By Pasis Mselle, Mex Muatjetjeja, Jacob Kashiwagi, Kenneth Sullivan July 2009 Abstract Purpose Review the attempt of transforming University of Botswana (UB) faculty into research based faculty using the U.S. Embassy test as a mechanism. MEthodology The UB faculty were trained through a mentorship of learning...
By Mex Muatjetjeju, Jacob Kashiwagi, Dean Kashiwagi, Kenneth Sullivan October 2009 Abstract The University of Botswana (UB) Project Management (PM) section in the Civil Engineering (CE) faculty are in a resource restricted environment and tasked to teach three classes a semester. Each faculty...
By Jacob Kashiwagi September 2012 Abstract Although some reports have shown the performance of the construction industry to be improving, it has yet to find a solution to ensure high performance on construction projects and services. Over the last 18 years, many public...
By Marie Sullivan, Kenneth Sullivan, Jacob Kashiwagi, Dean Kashiwagi May 2008 Abstract The US Army Medical Command (MEDCOM) annually manages 250 projects, with a scope of $300M, at 26 different sites. Due to current events and initiatives, MEDCOM is anticipating an increase in...
By Jacob Kashiwagi, Neha Malhotra, Dean Kashiwagi November 2009 Abstract A large government organization has been testing out a leadership based structure to increase the performance of delivering construction and facility services in their system of $250M of construction and 26 major hospital...
By Jacob Kashiwagi, Kenneth Sullivan, Dean Kashiwagi November 2009 Abstract A leadership based structure and a new role of the professional in the delivery of construction and other services is being proposed. The new role is one of leadership, accountability, forcing the vendors...
By Dean Kashiwagi August 2012 Abstract Leadership is not management. Leadership uses identification of expertise and the alignment of expert resources. Management uses direction and control to mitigate risk and increase performance. Leadership hires experts. Management assumes they are the experts. Leadership changes...
By Dean Kashiwagi, Charles Egbu, Herman Koebergen March 2010 Abstract For the past 30 years construction nonperformance has been identified as a project specific problem caused by unique project conditions. Construction differs from other manufacturing processes due to the on-site construction. The major...
By Dean Kashiwagi, Jacob Kashiwagi January 2011 Abstract The Dutch construction industry experienced a problem with collusion for five years ending in 2003. Innovative Dutch visionaries perceived a potential relationship between an inefficient, transaction laden, over-regulated low price award environment and supplier collusion....
By Dean Kashiwagi, Jacob Kashiwagi February 2011 Abstract The Dutch construction industry experienced a problem with collusion for five years ending in 2003. Innovative Dutch visionaries perceived a potential relationship between an inefficient, transaction laden, over-regulated low price award environment and supplier collusion....