International Journal of Management and Fuzzy Systems

| Peer-Reviewed |

Cultural Paradigms of the Citizen in Project Management

Received: 07 May 2015    Accepted: 17 May 2015    Published: 19 June 2015
Views:       Downloads:

Share This Article

Abstract

Culture is one the important component in the city. Our views on the world are disparate and, although sciences comprehend parts of the world's rationality, this comprehension is not all-encompassing. In other hands, the concept of “city” and “management” shown sustainable cities programme (SCP) for all aspects related of city. Therefore, in order to improve life conditions, environmental sustainability, economics and etc., we need strong approaches for city managing. In this paper, we first review some important concepts, then we proposed some strategy for reinforcement of the sustainable cities, that is cities management.

DOI 10.11648/j.ijmfs.20150101.11
Published in International Journal of Management and Fuzzy Systems (Volume 1, Issue 1, June 2015)
Page(s) 1-6
Creative Commons

This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.

Copyright

Copyright © The Author(s), 2024. Published by Science Publishing Group

Previous article
Keywords

Cultural Paradigms (CPs), Citizen, Programming, Project Management, Sustainable Cities Programme (SCP)

References
[1] Tsiopinis, Nikolaos A. (Nikos), Definitions of Truth as Cultural Paradigms and a Rubric to Foster Communication within the Science and Religion Dialogue, "Science and Religion: Global Perspectives", June 4 - 8, 2005; University of Pennsylvania, Campus, Philadelphia, PA, USA A program of the Metanexus Institute.
[2] Altschuld, J. and Witkin, B. (2000). From Needs Assessment to Action: Transforming Needs into Solution Strategies. Sage Publications Ltd., Thousand Oaks, CA.
[3] Argyris, C. (1999). On Organizational Learning. Blackwell Business, Massachusetts, USA.
[4] Axelrod, R. and Cohen, M. D. (1999). Harnessing Complexity, Organizational Implications of a Scientific Frontier. The Free Press, New York.
[5] Ballard, G. and Zabelle, T. (2000). “Project definition.” White paper #9, Lean Construction Institute, USA. Available at: http://www.leanconstruction.org.
[6] Ballard, G. (2003). “Value Generation.” Personal Communication. University of California. Berkeley.
[7] Barton, R. (2000). “Soft Value Management Methodology for Use in Project Initiation – a Learning Journey”. Journal of Construction Research, 1 109-122. Hong Kong.
[8] Barrett P.S., Hudson J. and Stanley C. (1998). “Good Practice in Briefing: the Limits of Rationality”. Automation in Construction, 8 633-642. Elsevier, Amsterdam.
[9] Barrett, P. and Stanley, C. (1999). Better Construction Briefing. Blackwell Science, UK.
[10] Beach, L. (1997). The Psychology of Decision-Making, People in Organizations. SAGE Publications, USA.
[11] Berger, P. and Luckmann, T. (1967). The Social Construction of Reality. Anchor Books. New York.
[12] Bilello, J. (1993). Deciding to Build: University Organization and the Design of Academic Buildings. PhD Dissertation, University of Maryland, Baltimore, Maryland.
[13] Brown, A., Adams, J., Measuring the e€ect of project management on construction outputs: a new approach, International Journal of Project Management 18 (2000) 327-335.
[14] Bruce, M. and Cooper, R. (2OOO). Creative Product Design: a Practical Guide to Requirements Capture Management. Wiley & Sons, Ltd, Chichester, UK.
[15] Bucciarelli, L.L. (1988). “An Ethnographic Perspective on Engineering Design”. Design Studies, 9(3) 159-168, Butterworth & Co. Ltd., London.
[16] Buenano, G. (1999). The Becoming of Problems in Design: Knowledge in Action to Frame Wicked Problems. PhD Dissertation, Department of Architecture, University of California, Berkeley, CA.
[17] Cannon-Bowers, J. A. and Salas, E. (2001). “Reflections on Shared Cognition”. Journal of Organizational Behavior. 22, 195 – 202, John Wiley & Sons, Ltd.
[18] Carroll, J.M. (2001). “Scenario-based Design: a Brief History and Rationale.” in: Design Knowing and Learning: Cognition in Design Education, Eastman, C., McCracken, M., and Newstetter, W. (eds.), Elsevier, Amsterdam.
[19] CII (1999). “PDRI: Project Definition Rating Index for Building Projects.” Implementation Resource 155-2, Construction Industry Institute, Pre-Project Planning Research Team, University of Texas at Austin.
[20] Checkland, P. and Scholes, J. (1999). Soft Systems Methodology in Action. Wiley, Chichester, UK.
[21] Cherry, E. (1999). Programming for Design: from Theory to Practice. John Wiley & Sons, Inc., New York.
[22] Cohen, S.G., Mohrman, S.A., and Mohrman Jr., A.M. (1999). “We Can’t Get There Unless We Know Where We Are Going: Direction Setting for Knowledge Work Teams.” in Research on Managing Groups and Teams, Mannix, E.A., and Neale, M.A. (eds.), Vol. 2, 1-31, JAI Press Inc., Connecticut.
[23] Corning, P. (2002). “The Re-emergence of “Emergence: A Venerable Concept in Search of a Theory.” in: Complexity, 7, 8, 18-30, Wiley Interscience.
[24] Engestrom, Y. (1987). Learning by Expanding: An Activity Theoretical Approach to Developmental Research. Helsinki: Orienta-Konsultit.
[25] Eodice, M. (2000). A Theory of Requirements Definition in Engineering Design. PhD Dissertation, Department of Mechanical Engineering, Stanford University.
[26] Ezzy, D. (2002). Qualitative Analysis: Practice and Innovation. Routledge, London.
[27] Ganeshan, R., Garrett, J.H. Jr., and Finger, S. (1994). “A Framework for Representing Design Intent.” Journal of Design Studies, 15, 1, 59-84, Butterworth Scientific Limited, UK.
[28] Gann, D., Salter A., and Whyte, J. (2003). “Design Quality Indicator as a Tool for Thinking.” Building Research & Information, 31(5), 318–333, Spon Press, UK.
[29] Gero, J. and Mc Neil, T. (1998). “An Approach to the Analysis of Design Protocols.” Journal of Design Studies, 19, 1, 21-61, Elsevier Science Ltd., UK.
[30] Gibson, G. and Gebken, R. (2003). “Design Quality in Pre-project Planning: Applications of the Project Definition Rating Index.” Building Research & Information, 31(5), 346–356, Spon Press. UK.
[31] Green, S. D. (1994). “Beyond Value Engineering: SMART Value Management for Building Projects.” International Journal of Project Management. 12, (1) 49-56, Butterworth-Heinemann Ltd.
[32] Green, S.D. (1996). “A Metaphorical Analysis of Client Organizations and the Briefing Process.” Construction Management and Economics, 14, 155-164, E. & F.N. Spon, UK.
[33] Green, S.D. and Simister, S.J. (1999). “Modeling Client Business Processes as an Aid to Strategic Briefing.” Construction Management and Economics, 17, 63-76, E. & F.N. Spon, UK.
[34] Griffin, A. & Hauser, J. (1993). “The Voice of the Customer.” Marketing Science, 12, 1, 1-27, JSTOR.
[35] Grundy, T. (1998). “Strategy Implementation and Project Management.” International Journal of Project Management, 16, 1, 43-50. Elsevier Science Ltd & IPMA. UK.
[36] Fisher, R., Ury, W. and Batton, P. (1991). Getting to Yes. New York: Penguin Books.
[37] Hook, I.F. and Farry, A.K. (2001). Customer-Centered Products: Creating Successful Product through Smart Requirements Management. AMACON, New York.
[38] Horgen, T., Joroff, M., Porter, W., and Schon, D. (1999). Excellence by Design: Transforming Workplace and Work Practice. John Wiley & Sons, NY.
[39] Hudson, J. (1999). “Briefing and Design: the Role of Creativity.” In the Challenge of Change: Construction and Building for the New Millennium COBRA/ RICS Construction and Building Research Conference, Baldry, D. and Ruddock, L. (eds.), 284-289, RICS/University of Salford, London.
[40] Innes, J.E. and Booher, D.E. (1999). “Consensus Building and Complex Adaptive Systems: a Framework for Evaluating Collaborative Planning.” Journal of the American Planning Association, 65(4) 412-422, American Planning Association, Chicago, IL.
[41] Kalay, Y. (2000). “Multidisciplinary Collaborative Design.” Course Syllabus, Department of Architecture, University of California at Berkeley.
[42] Kamara, J., Anumba, C. and Evbuomwan, N. (2000). “Establishing and Processing Client Requirements - a Key Aspect of Concurrent Engineering in Construction.” Journal of Engineering, Construction and Architectural Management, 7(1)15-28, Blackwell Science Ltd. UK,
[43] Kamara, J. and Anumba, C. (2001). “A Critical Appraisal of the Briefing Process in Construction.” Journal of Construction Research, 1(2) 13-24, World Scientific, Hong Kong.
[44] Kelly, J., MacPherson, S. and Male, S. (1992). The Briefing Process. Royal Institute of Chartered Surveyors, London.
[45] Kenny, J. (2003). “Effective Project Management for Strategic Innovation and Change in an Organizational Context.” Project Management Journal. 34(1), Project Management Institute.
[46] Koskela, L. (2000). “An Exploration towards a Production Theory and its Application to Construction.” VTT Publications; 408, 296 p., VTT Building Technology, Espoo, Finland.
[47] Lawson, B. (1980). How Designers Think. 213pp, The Architectural Press Ltd, London.
[48] Lambert, S., Poteete, J., and Waltch, A., (2000). Generating High-Performance Corporate Real Estate Service. MIT, USA.
[49] Love, P.E., Holt, G. D. and Heng, L. (2002). “Triangulation in Construction Management Research.” Journal of Engineering, Construction and Architectural Management, 9(4) 294-303, Blackwell Science Ltd, UK.
[50] MacMillan, S., Steele, J., Austin, S., Kirby, P. and Spence, R. (2001). “Development and Verification of a Generic Framework for Conceptual Design.” Design studies, 22(2), 169-191, Elsevier Science Ltd., UK.
[51] Manning, P. and Mattar, S. (1994). “A Preliminary to Development of Expert Systems for Total Design of Entire Buildings.” in Principles of Computer-Aided Design: Evaluating and Predicting Design Performance, Edited by Yehuda E. Kalay, John Wiley & Sons, Inc., New York, USA.
[52] March, J.G. (1983). The Technology of Foolishness, Ambiguity and Choice in Organizations, by March, J. G. and Olsen, J. P., Universitetsforlaget, Norway.
[53] Green, S.D. and Simister, S.J. (1999). “Modeling Client Business Processes as an Aid to Strategic Briefing.” Construction Management and Economics, 17, 63-76, E. & F.N. Spon, UK.
[54] Griffin, A. & Hauser, J. (1993). “The Voice of the Customer.” Marketing Science, 12, 1, 1-27, JSTOR.
[55] Grundy, T. (1998). “Strategy Implementation and Project Management.” International Journal of Project Management, 16, 1, 43-50. Elsevier Science Ltd & IPMA. UK.
[56] Fisher, R., Ury, W. and Batton, P. (1991). Getting to Yes. New York: Penguin Books.
[57] Van Der Merwe, A. (2002). “Project Management and Business Development: Integrating Strategy, Structure, Processes and Projects.” International Journal of Project Management, 20, 401-411, Elsevier.
[58] Verger, M.D., and Kaderlan, N. (1994). Connective Planning. McGraw-Hill, New York.
[59] Winch, G., Usmani, A. and Edkins, A. (1998). Towards Total Project Quality: a Gap Analysis Approach.” Construction Management and Economics, 16, 193 – 207, E. & F.N. Spon, UK.
[60] Womack, J. and Jones, D. (1996). Lean Thinking: Banish Waste and Create Wealth in your Corporation. Simon & Schuster, New York.
[61] Woodhead, R.M. (1999). The Influence of Paradigms and Perspectives on the Decision to Build Undertaken by Large Experienced Clients of the UK Construction Industry. PhD Dissertation, School of Civil Engineering, University of Leeds, Leeds, UK.
[62] Gerard Whelton, M., The Development of Purpose in the Project Definition Phase of Construction Projects- Implications for Project Management, A dissertation submitted in partial satisfaction of the requirements for the degree of Doctor of Philosophy in Engineering - Civil & Environmental Engineering in the GRADUATE DIVISION of the UNIVERSITY OF CALIFORNIA, BERKELEY.
[63] Yin, R. (1993). Applications of Case Study Research. Applied Social Research Methods Series Volume 34, Sage Publications, Newbury Park, CA.
[64] Yin, R. (2003). Case Study Research: Design and Methods. 3rd Edition, Applied Social Research Methods Series Volume 5, Sage Publications, Thousand Oaks, CA.
[65] Zhou, B., Liu, L., Oliva, A., and Torralba, A., Recognizing City Identity via Attribute Analysis of Geo-tagged Images
Author Information
  • Young Researchers and Elite Club, South Tehran Branch, Islamic Azad University, Tehran, Iran

Cite This Article
  • APA Style

    Reza Keshavarz Norozpour. (2015). Cultural Paradigms of the Citizen in Project Management. International Journal of Management and Fuzzy Systems, 1(1), 1-6. https://doi.org/10.11648/j.ijmfs.20150101.11

    Copy | Download

    ACS Style

    Reza Keshavarz Norozpour. Cultural Paradigms of the Citizen in Project Management. Int. J. Manag. Fuzzy Syst. 2015, 1(1), 1-6. doi: 10.11648/j.ijmfs.20150101.11

    Copy | Download

    AMA Style

    Reza Keshavarz Norozpour. Cultural Paradigms of the Citizen in Project Management. Int J Manag Fuzzy Syst. 2015;1(1):1-6. doi: 10.11648/j.ijmfs.20150101.11

    Copy | Download

  • @article{10.11648/j.ijmfs.20150101.11,
      author = {Reza Keshavarz Norozpour},
      title = {Cultural Paradigms of the Citizen in Project Management},
      journal = {International Journal of Management and Fuzzy Systems},
      volume = {1},
      number = {1},
      pages = {1-6},
      doi = {10.11648/j.ijmfs.20150101.11},
      url = {https://doi.org/10.11648/j.ijmfs.20150101.11},
      eprint = {https://download.sciencepg.com/pdf/10.11648.j.ijmfs.20150101.11},
      abstract = {Culture is one the important component in the city. Our views on the world are disparate and, although sciences comprehend parts of the world's rationality, this comprehension is not all-encompassing. In other hands, the concept of “city” and “management” shown sustainable cities programme (SCP) for all aspects related of city. Therefore, in order to improve life conditions, environmental sustainability, economics and etc., we need strong approaches for city managing. In this paper, we first review some important concepts, then we proposed some strategy for reinforcement of the sustainable cities, that is cities management.},
     year = {2015}
    }
    

    Copy | Download

  • TY  - JOUR
    T1  - Cultural Paradigms of the Citizen in Project Management
    AU  - Reza Keshavarz Norozpour
    Y1  - 2015/06/19
    PY  - 2015
    N1  - https://doi.org/10.11648/j.ijmfs.20150101.11
    DO  - 10.11648/j.ijmfs.20150101.11
    T2  - International Journal of Management and Fuzzy Systems
    JF  - International Journal of Management and Fuzzy Systems
    JO  - International Journal of Management and Fuzzy Systems
    SP  - 1
    EP  - 6
    PB  - Science Publishing Group
    SN  - 2575-4947
    UR  - https://doi.org/10.11648/j.ijmfs.20150101.11
    AB  - Culture is one the important component in the city. Our views on the world are disparate and, although sciences comprehend parts of the world's rationality, this comprehension is not all-encompassing. In other hands, the concept of “city” and “management” shown sustainable cities programme (SCP) for all aspects related of city. Therefore, in order to improve life conditions, environmental sustainability, economics and etc., we need strong approaches for city managing. In this paper, we first review some important concepts, then we proposed some strategy for reinforcement of the sustainable cities, that is cities management.
    VL  - 1
    IS  - 1
    ER  - 

    Copy | Download

  • Sections