A process‐driven IT training model for construction: core development issues

Abstract

Information technology (IT) has often been cited as being able to create competitive advantage. However, the degree of leverage is often dependent upon several factors, not least the type and level of IT training provided, resources available, management commitment, and prevailing level of corporate culture. This paper introduces the generic processes involved in developing an IT training framework in order to support and deliver the business strategy, and presents findings in the form of a generic IT training model. This model identifies the sequential stages needed to commission and deploy IT training in a construction environment in the form of an implementation roadmap. This model was developped with two leading UK construction organizations. Findings have identified that seven core process phases should be considered before committing resources to training. Recommendations include identifying the core business benefits and matching these to the training outcomes, albeit cognisant of barriers such as lack of empowerment, organizational culture, resource limitations, and so on.

Citation

Goulding, J.S. and Alshawi, M. (2004), "A process‐driven IT training model for construction: core development issues", Construction Innovation, Vol. 4 No. 4, pp. 243-254. https://doi.org/10.1108/14714170410815123