Table 1. Challenges and experiences with... | Emerald Publishing

Table 1.

Challenges and experiences with the methods applied in a complex hospital project

	Direct deliverable	Indirect result	Main challenge	Main benefits
TVD	Setting customer objectives and allowable costs of the project. Guiding design to achieve goals and value creation. Developing cost- effective solutions to meet customer requirements and project constraints. Clarifying and guiding design to meet the needs of end users in accordance with the principles agreed upon by the alliance.	Managing and controlling the use of resources (medical staff, facilities and equipment). Forcing people to innovate new solutions instead of traditional solutions. Collaborative design harnesses the expertise of the different parties involved in the project (innovation and value for money). Significantly contributing to integration.	Understanding the TVD process in the same way among all parties. Training and orientation have been challenging, as has facilitation and management. The challenge is to get the right people to the right place at the right time. Change management in the process (there was a number of changes).	Concretisation of objectives and requirements. Work on the project is progressing as planned and is on schedule. The process takes into account the relationship between quality and cost in the right way. The end result is created by working together; all parties are involved from start to finish. Increasing understanding of what the end result will be.
LPS	Concretising the timetable objectives with milestones and identifying obstacles, making action plans and designating those responsible. Highlighting the interdependencies between the different parties. Commit different parties/people to act as agreed.	Reducing uncertainty and improving communication between project parties. Right people in the right place at the right time. In addition to managing things, controls how people do and manage. Increasing trust between the parties when solving obstacles and resource needs to achieve objectives.	Training and orientation have been challenging, as has facilitation and management. The challenge is to get the right people to the right place at the right time. Changing the traditional “this has always been done before” way of thinking. Active participation and commitment of responsible persons.	Improving planning of one’s own work and the allocation of resources. During the development phase, people got to know others better, which increased confidence. Identify interdependencies between different tasks. Facilitates problem-solving. Visualization improves communication.
Big Room	A common workspace creates an excellent framework for open and direct communication. Common up-to-date snapshot and fast information exchange. A framework for rapid problem-solving and innovation. Agile interaction and common guidelines as a result of expert co-operation.	Effective team integration when sharing information and challenging a partner. Helps to create a good and confidential atmosphere for the project and promote grouping. Improve the cohesion and team spirit of project staff. To expand one's own understanding and vision of the project as a whole.	Getting the right people to the place at the right time. Inefficient use of time and waste of resources if Big Room operations are not managed. The COVID-19 pandemic brought its own challenges, but at the same time the use of the virtual Big Room was implemented. Big Room operations have not been designed, managed or facilitated to reap the benefits.	A common workplace with common rules and tools creates an effective framework for quality project management. Improves communication, interaction and team spirit. Data exchange at a low threshold, which accelerates decision-making. Actively produces solutions to prevailing problems and devises new ways to solve them.
Smartsheet	A common platform and information-sharing system creates an excellent framework for open and direct communication. Taking responsibility for the right people and recording decisions and changes in a common database. Better information management and timely decision-making.	A common information management system helps in team integration when information is shared openly with everyone. Sharing information with everyone at the same time also improves mutual trust. In the same place information, cost, task and risk management and the promotion and monitoring of different areas.	Information is expected when the provider has not remembered or had time to communicate it. Providing guidance and training in the use of the tool received too little attention. The challenge is to make different parties understand why Smartsheet is used.	The roles and responsibilities of the different parties in the project have been described through the management of Smartsheet tasks. The information is in one place and can also be scattered to other systems and visualised (e.g. real-time snapshot) for everyone. A good tool for managing a large number of decisions, changes and tasks; creates systematicity.

	Direct deliverable	Indirect result	Main challenge	Main benefits
TVD	Setting customer objectives and allowable costs of the project. Guiding design to achieve goals and value creation. Developing cost- effective solutions to meet customer requirements and project constraints. Clarifying and guiding design to meet the needs of end users in accordance with the principles agreed upon by the alliance.	Managing and controlling the use of resources (medical staff, facilities and equipment). Forcing people to innovate new solutions instead of traditional solutions. Collaborative design harnesses the expertise of the different parties involved in the project (innovation and value for money). Significantly contributing to integration.	Understanding the TVD process in the same way among all parties. Training and orientation have been challenging, as has facilitation and management. The challenge is to get the right people to the right place at the right time. Change management in the process (there was a number of changes).	Concretisation of objectives and requirements. Work on the project is progressing as planned and is on schedule. The process takes into account the relationship between quality and cost in the right way. The end result is created by working together; all parties are involved from start to finish. Increasing understanding of what the end result will be.
LPS	Concretising the timetable objectives with milestones and identifying obstacles, making action plans and designating those responsible. Highlighting the interdependencies between the different parties. Commit different parties/people to act as agreed.	Reducing uncertainty and improving communication between project parties. Right people in the right place at the right time. In addition to managing things, controls how people do and manage. Increasing trust between the parties when solving obstacles and resource needs to achieve objectives.	Training and orientation have been challenging, as has facilitation and management. The challenge is to get the right people to the right place at the right time. Changing the traditional “this has always been done before” way of thinking. Active participation and commitment of responsible persons.	Improving planning of one’s own work and the allocation of resources. During the development phase, people got to know others better, which increased confidence. Identify interdependencies between different tasks. Facilitates problem-solving. Visualization improves communication.
Big Room	A common workspace creates an excellent framework for open and direct communication. Common up-to-date snapshot and fast information exchange. A framework for rapid problem-solving and innovation. Agile interaction and common guidelines as a result of expert co-operation.	Effective team integration when sharing information and challenging a partner. Helps to create a good and confidential atmosphere for the project and promote grouping. Improve the cohesion and team spirit of project staff. To expand one's own understanding and vision of the project as a whole.	Getting the right people to the place at the right time. Inefficient use of time and waste of resources if Big Room operations are not managed. The COVID-19 pandemic brought its own challenges, but at the same time the use of the virtual Big Room was implemented. Big Room operations have not been designed, managed or facilitated to reap the benefits.	A common workplace with common rules and tools creates an effective framework for quality project management. Improves communication, interaction and team spirit. Data exchange at a low threshold, which accelerates decision-making. Actively produces solutions to prevailing problems and devises new ways to solve them.
Smartsheet	A common platform and information-sharing system creates an excellent framework for open and direct communication. Taking responsibility for the right people and recording decisions and changes in a common database. Better information management and timely decision-making.	A common information management system helps in team integration when information is shared openly with everyone. Sharing information with everyone at the same time also improves mutual trust. In the same place information, cost, task and risk management and the promotion and monitoring of different areas.	Information is expected when the provider has not remembered or had time to communicate it. Providing guidance and training in the use of the tool received too little attention. The challenge is to make different parties understand why Smartsheet is used.	The roles and responsibilities of the different parties in the project have been described through the management of Smartsheet tasks. The information is in one place and can also be scattered to other systems and visualised (e.g. real-time snapshot) for everyone. A good tool for managing a large number of decisions, changes and tasks; creates systematicity.