266 research outputs found
e-Tendering: Benefits, Challenges and Recommendations for Practice
No full textThe construction industry is categorised as being an information-intensive industry and described as one of the most important industries in any developed country, facing a period of rapid and unparalleled change (Industry Science Resources 1999) (Love P.E.D., Tucker S.N. et al. 1996). Project communications are becoming increasingly complex, with a growing need and fundamental drive to collaborate electronically at project level and beyond (Olesen K. and Myers M.D. 1999; Thorpe T. and Mead S. 2001; CITE 2003). Yet, the industry is also identified as having a considerable lack of knowledge and awareness about innovative information and communication technology (ICT) and web-based communication processes, systems and solutions which may prove beneficial in the procurement, delivery and life cycle of projects (NSW Government 1998; Kajewski S. and Weippert A. 2000). \ud
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The Internet has debatably revolutionised the way in which information is stored, exchanged and viewed, opening new avenues for business, which only a decade ago were deemed almost inconceivable (DCITA 1998; IIB 2002). In an attempt to put these ‘new avenues of business’ into perspective, this paper provides an overall ‘snapshot’ of current public and private construction industry sector opportunities and practices in the implementation and application of e-Tendering. This paper identifies the benefits and challenges to the adoption of e-Tender systems and considers future industry trends and recommendations
A conceptual decision-making framework for the delivery of innovative change in organisations
No full textResearch found that today’s organisations are increasingly aware of the potential barriers and perceived challenges associated with the successful delivery of change — including cultural and sub-cultural indifferences; financial constraints; restricted timelines; insufficient senior management support; fragmented key stakeholder commitment; and inadequate training. The delivery and application of Innovative Change (see glossary) within a construction industry organisation tends to require a certain level of ‘readiness’. This readiness is the combination of an organisation’s ability to part from undertakings that may be old, traditional, or inefficient; and then being able to readily adopt a procedure or initiative which is new, improved, or more efficient. \ud
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Despite the construction industry’s awareness of the various threats and opportunities associated with the delivery of change, research found little attention is currently given to develop a ‘decision-making framework’ that comprises measurable elements (dynamics) that may assist in more accurately determining an organisation’s level of readiness or ability to deliver innovative change. To resolve this, an initial Background Literature Review in 2004 identified six such dynamics, those of Change, Innovation, Implementation, Culture, Leadership, and Training and Education, which were then hypothesised to be key components of a ‘Conceptual Decision-making Framework’ (CDF) for delivering innovative change within an organisation. \ud
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To support this hypothesis, a second (more extensive) Literature Review was undertaken from late 2007 to mid 2009. A Delphi study was embarked on in June 2008, inviting fifteen building and construction industry members to form a panel and take part in a Delphi study. The selection criterion required panel members to have senior positions (manager and above) within a recognised field or occupation, and to have experience, understanding and / or knowledge in the process of delivering change within organisations. The final panel comprised nine representatives from private and public industry organisations and tertiary / research and development (R&D) universities. The Delphi study developed, distributed and collated two rounds of survey questionnaires over a four-month period, comprising open-ended and closed questions (referred to as factors). \ud
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The first round of Delphi survey questionnaires were distributed to the panel in August 2008, asking them to rate the relevancy of the six hypothesised dynamics. In early September 2008, round-one responses were returned, analysed and documented. From this, an additional three dynamics were identified and confirmed by the panel as being highly relevant during the decision-making process when delivering innovative change within an organisation. The additional dynamics (‘Knowledge-sharing and Management’; ‘Business Process Requirements’; and ‘Life-cycle Costs’) were then added to the first six dynamics and used to populate the second (final) Delphi survey questionnaire. This was distributed to the same nine panel members in October 2008, this time asking them to rate the relevancy of all nine dynamics. In November 2008, round-two responses were returned, analysed, summarised and documented. Final results confirmed stability in responses and met Delphi study guidelines. \ud
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The final contribution is twofold. Firstly, findings confirm all nine dynamics as key components of the proposed CDF for delivering innovative change within an organisation. Secondly, the future development and testing of an ‘Innovative Change Delivery Process’ (ICDP) is proposed, one that is underpinned by an ‘Innovative Change Decision-making Framework’ (ICDF), an ‘Innovative Change Delivery Analysis’ (ICDA) program, and an ‘Innovative Change Delivery Guide’ (ICDG)
Online remote construction management: literature review
No full textComputer application within construction companies began little more than a decade\ud
after the first electronic computer was built (1950s). It seemed like a promising start\ud
when breakthrough computer-based project management techniques such as the\ud
critical path method (CPM) moved quickly into the construction industry. Now that the\ud
construction industry is in its fourth decade of computer applications things have been\ud
changing more rapidly. With an economic force generated by a technology moving as\ud
rapidly as that of the computer, change is inevitable. (Boyd and Paulson, 1995)\ud
There is a need for the expansion of construction IT into an ‘industry-wide supporting\ud
tool for change’. This expansion will help prevent the existing fragmentation between\ud
sub-sectors and/or levels in the industry, to be ‘compounded’. The collective and\ud
concerted application of construction IT may provide one consistent feature in\ud
construction practices, which supports the development of a changed and changing\ud
construction industry.\ud
The Australian construction industry can make a competitive mark in the global\ud
construction market by taking full advantage of IT, enabling it to operate as a seamless\ud
single source supplier of innovative construction solutions. Tendering, procurement, ecommerce\ud
and virtual project teams will become a reality, changing the way the\ud
construction industry will conduct its business operations by influencing designs,\ud
products, materials, project management and relationships with clients and\ud
competitors. (Industry Science Resources, 1999)\ud
Due to the fragmented nature of the construction industry, however, no single\ud
organisation within the industry can dictate or be held responsible for establishing and\ud
maintaining the necessary communication networks required for a construction project.\ud
In an industry as 'information-intensive' as that of the construction industry, where\ud
creating and sharing of information is inevitable, time is still wasted in locating it. The\ud
construction industry is therefore forced to accommodate an ‘ineffective communication\ud
and information process’ that has been proven to contribute to project cost and time\ud
overruns. (Love, et al. 1996)\ud
This report represents a literature review of ‘Information Technology and the\ud
Construction Industry’, as required under the various Online Remote Construction\ud
Management QUT/Industry Partner agreements. The literature review presents a\ud
‘state-of-the-art’ report into current industry practices and current research directions.\ud
Section 1 of this report provides an introduction to the Australian construction industry.\ud
Section 2 presents the Online Remote Construction Management (ORCM) project\ud
outlining the project’s aims, objectives, research significance and activities. Section 3\ud
identifies problems associated with documentation and communication in the\ud
construction industry and examines the role of information technology (IT) in\ud
overcoming these challenges. Section 4 examines national and international research\ud
projects pertaining to the construction industry and its current level of information\ud
technology (IT) adoption, application and implementation. The issues associated with\ud
planning and implementing information technology in to organisations is reviewed in\ud
Section 5. Identified advantages, disadvantages and the drivers and barriers to IT\ud
implementation are reviewed in Section 6.\ud
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The primary purpose of this report is informative and is to be viewed as a 'stand-alone'\ud
report. It provides an international perspective and overview, of previous and/or\ud
continuing state-of-the-art information technology (IT) research being undertaken and\ud
its application and/or implementation within the construction industry. The literature\ud
review does not present a detailed examination of e-commerce in general although\ud
many of the issues presently being faced by general business such as security,\ud
encryption and interoperability, will be reflected in the construction industry. These, and\ud
other such issues, will be highlighted in future reports as their impact within the\ud
construction industry is identified
Online Remote Construction Management: A State-of-the-Art Report
No full textComputer application within construction companies began little more than a decade after the first electronic computer was built (1950s). It seemed like a promising start when breakthrough computer-based project management techniques such as the critical path method (CPM) moved quickly into the construction industry. Now that the construction industry is in its fourth decade of computer applications things have been changing more rapidly. With an economic force generated by a technology moving as rapidly as that of the computer, change is inevitable. (Boyd and Paulson, 1995) \ud
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There is a need for the expansion of construction IT into an ‘industry-wide supporting tool for change’. This expansion will help prevent the existing fragmentation between sub-sectors and/or levels in the industry, to be ‘compounded’. The collective and concerted application of construction IT may provide one consistent feature in construction practices, which supports the development of a changed and changing construction industry. \ud
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The Australian construction industry can make a competitive mark in the global construction market by taking full advantage of IT, enabling it to operate as a seamless single source supplier of innovative construction solutions. Tendering, procurement, e-commerce and virtual project teams will become a reality, changing the way the construction industry will conduct its business operations by influencing designs, products, materials, project management and relationships with clients and competitors. (Industry Science Resources, 1999)\ud
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Due to the fragmented nature of the construction industry, however, no single organisation within the industry can dictate or be held responsible for establishing and maintaining the necessary communication networks required for a construction project. In an industry as 'information-intensive' as that of the construction industry, where creating and sharing of information is inevitable, time is still wasted in locating it. The construction industry is therefore forced to accommodate an ‘ineffective communication and information process’ that has been proven to contribute to project cost and time overruns. (Love, et al. 1996)\ud
\ud
This report represents a literature review of ‘Information Technology and the Construction Industry’, as required under the various Online Remote Construction Management QUT/Industry Partner agreements. The literature review presents a ‘state-of-the-art’ report into current industry practices and current research directions. \ud
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Section 1 of this report provides an introduction to the Australian construction industry. Section 2 presents the Online Remote Construction Management (ORCM) project outlining the project’s aims, objectives, research significance and activities. Section 3 identifies problems associated with documentation and communication in the construction industry and examines the role of information technology (IT) in overcoming these challenges. Section 4 examines national and international research projects pertaining to the construction industry and its current level of information technology (IT) adoption, application and implementation. The issues associated with planning and implementing information technology in to organisations is reviewed in Section 5. Identified advantages, disadvantages and the drivers and barriers to IT implementation are reviewed in Section 6.\ud
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The primary purpose of this report is informative and is to be viewed as a 'stand-alone' report. It provides an international perspective and overview, of previous and/or continuing state-of-the-art information technology (IT) research being undertaken and its application and/or implementation within the construction industry. The literature review does not present a detailed examination of e-commerce in general although many of the issues presently being faced by general business such as security, encryption and interoperability, will be reflected in the construction industry. These, and other such issues, will be highlighted in future reports as their impact within the construction industry is identified
AEC industry culture: a need for change
No full textFuture development in determining new and improved ways for Architectural, Engineering, and Contractor (AEC) industry participants to do business through information and communication technology (ICT) tools and systems is dependent on the innovation of the user, not only the technology itself – i.e. the successful implementation of ICT requires careful consideration to the ‘human touch’. The success of technological developments, in terms of uptake and usage, can be improved if the conditions of innovation diffusion within project organisations, parent organisations, and the broader AEC industry are better understood and brought into play. This includes the matching of technological innovation with the perceived needs and preparedness for change on the part of the industry.\ud
Supporting the aims and objectives of a two year industry and government supported research project, and as a major deliverable, this paper provides a brief literature background on one of its recently completed investigations into the unique and ‘deeply embedded’ culture of today’s AEC industry in an attempt to better understand its inherent resistance to change. This investigation is not intended as a comprehensive statement of the AEC industry’s need or ability to change its existing culture. Rather, it provides an overall snapshot and supposition of how today’s AEC industry can benefit from both a cultural and technological driven change
Online Remote Construction Management: Construction Project Case Studies
No full textComputer application within construction companies began little more than a decade after the first electronic computer was built (1950s). It seemed like a promising start when breakthrough computer-based project management techniques such as the critical path method (CPM) moved quickly into the construction industry. Now that the construction industry is in its fourth decade of computer applications things have been changing more rapidly (Paulson, 1995). \ud
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Construction, unlike many other industries, is heavily fragmented with numerous design firms, contractors, subcontractors, and suppliers involved in almost every project. Further, the construction industry is plagued with many problems. Arguably one of the most significant problems presently facing the industry is communication. The industry is characterised by inaccurate and untimely communications that often result in costly delays to the progress of a project, and if current level of international research activities are any guide, information technology (IT) is seen by many as a potential solution to this problem. \ud
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Computers can provide unifying modelling, management and communications systems to bring the unique talents of project participants together in a more productive and integrated manner. Paulson (1995) comments that leading consulting and construction firms are increasingly recognising computers as a strategic technology, and it is very probable that these firms will be the ones who will ensure the industry’s success in the future. Despite advances in computing and IT, the construction industry is making insufficient use of transferring project data and information electronically. McCaffer et. al. (1991) argues that data exchange between project participants is still largely undertaken on paper. \ud
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The Online Remote Construction Management (ORCM) project - a collaborative research project funded and supported by a number of Australian (Queensland) industry, government and university based project partners - commenced in July 1999 aiming, in general, to develop, trial and/or evaluate IT tools and/or Web-based communication systems on various building and civil construction projects over a two-year period, thereby allowing collaborative design, management and construction to be undertaken between members of a geographically dispersed project consortium. Additionally, the project aimed to demonstrate leadership in facilitating the use of online technologies for the design, management and construction of building and civil construction projects, by identifying and implementing appropriate IT (Web-based) communication solutions that will ultimately: (a) help improve the flow of project communications and to ensure that communications occur in a controlled, timely and less costly manner than would traditionally be the case; (b) ensure that information leakage is kept to an absolute minimum; and thus (c) ensuring that all members of the project consortia are in possession of the most up-to-date and accurate project information.\ud
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The ORCM Research Project was jointly funded by the Queensland University of Technology (QUT) Commonwealth Scientific Industrial Research Organisation (CSIRO) Construction Research Alliance (based at QUT, Brisbane, Queensland, Australia); Queensland Government Information Industries Bureau (IIB) Department of Communication and Information, Local Government, Planning and Sport; Queensland Department of Main Roads (QDMR); and Queensland Department of Public Works (QDPW).\ud
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This consolidated report supports the aims and objectives of the various ORCM Queensland University of Technology (QUT) / Industry Partner agreements, and provides a summary of two years of research on five ORCM case study and any benchmark projects between July 1999 and December 2001. \ud
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Part A of this report is divided into the following six main sections and is supported by 5 individual case study reports (Part B – Part F):\ud
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• SECTION ONE: provides an introduction to the current status of the construction industry and nature of building and civil construction projects;\ud
• SECTION TWO: provides a brief outline of the various case study and benchmark projects that were analysed, including: organisational and contract reporting structures; general descriptions of project statistics; etc;\ud
• SECTION THREE: a condensed version of two years of ORCM research activities, including summaries of: \ud
• various communication tools investigated; site visits and interviews undertaken; \ud
• final results and outcomes from analysing project participant responses to a (1) ‘quantitative’ and (2) ‘qualitative’ survey; \ud
• types of benchmark data collected, the analysis process undertaken and results;\ud
• performance indicator calculations done to help assess the quality of design and documentation for each project; and finally\ud
• cost benefit analysis outcomes.\ud
• SECTION FOUR: provides a lists of project participant (end-user) ‘Process Improvement Recommendations’ for the implementation and use of the various IT tools and/or Web-based communication systems on the ORCM projects;\ud
• SECTION FIVE: identifies a key deliverable of the ORCM Research Project - i.e.: a list of ORCM ‘Best Practice Guidelines’ that are critical in helping ensure successful implementation of IT tools and/or Web-based communication systems and/or processes on current and future geographically dispersed (remote) civil and building construction projects (Figure 5 1):\ud
• One System (One Project – One Team – One System): Project participants want to learn to use only one IT tool or Web-based communication system for ease of understanding its capabilities, etc:\ud
• System Compatibility: The capabilities and functionality have to be compatible with most other IT products and Web-based communication systems used in the industry – potentially saving overall implementation time, cost, labour, errors, etc. Application of a Web-based communication system must not be a "black box" of information processing.\ud
• Ease of Data Entry: Commonality of a Web-based communication system’s access features and ease of data entry is most important. Free access to downloadable and compatible readers and ‘plug-ins’ for common access to data must be provided by IT tool and Web-based communication system developers. Either there is one industry/client wide system or there is a common user interface. \ud
• Fully resourced Implementation: Trialling a Web-based communication system (that has not had much exposure to industry participants) should be treated as a ‘special case’ with proper backing, support and experience from developers, implementers and researchers – i.e.: a new IT system should be fully resourced to ensure that all aspects are covered during the early stages of its implementation (e.g.: reliability, capability, etc. of essential project communications).\ud
• End User – Prime Focus: The end user is a key factor in gaining advantage from a Web-based communication system. Taking only the type or potential advantages, capabilities, etc of a newly developed IT tool or Web-based communication system into consideration is not enough during implementation. End user needs, expectations, requirements, recommendations, comments, etc must be a prime focus:\ud
• User v Quality and Accuracy: The quality and accuracy of any project related communication or information (electronic or paper based) is directly dependant on the user or creator of that piece of information or correspondence (with or without an IT tool) - technology alone is not enough to guarantee improved quality and accuracy of project related communications.\ud
• Trust: Implementing a new IT product or Web-based communication system must create a feeling of trust (reliability, relevance, need, etc.) for potential users.\ud
• Designed for the Construction Industry by the Construction Industry: Whilst developing a new IT product or Web-based communication system, the end users must be involved from the beginning to ensure a greater chance of successful IT uptake.\ud
• Training: Training in the use of a new Web-based communication system is essential. This includes continuous access to a telephonic or online 'Help Desk', regular onsite demonstrations and ‘refresher’ training sessions to ensure continuous learning and understanding of what the system is capable of, as well as recognising and accepting its limitations.\ud
• Commitment: All project participants and stakeholders need to be fully committed to using the new IT tool or Web-based communication system, with "buy in" and collaboration at the highest level within participating companies, thereby reassuring and guaranteeing potential users of a ‘corporate commitment’.\ud
• IT Driver: Every project should have a ‘driver’ of IT uptake (Superintendent or equivalent), encouraging, supporting and monitoring its application and its use throughout all phases of a project.\ud
• Legal Issues: ORCM defined ‘Critical Success Factors’ are susceptible to the current legal status regarding electronic transmissions, the use of electronic signatures, etc. Commitment by both government and industry sectors is required to help develop more innovative strategies to build a stronger and more competitive construction industry. ORCM Committee Members and their organisations have sought legal advice regarding the use of electronic communications on both public and private sector projects. These legal investigations are aimed at strengthening organisational and individual legal status when utilising electronic transactions or communications on building and civil projects. With the introduction of an ‘Electronic Transaction Act’, current legal issues are likely to be strengthened when making use of electronic communications on projects and provide better management of risks such as: \ud
• Authenticity: This concerns the source of the communication - does it come from the apparent author?\ud
• Integrity: Whether or not the communication received is the same as that sent - has it been altered either in transmission or in storage?\ud
• Confidentiality: Controlling the disclosure of and access to the information contained in the communication.\ud
• Matters of evidence: This concerns e-communications meeting current evidentiary requirements in a court of law, for example, a handwritten signature.\ud
• Matters of jurisdiction: The electronic environment has no physical boundaries, unlike the physical or geographical boundaries of an individual state or country. This means that it may be uncertain which State’s or country’s laws will govern legal disputes about information placed on the Internet, or about commercial transactions made over the Internet (Electronic Transactions Act, 1999). \ud
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In general, the outcomes of the Online Remote Construction Management (ORCM) research project were unfortunately not able to be determined quantifiably. Whilst the use of innovative Web-based IT solutions were perceived by many as being convenient, inexpensive, and fast, no matter the distance between team members, it cannot be conclusively determined (from the data collected) whether these Web-based IT solutions positively influenced the nature of communications between the project participants or not. \ud
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In summary, the ORCM ‘Best Practice Guidelines’ help reinforce the need for further research and development (R&D) of (a) innovative IT tools and Web-based communication systems, (b) identifying ways to overcome industry cultural ‘barriers’ and ‘modifying’ traditional work ‘habits’; and (c) identifying improved implementation procedures and application opportunities within the construction industry
Internet-based Information and Communication Systems on Remote Construction Projects: A Case Study Analysis
No full textIn an attempt to bring the unique talents of various construction industry project participants together in a more productive and integrated manner, the Online Remote Construction Management (ORCM) project commenced in July 1999 proposing to test, field trial and/or evaluate the implementation of various Internet-based Construction Project Management (ICPM) systems and information and communication technologies (ICT) on five case study projects over a two-year period. This paper provides final results, findings and recommendations obtained after two years of research, surveying and benchmarking activities on one of the five ORCM case study projects. ‘Critical Success Factors’ are identified offering a positive contribution to the successful implementation of ICT tools and ICPM systems on remote construction projects. Similar research activities were undertaken on the other four ORCM case study projects and will be considered in future papers
The Implementation of Online Information Technology (ICT) on Remote Construction Projects
No full textIn an attempt to bring the unique talents of various construction industry project participants together in a more productive and integrated manner, the Online Remote Construction Management (ORCM) project commenced in July 1999 proposing to test, field trial and/or evaluate the implementation of various Internet-based Construction Project Management (ICPM) systems and information and communication technologies (ICT) on four case study projects (CS 1 to 4) over a two-year period, aiming, in general, to demonstrate leadership in facilitating the use of online technologies for the design, management and construction of building and civil construction projects. This paper provides (a) final results obtained from two ORCM Surveys implemented on the four CS projects and (b) a list of ‘Best Practice Guidelines’ that are critical in helping ensure successful implementation of ICT tools and/or ICPM systems on geographically dispersed (remote) civil and building construction projects. These ‘Best Practice Guidelines’ help reinforce the need for further research and development (R&D) of (a) innovative ICT tools and ICPM systems, (b) identifying ways to overcome industry cultural ‘barriers’ and ‘modifying’ traditional work ‘habits’; and (c) identifying improved implementation procedures and application opportunities within the construction industry. Unfortunately, regardless of ICTs (via the Web) being perceived by many as being convenient, inexpensive, and fast, it cannot be conclusively determined whether the Web influenced the nature of communications between the project participants or not
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