This Executive Brief will show how transactional networks and IT networking services can successfully promote internal integration of company workflows while improving external collaborative processes in order to coordinate activities with third-party stakeholders and agents around construction projects.
I D C E X E C U T I V E B R I E F
A C o n s t r u c t i o n I n d u s t r y B r i e f
B e n e f i t i n g t h e B o t t o m L i n e : C o l l a b o r a t i o n a n d C o l l a b o r a t i v e T e c h n o l o g i e s September 2007 Giorgio Micheletti Pierfrancesco Manenti James Eibisch mo Sponsored by: Easynet c.c di.www Executive Overview 001 Even though many construction companies tend to adopt a 7.7 conservative stance towards ICT and technological change, the 898 construction industry needs to realise that a wide range of .02. operational and competitive advantages is to be gained from 44 implementing innovative collaborative technologies. +.leT This Executive Brief will show how transactional networks and IT .K. networking services can successfully promote internal integration of U , company workflows while improving external collaborative processes EA4 in order to coordinate activities with third-party stakeholders and 4 agents around construction projects. In practical terms, network W ,n services such as IP VPN can successfully address most of the odn challenges affecting the construction industry today, such as its oL geographic dispersion, its demanding communication requirements, ,da and its strong and complex project management needs. oR hgi Through addressing these issues, electronic collaboration tools H k (such as email, group calendaring and scheduling, etc.) can ciw effectively change the way in which construction projects are sih managed and implemented. As a result, construction employees will C 9 increase their productivity, time will be used more efficiently and 83 , information will be gathered and disseminated more effectively. This AE will enhance business continuity and compliance, and reduce overall ME costs. CDI
EB05P The European Construction Industry: Key Industry Challenges While benefiting from a positive business environment over the last 10 years, the European construction industry is currently facing rising price pressures and a fiercer global competitive environment shaped by mounting construction costs, fast-track schedules and the increasing generation of vast quantities of documentation. In this context, IDC believes that the following issues must be actively considered:
. Increasing heterogeneity of project participants. A wide range of professionals is involved in a construction project. Project participants such as architects, engineers, construction companies, outsourced subcontractors, suppliers, facility management firms, owners and tenants have very different information requirements. The lack of accurate and timely information exchange between these parties is at the heart of historical inefficiencies, cost overruns and inter-party disputes. In this context strong project management capabilities also become increasingly indispensable.
. Geographic dispersion and increasing globalisation. The construction environment is becoming more and more global with different construction sites now needing to be reached worldwide. Therefore, fast building site deployment and real-time monitoring and information exchange systems are crucial to complete geographically dispersed projects on time and to budget.
. A changing regulatory framework. Today, new construction must be compliant with old and new regulations including those based on the Kyoto Protocol on energy consumption in buildings. This involves additional consultants in the project, additional construction phases and the need to develop and manage a new set of skills. Also, collaboration with public offices becomes part of the value chain.
The Role of ICT and Networking Services in Promoting Collaboration Traditionally, the construction industry as a whole has shown relatively slow progress in ICT investments due to the high percentage of small and medium enterprises. This slow progress contrasts somewhat with the more innovative approach being taken by the major construction companies. In addition, there are high levels of service customisation (e.g., the need to be onsite) and an organisational culture often characterised by cons... [download for more]
