Background
Technology
management of IT in
construction: a driver
or an enabler?
Ghassan Aouad
Michail Kagioglou
Rachel Cooper
John Hinks and
Martin Sexton
The authors
Ghassan Aouad is a Reader in Construction IT and
Management, TIME Research Institute, University of
Salford, Salford, UK.
Michail Kagioglou is a Research Fellow, TIME Research
Institute, University of Salford, Salford, UK.
Rachel Cooper is Professor in Design Management, TIME
Research Institute, University of Salford, Salford, UK.
John Hinks is a Reader in Facilities Management, Heriot-
Watt University, UK.
Martin Sexton is a Lecturer at the TIME Research
Institute, University of Salford, Salford, UK.
Keywords
BPR, Construction industry, Information systems,
Information technology, Investment, Process management
Abstract
The 1970s and 1980s have witnessed the development of
many technological advances in the construction industry.
At the same time, IT has been perceived as a driver for
many of the construction business and operational
processes. The 1990s have seen a technological shift in the
construction sector from IT driven solutions to IT enabling
ones. The industry, however, has become frustrated with
the failing of IT as many companies have invested in the
wrong technologies without addressing business needs.
This is now being rectified by developing IT systems that
support business processes taking into account process,
people and cultural needs. This paper describes how IT
systems are being developed within a major EPSRC
(Engineering and Physical Sciences Research Council)
funded research project in order to help the construction
industry develop feasible technological IT solutions. This is
achieved by considering the co-maturation of processes
and IT within the context of process improvement.
Logistics Information Management
Volume 12 · Numbers 1/2 · 1999 · pp. 130–137
© MCB University Press · ISSN 0957-6053
130
Many studies have been conducted in the
construction sector in recent years in order to
investigate the relationships between IT and
processes. Most of these studies have concen-
trated on IT capabilities and forecasting of
how IT will be used in the next ten years
(Brandon and Betts, 1995; IT2005, 1995;
Building IT 2000, 1991; KPMG & CICA,
1993; Aouad et al., 1997). These studies
predicted the types of technologies that will be
used by the industry in the next ten to 15
years. Construct IT (1995) produced an IT
map that relates to the needs of construction
processes without looking at the co-matura-
tion of processes and IT. This document has
been written in the context of the Construct
IT Centre of Excellence’s work to define a
research work plan for the UK construction
industry in the area of IT-enabled support to
process improvement.
Recent research by Childe et al. (1996)
within the context of business process engi-
neering (BPR) has shown that existing legacy
IT systems are hindering the adoption of BPR
principles by many large organisations. In a
survey of 34 companies (none of which from
the construction sector), it has been demon-
strated that these IT systems are blockers
rather than enablers of process improvement.
The construction industry is not susceptible
to the same problems, as many of the existing
systems have been acquired on a relatively
smaller scale; thus upgrading or even replac-
ing them will not be a difficult task in broad
financial terms but rather it offers the oppor-
tunity to ensure compatibility and “fitness for
purpose” from the onset. The main problem
in construction is that most of the IT systems
have been purchased in the past because of
operational rather strategic/business require-
ments. These systems have failed many con-
struction firms leading to some suspicion of
what IT can deliver to the construction sector.
In order to rectify this, Alshawi and Aouad
(1995) proposed a framework that addresses
the significance of merging information
The authors would like to acknowledge the support
of the following people and organisations involved
in this project: Engineering and Physical Sciences
Research Council (EPSRC); Alfred McAlpine
(Special Projects) Ltd; British Airports Authority
(BAA); Advanced Visual Technology; British
Telecom; Capita; Waterman Partnership; Boulton
& Paul Ltd, Darryl M. Sheath.
Technology management of IT in construction: a driver or an enabler?
Ghassan Aouad et al.
systems (IS) and their associated IT strategies
with business objectives. However, this work
has failed to look at the co-maturation of
processes and IT. This paper adopts a
process/business view to develop IT solutions
through an IT map which will enable rather
than drive the business and/or operational
processes.
The work presented in this paper has been
undertaken as part of a major EPSRC funded
project under the IMI (Innovative Manufac-
turing Initiative) “construction as a manufac-
turing process” initiative, and in close collab-
oration with a wide spectrum of construction
firms representing clients, consultants, con-
tractors, suppliers and software houses,
enabling the consideration of a wide range of
views and perspectives.
The IT map presented here identifies
technologies that enable specific processes
within the design and construction cycle to
have better performance through a co-matu-
ration model. The IT solutions are classified
under major headings including communica-
tion, visualisation, integration and intelli-
gence. These technologies are addressed in
terms of their maturity in relation to the
processes they are trying to support.
Research methodology
A selective approach was adopted for the
execution of the project, drawing upon a
range of interdisciplinary research domains
and methodologies. The overall research
model is shown in Figure 1.
The overarching research philosophy used
was the pre-understanding – understanding
Figure 1 Research methodology “nesting“
131
Logistics Information Management
Volume 12 · Numbers 1/2 · 1999 · 130–137
hermeneutic spiral (Odman, 1985). As such
the research is depicted as an iterative process
whereby the pre-understanding supplied by
the research team and industrial partners is
used to inform the understanding stage which
furthers the development work.
Traditional case study and action research
approaches were used to provide an insight to
detailed information and facilitate the genera-
tion of new knowledge or understanding
whilst at the same time providing structured
frameworks for carrying out organisational
change within the boundaries of the industrial
partner research team members.
A number of research techniques have
been used such as interviews, questionnaires
(qualitative in nature), workshops and in-
depth reviews of literature. The use of a par-
ticular research technique was dependent on
the type and nature of information required
for the continuous improvement of the work
carried out and the research approach used.
For example, workshops were central to the
pre-understanding and understanding pro-
gression offering rich qualitative data.
Technology management of IT within
the construction process
The technology management of IT in con-
struction has rarely been considered within a
process context. Furthermore, both IT and
process have frequently been treated as sepa-
rate processes without any apparent links
and/or interfaces.
Ever since the 1930s there has been an
apparent desire to change the construction
cycle and several government and institution-
al reports have been produced to support this,
including Simon (1944), Banwell (1964), and
the British Property Federation (1983), but
none up to the Latham report (1994) have
been significantly acted upon. During this
time several protocols have been introduced
including RIBA Plan of Work (1991) and the
British Property Federation Manual (1983).
These protocols have not solved the ills of the
construction industry and have done little in
considering IT as an integral part of the
process. Hughes (1991) suggests that “every
project goes through similar steps in its evolu-
tion in terms of stages of work. The stages
vary in their intensity or importance depend-
ing upon the project.” In the same way the IT
elements remain the same but their use is
Technology management of IT in construction: a driver or an enabler?
Ghassan Aouad et al.
dependent upon the project/process, acting as
an enabler rather than a driver.
The benefits of using IT in the construc-
tion industry have been illustrated by a large
number of researcher and studies (see, for
example, Betts, 1992; Brandon, 1993;
Miyatake and Kangari, 1993; Teicholz and
Fisher, 1994; Tucker et al., 1994). However,
as IT has been introduced in the construction
industry through its various professions, there
has been little regard of the use of IT within a
process framework.
This paper addresses the issue of technolo-
gy management of IT in construction within
the context of its role as a driver (process
independent) or as an enabler (process inte-
grated).
The IT process map
The first step in developing an IT process
map is to identify a framework or an actual
process upon which the IT elements can be
placed. The process map (process protocol)
developed in this project was used as the
underlying framework for mapping IT. It is
not the purpose of this paper to present the
process map but relevant information can be
found by Hinks et al. (1997), Cooper et al.
(1998) and Kagioglou et al. (1998).
The relevant IT elements of a process map
will have to be generic rather than specific
commercial applications so that the technolo-
gy can be identified but allows the selection of
specific software applications to suit the com-
pany’s business and operational environment
and indeed culture.
Figure 2 illustrates an IT map that identi-
fies the technologies which enable processes
and phases of the process protocol.
At the initial “pre-project phases” (see
Figure 2 upper x-axis), which incorporate:
• Phase Zero: “Establishing/Demonstrating
the need”
• Phase One: “Conception of need”
• Phase Two: “Outline feasibility”, and
• Phase Three: “Substantive feasibility study”
several forms of IT are shown. These include
at phases zero and one, economic appraisal
and risk analysis, what-if analysis for cost
control and project simulation for design
analysis technologies. At this stage of the
process there is one main question being
asked, “Do we need a building?”. To provide
the answer to this question simulations should
132
Logistics Information Management
Volume 12 · Numbers 1/2 · 1999 · 130–137
be utilised to identify actual operational and
business client needs. This can be in either a
numeric or a visual format and should use
tools such as VR, 3D modelling and economic
analysis tools with the required data being
obtained from an archive of previous projects
that have been undertaken. This is shown in
Figure 2 as “use and creation of legacy
archive”.
During phase two, a product based case
retrieval system is recommended for use, this
again could utilise data from an archive of
previous projects that have been undertaken
in order to give a basic cost for the various
project options. In phase three, AI tools such
as neural networks, knowledge based systems
and case based reasoning could be used as an
aid to enhance creativity in the initial produc-
tion of the design while multimedia applica-
tions can help ease the distribution of infor-
mation to lay persons such as the client.
The “pre-construction phases” incorporate
all the design phases:
• Phase Four: “Outline conceptual design”
• Phase Five: “Full conceptual design”
• Phase Six: “Co-ordinated design, procure-
ment and full financial authority”, and
• Phase Seven: “Production information”.
At these phases a design needs to be estab-
lished that fulfils the requirements established
in previous feasibility studies, which satisfy
the customer/client needs. At phase four, the
use of AI tools is continued from the previous
feasibility phase as this area again can utilise
the creativity enhancement properties of these
tools. During phases five and six, the IT map
recommends the use of cost planning applica-
tions in order to ensure design and construc-
tion costs do not exceed the budget.
Also during these stages VR, 3D model-
ling, 2D CAD and constructability/usability
modelling tools are shown. The VR, 3D
modelling and 2D CAD are used in the pro-
duction of the design and design drawings.
VR can also be used along with the
constructability/usability modelling tools in
order to see if the design is free from “errors”
by utilising features such as clash detection,
and also in helping establish whether the
building will be fit for its purpose once con-
structed. A project planning application is
needed at phases six and seven, the purpose of
which is the production of the project plan.
Stretching from pre-construction phase
seven to the construction phase eight:
Technology management of IT in construction: a driver or an enabler? Logistics Information Management
Ghassan Aouad et al. Volume 12 · Numbers 1/2 · 1999 · 130–137

Figure 2 The IT process map

133
Technology management of IT in construction: a driver or an enabler?
Ghassan Aouad et al.
“Construction”, are four IT application areas.
These are as follows:
(1) 3D modelling and VR. These applications
are used here as visualisation tools for
board members and higher management
of the contractor and/or client so they can
interrogate the VR or 3D model for
detailed information on individual ele-
ments of the building, so they can see and
monitor the progress of the project and so
they can interrogate the model for cost
information.
(2) Progress reporting and as-built model genera-
tion. These applications would most
probably be used by the client. A generic
accounting package or a project planning
application that has good costing and
progress monitoring facilities for the
progress reporting should be utilised. VR
or 3D modelling for the as-built model
generation.
(3) Cost control and project planning. These
applications would probably be used by
the contractor utilising generic account-
ing packages, and project-planning appli-
cations respectively to undertake cost
control and planning of the project.
(4) Robotics and resource management. Two
application areas at phase eight, and post-
construction stage, phase nine: “Opera-
tion and maintenance” can be seen. At
the design and construction and produc-
tion functions robotics could be used for
various construction and maintenance
activities such as the positioning of pre-
cast concrete flooring, the erection of
cladding for a building, inspections and
repair of various parts of the building and
cleaning. At the production and facilities
management functions a resource man-
agement application area would probably
be a generic facilities management pack-
age that would assist in the running and
maintenance of the building after con-
struction.
In addition to the process specific application
areas the IT map identifies various IT applica-
tion areas that should be used throughout the
whole process protocol execution.
The five areas identified are as follows:
(1) Electronic data interchange (EDI),
(2) Inter/intranet applications,
(3) Document management systems,
(4) Artificial intelligence,
(5) Integrated databases.
134
Logistics Information Management
Volume 12 · Numbers 1/2 · 1999 · 130–137
These IT application areas are designed to be
used throughout all of the process protocol in
order to exchange information and support
communication between all those involved in
a project. EDI and Inter/intranet applications
such as e-mail, groupware and World Wide
Web applications will help improve communi-
cations not only between the main parties
involved in the project such as contractor,
client and architect but also between these
main parties and suppliers and various legisla-
tive organisations, etc. This improvement
should therefore provide better co-ordination
and management of the project. Document
management systems could also help with
communications, correspondence between
the parties involved in the project such as
faxes, EDI invoices, e-mail, etc., could be
stored and retrieved at a later date for the
settlement of claims. Utilised over the whole
process and using the other technologies
mentioned in this paper all parties (depending
on authorisation level) could have access to all
the correspondence between all of the parties
involved. The use of AI could help in various
areas of the process. Technologies such as
neural networks, case-based reasoning and
knowledge-based systems could provide
decision support systems that can manage
and automate various processes within the
protocol.
Concluding the process wide IT applica-
tions, the use of integrated databases would
allow the sharing and exchange of information
between all parties involved in the project.
The use of an integrated database combined
with the other technologies for communica-
tion and AI would provide a very powerful
tool that could automate numerous processes
such as project planning and bill of quantities
generation.
The co-maturation model
Ideally, a complete maturation model encom-
passing process, IT, people, culture and
customer issues should be developed. Figure
3 illustrates how these issues could be put
together to produce a comprehensive model.
The model identifies the enablers for process
execution as IT, people and culture. It could
well be the case – and it probably is – that
these enablers are interrelated. For example
the type of IT will probably depend on the
people that use it, and the extent of its use will
depend on the culture of the organisation
Technology management of IT in construction: a driver or an enabler?
Ghassan Aouad et al.
Figure 3 An integrated model for process involvement
and/or industry. An “open” culture will utilise
the communication capabilities of an IT tool
as to ensure visibility of project elements and
deliverables by all parties in a project.
The effective use and co-ordination of IT,
people and culture interfaces should optimise
the process performance, which leads to
eventual customer satisfaction.
This paper only addresses the co-matura-
tion between process and IT within the con-
struction sector.
The process protocol developed in parallel
with the IT map has been used to identify the
various phases of a construction project,
namely: pre-project, pre-construction, con-
struction and post-construction. In addition
sub-processes performed within these phases
are identified and analysed in terms of process
maturity. On the other hand, the IT map has
helped in identifying technologies which can
support the process. These technologies have
been classified under six main headings
(Aouad et al., 1998), which are as follows:
(1) Simulation (e.g. “what if ”, project simula-
tion, economic appraisal).
(2) Integration (e.g. integrated databases).
(3) Communication (e.g. EDI, Internet).
(4) Intelligence (e.g. artificial intelligence, KBS,
neural networks, case-based reasoning).
(5) Visualisation (e.g. VR, 3D).
(6) IT support (e.g. CAD, project planning,
cost control).
These technologies and their corresponding
elements have been used to develop the syn-
chronised process/IT maturation models
shown in Figure 4 based on the CMM (Capa-
bility Maturity Model) framework.
The CMM is a five-level model, which
includes the following stages:
(1) ad hoc
(2) repeatable
135
Logistics Information Management
Volume 12 · Numbers 1/2 · 1999 · 130–137
(3) defined
(4) managed, and
(5) optimised.
The model is designed so that capabilities at
lower stages (ad hoc) provide progressively
stronger foundations for higher stages (opti-
mised), reducing the change management
risks. It is clearly shown on the diagram that
there is an apparent lack of balance in terms
of process and IT maturation. It is evident
that some corrective measures are required in
order to establish a balanced IT and process
at any level. Maturation occurring at higher
levels is, however, more beneficial (Hinks et
al., 1997).
Figure 4 also shows varying levels of matu-
rity for the different phases of a construction
project. This will result in serious bottlenecks
in terms of co-ordination and exchange of
information. Also, Figure 4 shows a similar
pattern in terms of the maturity levels for the
various technologies that can be seen. This
will intensify the problem.
The problems associated with IT are relat-
ed to its uptake, which has been apparently
relatively uncoordinated, and its strategic
application appears to have been determined
by the availability of it rather than its suitabili-
ty. The unsuitability of IT systems causes
disfunctionality in the process infrastructures
which they are expected to support. It is
evident that the uptake of IT systems by the
industry systems has been broadly technology
led, with the industry using basic communica-
tion tools in a widespread (but not compre-
hensive) manner, and that the application of
particular industry specific tools is more
localised, probably because of communica-
tion problems.
In part this is due to a lack of understand-
ing of the way in which organisations and their
operational and managerial processes operate,
compounded by the lack of appreciation of
how information technology supports them;
at a more sophisticated level of analysis, the
organisational capability and maturity of a
company (or industry) are related to a num-
ber of issues including the role of process
management and information systems in their
maturation.
Conclusions
The technological management of IT within
the construction industry has been given little
attention in the past. As a result a number of
Technology management of IT in construction: a driver or an enabler?
Ghassan Aouad et al.
Figure 4 A high-level synchronised process/IT model
IT solutions have been developed to act as
drivers in the design and construction
process. The perils of such approaches have
been illustrated in this paper. The authors
suggest that technological IT enabling solu-
tions will play a major role in achieving major
improvements in a traditionally fragmented
design and construction process. The authors
have illustrated how this can be achieved from
a process viewing in two dimensions:
(1) There must be process and IT alignment.
The IT process map presented in this
paper illustrates how IT could operate
within a process framework. This requires
an agreement on the actual design and
construction process phases, structure
and management. In such a way the
process becomes the driver and IT the
enabler.
(2) The phenomenon of co-maturation of IT
and processes needs to be considered.
This paper illustrated that IT can only be
effective if it is based on synchronised
process development. For example, the
full benefits of an optimised process
cannot be realised when the IT develop-
ment is still at the ad hoc stages, and vice-
versa.
136
Logistics Information Management
Volume 12 · Numbers 1/2 · 1999 · 130–137
Within this framework, it is anticipated that
construction firms will move away from tradi-
tional ad hoc IT investments and move
towards well-planned strategies. By doing so,
large, as well as small, organisations would be
able to identify opportunities for IT invest-
ments, evaluate their existing systems, identify
the rate at which new IT applications are
adopted, and work out the level of impact of
IT on their firms.
Essentially the authors suggest that the
coupling of processes, IT, people and culture
will provide customer/client satisfaction,
accompanied by many obvious benefits.
Therefore, this paper concludes that the
technology management of IT within the
construction industry should be developed
and used as an enabler to the wider business,
strategic and operational needs of the con-
struction industry.
References
Alshawi, M. and Aouad, G. A. (1995), “Structured frame-
work for integrating business and information
technology strategies for construction”, Civil
Engineering Systems, Vol. 12, pp. 249-61.
Technology management of IT in construction: a driver or an enabler?
Ghassan Aouad et al.
Aouad, G., Alshawi, M. and Bee, S. (1997), “Priority topics
for construction IT research”, The International
Journal of Construction IT, Winter.
Aouad, G., Cooper, R., Kagioglou, M., Hinks, J. and Sexton,
M. (1998), “A synchronised process/IT model to
support the co-maturation of processes and IT in the
construction sector”, Proceedings of the CIB Work-
ing Commission W78, Sweden, pp. 85-95.
Banwell, H. (1964), Report of the Committee on the
Placing and Management of Contracts for Building
and Civil Engineering Works, HMSO, London.
Betts, M. (1992), Information Technology Planning
Frameworks for Computer Integrated Construction,
Construction Economics Research Unit, School of
Business and Estate Management, National Univer-
sity of Singapore.
Brandon, P.S. (1993), Intelligence and Integration –
Agenda for the Next Decade, Department of Survey-
ing, University of Salford.
Brandon, P. and Betts, M. (1995), Integrated Construction
Information, E&FN Spon, London.
British Property Federation (1983), Manual of the BPF
System for Building Design and Construction, British
Property Federation, London.
Building IT 2000 (1991), Construction Industry Computing
Association, London, May.
Childe, S., Maull, R. and Mills, B. (1996), UK Experiences in
Business Process Re engineering, Grant No.
GR/K67328, University of Plymouth, URL:
http://bprc.warwick.ac.uk/rc-rep-9.html
Construct IT report (1995), Occasional Paper No. 1: A
Process-Based Study of an IT Research Work Plan,
University of Salford.
Cooper, R., Kagioglou, M., Aouad, G., Hinks, J., Sexton, M.
and Sheath, D. (1998), “Development of a generic
design and construction process”, European Confer-
ence on Product Data Technology, PDT Days '98,
BRE, pp. 205-14.
Hinks, J., Aouad, G., Cooper, R., Sheath, D., Kagioglou, M.
and Sexton, M. (1997), “IT and the design and
137
Logistics Information Management
Volume 12 · Numbers 1/2 · 1999 · 130–137
construction process: a conceptual model of co-
maturation”, The International Journal of Construc-
tion IT, July.
Hughes, W. (1991), “Modelling the construction process
using plans of work”, Construction Project Model-
ling and Productivity – Proceedings of the Interna-
tional Conference CIB W65, Dubrovnik.
IT2005 (1995), Building on IT2005, CICA, Cambridge.
Kagioglou, M., Cooper, R., Aouad, G., Hinks, J., Sexton, M.
and Sheath, D. (1998), “Cross-industry learning:
the development of a generic design and construc-
tion process based on stage/gate new product
development processes found in the manufacturing
industry”, Engineering Design Conference 98,
Brunel.
KPMG & CICA (1993), Building on IT for Quality, London.
Latham, M. (1994), Constructing the Team, HMSO,
London.
Miyatake, Y. and Kangari, R. (1993), “Experiencing
computer integrated construction”, Journal of
Construction Engineering and Management, Vol.
119 No. 2, June.
Odman, P. (1985), “Hermeneutics” in Husen, T. and
Postlethwaite, N.T. (Eds), The International Ency-
clopaedia of Education, Pergamon, Oxford,
pp. 2162-9.
RIBA (1991), Architect's Handbook of Practice Manage-
ment, The Royal Institute of British Architects, 4th
ed.
Simon, E. (1944), The Placing and Management of Build-
ing Contract, HMSO, London.
Teicholz, P. and Fisher, M. (1994), “Strategy for computer
integrated construction technology”, Journal of
Construction Engineering and Management, Vol.
120 No. 1, March.
Tucker, R.L., O'Connor, J.T., Gatton, T.M., Gibson, G.E.,
Haas, C.T. and Hudson, D.N. (1994), The Impact of
Technology on Construction’s Future, Department of
Civil Engineering, The University of Texas at Austin,
TX, USA.