Bo Terje Kalsaas

• Skaar, John; Bølviken, Trond & Kalsaas, Bo Terje (2025). Revitalizing Language Action in the Last Planner System™. Annual Conference of the International Group for Lean Construction. ISSN 2309-0979. IGLC33, s. 1266–1273. doi: 10.24928/2025/0180. Fulltekst i vitenarkiv Vis sammendrag

  The Last Planner System™ has been instrumental in advancing construction through improved collaboration, reliability, and workflow planning. Building on the foundational principles of the Language-Action Perspective, this paper emphasizes the need to make critical elements of project planning more explicit, namely: the importance of saying ‘no’ and the visibility of actual work. An evolution of the Should-Can-Will-Did framework is proposed by explicitly stating Shouldn’t, Cannot, Won’t, and Did Not. Incorporating these elements in the presentation of the Last Planner System emphasizes the importance of not taking the preferred outcome for granted while creating space for genuine commitment. Representing the work itself in the system's presentation highlights the dynamic nature of execution, reinforcing the integration of planning and doing. These refinements aim to create a more transparent, resilient, and actionable framework, aligning planning efforts more closely with the complexities of project delivery.

• Bølviken, Trond; Skaar, John; Kalsaas, Bo Terje & Koskela, Lauri (2025). What Types of Problem-Solving are Used in the Last Planner System? Annual Conference of the International Group for Lean Construction. ISSN 2309-0979. IGLC33, s. 448–458. doi: 10.24928/2025/0217. Fulltekst i vitenarkiv Vis sammendrag

  The paper presents the framework of Four Types of Problems, published by Art Smalley in 2018, and uses the framework to discuss how problems are solved in the Last Planner System. A problem is defined as any outcome other than the desired performance at any given time. The framework categorizes problems and problem-solving into four distinct types: Troubleshooting, Gap from Standard, Target Condition and Open-ended. The first two types are about maintaining a current standard (to reach the bar), while the two latter are about raising the standard (to raise the bar). The paper finds that Troubleshooting is in fact a dominant way of solving problems in the Last Planner System. Given that Last Planner is generally held to be a pro-active planning approach where tasks are being made ready for execution, this might seem surprising. Among other things, the reason lies in the project-based nature of construction.

• Skaar, John; Bølviken, Trond; Kalsaas, Bo Terje & Koskela, Lauri (2023). What Does a Commitment to a Plan Mean? Annual Conference of the International Group for Lean Construction. ISSN 2309-0979. 31, s. 1407–1417. doi: 10.24928/2023/0251. Fulltekst i vitenarkiv Vis sammendrag

  A plan in the making should pull from what creates customer value and from the performers' knowledge and understanding of the context. A plan for commitment should represent the customer's intent in a way that calls for action on the intent's behalf. A promise to commit to a plan happens at many levels and in many forms toward execution, and every promise made becomes a push mechanism to keep that promise. Since a plan represents both push and pull around a commitment, knowledge about these mechanisms can help to understand a plan's function. The main contribution is a reflection on how a plan's push for commitment interacts with emergent situations and an analysis of what part of the commitment is within or outside the scope of the promise and the promiser's influence and control. The promise made committing to a workplan as input to a Percent Plan Complete measurement is used as a practical example. The paper's conclusion arguably strengthens many of the existing parts and principles of the Last Planner System but also gives suggestions for improvement.

• Kalsaas, Bo Terje; Bølviken, Trond & Skaar, John (2022). The Dual Nature of Complexity in Construction Management–Call for a Renewed Debate. Annual Conference of the International Group for Lean Construction. ISSN 2309-0979. s. 552–563. doi: 10.24928/2022/0160. Fulltekst i vitenarkiv Vis sammendrag

  The paper is conceptual, with the aim of raising a new debate on complexity and value creation within IGLC. The topic of complexity in construction projects was first raised in the Nineties before it in the early 2000s was introduced on the Lean Construction and IGLC agenda. When facing a complex problem, there are two possible strategies to pursue with reference to the Cynefin framework for complexity. The first is to transform and move the problem into the complicated or even simple domain, thereby making it manageable. The second is to handle the problem within the complex domain. The dominant approach within both Project Management and Lean is the first, namely, to emphasize efficiency, flow, standardization, best practice, planning, reliability, and control. The paper challenges this lop-sidedness by pointing out its potential reductionism and argues that we should also appreciate, exploit, and take advantage of complexity instead of just combatting it. Value creation is reliant upon both strategies and is therefore not a question of either or, but of balance and trade-offs based on an inherent dualism.

• Skaar, John & Kalsaas, Bo Terje (2021). The Importance of Alignment. I Alarcón, Luis F. & González, Vicente A. (Red.), Proceedings of the 29th Annual Conference of the International Group for Lean Construction (IGLC29. Fondo Editorial (FE) de la Pontificia Universidad Católica del Perú (PUCP). ISSN 9786124802546. s. 534–541. doi: 10.24928/2021/0211. Fulltekst i vitenarkiv
• Malvik, Tobias Onshuus; Kalsaas, Bo Terje; Shabani, Rouzbeh & Sandvik, Karl Oscar (2021). The Impact of BVP in a TVD Based Project Delivery. I Alarcón, Luis F. & González, Vicente A. (Red.), Lean Construction in Crisis Times: Responding to the Post Pandemic AEC Industry Challenges. Fondo Editorial (FE) de la Pontificia Universidad Católica del Perú (PUCP). ISSN 9786124802546. s. 23–32. doi: 10.24928/2021/0162. Fulltekst i vitenarkiv
• Johansen, Agnar; Engebø, Atle; Torp, Olav & Kalsaas, Bo Terje (2021). Development of target cost – By the owner or together with Contractors - Target Value Design. Procedia Computer Science. 181, s. 1171–1178. doi: 10.1016/j.procs.2021.01.314. Fulltekst i vitenarkiv Vis sammendrag

  Cost growth and cost overrun of projects is a well-researched topic, but still a recurring problem. Some of the problems may be attributed to the difficulties of setting a realistic cost estimate in the early phase of the project. This paper aims to give insight o the challenge of setting realistic cost targets. We particularly focus on large and complex infrastructure projects in the context on the Norwegian construction industry. Four large infrastructure projects have been examined, all used a variation of target cost and was more or less successful in their implementation of this approach. Through interviews and document study we identified that when setting cost targets for projects, both allowable cost and target cost should be considered. Allowable cost should be defined by the project owner, implying that the allowable cost should be set before the start of design. Furthermore, the target cost should either be set by the project owner or in dialogue with the design and contractor team. The study concludes that it is important that the target cost is set 12 – 20 % below allowable cost so that it is possible both to drive innovations through the design process and to be able to handle risks during construction.

• Malvik, Tobias Onshuus; Wondimu, Paulos Abebe; Kalsaas, Bo Terje & Johansen, Agnar (2021). Various Approaches to Early Contractor Involvement in Relational Contracts. Procedia Computer Science. 181, s. 1162–1170. doi: 10.1016/j.procs.2021.01.313. Fulltekst i vitenarkiv Vis sammendrag

  The main rationale for involving contractors is to apply collaboration to mitigate risk and to harvest opportunities to reduce cost and to increase the project owner’s value. In the paper we argue in the applied analytical model that there are four levels of early contractor involvement (ECI), which are 1) Preparation of the project (before sparking off competition); 2) During the procurement phase (development of what to build); 3) Project delivery model (before construction contract, but after the contractor and designers are selected); 4) Project delivery model (where involvement also continues in the execution phase). In the paper we argue that category 4 have the largest potential in term of project risk mitigation and possibility exploitation, and category 1 least. Three road construction case studies are conducted. The findings show that each project had different approaches to contractor involvement, and different PDM. Case 1 and 2 can be identified to be in category 2, while case 3 are in category 4. However, case 3 has reached to short in the execution phase to reveal the expected potential when contractor involvement also continues in the execution phase. It seems, however, like all approaches to ECI had positive impacts on the relationship between the client and contractor. Further empirical studies have to be conducted to improve the addressed analytical/theoretical generalization.

• Collins, Dave; Johansen, Agnar; Kalsaas, Bo Terje; Salaj, Alenka Temeljotov & Hamdy, Mohamed (2021). Brought by Degrees: A Focus on the Current Indicators of Lean ‘Smartness’ in Smart Cities. I Alarcón, Luis F. & González, Vicente A. (Red.), Lean Construction in Crisis Times: Responding to the Post Pandemic AEC Industry Challenges. Fondo Editorial (FE) de la Pontificia Universidad Católica del Perú (PUCP). ISSN 9786124802546. s. 167–176. doi: 10.24928/2021/0156. Fulltekst i vitenarkiv Vis sammendrag

  The purpose of this paper is to look at the indicators to which a city can be considered to be a smart city based upon the degree it meets specific indicators within the categories of ‘Social Smartness’, ‘Technological Smartness’ and ‘Environmental Smartness’. The data collection for this paper was conducted through desk research in academic and non academic articles and publications that focus on smart cities and their associated indicators. This study found out common factors based upon the indicators studied. ‘Social Smartness’ had a focus on the quality of life, civic engagement and wellbeing. ‘Technological Smartness’ was centric on flexible technology, well utilised and defined applied technology and data. ‘Environmental Smartness’ was focused on optimisation, waste management and sustainable thinking. This study offers possibilities to advance Lean thinking by looking at indicators to attribute a degree of ‘Smartness’ to cities which in turn will optimise the development and operation of a Smart City and Smart Districts.

• Lohne, Jardar; Torp, Olav; Andersen, Bjørn Sørskot; Aslesen, Sigmund; Bygballe, Lena Elisabeth & Bølviken, Trond [Vis alle 22 forfattere av denne artikkelen] (2021). The emergence of lean construction in the Norwegian AEC industry. Construction Management and Economics. ISSN 0144-6193. doi: 10.1080/01446193.2021.1975041. Fulltekst i vitenarkiv Vis sammendrag

  Lean construction has inspired the AEC industry globally over the last decades, and this manifests within a wide array of contexts. The purpose of this paper is to provide a narrative-based qualitative analysis of the emergence and impact of Lean construction on a national level, notably in the Norwegian AEC industry. The analysis is based on the concept of paradigm shift and on empirical knowledge in the form of narratives. The narratives of practitioners and researchers provide deep insights into how Lean Construction has inspired the Norwegian AEC industry and academia, respectively. The reflections indicate that the introduction of the Lean construction principles and tools in the Norwegian AEC industry has depended on promoters who have been convinced about its advantages. The role of active promoters – in particular Dr. Glenn Ballard – is underlined as key to successful introduction of Lean Construction. Key cultural features of the Norwegian AEC industry are emphasized as important success factors. Lean Construction in Norway needs to be understood as a phenomenon occurring within a setting that is generally advantageous but also following an effort carried out on several levels. Key elements that can be used within other contexts are (1) the existence of promoters, (2) cooperation between industry and academic circles, (3) a high degree of trust and (4) a predominance of bottom-up organizations within the industry with few levels of hierarchy.

• Lindhard, Søren M.; Neve, Hasse; Kalsaas, Bo Terje; Møller, Dan Eggert & Wandahl, Søren (2020). Ranking and comparing key factors causing time-overruns in on-site construction. International Journal of Construction Management. ISSN 1562-3599. doi: 10.1080/15623599.2020.1820659. Fulltekst i vitenarkiv
• Kristensen, Kai Haakon & Kalsaas, Bo Terje (2020). Bridging Strategic Project Planning with Tactical Planning in the Design Process. Lecture Notes in Mechanical Engineering. ISSN 2195-4356. s. 299–309. doi: 10.1007/978-981-15-1910-9_25. Fulltekst i vitenarkiv
• Skaar, John; Bølviken, Trond; Koskela, Lauri & Kalsaas, Bo Terje (2020). Principles as a Bridge Between Theory and Practice. Annual Conference of the International Group for Lean Construction. ISSN 2309-0979. doi: 10.24928/2020/0065. Fulltekst i vitenarkiv Vis sammendrag

  Principles can carry the intent from the theory they represent. Military strategy has a long history of being presented through principles of war. In Lean Construction, principles like “flow,” “pull,” “remove waste” are used with ease. However, have they been correctly treated and understood? Supported by a literature review, we follow the use of principles through the history and the standing and character they have gained. The work is grounded in the important position of principles between theory and practice, and methodologically proceeds through philosophical conceptualisation. We recognise the guiding, dynamic, adjustable, durable, action-oriented, prescriptive and descriptive capabilities of principles, and emphasise their important capacity to facilitate abductive reasoning. We call for reflection upon the power of principles to strengthen the theoretical conceptualisation of Lean as well as upon their power to support improvement in practice.

• Malvik, Tobias Onshuus; Engebø, Atle; Wondimu, Paulos Abebe; Johansen, Agnar & Kalsaas, Bo Terje (2020). Comparing Road Construction Projects Against an IPD Standard. Annual Conference of the International Group for Lean Construction. ISSN 2309-0979. s. 553–564. doi: 10.24928/2020/0086. Fulltekst i vitenarkiv
• Kalsaas, Bo Terje; Nwajei, Una Obiose Kriston & Mossum, Christine (2020). A critical perspective on Integrated Project Delivery (IPD) applied in a Norwegian public hospital project. MATEC Web of Conferences. 312(2020). doi: 10.1051/matecconf/202031207001. Fulltekst i vitenarkiv
• Kalsaas, Bo Terje; Rullestad, Anders & S., Thorud Hanne (2020). Continuous Improvement on Detailed Design Phase: A Process Perspective. Journal of Engineering, Project, and Production Management. ISSN 2221-6529. 10(2), s. 103–113. doi: 10.2478/jeppm-2020-0013. Fulltekst i vitenarkiv Vis sammendrag

  The construction project being studied is a government investment related to the relocation of a biomedical institute delivering research-based knowledge and contingency support in the fields of animal health, fish health and food safety. The project covers a total of 63,000 square meters distributed over 10 buildings with a very high degree of complexity. The design alone has required 1 million hours, which relates to a client cost of about 100 million Euro. The purpose of this paper is to study the applied methodology for managing the detailed design to identify lessons learned from the project. The theory underlying the study is inspired by lean design management and design theory linked to design as phenomena, including reciprocal interdependencies, iteration, decomposition, design as a “wicked problem”, learning, gradual maturation, etc. The article is based on an abductive research design and has been implemented as a case study where both qualitative and quantitative methods have been used.

• Kristensen, Kai Haakon & Kalsaas, Bo Terje (2020). Bridging Strategic Project Planning with Tactical Planning in the Design Process, The 10th International Conference on Engineering, Project, and Production Management. Lecture Notes in Mechanical Engineering. ISSN 9789811519109. s. 299–309. Fulltekst i vitenarkiv
• Kalsaas, Bo Terje (2020). Lean Consruction. A management model for interdependencies in detailed design. I Tzortzopoulos, Patricia; Kagioglou, Mike & Koskela, Lauri (Red.), Lean Construction. Core Concepts and New Frontiers. Routledge. ISSN 9780429203732. s. 209–229. doi: 10.1201/9780429203732. Fulltekst i vitenarkiv
• Klakegg, Ole Jonny; Torp, Olav; Kalsaas, Bo Terje; Bølviken, Trond & Hannås, Gøril (2020). Uncertainty management. A development area for Lean Construction. I Tzortzopoulos, Patricia; Kagioglou, Mike & Koskela, Lauri (Red.), Lean Construction. Core Concepts and New Frontiers. Routledge. ISSN 9780429203732. Fulltekst i vitenarkiv
• Nwajei, Una Obiose Kriston & Kalsaas, Bo Terje (2020). Comparative analysis of mega road construction projects in term of innovation, The 10th International Conference on Engineering, Project, and Production Management. Lecture Notes in Mechanical Engineering. ISSN 9789811519109. s. 151–163. Fulltekst i vitenarkiv
• Kalsaas, Bo Terje; Rullestad, Anders & Thorud, Hanne (2020). Lessons Learned from Managing the Design Process of a Large and Complex Construction Project Seen in a Lean Construction Perspective, The 10th International Conference on Engineering, Project, and Production Management. Lecture Notes in Mechanical Engineering. ISSN 9789811519109. s. 447–458. Fulltekst i vitenarkiv
• Kalsaas, Bo Terje; Hannås, Gøril; Frislie, Grethe & Skaar, John (2018). Transformation From Design-Bid-Build to Design-Build Contracts in Road Construction. I Gonzalez, Vicente (Red.), Proceedings of The 26th Annual Conference of the International Group for Lean Construction. Indian Institute of Technology Madras. ISSN 9789380689296. s. 34–45. doi: 10.24928/2018/0394. Fulltekst i vitenarkiv
• Kalsaas, Bo Terje & Kristensen, Kai Haakon (2018). New approach to developing integrated milestones for planning and production control. I Gonzalez, Vicente (Red.), Proceedings of The 26th Annual Conference of the International Group for Lean Construction. Indian Institute of Technology Madras. ISSN 9789380689296. s. 869–878. doi: 10.24928/2018/0238. Fulltekst i vitenarkiv
• Kalsaas, Bo Terje (2017). Last Planner - et system for planlegging og styring. I Kalsaas, Bo Terje (Red.), Lean Construction. Forstå og forbedre prosjektbasert produksjon. Fagbokforlaget. ISSN 9788245021073. s. 35–59. Fulltekst i vitenarkiv
• Knutson, Åsmund & Kalsaas, Bo Terje (2017). Erfaringer med Last Planner-inspirert styring i prosjektbasert mekanisk industri. I Kalsaas, Bo Terje (Red.), Lean Construction. Forstå og forbedre prosjektbasert produksjon. Fagbokforlaget. ISSN 9788245021073. s. 195–216. Fulltekst i vitenarkiv
• Kalsaas, Bo Terje; Bølviken, Trond & Klakegg, Ole Jonny (2017). Produksjon og prosjekter - flyt og verdiskaping i bygg- og anleggsnæringen. I Kalsaas, Bo Terje (Red.), Lean Construction. Forstå og forbedre prosjektbasert produksjon. Fagbokforlaget. ISSN 9788245021073. s. 19–32. Fulltekst i vitenarkiv
• Bonnier, Knut Erik & Kalsaas, Bo Terje (2017). Tradisjonell prosjektplanlegging og -styring i et Lean-perspektiv. I Kalsaas, Bo Terje (Red.), Lean Construction. Forstå og forbedre prosjektbasert produksjon. Fagbokforlaget. ISSN 9788245021073. s. 61–89. Fulltekst i vitenarkiv
• Kalsaas, Bo Terje; Grindheim, Ingvald & Læknes, Nina (2017). Last Planner-inspirert planlegging hos Kruse Smith Entreprenør - lokaliseringsbasert planlegging. I Kalsaas, Bo Terje (Red.), Lean Construction. Forstå og forbedre prosjektbasert produksjon. Fagbokforlaget. ISSN 9788245021073. s. 175–194. Fulltekst i vitenarkiv
• Kalsaas, Bo Terje & Ose, Arne Olai (2017). Avhengigheter og koordinering i byggeplassproduksjon. I Kalsaas, Bo Terje (Red.), Lean Construction. Forstå og forbedre prosjektbasert produksjon. Fagbokforlaget. ISSN 9788245021073. s. 319–333. Fulltekst i vitenarkiv
• Kalsaas, Bo Terje (2017). Systematisk læring i byggeprosjekter. I Kalsaas, Bo Terje (Red.), Lean Construction. Forstå og forbedre prosjektbasert produksjon. Fagbokforlaget. ISSN 9788245021073. s. 273–297. Fulltekst i vitenarkiv
• Bølviken, Trond; Aslesen, Sigmund; Kalsaas, Bo Terje & Koskela, Lauri (2017). A balanced dashboard for production planning and control. I Bosché, Frédéric; Brilakis, Ioannis & Sacks, Rafael (Red.), 2017 Lean and Computing in Construction Congress (LC3) - Proceedings of the Joint Conference on Computing in Construction (JC3). International Group for Lean Construction. ISSN 9780956595188. s. 621–628. doi: 10.24928/2017/0245. Fulltekst i vitenarkiv
• Kalsaas, Bo Terje (2017). Måling av arbeidsflyt, prosessflyt og sløsing i byggeproduksjon - hvordan brukes arbeidstiden? I Kalsaas, Bo Terje (Red.), Lean Construction. Forstå og forbedre prosjektbasert produksjon. Fagbokforlaget. ISSN 9788245021073. s. 219–241. Fulltekst i vitenarkiv
• Klakegg, Ole Jonny; Torp, Olav; Kalsaas, Bo Terje; Bølviken, Trond & Hannås, Gøril (2017). Usikkerhetsstyring - et utviklingsområde for Lean Construction. I Kalsaas, Bo Terje (Red.), Lean Construction. Forstå og forbedre prosjektbasert produksjon. Fagbokforlaget. ISSN 9788245021073. s. 335–363. Fulltekst i vitenarkiv
• Kalsaas, Bo Terje & Moum, Anita (2016). Design and engineering understood as processes of learning. I Achour, Adnane (Red.), Proceedings of the CIB World Building Congress 2016. WBC16. Tampere University of Technology. ISSN 9789521537400. s. 210–221. Fulltekst i vitenarkiv Vis sammendrag

  The purpose of this paper is to develop an analytical model for further verification of design and engineering as processes of learning. Such a model should in particular be able to uncover that design projects mature progressively through interactive processes with strong reciprocal and sequential dependencies. We assume that the linear waterfall style of project management for design and engineering is not adequate for coping with the nature of design and engineering. Following the verifications, the next step in this research is to develop a model for improved design management. The paper addresses the nature of design and engineering and learning theory, and contributes to an improved understanding of the phenomena in question.

• Kalsaas, Bo Terje (2016). Measuring workflow and Waste in Project based production. I Emuze, Fidelis & Saurin, Tarcisio Abreu (Red.), Value and Waste in Lean Construction. Routledge. ISSN 9781138903708. s. 24–42. Fulltekst i vitenarkiv
• Kalsaas, Bo Terje; Bonnier, Knut Erik & Ose, Arne Olai (2016). Towards a Model for Planning and Controlling ETO Design Projects. I Pasquire, Christine L.; Alves, Thais da C.L. & Reginato, Justin M. (Red.), Proceedings of the 24th Annual Conference of the International Group for Lean Construction.. International Group for Lean Construction. ISSN 9780997737622. s. 33–42. Fulltekst i vitenarkiv Vis sammendrag

  In the modern engineering environment design projects have become increasingly complex; this calls for an updated perspective on how to plan and coordinate design projects. This paper describes the identified premise that will lay the foundation of the development of a model for planning and controlling such projects. The premise includes principles, requirements, and methods derived from theories around subjects, such as, production theory, lean and agile. The distinctiveness of the design process has been central when setting the premise for the model.

• Kalsaas, Bo Terje; Thorstensen, Rein Terje & Skaar, John (2015). Pull vs. Push in Construction Work Informed by Last Planner. I Seppänen, Olli; Gonzales, Vicente A. & Arroyo, Paz (Red.), Global Problems - Global Solutions. Proceedings IGLC 2015 Perth Australia. IGLC. ISSN 9780987455796. s. 103–112. Fulltekst i vitenarkiv Vis sammendrag

  The Last Planner System (LPS) is widely characterized as a pull system. In this paper the authors question if this characterization is correct. The authors argue that LPS applies a combination of pull scheduling and push control at the shop floor level. Line of balance and Takt-time Planning are also discussed. There are no findings that support that these techniques applied in combination with LPS change the authors’ main conclusion. The goal of this paper is to provide a better understanding of LPS and to contribute to the discussion of pull-push. The authors agree that pull may not always be the best option. The authors argue that choosing pull, push or a combination of the principles should be based on the production dynamic in question.

• Kalsaas, Bo Terje; Ose, Arne Olai & Bonnier, Knut Erik (2015). Waste in Design and Engineering. I Seppänen, Olli; Gonzales, Vicente A. & Arroyo, Paz (Red.), Global Problems - Global Solutions. Proceedings IGLC 2015 Perth Australia. IGLC. ISSN 9780987455796. s. 463–472. Fulltekst i vitenarkiv Vis sammendrag

  The purpose of this paper is to shed light on the feasibility of using waste drivers to explain waste in a design and engineering setting. Waste drivers are defined as the mechanisms that have the capacity to create waste, under certain conditions. The waste can occur in design and engineering, and as a consequence of design and engineering. Waste include, e.g. reduced build ability and usability, with increased costs, time, and quality. The distinctiveness of the engineering process has been central when attempting to identify the waste drivers. The complexity associated with waste in design and engineering may indicate that the conventional manufacturing wastes do not suffice in the context of identifying waste in design and engineering. Based on researched literature and a case study, a list of waste drivers was identified. This paper should contribute to the understanding of design and engineering processes. Thus, potentially making design and engineering processes more predictable.

• Lia, Knut Anders; Ringerike, Henning & Kalsaas, Bo Terje (2014). Increase Predictability in Complex Engineering and Fabrication Projects. I Kalsaas, Bo Terje; Koskela, Lauri & Saurin, Tarcisio Abreu (Red.), Understanding and improving project based production - Volume 1. Akademika forlag. ISSN 9788232104598. s. 437–449. Fulltekst i vitenarkiv
• Kalsaas, Bo Terje; Gundersen, Mariann & Berge, Truls Olav (2014). To Measure Workflow and Waste. A Concept for Continious Improvement. I Kalsaas, Bo Terje; Koskela, Lauri & Saurin, Tarcisio Abreu (Red.), Understanding and improving project based production - Volume 2. Akademika forlag. ISSN 9788232104604. s. 835–846. Fulltekst i vitenarkiv
• Kalsaas, Bo Terje; Grindheim, Ingvald & Læknes, Nina (2014). Integrated Planning vs. Last Planner System. I Kalsaas, Bo Terje; Koskela, Lauri & Saurin, Tarcisio Abreu (Red.), Understanding and improving project based production - Volume 2. Akademika forlag. ISSN 9788232104604. s. 639–650. Fulltekst i vitenarkiv
• Kalsaas, Bo Terje; Finsådal, Stian & Hasle, Kristian (2014). To Achieve Predictability in Engineering. I Kalsaas, Bo Terje; Koskela, Lauri & Saurin, Tarcisio Abreu (Red.), Understanding and improving project based production - Volume 1. Akademika forlag. ISSN 9788232104598. s. 451–462. Fulltekst i vitenarkiv
• Amundsen, Ivar; Kalsaas, Bo Terje; Knudsen, Jon Paschen & Olsen, Torunn Skåltveit (2014). Lean og den norske modellen - møte eller konflikt? I Johnsen, Hans Christian Garmann & Amundsen, Ivar (Red.), Forskning møter praksis. Portal forlag. ISSN 9788283140156. s. 27–43. Fulltekst i vitenarkiv
• Fosse, Roar; Kalsaas, Bo Terje & Drevland, Frode (2014). Construction Site Operations Made Leaner and Standardized: A Case Study. I Kalsaas, Bo Terje; Koskela, Lauri & Saurin, Tarcisio Abreu (Red.), Understanding and improving project based production - Volume 3. Akademika forlag. ISSN 9788232104611. s. 823–834. Fulltekst i vitenarkiv
• Thorstensen, Rein Terje; Kalsaas, Bo Terje; Skaar, John & Jensen, Sigmund (2013). Last planner system innovation efforts on requirements for digital management system. Annual Conference of the International Group for Lean Construction. ISSN 2309-0979. s. 669–678. Fulltekst i vitenarkiv Vis sammendrag

  The plans and on-going efforts of a major Scandinavian construction company to digitalise their LPS-inspired planning processes have provided the focus in this paper. A management system designed to reduce uncertainty by ensuring that soundness criterions are met, is proposed and discussed. The proposal involves predefining “process trains” and introducing tollgates and a traffic light system to visualize the soundness status. Our conclusion is that such a system is possible and desirable provided that the user threshold is low and that the system is low-maintenance. The latter is achieved by as far as possible making it an automatic part of other, already existing processes. If successful, the system could also provide additional support for decision-making in relation to principals and engineering issues.

• Kalsaas, Bo Terje (2013). INTEGRATION OF COLLABORATIVE LPS-INSPIRED AND RATIONALISTIC PLANNING PROCESSES IN MECHANICAL ENGINEERING OF OFFSHORE DRILLING CONSTRUCTIONS. Annual Conference of the International Group for Lean Construction. ISSN 2309-0979. s. 659–668. Fulltekst i vitenarkiv Vis sammendrag

  Our focus in this paper is the design of LPS-inspired planning processes in engineering in a case taken from the mechanical offshore oil and gas construction industry. An integrated project engineering delivery system based on design and engineering theory is presented in the paper. Our conceived operationalization is based on a combination of traditional rationalistic models and iterative and inclusive approaches like the ones found in the Last Planner System. The developed model is being tested out in a company setting in an ongoing study, and what are presented here are our preliminary findings. We have uncovered a need for considerable changes, above all to the phase plan and lookahead plan, both of which need radical rethinking to be applied in engineering. Limiting the phase planning timeframe to a few weeks, focussing on detailed milestones based on different levels of maturity in the engineering knowledge that emerges is suggested. A significant finding is that within engineering, it often seems necessary to rely on “making do” as a way of working; hence, the criteria for declaring activities sound must be adjusted accordingly. This paper is a contribution towards better knowledge about challenges associated with implementing LPS-inspired planning processes within mechanical engineering in the offshore construction industry.

• Kalsaas, Bo Terje (2013). Hverdagsinnovasjon. En reise med skrittvise forbedringer,tilbakeslag og læring. I Johnsen, Hans Christian Garmann & Pålshaugen, Øyvind (Red.), Hva er Innovasjon? Perspektiver i norsk innovasjonsforskning. Bind 2: Organisasjon og medvirkning - En norsk modell?. Cappelen Damm Akademisk. ISSN 9788276349641. s. 65–91. Fulltekst i vitenarkiv
• Kalsaas, Bo Terje & Bunker, Britha (2013). Service-based innovation. I Johnsen, Hans Christian Garmann & Pålshaugen, Øyvind (Red.), Hva er Innovasjon? Perspektiver i norsk innovasjonsforskning. Bind 2: Organisasjon og medvirkning - En norsk modell?. Cappelen Damm Akademisk. ISSN 9788276349641. s. 239–260. Fulltekst i vitenarkiv
• Kalsaas, Bo Terje (2013). Collaborative innovation: The decade that radically changed drilling performance. Production planning & control (Print). ISSN 0953-7287. 24(2-3), s. 265–275. doi: 10.1080/09537287.2011.647881. Fulltekst i vitenarkiv Vis sammendrag

  This article sheds light on key factors associated with innovations that are mainly based on experiential learning. The history of a company engaged in the offshore oil and gas industry exemplifies the points: Hitec started out as a small company with limited financial resources, but over a 10-year period, its innovations and improvements radically transformed offshore oil and gas drilling operations. An evolutionary methodological approach is balanced by theoretically informed analysis. A main finding is that customer–supplier interaction was crucial. Hitec’s success, crowned by its eventual acquisition by American capital, can be attributed in part to the knowhow and technology provided by one of its suppliers and partners during the early phase. However, it has also depended on a series of other factors: a flexible, motivated and creative organisation; targeting of the right knowhow; being part of a cluster and thus enjoying easy access to important customers and suppliers as well as easy, informal flow of ideas and information; developers and entrepreneurs prepared to take risks; being in the right place at the right time; a good measure of luck; the underdeveloped state of American drilling control technology; Norwegian oil and gas policies supportive of domestic technological companies; and proximity to research labs which were conducting full-scale tests of drilling operations. An invention made by regional researchers can also be linked to Hitec’s innovation of a drilling control system. The relevance of the article is its contribution to a better understanding of the complexity involved in the implementation of major practice-based innovations – a process which includes identifying and creating ideas; finding a market/customer and putting the ideas into practice.

• Kalsaas, Bo Terje (2013). Measuring waste and workflow in construction. Annual Conference of the International Group for Lean Construction. ISSN 2309-0979. s. 33–42. Fulltekst i vitenarkiv Vis sammendrag

  Applied to continuous improvement work in a construction site setting, a way to operationalize workflow measurement in the construction industry is proposed in this paper. Our conceptualisation uses the metaphor of a river. This river flows with a certain smoothness, intensity and quality (more or less turbulently). The water represents the man-hours available to the employer – which are divided between productive work (direct work, indirect work, planning and HSE work); and waste (e.g. rework, waiting and other forms of downtime). We distinguish between observable and hidden waste. Hidden waste is tied to the potential improvement of methods used in transformation work and indirect work. Our conceptualisation draws on the OEE (Original Equipment Efficiency) concept from manufacturing. For practical reasons, work intensity is assumed constant. Thus the work pressure is even, but the tasks are not necessarily productive. Observable waste, except rework, relates to the smoothness of the river; rework relates to its quality. Flow was measured through observations and self-reporting. All workmen involved in a construction project over time, e.g. for one week, fill in a form estimating their time use, including the daily time loss and its causes. The principle is to detect “making-do” and other sources of waste or downtime. Suspecting that a time ratio cannot produce enthusiasm whereas time reduction can, low values for wasted time are to be interpreted as good flow. Sufficient data validity depends on staff training and motivation. A period of measurement culminates in a joint meeting with the workmen. This is where continuous improvement comes in. Results are discussed, efficiency improvement measures identified, and action plans prepared. Later, e.g. another two months into the project period, new measurements are made, and the figures are followed up with reflections about further improvements.

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• Kalsaas, Bo Terje; Kristensen, Kai Haakon; Veen, Astrid Renata van; Johansen, Agnar & Torp, Olav (2024). Prosjekteringsprosesser. Verdiskaping, bærekraft og kompleksitet. Fagbokforlaget. ISBN 9788245039023. 375 s. Fulltekst i vitenarkiv
• Kalsaas, Bo Terje (2017). Lean Construction. Forstå og forbedre prosjektbasert produksjon. Fagbokforlaget. ISBN 9788245021073. 456 s. Fulltekst i vitenarkiv
• Kalsaas, Bo Terje; Koskela, Lauri & Saurin, Tarcisio Abreu (2014). Understanding and improving project based production - Volume 2. Akademika forlag. ISBN 9788232104604. 534 s. Fulltekst i vitenarkiv
• Kalsaas, Bo Terje; Koskela, Lauri & Saurin, Tarcisio Abreu (2014). Understanding and improving project based production - Volume 3. Akademika forlag. ISBN 9788232104611. 500 s. Fulltekst i vitenarkiv
• Kalsaas, Bo Terje; Koskela, Lauri & Saurin, Tarcisio Abreu (2014). Understanding and improving project based production - Volume 1. Akademika forlag. ISBN 9788232104598. 564 s. Fulltekst i vitenarkiv

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• Tandberg, Anne Grete & Kalsaas, Bo Terje (2023). Smerten som ressurs: Transformativ læring i selvhjelpsgruppearbeid. Tidsskrift for psykisk helsearbeid. ISSN 1503-6707. 20(2), s. 124–135. doi: 10.18261/tph.20.2.4. Fulltekst i vitenarkiv
• Kalsaas, Bo Terje (2023). IPD/IPL fra et forskerperspektiv. Fulltekst i vitenarkiv
• Kalsaas, Bo Terje (2023). Construction Coffee: Felles insentivmodell i byggeprosjekter. Refleksjoner fra forskning. Fulltekst i vitenarkiv
• Kalsaas, Bo Terje (2022). Arkitektens samspill med andre fagdisipliner, byggherren og de utførende. Fulltekst i vitenarkiv
• Veen, Astrid Renata van; Kalsaas, Bo Terje & Alexander, Strand (2022). Hvordan skape verdi i komplekse byggeprosesser? Fulltekst i vitenarkiv
• Kalsaas, Bo Terje (2021). Sykehuset i Tønsberg og IPD. Fulltekst i vitenarkiv
• Johansen, Agnar; Kalsaas, Bo Terje; Wondimu, Paulos & Malvik, Tobias Onshuus (2021). COLLABORATION IN DESIGN AND PROJECT DELIVERY MODELS – ROAD CONSTRUCTION. Fulltekst i vitenarkiv
• Kalsaas, Bo Terje (2021). Target Value Design/Delivery. Kostnads- og målstyrt prosjektering. Byggherrens perspektiv. Fulltekst i vitenarkiv
• Johansen, Agnar; Kalsaas, Bo Terje & Malvik, Tobias Onshuus (2021). LEAN AND OPPORTUNITY DRIVEN MANAGEMENT IN DESIGN AND CONSTRUCTION. Fulltekst i vitenarkiv
• Kalsaas, Bo Terje (2021). Populærformidling forskning – Oppfølging IPL Kvål-Melhus – Utførende-perspektivet. Intervju av Alexander J Mosbakk (Peab), Arve Krogseth (COWI) og Ole Gunnar Sølberg (Nye Veier AS). Fulltekst i vitenarkiv
• Kalsaas, Bo Terje (2021). Nye Veiers (NV) prosjekt om å prøve ut Integrert prosjektleveranse (IPL/IPD) på E6 Kvål-Melhus er nå langt inne i gjennomføringsfasen. Bo Terje Kalsaas, UiA, intervjuer prosjektleder Petter Angelsen, NV, for å belyse erfaringene så langt. Fulltekst i vitenarkiv
• Kalsaas, Bo Terje (2021). Søkelys på Nye Veiers erfaringer med BVP og deres begrunnelser for å justere metoden. Fulltekst i vitenarkiv
• Skaar, John; Bølviken, Trond; Koskela, Lauri & Kalsaas, Bo Terje (2020). Principles as a Bridge Between Theory and Practice. Annual Conference of the International Group for Lean Construction. ISSN 2309-0979. doi: 10.24928/2020/0065. Fulltekst i vitenarkiv
• Kalsaas, Bo Terje; Johansen, Agnar & Sandvik, Karl Oscar (2020). Kan Target Value Design (TVD) føre til bedre måloppnåelse? Bygg.no. Fulltekst i vitenarkiv
• Kalsaas, Bo Terje (2019). Best Value Procurement (BVP). Innlegg til diskusjon på møte i referansegruppen for interkommunal kommunedelplan E18 Dørdal-Grimstad. Fulltekst i vitenarkiv
• Kalsaas, Bo Terje & Nwajei, Una Obiose Kriston (2019). Funn fra Tønsbergprosjektet (IPD-kontrakt i gjennomføringsfasen, SiV). Fulltekst i vitenarkiv
• Kalsaas, Bo Terje (2019). The detailed design phase in a complex construction project. Lessons learned in a process perspective. Fulltekst i vitenarkiv
• Nwajei, Una Obiose Kriston & Kalsaas, Bo Terje (2019). Comparative Analysis of Mega Road Construction Projects in Term of Innovation. Fulltekst i vitenarkiv
• Kristensen, Kai Håkon & Kalsaas, Bo Terje (2019). Bridging Strategic Project Planning with Operative Planning in the Design Process. Fulltekst i vitenarkiv
• Kalsaas, Bo Terje; Rullestad, Anders & Thorud, Hanne (2019). Lessons learned from managing the design process of a large and complex construction project seen in a lean construction perspective. Fulltekst i vitenarkiv
• Kalsaas, Bo Terje & Nwajei, Una Obiose Kriston (2019). Er det behov for nye gjennomføringsmodeller i bygg og anlegg? Bygg.no. Fulltekst i vitenarkiv
• Kalsaas, Bo Terje (2019). Lean Construction fra byggherre perspektiv. Fulltekst i vitenarkiv
• Kalsaas, Bo Terje (2019). Ett år etter INPRO - Lean Construction: A management model for interdependencies in detailed design. Fulltekst i vitenarkiv
• Kalsaas, Bo Terje (2019). Hvordan rigge prosjekter for å legge til rette for godt samarbeid? Fulltekst i vitenarkiv
• Kalsaas, Bo Terje (2019). Refleksjoner rundt akkordlønn og lean. Fulltekst i vitenarkiv
• Kalsaas, Bo Terje & Nwajei, Una Obiose Kriston (2018). A critical perspective on Integrated Project Delivery (IPD) applied in a Norwegian public hospital project. Fulltekst i vitenarkiv
• Kalsaas, Bo Terje (2018). NEW APPROACH TO DEVELOPING INTEGRATED MILESTONES FOR PLANNING AND PRODUCTION CONTROL (Reg. gjelder kun presentasjonen). Fulltekst i vitenarkiv
• Kalsaas, Bo Terje (2018). A critical perspective on Integrated Project Delivery (IPD) applied in a Norwegian public hospital project (Reg. gjelder kun presentasjonen). Fulltekst i vitenarkiv
• Kalsaas, Bo Terje (2018). Transformation from design-bid-build (DBB) to design-build (DB) contracts in road construction (Reg. gjelder kun presentasjonen). Fulltekst i vitenarkiv
• Kalsaas, Bo Terje (2018). Design management in a lean construction perspective. Fulltekst i vitenarkiv
• Kalsaas, Bo Terje (2018). IPD-konseptet og prosjektstyring. Kritisk analyse av funn fra den pågående utbyggingen av sykehuset i Tønsberg. Fulltekst i vitenarkiv
• Kalsaas, Bo Terje (2018). Findings in the first IPD-TVD construction project in Norway (2015-2021). A Public procurement project. Fulltekst i vitenarkiv
• Kalsaas, Bo Terje (2017). Prosjekteringsledelse og læring. I Dammerud, Hege Skårbekk (Red.), Sluttrapport INPRO. Integrert metodikk for prosjekteringsledelse. Veidekke. s. 8–9. Fulltekst i vitenarkiv
• Kalsaas, Bo Terje (2017). Et forskerblikk på detaljprosjekteringen av nye Horten videregående skole. Fulltekst i vitenarkiv
• Kalsaas, Bo Terje (2017). Bokpresentasjon: Lean Construction. Forstå og forbedre prosjektbasert produksjon. Fulltekst i vitenarkiv
• Kalsaas, Bo Terje (2017). Project based production informed by Lean Construction. Offshore projects. Fulltekst i vitenarkiv
• Kalsaas, Bo Terje (2017). Hva er særegent med Lean Construction? Fulltekst i vitenarkiv
• Kalsaas, Bo Terje (2017). Prosjektering og læring. Hvis prosjektering er en kreativ og lærende prosess - hvilke prinsipper og metoder trenger vi for å lede denne prosessen? Fulltekst i vitenarkiv
• Kalsaas, Bo Terje (2016). Arbeidsflyt og waste i byggeprosjekter. Fulltekst i vitenarkiv
• Kalsaas, Bo Terje (2015). Lean Produksjon. Fulltekst i vitenarkiv
• Kalsaas, Bo Terje (2015). Hva bruker vi arbeidstiden til? Fulltekst i vitenarkiv
• Kalsaas, Bo Terje (2014). TO ACHIEVE PREDICTABILITY IN ENGINEERING MANAGEMENT. Fulltekst i vitenarkiv
• Kalsaas, Bo Terje (2023). Evaluering av IPL-prosjektet E6 Kvål-Melhus. Samhandlingsfase og byggefase. Utarbeidet for Nye Veier AS. Intern arbeidsrapport. Universitetet i Agder. Fulltekst i vitenarkiv
• Nwajei, Una Obiose Kriston; Kalsaas, Bo Terje & Bydall, Christine (2018). Integrated project delivery (IPD) in Norwegian construction projects : Sharing of risk and opportunities aiming at better cooperation and project achievement. Universitetet i Agder. Fulltekst i vitenarkiv Vis sammendrag

  In the architecture, engineering and construction (AEC) industry projects are often temporary in nature and are often characterised as PBO project-based organisations. Each project chooses a number of strategies which makes up a project development model. Traditionally models have focused on transactional contracting between actors in the value chain which opens up the way, for sub-optimisation and risk aversion as the common challenges. In such circumstances, each actor has a different perception of the aim and the success of the project, and so try to find ways to take the lowest risk and gain the most profit coupled with optimising their own interests. Based on the highlighted problem the study aims to investigate of the research is to examine Integrated project delivery (IPD) in Norwegian construction projects. Sharing of risk and opportunities aiming at better collaboration and project achievement. The thesis aims at testing the differences between IPD and alternative implementation models. Hence this thesis attempts to answer the following propositions: • Proposition one states that IPD provides less scope for sub-optimisation and opportunistic behaviour between companies in the value chain. • Proposition two states that IPD provides better conditions for unified solutions (swapping) than traditional contracts. • Proposition three states that IPD safeguards quality and customer value in a better way than alternative implementation models while maintaining constructability. • Proposition four states that IPD, in combination with TVD, provides better framework conditions for continuous improvement and innovation compared to a Design Build model. Furthermore, this case study answers the propositions by collecting data composed mainly of the documents, survey and interviews which were analysed using the framework method. Based on analysed content the findings show that IPD provides helps to alleviate the characteristic problems in the AEC industry and how this have changed using IPD. These problems come from a lack of quality, lack of collaboration, opportunism, lack of customer value and a lack of innovation. By using a critical realist perspective, one can identify the influencing mechanisms.

• Knotten, Vegard; Hansen, Geir Karsten; Svalestuen, Fredrik; Kalsaas, Bo Terje; Andersen, Lars & Aslesen, Sigmund [Vis alle 7 forfattere av denne artikkelen] (2017). Sluttrapport INPRO - Integrert metodikk for prosjekteringsledelse. Veidekke Entreprenør. Fulltekst i vitenarkiv

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