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

Article


Usher, Greg S.. 2021. "Next decision node (NDN) planning: an ambidextrous planning model." International Journal of Managing Projects in Business. 14 (2), pp. 390-411. https://doi.org/10.1108/IJMPB-03-2019-0069
Article Title

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

ERA Journal ID19203
Article CategoryArticle
Authors
AuthorUsher, Greg S.
Journal TitleInternational Journal of Managing Projects in Business
Journal Citation14 (2), pp. 390-411
Number of Pages22
Year2021
Place of PublicationUnited Kingdom
ISSN1753-8378
1753-8386
Digital Object Identifier (DOI)https://doi.org/10.1108/IJMPB-03-2019-0069
Web Address (URL)https://www.emerald.com/insight/content/doi/10.1108/IJMPB-03-2019-0069/full/html
Abstract

Purpose
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/approach
This 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.

Findings
This 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/implications
The NDN model provides a foundation for further research into the micro-mechanisms of organisational ambidexterity in projects and refinement of the NDN model.

Practical implications
This research presents a new planning model which practitioners can adopt when delivering construction projects.

Originality/value
This paper presents a new, ambidextrous planning model grounded on the 'lived experience' of client-side project managers.

KeywordsConstruction, Ambidexterity, Client-side project management, Project planning
ANZSRC Field of Research 2020350711. Organisational planning and management
Public Notes

Files associated with this item cannot be displayed due to copyright restrictions.

Byline AffiliationsFaculty of Business
Institution of OriginUniversity of Southern Queensland
Permalink -

https://research.usq.edu.au/item/q778w/next-decision-node-ndn-planning-an-ambidextrous-planning-model

  • 99
    total views
  • 4
    total downloads
  • 1
    views this month
  • 0
    downloads this month

Export as

Related outputs

Creating confidence amongst complexity: the ‘lived experience’ of client-side project managers in the Australian construction sector
Usher, Gregory. 2018. Creating confidence amongst complexity: the ‘lived experience’ of client-side project managers in the Australian construction sector . PhD Thesis Doctor of Philosophy. University of Southern Queensland. https://doi.org/10.26192/5f697d1ddccd8
The client-side project manager: a practitioner of Design Thinking
Usher, Greg and Whitty, Stephen Jonathan. 2018. "The client-side project manager: a practitioner of Design Thinking." Project Management Research and Practice. 5. https://doi.org/10.5130/pmrp.v5i0.6147
The final state convergence model
Usher, Gregory and Whitty, Stephen Jonathan. 2017. "The final state convergence model." International Journal of Managing Projects in Business. 10 (4), pp. 770-795. https://doi.org/10.1108/IJMPB-11-2016-0090
Project management Yinyang: coupling project success and client satisfaction
Usher, Greg and Whitty, Stephen Jon. 2017. "Project management Yinyang: coupling project success and client satisfaction." Project Management Research and Practice. 4 (January-June). https://doi.org/10.5130/pmrp.v4i0.5523
Identifying and managing drift-changes
Usher, Greg and Whitty, Stephen J.. 2017. "Identifying and managing drift-changes." International Journal of Project Management. 35 (4), pp. 586-603. https://doi.org/10.1016/j.ijproman.2017.02.015
Towards a new theory of project management: could client-side, construction, project management be a form of strategic management?
Usher, Greg. 2014. "Towards a new theory of project management: could client-side, construction, project management be a form of strategic management?" 2014 IPMA Research Conference: Theory Meets Practice in Project Management. Tianjin, China 01 - 02 Dec 2014
Rethinking Project Management theory: A case for a paradigm shift in the foundational theory of client-side construction project management
Usher, Greg. 2014. "Rethinking Project Management theory: A case for a paradigm shift in the foundational theory of client-side construction project management." Delivering Benefits and Value: the Australian Institute of Project Management National 2014 Conference. Brisbane, Australia 12 - 15 Oct 2014 Sydney, Australia.