Developing Business Case for Implementing Process Management in Small and Midsize Construction Businesses
Jürgens, Simon (2025)
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2025102926652
https://urn.fi/URN:NBN:fi:amk-2025102926652
Tiivistelmä
This thesis explores how small and midsize construction businesses (SMB), especially those serving as general and total contractors, can improve their project results through structured process management. It also examines whether implementing process management is a feasible business strategy for project management companies. The overall goal is to create a process management framework suited to the needs and challenges of SMBs.
The applied research consists of a literature review, a case study analysis, a comparison of two business models, and three expert interviews. The focus is on the tendering and claim management phases, as inefficiencies in these fields can cause major financial losses and decline project performance.
Based on the key findings, a five-step framework was developed, consisting of readiness assessment, process documentation, tool selection, pilot implementation, and continuous improvement. Its application demonstrates how structured process management and straightforward digital tools can address the identified challenges of SMBs. The hybrid model, which combines a one-time counseling approach for entrance with a permanent partnership model, is considered the most promising candidate for this new business case.
These findings help to close the currently existing research gap on construction SMBs and provide a first process management guideline for SMBs and project management companies.
The applied research consists of a literature review, a case study analysis, a comparison of two business models, and three expert interviews. The focus is on the tendering and claim management phases, as inefficiencies in these fields can cause major financial losses and decline project performance.
Based on the key findings, a five-step framework was developed, consisting of readiness assessment, process documentation, tool selection, pilot implementation, and continuous improvement. Its application demonstrates how structured process management and straightforward digital tools can address the identified challenges of SMBs. The hybrid model, which combines a one-time counseling approach for entrance with a permanent partnership model, is considered the most promising candidate for this new business case.
These findings help to close the currently existing research gap on construction SMBs and provide a first process management guideline for SMBs and project management companies.