Identification of key process areas in the production on an e-capability maturity model for UK construction organisations

Uptake of e-procurement by construction organisations has been slow (Martin, 2008). Positive e-business achievements in other industries, point towards the potential for the construction industry to accomplish similar results. Since the Modernising Government White paper set targets through best value indicator BV157 for implementation in the public sector, Government has supported many initiatives encouraging e-procurement. These are based on documented efficiency and cost savings (Knudsen, 2003; Minahan and Degan, 2001; McIntosh and Sloan, 2001; Martin, 2008). However, Martin (2003, 2008) demonstrates only a modest increase in the uptake of e-procurement in the UK construction industry. Alshawi et al (2004) identified the significance of possessing a model to sustain the embedment of any business process within an organisation. Saleh and Alshawi (2005) describe a number of model types used to gauge maturity in an organisation. One of these models is the capability maturity model. Paulk et al (1993) released the Software Capability Maturity Model (CMM) in 1991. Since then many CMM’s have evolved. This paper reports on how a CMM based on Drivers and Barriers to e-procurement identified in Eadie et al (2009) can be developed to gauge the maturity of an organisation in relation to e-procurement. This paper presents details of a research project which used factor analysis to produce a set of Key Process Areas (KPA) from the drivers and barriers identified in Eadie et al (2009). These KPAs were then subjected to a mapping process linking them to maturity levels to develop a CMM to analyse the e-procurement capability of construction organisations. The mapping will be reported in a later paper. This termed as 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 KPA’s

Roles in construction projects: analysis and terminology

Standard form contracts are typically developed through a negotiated consensus, unless they are proffered by one specific interest group. Previously published plans of work and other descriptions of the processes in construction projects tend to focus on operational issues, or they tend to be prepared from the point of view of one or other of the dominant interest groups. Legal practice in the UK permits those who draft contracts to define their terms as they choose. There are no definitive rulings from the courts that give an indication as to the detailed responsibilities of project participants. The science of terminology offers useful guidance for discovering and describing terms and their meanings in their practical context, but has never been used for defining terms for responsibilities of participants in the construction project management process. Organizational analysis enables the management task to be deconstructed into its elemental parts in order that effective organizational structures can be developed. Organizational mapping offers a useful technique for reducing text-based descriptions of project management roles and responsibilities to a comparable basis. Research was carried out by means of a desk study, detailed analysis of nine plans of work and focus groups representing all aspects of the construction industry. No published plan of work offers definitive guidance. There is an enormous amount of variety in the way that terms are used for identifying responsibilities of project participants. A catalogue of concepts and terms (a “Terminology”) has been compiled and indexed to enable those who draft contracts to choose the most appropriate titles for project participants. The purpose of this terminology is to enable the selection and justification of appropriate terms in order to help define roles. The terminology brings an unprecedented clarity to the description of roles and responsibilities in construction projects and, as such, will be helpful for anyone seeking to assemble a team and specify roles for project participants