Online from: 2001
Subject Area: Built Environment
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|Title:||Benefits of collaborative ICT adoption for building project management|
|Author(s):||Vanita Ahuja, (New Delhi, India), Jay Yang, (Faculty of Built Environment and Engineering, Queensland University of Technology, Brisbane, Australia), Ravi Shankar, (Department of Management Studies, Indian Institute of Technology Delhi, New Delhi, India)|
|Citation:||Vanita Ahuja, Jay Yang, Ravi Shankar, (2009) "Benefits of collaborative ICT adoption for building project management", Construction Innovation: Information, Process, Management, Vol. 9 Iss: 3, pp.323 - 340|
|Keywords:||Benefits, Buildings, Communication technologies, Construction industry, Project management|
|Article type:||Research paper|
|DOI:||10.1108/14714170910973529 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
Purpose – Effective flow of data and communication at every stage of a construction project is essential for achieving required coordination and collaboration between the project participants, leading to successful management of the projects. In present scenario, when project participants are geographically separated, adoption of information communication technology (ICT) enables such effective communication. Thus, the purpose of this paper is to focus on ICT adoption for building project management.
Design/methodology/approach – It is difficult to quantitatively evaluate the benefits of ICT adoption in the multiple enterprise scenario of building project management. It requires qualitative analysis based on the perceptions of the construction professionals. The paper utilizes interpretive structural modeling (ISM) technique to assess importance of perceived benefits and their driving power and dependence on other benefits.
Findings – The developed ISM model shows that all the categories of benefits, i.e. benefits related to projects, team management, technology, and organization are inter-related and cannot be achieved in isolation. But, organization- and technology-related benefits have high-driving power and these are “strategic benefits” for the project team organizations. Thus, organizations are required to give more attention on strategically increasing these benefits from application of ICT.
Originality/value – This analysis provides a road map to managers or project management organizations to decide that if they are planning ICT adoption for achieving certain benefits then which are the other driving benefits that should be achieved prior to that and also which are the dependent benefits that would be achieved by default.
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