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Dive into the research topics where Agnar Johansen is active.

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Featured researches published by Agnar Johansen.


Measuring Business Excellence | 2008

Project ownership: implications on success measurement

Nils O.E. Olsson; Agnar Johansen; Jan Alexander Langlo; Olav Torp

Purpose – The purpose of this paper is to discuss measurement of project success in an ownership perspective.Design/methodology/approach – The research is based on a case study of owner structures in 11 projects. For each case, an analysis was made of which stakeholder that held six different roles related to project ownership. Multiple sources of information are used, including archives, interviews and observations.Findings – Results from the study indicate that owner responsibilities are not always concentrated to one individual stakeholder in a project. While a traditional owner can be identified for some projects, it is a more complex picture for many other projects.Research implications/limitations – This paper has primarily analysed project ownership on a macro level, between organisations. Challenges related to identifying owners can to a certain extent also be found on a micro level, within the most involved organisations, but this has not been the aim of the research.Practical implications – Meas...


Procedia. Economics and finance | 2015

Time-thieves and Bottlenecks in the Norwegian Construction Projects☆

Youcef J-T. Zidane; Agnar Johansen; Bjørn Andersen; Erfan Hoseini

Abstract Utilizing time effectively and efficiently is one of the important factors that can determine the success of achieving desired results of projects. Nevertheless, several projects come across delays and unnecessary use of time due to various reasons, and hence suffer from unfavorable consequences. Construction industry is not exceptional. There are elements that “steal” time in construction projects; and, there are bottlenecks that cause delays. This paper will present the first findings from the SpeedUp project survey conducted in seven public and private organizations in autumn 2014 in Norway. The purpose with the study was to establish –what arethe most common factors extending project life cycle or makingproject going slower than planned. We have conducted a broad literature review that aimed to establish – what are the most common delays factors mentioned in the literature and the result from the literature review has been analyzed against our data from the survey. This paper will present the ten most common “time-thieves” and “bottlenecks”revealed in the SpeedUpproject survey. It willidentify the major “time-thieves” and “bottlenecks”seen from owners, consultants and contractors views.This identification can be seen as a mapping process that will lead to find out possible causes as well as possible efforts, those can be carried out in order to deal with slow pace and delays in construction projects. This study on “time-thieves” and “bottlenecks” in the construction industry will contribute to shade light on important improvements areas for the construction industry.


Procedia. Economics and finance | 2015

Barriers and Challenges in Employing of Concurrent Engineering within the Norwegian Construction Projects

Youcef J-T. Zidane; Kjersti Bjørkeng Stordal; Agnar Johansen; Susanne Van Raalte

Abstract The desirability to deliver construction projects within the schedule or more even longer ahead of it is questioned. Nevertheless, most of the construction projects are delivered behind of schedule and even exceed it to more than conceived. So the necessity to find new methods, processes and techniques to challenge the delivery time of the construction projects becomes more than a simple requirement. Overlapping the sequential activities is one way to reduce the delivery time of the project. The manufacturing industry has predicted this fact and established concurrent engineering principles. This paper will inspect the initiative done to involve concurrent engineering principles in the Norwegian oil and gas projects then in the construction projects. It will investigate the work done in the theory, and practice in construction projects compared to the oil and gas projects that have been conducted by a construction firm in Norway.


international conference on advances in production management systems | 2015

“The Fast and the Fantastic” Time-Cost Trade-Offs in New Product Development vs. Construction Projects

Youcef J-T. Zidane; Asbjørn Rolstadås; Agnar Johansen; Anandasivakumar Ekambaram; Pavan Kumar Sriram

Today, in new product development projects, “NPDs”, time is the cutting edge. The time to market in new product development projects is a key factor in the competition between innovative companies. Research has shown that time can be managed, and speed too. Our concern in this paper is to study the time factor in the case of new product development projects based on a time-cost trade-off curve, which is important for the project success by delivering the product as fast as possible. We will explain the motivation behind delivering fast in NPD projects. In construction projects, a customer initially contracts for a project from a contractor based on specifications, budget and delay. Time to market is a key success factor in new product development projects. Does time to delivery have high importance in construction projects? We conclude by showing the significance of NPD projects’ speed with respect to management in construction projects.


Production Planning & Control | 2017

Decision process in one-of-a-kind production

Agnar Johansen; Asbjørn Rolstadås

Abstract One-of-a-kind production is project business. In any project, the decision process is of importance for a successful outcome. However, there is a need for a more formal approach to decision-making in projects. We have therefore, developed a model of the decision process. It uses three types of decisions: selection, authorisation and plan decisions. Enterprise models together with the project life cycle form a platform for developing a decision model. The life cycle enables a decision chain, whereas the enterprise models allow decisions at different levels. The horizontal decision chain is linked to physical flow of documents and materials. Vertically, decision-making is hierarchically decomposed into levels of different planning horizons and time periods.


International Journal of Managing Projects in Business | 2018

Shortening lead-time from project initiation to delivery: A study of quick school and prison capacity provision

Andreas Økland; Agnar Johansen; Nils O.E. Olsson

Standardizing the development, planning and construction of public building projects can contribute to timely and efficient project delivery. This is especially relevant when there are urgent needs for capacity. The purpose of this paper is to share the experiences from the development of standardized concepts for school extensions and prison building in Norway.,The research questions posed in this paper are on the interaction between public entities project delivery models and standardizing building types and the construction method. To investigate the research questions, the paper presents the findings from two case studies: school and prison development and construction projects. It is based on a literature review, semi-structured interviews, document studies and quantitative data on time and cost for the planning and construction phases.,Standardization and use of modularized building systems can contribute to shortened delivery time by reducing the duration of both the planning and construction phase. The most significant time reduction resulted from less time spent on quality assurance of cost estimates prior to the funding of the projects. Project costs increased in the school case, but were reduced in the prison case. An important challenge faced in both cases is a shallow pool of capable suppliers; the actors have approached the challenge with different strategies, yet neither actor has been successful in their attempts.,The paper provides empirical data to add to the collective knowledge on the project management aspects of using standardized project delivery models and standardized (modular) building. However, by emphasizing the interaction between project delivery models and standardization of the planning and execution of the projects, additional insight into the benefits and challenges are highlighted.


Business Systems Research | 2017

Best Value Approach (BVA) - Enhancing Value Creation in Construction Projects

Amin Haddadi; Agnar Johansen; Svein Bjørberg

Abstract Background: Research has revealed an inadequate understanding of the owners’ and users’ strategic objectives and a lack of methodology for translating these objectives into functional buildings. Fulfilment of owners’ and users’ objectives is fundamental in creating value through a project. Management and design processes can be decisive in achieving the desired objectives. Hence, knowledge about what creates value applied into a management framework will enable higher value creation. Objectives: Providing a framework to enhance value creation in projects by addressing: i) what means and principles should be considered in the front end of a project to secure value creation?; and ii) how can these principles be structured in a framework to maximize the project’s value creation? Methods/Approach: A literature study, two questionnaires, a focus group workshop, 8 interviews, and two case studies. Results: Fulfilment and alignment of users’ needs and owners’ strategies combined with innovative thinking is required for value creation. Challenges and obstacles for value creation are identified, and a framework is suggested. Conclusions: The framework suggests principles that contribute to value creation in each phase of a project. Implementing this methodology will help decision makers towards a better understanding of the objectives and translating them to functional solutions.


Procedia. Economics and finance | 2015

Managing Cost and Time in a Large Portfolio of Projects

Petter Eik-Andresen; Andreas Dypvik Landmark; Agnar Johansen

Abstract If your business has a fixed yearly investment budget and you know that it is likely that your 300 projects will be delayed during the year, what is your strategy to meet your budget? This is a descriptive study on portfolio management across a multi-billion dollar business with more than 300 projects from a large Norwegian public entity. We have analyzed data over a five-year period (2008-2012). The data shows reoccurring delay trends year after year, trends which can be interpreted and used as information for governing the portfolio. The milestone delay curves from year to year are fascinatingly similar. Are these curves simply macro indicators of the phenomenon “planning fallacy” or are they the symptom of something more profound? We discuss the behaviouristics of this portfolio and the strategies used to be on budget despite delays. The dataare unique, but the problems global.


Procedia - Social and Behavioral Sciences | 2014

Stakeholder Benefit Assessment – Project Success through Management of Stakeholders☆

Agnar Johansen; Petter Eik-Andresen; Anandasivakumar Ekambaram


Procedia - Social and Behavioral Sciences | 2013

Megaprojects - Challenges and Lessons Learned

Youcef J-T. Zidane; Agnar Johansen; Anandasivakumar Ekambaram

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Youcef J-T. Zidane

Norwegian University of Science and Technology

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Andreas Økland

Norwegian University of Science and Technology

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Bjørn Andersen

Norwegian University of Science and Technology

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Nils O.E. Olsson

Norwegian University of Science and Technology

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Amin Haddadi

Norwegian University of Science and Technology

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Asbjørn Rolstadås

Norwegian University of Science and Technology

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Jan Alexander Langlo

Norwegian University of Science and Technology

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Olav Torp

Norwegian University of Science and Technology

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