Spice 3: Facilitating Organisational Process Improvement through Good Practice Sharing

Delivering Public Sector Efficiencies: the Potential Role of Capability Maturity Models in Construction

This paper is aimed at identifying the potential role of SPICE, especially SPICE level 3, to achieving the proposed UK public sector efficiencies. SPICE level 3 presents the process maturity framework to address the level III of the SPICE model. Building upon the developments of level II, SPICE 3 advocates establishment of a process improvement infrastructure to facilitate good practice sharing...

Structured process improvement for construction enterprises (SPICE) level 3 : establishing a management infrastructure to facilitate process improvement at an organisational level

Structured Process Improvement for Construction Enterprises (SPICE) Level 3: Establishing a Management Infrastructure to Facilitate Process Improvement at an Organisational Level

1 ACKNOWLEDGEMENTS The SPICE Level 3 research team would like to express our gratitude to EPSRC; the members of the steering committee; participants from our industry partners; and SCRI colleagues. This work could not have been possible without their enthusiastic and significant support in allowing us access to documents, sites, and all interview and case study participants.

Structured Process Improvement in Facilities Management Organisations using the “SPICE FM” Approach

Facilities Management is a newly emerging and fast growing business sector. Currently there is limited research in process improvement in this sector. This paper discusses SPICE FM, a research project, which developed a process improvement framework for FM. The paper explains the SPICE FM framework, research methodology and well as a case study in implementing the framework. Background This pap...

Managing boundaries in primary care service improvement: A developmental approach to communities of practice

BACKGROUND Effective implementation of change in healthcare organisations involves multiple professional and organisational groups and is often impeded by professional and organisational boundaries that present relatively impermeable barriers to sharing knowledge and spreading work practices. Informed by the theory of communities of practice (CoPs), this study explored the effects of intra-orga...