Trond Bølviken

• Nwajei, Una Obiose Kriston; Bølviken, Trond & Hellström, Magnus Mikael (2025). PARADOXES IN INTEGRATED PROJECT DELIVERY. Annual Conference of the International Group for Lean Construction. ISSN 2309-0979. 33, s. 25–36. doi: 10.24928/2025/0188. Fulltekst i vitenarkiv Vis sammendrag

  Integrated Project Delivery (IPD) is a delivery model that has attracted increasing interest in both academia and industry over the past decade or so. It is based on enforced collaboration through a multi-party agreement, sharing risks and opportunities, common decision-making, co-location, and other means. There are fundamental paradoxes embedded in any project delivery model, and the ones related to IPD seem to be underexplored. Paradoxes are contradictory yet interrelated elements that exist simultaneously and persist over time. Because there is no unambiguous right or wrong solution to a paradoxical problem, it has to be resolved by balancing the considerations in question. This implies that the solution will always be contextual and that it can always be disputed. This empirically inspired conceptual paper identifies nine paradoxes grouped into four paradox themes that are central to IPD: relational dynamics, misaligned expectations, strategic dilemmas, and project implementation challenges. Through the examination of these paradoxes, we discuss and identify the inherent challenges in the adoption of IPD.

• Nwajei, Una Obiose Kriston; Bølviken, Trond & Hellström, Magnus Mikael (2025). Integrated Project Delivery in Norway – the Clients’ Perspective on Challenges. Annual Conference of the International Group for Lean Construction. ISSN 2309-0979. 33, s. 1243–1254. doi: 10.24928/2025/0154. Fulltekst i vitenarkiv Vis sammendrag

  The purpose of the paper is to identify and understand the clients’ motives for choosing Integrated Project Delivery (IPD) as a Project Delivery Model (PDM) and their experiences of the challenges in adopting it in Norway. This is an overlooked perspective as most studies focus on general benefits and barriers to IPD. The paper draws upon interviews with client representatives. The study reveals six recurring challenges across the projects: diverse motivations for choosing IPD, the necessity of enthusiasts to drive adoption, the challenge of convincing decision-makers that the public procurement regulations are not a showstopper, that agreeing on target prices can be hard and potentially lead to project collapse and that decision-making within the IPD framework can be challenging. The findings show that the rationale for adopting IPD is based on a complex interplay of factors. We conclude by arguing that while enthusiasm is a powerful catalyst for IPD adoption, it must be balanced with rational decision-making and a clear understanding of project-specific circumstances.

• 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.

• Koskela, Lauri; Ballard, Glenn & Bølviken, Trond (2023). Waste: Why Economics Got Is So Wrong, and What Could Be the Remedy? I Rybkowski, Zofia; Liu, Min & Sarhan, Saad (Red.), Proceedings of the 31st Annual Conference of the International Group for Lean Construction (IGLC31). The International Group for Lean Construction. ISSN 9788269249941. doi: 10.24928/2023/0300. Fulltekst i vitenarkiv
• Bølviken, Trond; Nwajei, Una Obiose Kriston & Hellström, Magnus Mikael (2023). Procurement of Collaborative Project Teams – a Literature Study. I Rybkowski, Zofia; Liu, Min & Sarhan, Saad (Red.), Proceedings of the 31st Annual Conference of the International Group for Lean Construction (IGLC31). The International Group for Lean Construction. ISSN 9788269249941. s. 353–364. doi: 10.24928/2023/0237. Fulltekst i vitenarkiv Vis sammendrag

  In construction the procurement phase is the connection between the definition phase and execution. Thereby it establishes crucial preconditions for success (or failure) in execution by establishing a shift from competition to collaboration as the fundamental logic in the relationship between customer and supplier. The paradox of the procurement of projects in general and collaborative projects in particular is its aim of establishing collaboration through means of competition. The paper presents a literature study of methods used in the client’s procurement of teams in collaborative project delivery models such as Integrated Project Delivery (IPD), Alliancing and others. Five procurement methods are identified: Direct Negotiations (DN), Team-Based Procurement (TBP), dual Target Outturn Cost (dTUC), Competitive Dialogue (CD) and Best Value Procurement (BVP). Three methods for comparing alternatives are also identified: Weight Rating Calculating (WRC), Best Value Selection (BVS) and Choosing by Advantage (CBA). The paper discusses public procurement, procuring the team in one or several steps, early or late setting of targets related to Target Value Design (TVD), the use of qualitative and quantitative evaluation, the need to adjust the procurement method, and the need for information and training. The possibility of procurement based on design solution is also presented.

• Skinnarland, Sol & Bølviken, Trond (2023). When We Develop Collaboration, What Exactly Do We Develop? I Rybkowski, Zofia; Liu, Min & Sarhan, Saad (Red.), Proceedings of the 31st Annual Conference of the International Group for Lean Construction (IGLC31). The International Group for Lean Construction. ISSN 9788269249941. s. 978–989. doi: 10.24928/2023/0226. Fulltekst i vitenarkiv Vis sammendrag

  In this paper we will expand further on the literature focusing on collaborations within the construction industry. In the articles that are concerned with collaborative efforts, the authors present definitions. Often a common denominator is that collaboration is carried out by two or more parties to reach a goal. Little operationalization is offered in terms of understanding collaboration contextually. What are we actually talking about when we are concerned with collaboration, and in particular how to develop collaboration between actors in the construction industry? This paper aims to discuss the term collaboration from the collective viewpoints of actors at a construction site, who consist of skilled workers and apprentices, supervisors, foremen and site management. The basis for this discussion is a previous review of collaboration in the literature, as well as previous research undertaken by the (first) author, which operationalizes collaboration in terms of six underlying dimensions. The argument posed in this paper is that if correct measures were to be identified and taken to improve and develop constructive collaborative relationships between interorganizational actors on the construction site, we would need to address the term collaboration in greater depth. Rather than operating with an overarching and insufficient definition of “collaboration”, we need to operationalize and sufficiently understand how actors themselves understand collaboration within a specific context.

• 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.

• Nwajei, Una Obiose Kriston; Bølviken, Trond & Hellström, Magnus Mikael (2022). Overcoming the principal-agent problem: The need for alignment of tools and methods in collaborative project delivery. International Journal of Project Management. ISSN 0263-7863. 40(7), s. 750–762. doi: 10.1016/j.ijproman.2022.08.003. Fulltekst i vitenarkiv Vis sammendrag

  Despite the focus on collaborative project delivery models (CPDMs) in the construction industry, it remains unclear how it promises bases for delivering better value for money than many traditional models. In view of the importance of knowledge about CPDM delivery, this study aims to explore governance mechanisms that underline the relationship between principal and agent and how this relationship is impacted by the alignment of organisational tools and methods. We argue that there is an interrelationship between agency theory and stewardship theory that provides an important theoretical foundation for CPDMs; additionally, alignment of organisational tools and methods can contribute to overcoming the principal-agent problem in projects if aligned with the functions in CDPMs. An empirical analysis of an exploratory case study supports these assumptions and highlights how CPDM’s success can occur through removing and reducing the fundamental principal-agent problem and illustrates the performance and dangers of CPDM tools. Our findings deepen the theoretical understanding of CPDM delivery and provide new insights into the strategic fit in CPDMs alignment in projects.

• 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.

• 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.

• Formoso, Carlos Torres; Bølviken, Trond & Viana, Daniela Dietz (2020). Understanding waste in construction. I Tzortzopoulos, Patricia; Kagioglou, Mike & Koskela, Lauri (Red.), Lean Construction. Core Concepts and New Frontiers. Routledge. ISSN 9780429203732. s. 129–145. 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
• Pikas, Ergo; Koskela, Lauri; tredal, niels; Knotten, Vegard & Bølviken, Trond (2018). The dual nature of design management. I al., . et (Red.), Proceedings of the 26th Annual Conference of the International Group for Lean Construction (IGLC). Chennai, India, 18-20.07.2018. IGLC. ISSN 9789380689296. s. 647–657. doi: 10.24928/2018/0537. Fulltekst i vitenarkiv
• Torp, Olav; Bølviken, Trond; Aslesen, Sigmund; Fritzsønn, Lars Petter; Haagensen, Åse & Lombardo, Sebastiano [Vis alle 7 forfattere av denne artikkelen] (2018). Is integration of Uncertainty Management and The Last Planner System a good idea? 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. 658–668. doi: 10.24928/2018/0218. Fulltekst i vitenarkiv Vis sammendrag

  The Last Planner System (LPS) is a tool for project planning and control, and is an important contribution from Lean Construction. LPS focuses on scheduling, task coordination and time management. Uncertainty Management (UM) is a key element in Project Management, where uncertainty is the totality of opportunities (potential upsides) and risks (potential downsides). UM addresses all types of uncertainty (related to cost, time, quality, scope, safety, customer satisfaction, company reputation, etc.). The aim of UM is to exploit the opportunities and reduce the risks. Two construction companies involved in this research are working with both LPS and UM. One has extensive experience with LPS, but less experience with UM. The other has extensive experience with UM, but less experience with LPS. Two questions are raised and discussed in the paper: 1. Could project planning and control be improved by an integration of LPS and UM? 2. If yes, how could LPS and UM be integrated to improve project planning and control? The paper proposes a conceptual model where UM tools are integrated in the plan and meeting structure of LPS. The model is to be tested in forthcoming case studies.

• 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
• 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
• 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
• Bølviken, Trond & Koskela, Lauri (2016). Why Hasn’T Waste Reduction Conquered Construction? Annual Conference of the International Group for Lean Construction. ISSN 2309-0979. Fulltekst i vitenarkiv
• Ballard, Glenn; Egebjerg, Christin; Bølviken, Trond; Endresen, Sigve & Ballard, Brittany (2016). FILMMAKING AND CONSTRUCTION: TWO PROJECT PRODUCTION SYSTEMS. 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. Fulltekst i vitenarkiv
• Bølviken, Trond; Aslesen, Sigmund & Koskela, Lauri (2015). What is a good plan? Annual Conference of the International Group for Lean Construction. ISSN 2309-0979. Fulltekst i vitenarkiv
• Formoso, Carlos Torres; Bølviken, Trond; Rooke, John & Koskela, Lauri (2015). A Conceptual Framework for the Prescriptive Causal Analysis of Construction Waste. Annual Conference of the International Group for Lean Construction. ISSN 2309-0979. Fulltekst i vitenarkiv
• Bølviken, Trond; Rooke, John & Koskela, Lauri (2014). The Wastes of Production in Construction – a TFV Based Taxonomy. Annual Conference of the International Group for Lean Construction. ISSN 2309-0979. Fulltekst i vitenarkiv
• Aslesen, Sigmund; Sandberg, Eunike; Stake, Steinar & Bølviken, Trond (2013). Integrating Safety Analyses in Production Planning and Control - a Proposal. Annual Conference of the International Group for Lean Construction. ISSN 2309-0979. Fulltekst i vitenarkiv
• Koskela, Lauri; Bølviken, Trond & Rooke, John (2013). Which are the Wastes of Construction? Annual Conference of the International Group for Lean Construction. ISSN 2309-0979. Fulltekst i vitenarkiv
• Bølviken, Trond (2012). On the Categorization of Production: The Organization-Product Matrix. Annual Conference of the International Group for Lean Construction. ISSN 2309-0979. Fulltekst i vitenarkiv
• Bølviken, Trond & Kalsaas, Bo Terje (2011). Discussion of Strategies for Measuring Workflow in Construction. Annual Conference of the International Group for Lean Construction. ISSN 2309-0979. Fulltekst i vitenarkiv
• Bølviken, Trond; Gullbrekken, Gjørnar & Nyseth, Kjetil (2010). Collaborative Design Management. Annual Conference of the International Group for Lean Construction. ISSN 2309-0979. Fulltekst i vitenarkiv
• Kalsaas, Bo Terje & Bølviken, Trond (2010). The Flow of Work in Construction: A Conceptual Discussion. Annual Conference of the International Group for Lean Construction. ISSN 2309-0979. Fulltekst i vitenarkiv
• Bølviken, Trond (2006). 10 Statements on Production and Construction Theory. Annual Conference of the International Group for Lean Construction. ISSN 2309-0979. Fulltekst i vitenarkiv

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• Skinnarland, Sol; Bølviken, Trond & Skaar, John (2024). Collaboration in production, Routledge Handbook of Collaboration in Construction. Routledge. ISSN 9781032454825. Fulltekst i vitenarkiv
• Bølviken, Trond; Skaar, John & Skinnarland, Sol (2023). Komplekse utfordringer - når sentral styring og kontroll verken gir styring eller kontroll. Byggeindustrien bygg.no. Fulltekst i vitenarkiv
• Skinnarland, Sol & Bølviken, Trond (2023). When we develop collaboration, what exactly do we develop? Fulltekst i vitenarkiv
• Skinnarland, Sol; Bølviken, Trond & Skaar, John (2023). Samarbeid er for viktig til å bli overlatt til tilfeldighetene. Byggeindustrien bygg.no. 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
• Bølviken, Trond & Aslesen, Sigmund (2017). Involverende planlegging i Veidekke. I Kalsaas, Bo Terje (Red.), Lean Construction. Forstå og forbedre prosjektbasert produksjon. Fagbokforlaget. ISSN 9788245021073. Fulltekst i vitenarkiv
• Bølviken, Trond & Koskela, Lauri (2017). Book Review: This is Lean – Resolving the Efficiency Paradox by Niklas Modig and Pär Åhlström. Lean Construction Journal. Fulltekst i vitenarkiv
• Bølviken, Trond; Sandberg, Eunike & Stake, Steinar (2017). HMS-risikostyring integrert i Involverende planlegging. I Kalsaas, Bo Terje (Red.), Lean Construction. Forstå og forbedre prosjektbasert produksjon. Fagbokforlaget. ISSN 9788245021073. Fulltekst i vitenarkiv
• Andersen, Bjørn; Bølviken, Trond; Dammerud, Hege Skarbekk & Skinnarland, Sol (2008). Approaching Construction as a Logistical, Economical and Social Process. Fulltekst i vitenarkiv

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