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As real estate departments and workplace organisations devote more attention to strategic planning, most of the work has focused on improving performance metrics and developing dashboards to communicate this information clearly and concisely. Yet these steps will take these organisations only part of the way. Once they have this information, they need to devote more time to developing strategies and plans. This review examines one of these activities ‐ developing high‐level occupancy plans. Representatives of the strategy and planning groups at ten leading corporations and the occupancy planning experts at seven service providers and system developers were interviewed for this survey. It was found that most firms continue to complete high‐level occupancy plans with tedious and time‐consuming data‐collection processes and spreadsheet analyses. These organisations could improve efficiency and the success of their plans in two ways: better analysis approaches and better data collection and organisation. This review summarises the best practices identified in these areas.

A recent article in Strategy + Business magazine set out that the three primary goals of the CEO for creating ‘business resilience’ include (1) securing the people of the enterprise; (2) securing the core business of the enterprise (systems, facilities, infrastructure and processes); and (3) securing the business networks (such as the supply chain). Given these three goals, who is better suited to take on a leadership role in coordinating business continuity than the senior managers of corporate real estate (CRE) and workplace resource (WR) organisations? For several years, as the concept of Corporate Infrastructure Resource Management (CIRM) has evolved, senior CRE managers have sought out ways to create additional value for the enterprise’s core businesses. The authors believe that CRE organisations possess many of the competencies required to play significant roles in their business continuity programmes, and seizing this opportunity to fill the gaps can elevate the profile of workplace to the executive level. This paper presents a simple framework, based on five leverage points, that will enable CRE to take a more active leadership role in managing business continuity and to move to a ‘strategy and continuity’ model for managing corporate real estate.

The accelerating process of economic globalization and the increasingly fierce international competition are conducive to the promotion of the construction of the urban regional innovation system. Based on this, the Bayesian discriminant model was established in this paper, and the development stage of the regional innovation system was prejudged. Then according to the discriminant analysis, the results of the pre judgment were tested. In addition, based on the innovation system of urban planning and construction, a framework of urban planning analysis based on regional innovation system was put forward, which was used to guide regional planning and implementation, and was applied to the planning of Shanxi science and technology innovation city. It is proved that the fuzzy evaluation system based on Bayes is beneficial to the innovative planning of the new city.

This chapter examines lessons for response gleaned from 70 years of research on human and organizational behavior. These lessons for response are examined in the context of the current homeland security policy environment for national preparedness. This chapter also focuses on implementation steps for current preparedness guidance by law enforcement agencies. It joins research knowledge and policy to inform law enforcement planners in the development of local strategic-, operational-, and tactical-level response plans.

The aim of the study is to provide a comprehensive understanding of interrelations of structural systems and main planning considerations in supertall buildings (≥300 m).

Data were collected from 140 contemporary supertall towers using the case study method to analyze structural systems in the light of the key design considerations to contribute to the creation of more viable supertall building projects.

Central core typology, outriggered frame system, composite material and tapered prismatic and free forms were the most preferred features in supertall building design. Shear walled frame and tube systems occurred mostly in the 300–400 m height range, while outriggered frame systems were in the range of 300–600 m in height. Asia, the Middle East and North America mainly preferred outriggered frame systems, followed by tube systems. Considering the building function and form, the most preferred structural system in each of these groups was outriggered frame system, while mixed-use function stood out in all structural systems except in shear walled frame system.

To date, there has been no comprehensive study in the literature of the interrelations of structural systems and important planning considerations in the design of contemporary supertall towers through a large set of study samples. This critical issue was multidimensionally explored in this paper in light of 140 detailed case studies of supertall buildings around the world.

The purpose of this paper is to propose a model for planning and controlling the design process in companies that design, manufacture and assemble prefabricated engineer-to-order (ETO) building systems. This model was devised as an adaptation of the Last Planner® System for ETO multiple-project environments.

Design science research, also known as prescriptive research, was the methodological approach adopted in this research. An empirical study was carried out at the design department of a leading steel fabricator from Brazil, in which the proposed model was implemented in six different design teams.

The main benefits of the proposed model were shielding design work from variability, encouraging collaborative planning, creating opportunities for learning, increasing process transparency, and flexibility according to project status. Two main factors affected the effectiveness of the implementation process commitment and leadership of design managers, and training on design management and project planning and control core concepts and practices.

Some limitations were identified in the implementation process: similarly to some previous studies (Ballard, 2002; Codinhoto and Formoso, 2005), the success of constraint analysis was still limited; some of the metrics produced (e.g. ABI, causes of planning failures) have not been fully used for process improvement; and systematic feedback about project status was not properly implemented and tested.

The main contributions of this study in relation to traditional design planning and control practices are related to the use of two levels of look-ahead planning, the introduction of a decoupling point between conceptual and detail design, the proposition of new metrics for the Last Planner® System, and understanding the potential role of visual management to support planning and control.

The purpose of this paper is to develop a holistic operations planning framework for grocery retailing. The authors aim to identify, describe and structure coherent demand and supply chain (SC) planning problems in a comprehensive architecture.

The authors reviewed key literature on retail SC management and sales planning. This built a foundation for the development of an integrated operations planning framework. The findings were evaluated through discussions with retailers and communications with retail planners, including personal interviews with 28 leading European grocery retailers and with people in related positions from the consumer goods industry and consultancies.

The core of this paper is the development of a coherent demand and SC planning matrix. It demonstrates planning interdependencies and defines a framework for retail operations. The grocery planning framework integrates retail specifics, as well as hierarchical and sequential aspects of decision making. That is why this planning architecture also forms the foundation for research and development of advanced decision support systems.

Planning tasks are identified in interrelated planning modules permitting coordinated and decentralised decision making, which is necessary for operational and complexity reasons. The planning framework assists retail planners in understanding their decision problem from a comprehensive perspective. Better coordination of different modules and further development of retail‐tailored analytical models will improve planning quality.

This is the first paper that structures retail demand and SC planning questions coherently in one framework, matching demand and supply from a long‐ to short‐term perspective and from supplier to customer.

This paper aims to discuss the development of a core set of information resources management (IRM) competencies and to detail a plan for their acquisition by IRM librarians of a large academic university library.

The paper examines the work of librarians who manage information resources at the University of Arizona Libraries to inform the development of a set of core competencies. The planned implementation and assessment of a series of training sessions for developing these competencies is also discussed, as is the role of individual librarians who have been assigned specific tasks related to broader issues not easily addressed by a training session. Finally, a prioritized list of mastery‐level competencies for future development is defined.

By defining in detail the information resource‐related tasks for which IRM members are responsible, the authors were able to develop a plan for training modules that are designed to ensure core competencies for all team members.

This paper is a detailed plan for developing competencies needed to manage information resources at an academic library.

The purpose of this paper is to introduce a template to guide practitioners in the creation of multiple marketing plans that are intended to target different groups of stakeholders – some of whom are supportive, others adversarial, namely, the business-to-business (B2B) marketer’s agenda.

The methodology involved a combination of purposeful sampling, real-time participatory observation, action research and secondary data analysis. The main method of this research is analytical and conceptual with the objective of identifying the diverse groups of stakeholders with whom business marketers must interact.

In cases where multiple marketing plans were used for different stakeholder groups, B2B firms encountered lower levels of negative attribution from social network systems, mass media and subsequently public and governmental stakeholders.

This paper suggests the need for multiple marketing plans that target not only supportive customers but also neutral and adversarial stakeholders who represent a source of negative attribution because they have the potential to derail or even destroy the B2B firm’s marketing agenda. It is suggested that practitioners must also address those stakeholders who distrust or even dislike their firm and its marketing objectives.

School improvement planning, especially for low-performing schools, can be conceptualized as a planning process to strategically improve organizational processes, operations and outcomes. However, bureaucratic procedures and related inflexibilities sometimes results in inauthentic plan development. The purpose of this paper is to analyze the extent and ways in which principals engage in satisficing behavior – or being in the realm of “good enough” – when developing school improvement plans (SIPs).

The authors qualitatively analyzed 364 short-cycle SIPs submitted by principals of 134 low-performing schools participating across three cohorts of a university-based systems leadership program focused on change leadership and school turnaround.

Eight satisficing behaviors in the SIPs were identified. The five most prominent satisficing behaviors follow: plan content is consistent across schools within a district; a plan or plan features are resubmitted; plan priorities focus solely on test scores; plan timeline is insufficiently considered; and the directly responsible individual (DRI) (to complete tasks) is insufficiently considered. Overall, 80 percent of SIPs contained two to four satisficing behaviors, and fewer than ten SIPs were free of such behaviors or, in the authors’ estimation, completely authentic.

The development of SIPs is mandated for the nation’s lowest-performing schools, but little analysis of such plans has been conducted over the last 20 years. Moreover, although the notion that principals engage in satisficing behavior has been raised previously, to the authors’ knowledge, this is the first study to systematically identify ways in which principals satisfice.