2 Introduction Aim Use of the Guide This presentation is prepared to support and give a general overview of the ‘How to Align an IT Strategy to the Industry Vision’ Guide and should be read in conjunction with the publication.Use of the GuideThis guide:Considers why it is important to develop a vision for the futureIncludes Construct IT’s own vision for the future of IT in construction projects to help a company develop a visionOffers step-by-step procedure for developing and implementing an IT visionThis presentation and the original guide should be reviewed in conjunction with the ‘How to Develop Your Information Strategy Plan’ guide.
3 Why an IT Vision?Construction industry needs to communicate large volumes of complex informationDiversity of projects and large number of different stakeholders make it difficultIT can help construction companies reduce problems of communication and information sharingUnder-investment in IT and lack of common standards and formats still major barriers
4 Why an IT Vision? By developing an IT vision: Construction companies can gain a competitive advantage in their business.The can also squeeze more value from their expenditure on IT.
5 Why an IT Vision?A company can start to establish an IT vision by asking two familiar questions:What is our position in today’s market?Where do you want to be in the future?
6 Why an IT Vision?Vision is… a wide and distant vista of the future in which the desirable image of the company is set, directing its course and generating strategies there.1Visioning is… a multi-phased process which includes the generation, implementation and renewal of a vision. It is a highly imaginative process. However, the managers must be careful to create real visions, instead of extending the past. The important point is visioning is not static however it is an on-going process. 2 Okazaki-Ward, L. (1998) “The Practical Side to Visioning: The Case of Toray Industries Inc.” Korac-Kakabadse, N. and Kakabadse, A.P. (1998) “Vision, Visionary Leadership and the Visioning Process: An Overview”
7 Lack of Vision Causes3: Organisational turbulence Direction is provided by each individual managerShort-term orientationAchieving results would become the only common denominator sharedParadoxical empowermentMessages from upper management leadsto confusionIn-fightingOne manager’s view may compete with another Kakabadse, A., Nortier, F., and Abramovici, N. “Visioning: Promoting a Shared Perspective Towards Organizational Success”
8 Construct IT’s VisionConstruct IT has formulated an IT vision for the management of construction projects and the way their processes will be supported by ITPurpose of this vision is to:Paint a picture for the industryGain competitive advantagePlatform for discussion and debateDynamic ‘picture’Identify gaps between research and implementationIncrease academic/industrial collaboration and knowledge exchangeIdentify barriersRealisationIllustrate how IT could benefit the industry
9 Seven Major Themes Model driven information management Life cycle thinking between project phasesKnowledge Managemente-ProcurementVisualisationSimulationChange management & process improvement
10 Seven Major ThemesModel driven information management Sharing project information via a shared concept or process model. Information is entered once and can then be used by all the different stakeholders during a project.
11 Seven Major ThemesLife cycle thinking IT allows information to be shared seamlessly between the life cycle phases.Knowledge ManagementThe construction industry should rely on past project knowledge and information when dealing with new projects
12 Seven Major Themese-Procurement Internet brings new opportunities for the tendering and procurement phases of construction companies.VisualisationCommunications between the construction parties could be enhanced by the computer visualisation technologies, such as 3-D walk-throughs.
13 Seven Major ThemesSimulation Simulation would help construction managers to analyse and measure productivity, analyse risk, allocate resources, plan sites, etc.Change management & Process ImprovementTo achieve all the items above, construction organisations must implement fundamental structural changes.
14 Vision Scenario Conception of needs Tendering and team selection Developed to help interpret the seven proposed themes.Covers five life cycle phases:Conception of needsTendering and team selectionDesign and briefingConstructionFacilities management
15 Conception of NeedsGeographical Information Systems (GIS) would help site selectionsVisualization will offer a better understanding of the project.
16 Tendering and team selection IT Capability would become a partner selection criteriaLong-term partnering would be preferredProcess Capability would become a partner selection criteria
17 Design and briefingSharing visual information would be facilitated by new IT toolsSimulation would be used to make feasibility and buildability analysisInternet would bring out new procurement approaches
18 ConstructionMaterial flow in construction sites would be improved by new devices such as web, bar coding, hand-held computers etc.4D Simulation would be used to assess buildability issues
19 Facilities management Electronic as built information is used for operations and maintenance of the facilityIntelligent tagging will become part of the project and form a base for FM activities
20 Implementation Barriers Only 5% of the work force understands the strategyOnly 25% of managers have incentives linked to strategy85% of executive teams spend less than one hour per month discussing strategy60% of organizations don’t link budgets to strategy9 of 10 companies fail to execute strategyThe People BarrierThe Learning BarrierThe Vision BarrierOperations BarrierVisioning must be integrated into a continuous strategic planning process to overcome these barriers
21 Incorporating Visioning How to Develop an Information Strategy Plan guide explains how to link business strategy to IT investmentBusiness StrategyContinuous Development of Information Strategy Plan from Business Needs2Identify your Business PositionIncreasing IT Capability Integrated with Business Strategy Planning6Develop IT Vision1Initiate Information Strategy Planning Project4Develop System and Technology Roadmap5Prioritise SolutionsImplementationContinuous Development of Information Strategy Plan due to Changing Technology3Examine Capabilities and TechnologiesThis guide proposes additional stage that ensures the visioning process becomes an integral part of continuous strategic planning.
22 How to Develop an IT Vision i. Generating Conceptual VisionThe visioning process usually starts with the creation of a vision concept. Construct IT’s vision could be used at this stageii. Debating the VisionDebating the vision brings unforeseen issues to the surface; unresolved issues will cause problems in future.Develop IT Visioniii. Testing the VisionTest if your vision is in line with company strategies and,If it fits in with your company’s interpretation of Construct IT’s Vision.iv. Communicating the VisionShare the company vision with your employees as you need their support during the implementation.
23 Concluding RemarksVision is an important motivator that prepares companies for the future.It must be remembered that developing a vision is a continuous process.The visioning process is an important step in your ‘Information Strategy Planning’. Consider both of them together.
24 Finally …In terms of technology uptake, a distinct pattern exists in the way organisations adopt technology.Think about your place in the ‘Bell Curve’ to understand the intention of your company.