Key process area mapping in the production of an e‐capability maturity model for UK construction organisations

Abstract

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.

Methodology for developing capability maturity levels for PPP stakeholder organisations using critical success factors

“…Fraser et al (2002) affirmed that the modern day capability maturity concept gained its popularity based on the software CMM, initiated in the early 1990's in the USA. Eadie et al (2011) asserted that since 1991, many CMMs have been developed and recognised internationally. The concept of CMM is increasingly applied in many disciplines.…”

“…It is also due to its huge recognition by the industry and academia. For instance, notable earlier researchers in construction management and economics have adopted CMMI for their studies and have been published in reputable refereed journals (see Sarshar et al, 2000;Keraminiyage et al, 2006;Keraminiyage et al, 2007;Sun, 2009;Eadie et al, 2011;Eadie et al, 2012).…”

“…Sun et al (2009) conducted a study on a change management maturity model for construction projects. Eadie et al (2011) identified the KPAs for an e-capability maturity model for construction organisations in the UK. Eadie et al (2012) developed measures to capture capability maturity of ICT applications in the construction industry among others.…”

Attributes That Determine the Building Information Modelling Capability Maturity of Quantity Surveying Practice

“…Some of the most popular models include the quality management maturity grid by Crosby [22] and the CMM by Carnegie Mellon Software Engineering Institute (SEI) [21]. According to Eadie et al [23], maturity models are characterised by structured elements representing key process areas as well as capability stages for progressing in these process areas. Thus, a maturity model aids the identification of critical process areas responsible for a firm's performance or capability in delivering a particular function [22].…”

“…The development of capability maturity models requires the identification of key attributes often referred to as key process areas (KPA) which represent the primary areas of performance in an organisation or system [5,21,23]. These capability attributes (KPA's) are distinct clusters of related activities, competencies and resources that are required for the attainment of goals [21].…”