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Business process development in project‐based industry: A case study

Maqsood A. Sandhu (Department of Management and Organization, Swedish School of Economics and Business Administration, Vaasa, Finland)
A. Gunasekaran (Department of Management, University of Massachusetts, North Dartmouth, Massachusetts, USA)

Business Process Management Journal

ISSN: 1463-7154

Article publication date: 1 December 2004

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.

Keywords

Citation

Sandhu, M.A. and Gunasekaran, A. (2004), "Business process development in project‐based industry: A case study", Business Process Management Journal, Vol. 10 No. 6, pp. 673-690. https://doi.org/10.1108/14637150410567875

Publisher

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Emerald Group Publishing Limited

Copyright © 2004, Emerald Group Publishing Limited