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Value Adding Management of buildings, workplaces, facilities and services
Published in Vitalija Danivska, Rianne Appel-Meulenbroek, A Handbook of Management Theories and Models for Office Environments and Services, 2021
Theo J.M. van der Voordt, Per Anker Jensen
In order to support decision makers in value adding FM and CREM, Hoendervanger et al. (2017) developed a Value Adding Management process model with four steps; see Figure 12.1 (for a summary, see van der Voordt et al., 2016). This model is action oriented and follows the same steps in the renowned Deming cycle (Gidey et al., 2014). The PDCA cycle is widely applied to support total quality management, which is familiar to many practitioners. The VAM model corresponds with the principles of Benefits Realization Management (BRM), a set of organisational change processes structured to close the gap between strategy planning and execution by ensuring the implementation of the most valuable initiatives (Serra & Kunc, 2015). It also corresponds with the so-called Logic Model, which was developed in the early 1970s as a tool to evaluate the effectiveness of a program (Weiss, 1972; McCawley, no year; Millar et al., 2001). Common components are: Inputs: resources such as money, staff, equipment;Throughput/activities, e.g. the development of procedures or training programs;Outputs: what is produced, for instance, documents or the number of people that were trained;Outcomes/impacts: the changes or benefits that result from the intervention or program, e.g. increased skills of knowledge.
Evaluation of implementation of the hypothetical learning trajectory at the thesis of mathematical education
Published in Yuli Rahmawati, Peter Charles Taylor, Empowering Science and Mathematics for Global Competitiveness, 2019
This study uses a qualitative evaluation approach to determine and represent quality that can thoroughly describe the actual condition of the implementation of the hypothetical learning trajectory in the design research of each thesis from students of the master’s degree in the Mathematics Education Study Program. This evaluation research uses a logic model with stages of inputs, activities, outputs, and outcomes.
Repositioning cities through star architecture: how does it work?
Published in Journal of Urban Design, 2018
Nadia Alaily-Mattar, Johannes Dreher, Alain Thierstein
In order to reveal the mechanisms of change involved in moving from identifiable inputs to desired results, several researchers have suggested the use of logic models; see for example Julian (1997), Weiss (1997), McLaughlin and Jordan (1999). The logic model is a systematic and visual way to present the relationships among the resources available, the activities that are planned and the changes or results that are hoped to be achieved (Kellogg Foundation 1998). By providing the hypotheses of how a programme is supposed to work to achieve the intended results, the logic model articulates a “theory of change” (Weiss 1997, 517). In other words, it theorizes change by organizing the causal links between inputs, activities taken, outputs, outcomes (direct effects) and impacts (long-term effects) (see Figure 2).
The REHAB-LAB model for individualized assistive device co-creation and production
Published in Assistive Technology, 2023
Marie-Eve Lamontagne, Alice Pellichero, Vincent Tostain, François Routhier, Véronique Flamand, Alexandre Campeau-Lecours, Francesco Gherardini, Mathieu Thébaud, Pauline Coignard, Willy Allègre
Despite this context, few structured models of IAD provision are documented (J. K. Schwartz et al., 2020; Thorsen et al., 2021). Previous initiatives of IAD coming from “maker” movements, such as the TOM (Tikkun Olam Maker), the TAD (Technical Aid to the Disabled) Australia, and Human Labs from MyHumanKit (MHK France) provide customized IAD and aims to document and share all their solutions. However, the lack of consistency and systematization in IAD service provision models limits the replication of such successful initiatives in health care organizations and prevents successful data synthesis examining IAD effectiveness and outcomes (A. Santos & Silveira, 2020; A. V. F. Santos et al., 2019). While the authors have called for a more evidence-based and systematic process standard for IAD service provision (Bauer et al., 2014; Gherardini et al., 2019; A. Santos & Silveira, 2020), it is of importance to provide tools to allow a successful implementation in healthcare settings. Logic models have become key tools in guiding the development, implementation, and replicating initiatives in health science (Gill et al., 2017; Mills et al., 2019) and have been described as an important means of conceptualizing and handling complexity in health technologies assessment (Booth & Rowher, 2016). A logic model is a graphical representation illustrating the links between the resources, activities, results, and expected outcomes of an initiative (Julien et al., 2021). It is a powerful communication tool for the implementation of an initiative, facilitating its evaluation (Kaplan & Garrett, 2005) and developing a community of stakeholders (Millar et al., 2001).