SPICE: a business process diagnostics tool for construction projects

Abstract

The construction sector is under growing pressure to increase productivity and improve quality, most notably in reports by Latham (1994, Constructing the Team, HMSO, London) and Egan (1998, Rethinking Construction, HMSO, London). A major problem for construction companies is the lack of project predictability. One method of increasing predictability and delivering increased customer value is through the systematic management of construction processes. However, the industry has no methodological mechanism to assess process capability and prioritise process improvements. Standardized Process Improvement for Construction Enterprises (SPICE) is a research project that is attempting to develop a stepwise process improvement framework for the construction industry, utilizing experience from the software industry, and in particular the Capability Maturity Model (CMM), which has resulted in significant productivity improvements in the software industry. This paper introduces SPICE concepts and presents the results from two case studies conducted on design and build projects. These studies have provided further insight into the relevance and accuracy of the framework, as well as its value for the construction sector.

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

“…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).…”

“…Whatever this level is called either ad hoc or initial, it is referred to as immature (Sarshar et al, 2000).…”

Designing a Program Management Maturity Model (ELENA)

“…It is a planned, properly managed, and continuous improvement effort (Yimam, 2011). Continuous improvement can be achieved through various small and evolutionary steps, rather than radical revolutionary measures (Sarshar et al, 2000). In a maturity model, ideal progression towards the desired improvement is described in different successive levels or stages (Tahri and Kiatouni,2015).…”

Maturity and Maturity Models in Lean Construction

“…Immature organisations have no objective foundation to assess quality or to solve product or process problems (Paulk et al 1993a, Sarshar et al 2000. achieving less goals than planned; having poor quality assurance and higher actual costs compared to the estimated costs (Harmon 2004).…”

“…achieving less goals than planned; having poor quality assurance and higher actual costs compared to the estimated costs (Harmon 2004). However, it is important to note that immature organisations may occasionally deliver excellent results (Humphrey 1989) through the heroic efforts of individuals and by using approaches in a spontaneous and unplanned manner (Harmon 2004, Sarshar et al 2000. Therefore project managers of immature organisations mainly focus on solving immediate issues and by constantly engaging in firefighting (OGC 2010).…”