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Rethinking IT in Construction and Engineering : Organisational Readiness.

Author: Mustafa Alshawi
Publisher: Independence : Taylor and Francis, 2007. ©2007
Edition/Format:   eBook : Document : English : 1st edView all editions and formats
Summary:
How could the potential of IT be realised to improve business performance in architecture, construction and engineering organisations? How could organisations unleash the potential of IT to achieve a sustainable competitive advantage? How can organisations migrate from technology to IT-enabled business thinking? Based on the author's twenty years research experience, this book provides a holistic picture of the  Read more...
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Genre/Form: Electronic books
Additional Physical Format: Print version:
Alshawi, Mustafa.
Rethinking IT in Construction and Engineering : Organisational Readiness.
Independence : Taylor and Francis, ©2007
Material Type: Document, Internet resource
Document Type: Internet Resource, Computer File
All Authors / Contributors: Mustafa Alshawi
ISBN: 9780203961933 0203961935
OCLC Number: 1048370059
Notes: 9.5 IT training strategy: the GAPP-IT model.
Description: 1 online resource (579 pages)
Contents: 2.1.1 Relation between business process and technology: the five-layer diagram --
Layer 1: business environment --
Layer 2: IS/IT and business processes --
Layer 3: package solutions --
Layer 4: enabling software --
Layer 5: hardware and communication technology --
2.2 Difficulties in integrating business and IS/IT: the case of construction --
2.2.1 Case study 2.1: lack of standardisation in business processes --
2.3 Building IT capability --
2.4 Business process and IT --
2.4.1 Relationship between maturity in process management and IS/IT --
2.4.2 The relevance of the time element --
2.4.3 Case study 2.2: Extranets --
2.5 People and IT --
2.5.1 The role of IS/IT Department Head --
Factors affecting the Head of IS/IT --
2.5.2 Case study 2.3: people role in the success of collaborative environments --
List of people-critical success factors for the successful implementation of Extranets: --
2.6 Work environment --
2.6.1 Leadership --
2.6.2 Empowerment --
2.6.3 Communication --
2.6.4 Process vision development --
2.6.5 Project management --
2.6.6 Process-based team formation --
2.6.7 Case study 2.4: work environment role in the success of collaborative environments --
2.7 External and internal drivers for change --
2.7.1 External drivers --
2.7.2 Internal factors --
Chapter 3 IS success measurement approaches --
3.1 Introduction --
3.2 Categorisation of the current measurement methods --
3.3 Product-based measurement approach --
3.3.1 Limitation of product-based measures --
3.4 Process-based measurement approach --
3.5 Maturity approach: general measurement models --
Criticism of Nolan Model --
3.6 Limitation of current measurement approaches --
3.7 Success levels and measurement approaches --
3.7.1 Planning and development and implementation phases --
3.7.2 Measurement phase: technical and semantic levels --
3.7.3 Measurement phase: influence level. Chapter 4 Case studies --
4.1 Introduction --
4.2 Case study 4.1: ServInst --
4.2.1 Sequence of events --
4.2.2 Analysis and discussion --
1 People: staff --
2 People: skill --
3 People: Head of IS/IT --
4 Work environment: leadership --
5 Work environment: culture --
6 Work environment: structure --
7 IT infrastructure: systems --
8 Process: practices --
4.2.3 Summary and findings --
4.3 Case study 4.2: OilCo --
4.3.1 Sequence of events --
4.3.2 Project objectives --
4.3.3 Implementation of the project --
4.3.4 General remarks --
4.3.5 Analysis and discussion --
1 People: staff --
2 People: skill --
3 People: Head of IS/IT --
4 Work environment: leadership --
5 Work environment: culture --
6 Work environment: structure --
7 IT infrastructure: systems --
8 Process: practices --
4.3.6 Summary and findings --
Part 2 Enablers --
Chapter 5 Developing sustainable IS/IT capabilities --
5.1 Introduction --
5.2 Organisational learning --
5.3 Competitiveness and organisational learning --
5.4 Resources, competencies and capabilities --
5.4.1 Core capabilities and learning organisations --
5.5 Managing knowledge: classification of knowledge --
5.5.1 Knowledge classification --
Electronic library --
Documented procedures and lessons-learned --
Experience and know-how --
5.5.2 Knowledge transformation --
5.6 Resource-based models --
5.6.1 Learning in the capability development process --
Routinisation learning loop --
Capability learning loop --
Strategic learning loop --
5.6.2 Linking IS capability with IS competencies and resources --
5.7 Unlocking the business value: embedding IS/IT into core capabilities --
5.8 Case study 5.1: Technology-based core capability --
strategic failure --
Chapter 6 Successful implementation of knowledge management --
6.1 Introduction and background --
6.2 The need for a holistic KM implementation model --
6.3 Enablers of KM. 6.3.1 Corporate and strategic management --
6.3.2 Information technology --
6.3.3 Human resources --
6.3.4 Culture --
6.3.5 Organisational structure --
6.4 "SCPTS" three-layer KM model --
Layer 1: knowledge classification --
Layer 2: KM life cycle --
Layer 3: KM facilitators --
6.4.1 Layer 1: knowledge classification --
6.4.2 Layer 2: knowledge life cycle --
Stage 1: knowledge identification --
Stage 2: knowledge acquisition and development --
Stage 3: knowledge distribution --
Stage 4: knowledge measurement and review --
6.4.3 Layer 3: KM facilitators --
Strategy --
Organisational culture --
People --
Technology --
Organisational structure --
6.5 Guidelines for implementation --
Chapter 7 Alignment of strategies and capacity building --
7.1 Business strategy and strategic planning --
7.2 Information system strategies and business competitiveness --
7.3 Information technology strategies --
7.4 Alignment of business and IS strategies --
7.5 Alignment methodology --
7.5.1 Business and business objectives (strategy) --
7.5.2 Critical success factors (CSF) --
7.5.3 Strategic business analysis --
7.5.4 IS strategy --
7.5.5 Detail business analysis --
7.5.6 Information technology strategy --
7.6 Case study 7.1: IS strategy for a quantity surveying practice --
7.6.1 Data/process matrix --
7.6.2 Discussion and recommendations --
7.7 IS/IT Implementation issues --
7.7.1 Change management --
7.7.2 Management competency --
7.7.3 Organisational structure --
7.7.4 Project planning and managements --
7.7.5 IT infrastructure --
7.8 IT training: building the capacity --
7.8.1 IT training strategy and the business strategy --
7.8.2 IT training and resource requirements --
7.8.3 IT training needs analysis: corporate vs individual needs --
Corporate and group needs --
Executive, managerial and operational needs --
Individual needs --
7.8.4 Barriers to success. Resource and management barriers --
Corporate environment and culture --
7.8.5 Performance gap analysis --
Skill and competence issues --
Generic and specific IT training needs --
7.8.6 IT training strategy development --
Monitoring performance --
Part 3 Improvement gaps and tools --
Chapter 8 Maturity of organisations and process maturity models --
8.1 Maturity concept --
8.2 Maturity modelling --
8.3 Maturity models and organisational capabilities --
8.4 Process improvement maturity model: the case of construction --
8.4.1 Process capability and maturity --
8.4.2 Standardised Process Improvement for Construction Enterprises (SPICE) --
Process enablers --
8.5 Case study 8.1: a client-contractor collaboration --
8.5.1 SPICE assessment --
8.5.2 Recommendations --
8.5.3 Benefits --
8.6 Maturity models: the case of e-government --
8.7 Other maturity models: the case of software development --
8.7.1 Capability Maturity Model: the staged view --
8.7.2 Continuous Capability Model (SE-CMM): the continuous view --
8.7.3 Capability Maturity Model Integration (CMMI) --
Staged-view architecture --
Continuous-view architecture --
Staging and equivalent staging for continuous-view models --
8.7.4 People-CMM --
8.7.5 Personal Software Process (PSP) --
Relationship between PSP and CMM --
8.7.6 Team Software Process (TSP) --
8.7.7 Bootstrap --
8.7.8 Trillium --
8.7.9 SPICE and TickIT --
Chapter 9 Organisational readiness Bridging the gap --
9.1 Gap analysis (performance analysis) --
9.2 Measuring the opportunity gap --
9.2.1 Benchmarking --
9.2.2 Balanced scorecard system --
9.2.3 SWOT analysis --
9.3 IS life cycle and organisational readiness --
9.3.1 Life cycle of IS --
9.3.2 IS success and organisational readiness --
9.3.3 Measuring organisational readiness --
9.3.4 Maturity models and measuring the readiness gap --
9.4 IS assurance.

Abstract:

How could the potential of IT be realised to improve business performance in architecture, construction and engineering organisations? How could organisations unleash the potential of IT to achieve a sustainable competitive advantage? How can organisations migrate from technology to IT-enabled business thinking? Based on the author's twenty years research experience, this book provides a holistic picture of the factors that enable architecture, construction and engineering organisations to explore the potential of IT to improve their businesses and achieve a sustainable competitive advantage. It raises awareness of the importance of the organisational 'soft issues' and the role they play in influencing the outcome of IT investments as well as addressing other complementary enablers, such as knowledge management, learning organisations, maturity models and e-readiness measurements. Real case studies are used throughout the book to illustrate various concepts and to provide the reader with a realistic and practical picture. Rethinking IT in Construction & Engineering is ideal for lecturers and researchers in architecture, construction and engineering as well as professionals at managerial level in industry.

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