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eLSEwise is the acronym of ESPRIT project 20876 which investigated the Information and Communication Technology (ICT) needs of Large Scale Engineering (LSE) construction over the next 10 years. eLSEwise investigated the business needs related to market and client demands for change in the future delivery processes of LSE construction projects and how the constructors perceive their roles changing in response. It also undertook a state‐of‐the‐art review of the existing and emergent technologies. From these investigations eLSEwise then postulated a vision how LSE construction projects may be delivered in the future, fully utilizing the benefits of emergent technology to satisfy the business needs. The project also considered how companies may progress from their present condition towards this future view, leading to basic development strategy. This paper presents the eLSEwise views of such a future. These findings are presented in three parts: the eLSEwise vision, development routes and recommendations.

Recognition of the importance of Large Scale Engineering (LSE) construction in the economics of Europe has resulted in the European Commission supporting the proposal for the eLSEwise project (Esprit 20876). eLSEwise is the European LSE Wide Integration Support Effort, which commenced in 1996 as part of the family of the ‘User Reference Group’ projects established by the European Commission to define the needs of the busiess users of ICT within several industrial areas. This paper describes the eLSEwise initiative and the approach adopted in identifying the LSE construction needs and the business processes that come together to allow an LSE project to evolve through the various phases of a project life cycle.

eLSEwise is a User Reference Project under the EU ESPRIT programme. The objective of eLSEwise is to analyse the Large Scale Engineering (LSE) sector in terms of IT usage and business perspectives. Based on an analysis of the LSE sector today, the trends in the LSE worldwide market, the trends in the IT industry and a future LSE vision are defined. A ‘road map’ guiding the European LSE industry from where it is today to where the vision sets the goal 10–15 years ahead has been developed. This paper is about the approach adopted by the Danish National Railway Agency (DNRA) in dealing with infrastructure projects. DNRA represents one of the target business areas of eLSEwise: transportation. DNRA is the owner and manager of the Danish national railway infrastructure. Like most European railway companies DNRA is facing major changes, moving from monopoly into a profitable, self‐sustained business. At the same time major infrastructure projects are planned and executed, aiming at the creation of a trans‐European high speed network, and at the general revitalization of the European railway sector. After a presentation of DNRA's business and technical context and major current projects, the paper discusses the eLSEwise perspective of life‐cycle oriented infrastructure management and the integrational aspects related to execution of a major infrastructure project and subsequent facility management. Finally, the paper identifies the major gaps between the current situation and the eLSEwise vision of life‐cycle oriented total management of large scale engineering facilities like railway sections.

The universal impact of Large Scale Engineering (LSE) projects is in evidence in diverse aspects of the personal and working lives of citizens around the globe. This does not only include the direct impact of the LSE product or facility but also encompasses the effects on society resulting from new ways of working. These new ways of working have been visualized by the eLSEwise (European Large Scale Engineering Wide Integration Support Effort) project as part of its postulated vision of how LSE construction projects may be delivered in the future, fully utilizing the benefits of emergent information and communication technologies to satisfy the business needs. This paper describes different effects on society resulting from LSE construction products and processes based on the eLSEwise vision and provides recommendations for ensuring that the benefits to society can be achieved.

This paper describes an analysis of Product Data and Information Technologies (PDIT) which are available to support processes in Large Scale Engineering (LSE), particularly those which are construction related. Three main areas are addressed: supporting environment; systems and technologies; and application software. On‐going and future developments in these areas are considered. The findings from each of the PDIT areas examined are presented, together with their potential opportunities for exploitation within LSE in construction. The perceived barriers to the adoption of such technologies are also addressed. Considerations are given to the most significant emerging technologies within the IT industry and the potential impact these may have on the business needs within LSE. The work was undertaken within the User Reference Project ESPRIT 20876—eLSEwise—European Large Scale Engineering Wide Integration Support Effort.

In recent years the Large Scale Engineering (LSE) construction sector in Europe has seen profound change. This is mainly due to increasing competitive pressures from the United States and the Asian‐Pacific countries which has led in turn to increased pressures to improve competitiveness, productivity and client satisfaction. Lack of understanding of client's requirements hinders achieving such goals especially with the increasing trends of executing LSE projects in a ‘virtual enterprise’ environment. Different parties within the construction process need to understand and fulfil client's business and information requirements. Information and Communications Technologies (ICT) vendors and developers also need to understand clients requirements of systems and to align their products to them. This paper reports on findings from a study within the eLSEwise project to identify the emerging clients' business and ICT needs within the LSE construction industry and to identify the changes in clients' relationships with the supply chain and the gaps in ICT provision.

This paper presents results from an analysis of Large Scale Engineering (LSE) project process conducted within the ESPRIT 20876 project ‘eLSEwise’. The paper describes the LSE project processes, interfaces with business processes, the effects of the changing market place, and current process barriers. In searching how these barriers can be reduced or eliminated, the LSE industry information requirements and Information and Communications Technologies (ICT) requirements were explored.

The Large Scale Engineering (LSE) industry operates in a global market place and during recent years it has been the scene of major political and economic changes resulting in increasing market pressures. The paper outlines findings from Workpackage 1 of the European Union funded Esprit eLSEwise project. The eLSEwise project has an objective of contributing to improving the competitiveness of the European LSE industry. The paper focuses principally on trends in the LSE global industry market place and the challenges facing European LSE contractors in adapting to these changes. The paper outlines the research methodology; world market trends and LSE industry structure; critical success factors and enablers for LSE projects; the forces shaping the LSE industry and the necessary contractors' core competencies and competitive advantages for continued success.

Due to the decreasing public budget, the Bremen state construction and building administration is undergoing serious changes. Efforts made, for more than 10 years, to tighten design and construction processes by implementation of information technology have not shown the intended results. It had to be admitted that the construction authorities had not yet structured all data necessary for the whole life cycle of buildings in a way which was suitable for IT use. The IT systems do not fulfil the requirements of continuous data documentation during the life cycle of buildings and construction. Finally, it was realized that the bureaucratic organization of the building authorities will not satisfactorily support efficiency. Those findings were the motives not only for joining the eLSEwise project (Garas & Hunter (1999) Engineering, Construction and Architectural Management) but, even more importantly, for the intended privatization of the construction administration in Bremen and other German States.

Most scholars in public administration and management research would agree that there is a connection between the culture of a nation or region and the way management in public administration is structured and working (“public management arrangements”). However, to be incorporated into public management research and theory, a more precise notion about the forms, ways, and mechanisms of the interlinkage between societal culture and public management is required. A look into public management literature reveals that wide use and reference is made to the importance and influence of culture on public management arrangements – mostly, though, using the term “culture” as a shortcut for “organizational culture”. Public management treatises stress the influence of past events and contexts for the specific functioning and establishment of organizations, rules, and perceptions which in turn have great influence on the reception and functioning of public management mechanisms (Heady, 1996; Jann, 1983; Schröter, 2000; Pollitt & Bouckaert, 2004). Elsewise, organizational culture – or more precisely change thereof – is claimed to be the result of public management efforts (Ridley, 2000; Schedler & Proeller, 2000). In sum, the interlinkage between culture and public management is there, but is not systematically and explicitly incorporated by referring to adequate theory. Although cultural theory has gained considerable attention (Hood, 1998), there are still other concepts for the analysis of cultural facts that may be of interest to the subject, too.