Collaborative working in construction by Dino Bouchlaghem

By Dino Bouchlaghem

"Examinations of rising applied sciences like cellular and instant are mixed with overviews of appropriate administration theories, and case reviews, to supply a accomplished consultant to introducing collaboration applied sciences to the outfitted setting industries successfully. This publication is underpinned by way of study performed by way of prime lecturers in co-operation with practitioners utilizing the newest technologies"-- 1. creation 2. Collaborative operating - Key innovations three. instant and cellular applied sciences for Collaboration in development four. Multi Disciplinary Collaborative layout and development five. making plans and Implementation of Collaborative operating in development 6. swap administration 7. Collaboration surroundings in perform - Case stories eight. switch administration Framework nine. Concluding Notes

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Components of a holistic approach A holistic approach to IM consists of four key components, all essential and equally important to ensure the approach is contextual, appropriate and implemented effectively (Marchand, 2000; Paivarinta and Munkvold, 2005; Bridges, 2007). 7, are: 22 Mark Shelbourn et al. • • • • content model; enterprise model; systems and technology; and implementation and change management. Content model The content model refers to the nature of the content including its structure, attributes and fit within the organisation’s needs (Grosniklaus and Norrie, 2002; Paivarinta and Munkvold, 2005; Rockley, 2006).

These capture participants’ hearts and provide a level of moral guidance for participants’ plans, activities and behaviours. • Picture includes a clear and compelling overall goal along with a vibrant, tangible measure of success. When it is cogent, concise and compelling this picture serves as a unifying focal point for the effort. A Memorandum of Understanding (MoU) is a useful way of documenting the shared vision, and in establishing the basis for the sense of seriousness of partner organisations and their intentions.

Therefore the decision-making framework developed as part of the PIECC project and described in this chapter consists of a new integrated strategy that enables full benefits to be realised from a more targeted use of ICT that is better aligned with the organisation’s people and business processes. 1 and involving six large contractors and engineering consultants. The findings highlighted the need for an integrated framework that brings together hard and soft aspects of collaboration in the form of an intuitive and flexible tool that is applicable in different contexts and situations at both business and project levels.

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