to create solutions for problem(s). The brainstorming process starts with individuals or team/group members spontaneously producing ideas, resulting in inventive ideas to work on the problem(s). A key and crucial principle of this process is to avoid criticism of ideas from any group members and to foster a free-thinking environment that spawns many ideas (Levi 2017).
Systematic Review of Research Trends in Engineering Team Performance
Published in Engineering Management Journal, 2023
Ramy I. Hindiyeh, William K. Ocloo, Jennifer A. Cross
Again, there was a two-way tie for the fifth most commonly studied factor (representing 4.8% of the 42 factor-related articles): team composition is one of these factors and gender the other. These were also the last two factors to be associated with multiple studies in the SLR. That is, all other factors were only associated with a single study. For team composition, overall, the findings for the influence of this factor are mixed. In their study, Przybysz et al. (2013) investigated the effects of team composition in terms of age diversity and task-related conflict on the outcome of an R&D task. Age-heterogeneous and age-homogeneous project teams were studied. In the outcome dimension, the number of ideas generated during brainstorming represented the objective team performance measure. Team composition was found to be positively correlated with outcome dimensions, specifically to the qualitative measures of team performance. While there was no quantitative difference in the number of ideas generated between age-homogeneous and age-heterogeneous teams, the quality of generated concepts/ideas were rated higher than for the age-homogenous group. The authors believed that the study laid a foundation that managers could use for forming effective teams, especially in the technical service industry. They recommended using a young-homogenous group in future studies.
A model for fostering creativity in the product development process
Published in International Journal of Design Creativity and Innovation, 2021
Other attempts to understand and promote creative thinking in design can be used (Cross, 1997). An example is association thinking (for example, brainstorming). ‘Descriptive models of creative thinking’ have also been developed through research in artificial intelligence (Rosenman & Gero, 1993) as cited in Cross (1997). The authors suggested ‘four procedures’ by which creative design might occur: combination, mutation, analogy (just described) and ‘first principles’. Combination will be also described by Welling (2007) in the next subsection. Mutation involves changing the form or the shape of some attribute or attributes of an existing design (Cross, 1997). First principles are a way of generating creative designs. This causes difficulties in identifying what ‘first principles’ are in design and how they may be used to create design concepts. An example was given by Rosenman and Gero (1993) and as cited in (Cross, 1997) in the conception of the original ‘balance’ chair from the first principles of the ergonomics of sitting posture.
A MORF-Vision Method for Strategic Creation of IoT Solution Opportunities
Published in International Journal of Human–Computer Interaction, 2019
Heekyung Moon, Sung H. Han, Jiyoung Kwahk
To support these processes of formulating and analyzing innovative opportunities, individuals’ creativity should be utilized. Brainstorming is an intuitive approach, and is the most frequently used technique to identify opportunities and generate ideas (Conrad, Reichelt, Lavender, Gacki-Smith, & Hattle, 2008). Many other techniques, for example, from pieces of advice to structured procedures, have been developed to enhance creativity (Kudrowitz & Wallace, 2013; Smith, 1998). To find creativity-enhancing techniques that can support creative thinking during the opportunity-creation process, we collected 266 articles collected from internet bibliographic databases such as “Scopus,” “ScienceDirect,” “IEEEXplore,” “ACMDL,” “Google Scholar,” and “Google.” In total, 259 techniques were collected after removing duplicates. After merging, separating, and removing irrelevant techniques, 14 techniques that are appropriate to be used in the opportunity creation process were selected. Among these, 4 were techniques for future envisioning and 10 were techniques for opportunity identification and analysis (Table 1).