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Purpose – Construction organisations are mandated to use Building Information Modelling (BIM) for Government projects from 2016. The purpose of this paper is to investigate the current status of the management aspects of BIM. Design/methodology/approach – Following a telephone sift, a web-based questionnaire was conducted with UK construction BIM experts with 92 responses. Findings – This research demonstrates a paradigm shift in construction as operations were deemed more important than the technical aspects of BIM Adoption. Respondents agree with enforced Level 2 BIM, demonstrating client demand is a significant driver on uptake. BIM use will substantially increase in the next five years. Ranking of the importance of current BIM standards indicated BS1192 was most used but almost a third adopted individual standards producing fragmentation. BIM’s effect on consultant fees indicated the need for structural change. Practical implications – Front end design via BIM models and clash detection outweighed the use for facilities management indicating industry were meeting the target but not exploiting BIM to its full potential. Design and build and framework arrangements were the most common BIM procurement routes. Fragmentation of standards use creates a future interoperability problem between BIM systems. Social implications – Design team structure changes are supported with the adoption of a separate BIM manager being popular. Analysis of industry-wide model hosting characteristics indicated individual disciplines managed their own models meaning without an additional target for Level 3 BIM the single model environment is unlikely to be widely adopted. Originality/value – BIM fee structure and procurement are investigated for the first time

Purpose -The purpose of this paper is to report the production of the key process areas (KPAs) for an e-capability maturity model for construction organisations, based on drivers and barriers to e-procurement. Design/methodology/approach -Previous researchers have recognised the positive consequences of possessing a model to sustain the embedment of any business process within an organisation. The capability maturity model progressed into one of the most internationally recognised since the release of the Software Capability Maturity Model (CMM) in 1991. Since then, many CMMs have been developed. This paper reports on how a CMM based on drivers and barriers to e-procurement identified in Eadie et al. can be developed to form the KPAs in the formation of a model to gauge the maturity of an organisation in relation to e-procurement. Findings -It was found that factor analysis could be used as a data reduction technique to reduce the 20 drivers and 32 barriers identified as being applicable to e-procurement in construction, to 12 KPAs: Quality management system; Cost management system; Intergroup coordination; Time management system; Operational analysis; Organisational change management system; Integrated teaming; Governance management system; Requirements development; Knowledge management system; Integration management system; and Organisational environment. Originality/value -This paper provides particulars of a research project which uses factor analysis to produce a set of KPAs from the drivers and barriers identified in Eadie et al. These KPAs are then subjected to a mapping process linking them to maturity levels to develop a CMM to analyse the e-procurement capability of construction organisations. This mapping will be reported in a later paper. This e-readiness of organisations will indicate the current state of a construction organisation in terms of its readiness to carry out e-procurement. The paper describes in detail the identification of the KPAs.

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.

PurposeTwo main types of models are used worldwide in consideration of the impact of Information Communication Technology (ICT) processes in construction: capability maturity models (CMM) and e‐readiness models. The purpose of this paper is to review the structure behind the different models, their applicability to construction and indicate how organisations move between the levels in a CMM.Design/methodology/approachThis study investigates the literature behind eight e‐readiness models and 53 CMMs.FindingsThe findings indicate 88 per cent of maturity‐based CMM models linked to five maturity levels, with the remainder using four. CMMs have common features: the process/application is described by maturity levels; Key Process Areas (KPA) provide the features to allow movement; and the levels are arranged and attained systematically, lowest to highest. Publication dates and trends indicate the rate of CMM publication is increasing (most in 2009), conversely, e‐readiness models are not (most published in 2004).Practical implicationsIt is expected that the number of CMMs will increase; conversely, e‐readiness models may not. E‐readiness models have not been adopted by other industries and applications. However, CMMs, although initiated in software engineering, have progressed to incorporate construction models which cover processes as diverse as financial management and documentation. This suggests that a CMM is more applicable for applications such as e‐business in construction.Originality/valueThe paper significantly expands that of Man in 2007 who listed 22 CMM models. This paper categorises a further 31 models and indicates construction applicability, combined with a review of e‐readiness models for the first time.