Performance Based Studies Research Group

-Abstract-

For the past 14 years, the Performance Based Studies Research Group (PBSRG) has created, tested, and modified simplistic deductive models to predict the future outcome of construction projects. The models are a part of the Information Measurement Theory (IMT).

The authors hypothesize that these simple, deductive models can be used in any industry to identify high performance project managers. This is a different project management paradigm that focuses on using logic and reason instead of personal experience and bias. It uses alignment instead of management to deliver successful results with minimal effort and decision making. The paper includes the deductive models, the logic which links the models, and the resulting process/structure which optimizes the existing PM model.

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-Abstract-

A 2007 construction management thesis identified that leadership is lacking in the construction industry.  It proposes that this shortcoming is in all industries. The major hypothesis of this research is that any attempt to increase leadership by using influence is illogical.

It proposes that leadership is alignment, and that leaders align resources in the most efficient and effective positions.  It uses industry experts, best business practices, deductive logic, a best value, alignment based model results, and a survey to industry participants, many of them who have been exposed to both traditional leadership programs that espouse influence and the alignment based best value Performance Information Procurement System (PIPS) model to show that alignment may be the correct model.

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-Abstract-

This is a case study of an alternative/new research model built at Arizona State University in 1994 to perform construction research.  The case study includes the changing university environment and requirements, the process of setting up the research group, the strategic and business plan, the funding model, the research area and hypothesis testing, the alignment of research and education, and the business operations.  The case study also includes the research scope and breadth, and potential to sustain the research.  The case study proposes that the new research model becomes more doable and logical as the university environment moves to a business approach, requiring researchers to become business units with expertise and impact, and the funding should be self generated with soft money.

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-Abstract-

Over the past decade, there has been an increased focus on the importance of leadership within an organization.  It is noted that almost all of the systems and theories have been founded on the premise and assumption that a leader can influence the performance of another individual; however, very little research has been done to validate the assumption.  The following research provides evidence that challenges this assumption.

The authors propose that leadership is not an attribute that focuses on an individual’s power and ability to influence others, but is the alignment of individuals and resources to improve productivity and efficiency.  This assertion will be tested through the analysis of leadership theories, use of Information Measurement Theory/Kashiwagi Solution Models (IMT/KSM), creation of a process that embeds leadership principles into an environment in order to produce the results of a leader, and industry survey results.  The results are significant, as they have the potential to change the current leadership paradigm as well as quench the industry’s current leadership demand through the application of a simplistic and coherent model that automates leadership.

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-Abstract-

Public and Private industry has identified a lack of leadership as one of the largest impediments to increasing productivity. In response, a tremendous emphasis has been placed on leadership development. This is reflected in the overwhelming research emerging through academia, focusing on leadership theories, processes, and programs. However, many industry leadership/improvement programs that have stemmed from academia have not been successful implemented. It is proposed that there is a disconnection between the research development of the academic world and its application by industry.

The Performance Based Studies Research Group surveyed 115 companies with recent experience in leadership or change programs. The results of the survey indicated that many attempted leadership/improvement programs were founded on assumptions contradictory to observed realities and were extremely difficult to implement. The surveyed companies revealed problems that must be overcome to implement leadership/improvement processes in an organization, and characteristics common to a program’s success.

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