Purpose – The purpose of the paper was twofold: to review established literature to define and classify BIM; and to identify gaps in current BIM literature with respect to stakeholder competency. Construction projects adopt innovation to address client requirements. Building information modelling (BIM) has been cited as one such innovation. However there is concern that the industry lacks the mechanisms to effectively implement BIM. It is proposed that the problem lies in that BIM is currently being delivered as a project rather than an innovation; and the failure to address stakeholder competency as the key delivery agent of BIM. Design/methodology/approach – A qualitative study using literature and gap analysis techniques was undertaken to establish the “state of the art”. Using an established Competency Framework 31, studies on BIM were assessed. A matrix was developed aligning the BIM studies with the Competency Framework and the findings systematically evaluated to identify gaps in the current literature. Findings – BIM was defined as a technical innovation and classified as a “System” of multiple innovations. Aligning the literature identified that BIM literature has largely focussed on strategic competence with some evidence of technical competence. However, there was scant investigation of information and communication competence which ranks as the most critical competency for BIM implementation. The study identified that whilst the competency-related literature on BIM was not yet rich enough to provide a sound conceptual foundation for investigation, it was evident that BIM implementation aligns closely with the innovation process. Practical implications – The findings highlighted the imperative of developing a competency-based approach for BIM implementation. Social implications – It was anticipated that a competency-based approach will provide insights to benefit construction industry clients and inform the targeted training of project stakeholders. Originality/value – BIM must be implemented as an innovation using a competency-based management approach as the key delivery mechanism.
Technological advancement and demand for economic growth are driving product innovation in the construction industry. However there is concern that the industry lacks the mechanisms to effectively implement new products. Recent studies have developed a method for identifying and evaluating the risks which impact on new technology adoption and two constructs were generated for improving implementation rates. The aim is to investigate whether the constructs can be integrated to develop a practical tool for use by project stakeholders desirous to generate innovation. Process modelling, statistical analysis and failure mode and effect analysis are used to align the constructs into a test model (TM). Three rounds of Delphi gain a consensus on the TM outputs and the results produce the innovation management model (IMM). The IMM is a simple process flowchart which establishes the prioritized sequence of stakeholder activities required to implement a new technology at key stages in the project process. The IMM has implications for selection of procurement methods and will instil confidence in stakeholders to adopt new technologies. Additionally it provides a risk-based approach for stakeholder competency mapping and for sustaining product innovation in construction projects.
Purpose -The purpose of this paper is to present a methodology for extracting innovation constraints from building projects through stakeholder management competencies and failure mode and effect analysis (FMEA). Design/methodology/approach -The methodology was an iterative grounded theory process using case studies. A literature-based concept model was generated which mapped project procurement stages against the innovation process. Constraints and stakeholder management strategies were extracted from 30 case studies using content analysis and mapped against the procurement stages. FMEA was used to evaluate the criticality of the constraints. For the purposes of this paper, a sample case study was detailed and referred to as the pilot study. The m\ethodology was applied to all the case studies and a schedule of constraints (SoC) extracted. Findings -This paper evidenced that it is not project constraints which require management to sustain innovation but rather failures in stakeholder competency. This study established the benefits of FMEA as a risk assessment tool for construction innovation research and generated a database of innovation constraints which can be used as a benchmarking framework for future research. Originality/value -Previous construction innovation research has focused on established project management techniques to manage innovation. This study identified that rather than a process-driven approach, a stakeholder-centred approach is required, where successful innovation delivery is incumbent on the right stakeholder competencies being in place at the appropriate stages of the procurement process. The benefit of this contribution is an established risk assessment methodology which can be used by project stakeholders when adopting innovation into construction projects.
Purpose Socially responsible procurement (SRP) utilises government expenditure on construction procurement as a means of generating social value from construction activities. The paper proposes that SRP is a type of innovation delivering social value in the form of employment opportunities to local communities. The purpose of this paper is to investigate the use of SRP in Northern Ireland procurement and align the findings with existing literature. Design/methodology/approach A three-stage approach was employed, namely, first, a review of innovation and SRP literature; second, a survey of 50 Northern Ireland construction organisations to extract perceptions of SRP in practice; and third, qualitative analysis of the literature with the empirical insights. Findings Findings show that SRP is being driven by social legislation and being delivered by contractors as part of their contractual obligations. SRP represents a significant shift from standard construction practice which makes it challenging to implement using traditional processes and systems. It is found that SRP is generating social benefits through employment creation and the feedback from employees is largely positive. However, it is proposed that contractors need to adopt a more person-centric approach to the implementation of SRP to sustain the benefits being currently evidenced. Originality/value The study suggests that there is an urgent need for more holistic measurement of impacts and outcomes of SRP to ensure social targets are appropriate for the communities in which projects are being constructed.
Purpose Building information modelling (BIM) literature reveals a growing interest in the development of a competency-based approach to manage the long-term goals of BIM implementation in infrastructure projects. One long-term goal is mitigation of environmental impacts (EIs). It is proposed that by integrating environmental systems within the BIM model, the technology can act as an early warning indicator to assist stakeholders identify and evaluate EIs before they become critical to delivery. The purpose of this paper is to assess the effectiveness of BIM in identifying EIs on infrastructure projects and investigate the correlation between stakeholder competency and evaluation of EIs. Design/methodology/approach In all, 71 informants that have relevant experience in infrastructure projects were investigated using a two-stage methodology comprising a questionnaire to determine the BIM indicators used to identify EIs and the stakeholder competencies required to assess and evaluate EIs and Behavioural Event Interviews (BEIs) to validate the competencies identified. Findings The findings showed that risk assessments are the most critical early warning indicator in identifying EIs specifically when implemented within the cost management process. The key stakeholder competencies required to successfully evaluate EIs were identified as project organisation and building equitable relationships. BEIs showed these stakeholders to also have high levels of behavioural and contextual awareness. This suggests that, contrary to perceived perception, successful management of EIs is more dependent on collaborative working than the acquisition of technical skills. Findings also indicated that Croatian BIM stakeholders are less experienced than UK BIM stakeholders in project implementation and delivery and that less experienced BIM stakeholders require more emphasis on technical knowledge whilst the importance of “soft skills” is more apparent in experienced stakeholders, notably amongst the UK participants. Originality/value The implications for infrastructure projects show that effective management of EIs can be achieved through alignment of the BIM model with the cost management plan implemented by stakeholders working collaboratively. Hence, the strategic focus for AEC companies working on infrastructure projects should be the development of staff interpersonal competencies rather than solely on project goals and/or an over-emphasis on technical skills.
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