Abstract
Changes brought about from advances in information and communication technology for the architecture, engineering, and construction industries (construction ICT) are not purely technical, but must be accompanied by changes to the management processes. Elsewhere, we have discussed a framework for project information management in construction. This paper addresses changes to the practice of project management as a whole. Broadly, it suggests a unified approach to project management that involves defining a set of widely-applicable common views of the project information, explicitly defining the inter-relationships between the information in these different views, and modifying project management tools and procedures to work with these integrated views.
1. Introduction
Current trends in information and communication technology (ICT) are yielding a wide range of new computer-based tools to support the architecture, engineering, construction and facilities management industries (collectively referred to simply as “construction” in this paper). These tools—particularly those associated with building information models (BIMs) for project modeling and integration— promise great increases in the effectiveness and efficiency of designing and managing construction projects. However, these improvements require more than just technical solutions; their full potential cannot be realized without corresponding changes in the work tasks and skill sets of the project participants. We are exploring the relationship between emerging ICT and project management and, in particular, how project management should evolve to fully exploit the emerging ICT potential. Elsewhere [1] we have discussed a specific sub-discipline of project information management and the role of a Project Information Officer. This paper considers adaptations to the overall practice of project management to more explicitly recognize, represent, and manage the interdependencies between different project views, presenting a conceptual framework for a unified approach to project management.
5. Conclusions
We have argued that project management practices should evolve to fully exploit the opportunities offered by emerging construction ICT. This paper has addressed changes to the practice of project management as a whole. Broadly, we suggest that a unified approach to project management involves defining a set of widely-applicable common views of the project information, explicitly defining the inter-relationships between the information in these different views, and modifying project management tools and procedures to work with these integrated views. Work is ongoing to develop both the information technology and the corresponding management practices.
