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E-grāmata: Rethinking IT in Construction and Engineering: Organisational Readiness

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(University of Salford, UK)
  • Formāts: 288 pages
  • Izdošanas datums: 04-Oct-2007
  • Izdevniecība: Routledge
  • ISBN-13: 9781134085859
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Rethinking IT in Construction and Engineering: Organisational ReadinessPalielināt
  • Formāts: 288 pages
  • Izdošanas datums: 04-Oct-2007
  • Izdevniecība: Routledge
  • ISBN-13: 9781134085859
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How could the potential of IT be realised to improve business performance in architecture, construction and engineering organisations? How could organisations unleash the potential of IT to achieve a sustainable competitive advantage? How can organisations migrate from technology to IT-enabled business thinking?

Based on the author's twenty years research experience, this book provides a holistic picture of the factors that enable architecture, construction and engineering organisations to explore the potential of IT to improve their businesses and achieve a sustainable competitive advantage. It raises awareness of the importance of the organisational 'soft issues' and the role they play in influencing the outcome of IT investments as well as addressing other complementary enablers, such as knowledge management, learning organisations, maturity models and e-readiness measurements.

Real case studies are used throughout the book to illustrate various concepts and to provide the reader with a realistic and practical picture. Rethinking IT in Construction & Engineering is ideal for lecturers and researchers in architecture, construction and engineering as well as professionals at managerial level in industry.



Based on the author’s twenty years research experience, this book provides a holistic picture of the factors that enable architecture, construction and engineering organizations to explore the potential of IT to improve their businesses and achieve a sustainable competitive advantage.

List of figures xii
List of tables xiv
Preface xv
Acknowledgements xix
PART I Elements of IS/IT success and measurement in organisations
1 Current status of IS/IT management and applications
3
1.1 Advances in hardware and software
3
1.2 Patterns of IT focus in construction and engineering
4
Phase I: IT infrastructure
4
Phase II: process focus
4
Phase III: supply chain focus
5
Phase IV: Internet focus
6
1.3 Technology push vs business pull
6
1.3.1 Isolated computer applications
7
1.3.2 Lack of communications
8
1.3.3 Business processes
9
1.4 IS/IT investments and organisation effectiveness
9
1.4.1 Investment decisions
10
1.4.2 Case study 1.2: ill-informed decisions on IT investments
12
1.5 Evolving role of IS/IT in organisations
13
1.6 IS/IT measurement, success and effectiveness
15
1.6.1 Definitions of IS/IT
16
1.6.2 IS/IT success and effectiveness
17
1.7 IT uptake: the case of the construction industry
17
1.7.1 Web-based developments for project collaboration
19
1.7.2 Data exchange in collaborative environments
21
1.7.3 Case study 1.3: collaborative environments
23
1.7.4 Case study 1.4: collaborative environments
25
1.7.5 Case study 1.5: collaborative environments
26
1.7.6 Case study 1.6: collaborative environments
27
1.7.7 Case study 1.7: collaborative environments
28
2 Organisational elements for IS/IT success
30
2.1 Business dynamics and technology
30
2.1.1 Relation between business process and technology: the five-layer diagram
31
2.2 Difficulties in integrating business and IS/IT: the case of construction
33
2.2.1 Case study 2.1: lack of standardisation in business processes
36
2.3 Building IT capability
37
2.4 Business process and IT
38
2.4.1 Relationship between maturity in process management and IS/IT
40
2.4.2 The relevance of the time element
42
2.4.3 Case study 2.2: Extranets
42
2.5 People and IT
44
2.5.1 The role of IS/IT Department Head
45
2.5.2 Case study 2.3: people role in the success of collaborative environments
46
2.6 Work environment
47
2.6.1 Leadership
47
2.6.2 Empowerment
48
2.6.3 Communication
48
2.6.4 Process vision development
48
2.6.5 Project management
48
2.6.6 Process-based team formation
49
2.6.7 Case study 2.4: work environment role in the success of collaborative environments
49
2.7 External and internal drivers for change
50
2.7.1 External drivers
50
2.7.2 Internal factors
51
3 IS success measurement approaches
52
3.1 Introduction
52
3.2 Categorisation of the current measurement methods
53
3.3 Product-based measurement approach
54
3.3.1 Limitation of product-based measures
54
3.4 Process-based measurement approach
55
3.5 Maturity approach: general measurement models
56
3.6 Limitation of current measurement approaches
57
3.7 Success levels and measurement approaches
58
3.7.1 Planning and development and implementation phases
59
3.7.2 Measurement phase: technical and semantic levels
61
3.7.3 Measurement phase: influence level
61
4 Case studies: technology vs business approach
64
4.1 Introduction
64
4.2 Case study 4.1: ServInst
65
4.2.1 Sequence of events
65
4.2.2 Analysis and discussion
69
4.2.3 Summary and findings
73
4.3 Case study 4.2: OilCo
75
4.3.1 Sequence of events
75
4.3.2 Project objectives
76
4.3.3 Implementation of the project
76
4.3.4 General remarks
79
4.3.5 Analysis and discussion
80
4.3.6 Summary and findings
84
PART 2 Enablers: learning organisations and strategies alignment 87
5 Developing sustainable IS/IT capabilities: the learning organisation
89
5.1 Introduction
89
5.2 Organisational learning
90
5.3 Competitiveness and organisational learning
91
5.4 Resources, competencies and capabilities
92
5.4.1 Core capabilities and learning organisations
94
5.5 Managing knowledge: classification of knowledge
95
5.5.1 Knowledge classification
96
5.5.2 Knowledge transformation
98
5.6 Resource-based models
99
5.6.1 Learning in the capability development process
99
5.6.2 Linking IS capability with IS competencies and resources
101
5.7 Unlocking the business value: embedding IS/IT into core capabilities
102
5.8 Case study 5.1: Technology-based core capability strategic failure
104
6 Successful implementation of knowledge management: a holistic approach
105
6.1 Introduction and background
105
6.2 The need for a holistic KM implementation model
106
6.3 Enablers of KM
107
6.3.1 Corporate and strategic management
108
6.3.2 Information technology
108
6.3.3 Human resources
108
6.3.4 Culture
109
6.3.5 Organisational structure
109
6.4 "SCPTS" three-layer KM model
109
6.4.1 Layer 1: knowledge classification
110
6.4.2 Layer 2: knowledge life cycle
110
6.4.3 Layer 3: KM facilitators
115
6.5 Guidelines for implementationn
120
7 Alignment of strategies and capacity building
121
7.1 Business strategy and strategic planning
121
7.2 Information system strategies and business competitiveness
123
7.3 Information technology strategies
125
7.4 Alignment of business and IS strategies
126
7.5 Alignment methodology
128
7.5.1 Business and business objectives (strategy)
129
7.5.2 Critical success factors (CSF)
130
7.5.3 Strategic business analysis
130
7.5.4 IS strategy
131
7.5.5 Detail business analysis
131
7.5.6 Information technology strategy
132
7.6 Case study 7.1: IS strategy for a quantity surveying practice
132
7.6.1 Data/process matrix
133
7.6.2 Discussion and recommendations
134
7.7 IS/IT Implementation issues
136
7.7.1 Change management
137
7.7.2 Management competency
137
7.7.3 Organisational structure
137
7.7.4 Project planning and managements
137
7.7.5 IT infrastructure
138
7.8 IT training: building the capacity
138
7.8.1 IT training strategy and the business strategy
139
7.8.2 IT training and resource requirements
141
7.8.3 IT training needs analysis: corporate vs individual needs
142
7.8.4 Barriers to success
147
7.8.5 Performance gap analysis
150
7.8.6 IT training strategy development
154
PART 3 Improvement gaps and tools: maturity and readiness of organisations 157
8 Maturity of organisations and process maturity models
159
8.1 Maturity concept
159
8.2 Maturity modelling
160
8.3 Maturity models and organisational capabilities
161
8.4 Process improvement maturity model: the case of construction
162
8.4.1 Process capability and maturity
163
8.4.2 Standardised Process Improvement for Construction Enterprises (SPICE)
163
8.5 Case study 8.1: a client—contractor collaboration
165
8.5.1 SPICE assessment
165
8.5.2 Recommendations
166
8.5.3 Benefits
166
8.6 Maturity models: the case of e-government
167
8.7 Other maturity models: the case of software development
171
8.7.1 Capability Maturity Model: the staged view
172
8.7.2 Continuous Capability Model (SE-CMM): the continuous view
172
8.7.3 Capability Maturity Model Integration (CMMI)
173
8.7.4 People-CMM
175
8.7.5 Personal Software Process (PSP)
178
8.7.6 Team Software Process (TSP)
179
8.7.7 Bootstrap
181
8.7.8 Trillium
181
8.7.9 SPICE and TickIT
182
9 Organisational readiness: bridging the gap
184
9.1 Gap analysis (performance analysis)
184
9.2 Measuring the opportunity gap
185
9.2.1 Benchmarking
185
9.2.2 Balanced scorecard system
186
9.2.3 SWOT analysis
187
9.3 IS life cycle and organisational readiness
188
9.3.1 Life cycle of IS
188
9.3.2 IS success and organisational readiness
189
9.3.3 Measuring organisational readiness
191
9.3.4 Maturity models and measuring the readiness gap
192
9.4 IS assurance
193
9.5 IT training strategy: the GAPP-IT model
195
9.5.1 Process protocol principles
195
9.5.2 The development of the GAPP-IT model
196
9.5.3 The GAPP-IT model
196
9.5.4 Detailed analysis of Phase SIX: steering committee
200
9.5.5 Summary
204
10 IS/IT readiness model
206
10.1 The Need for an IS/IT readiness model
206
10.2 The development of an IS/IT readiness model
207
10.3 Description and use of the IS/IT readiness model
209
10.4 The IS/IT readiness model
212
10.4.1 IT infrastructure
213
10.4.2 People
215
10.4.3 Work environment
219
10.4.4 Process
222
10.5 Case study 10.1: implementation of the readiness model
225
10.5.1 Case study 4.1: Servinst
225
10.5.2 Case study 4.2: OilCo
232
References 240
Index 255


Mustafa Alshawi is the Director the Research Institute for the Built and Human Environment, University of Salford. He is the Editor-in-Chief of the international journal Construction Innovation.
Biežāk uzdotie jautājumi par e-grāmatām Biežāk uzdotie jautājumi par e-grāmatām
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