Full Text 01

Communication Dynamics and ICT
Integration in EPC Projects MSPME
Master Thesis
Fall Semester 2007
Supervisor: Professor Anders Söderholm
Author: Noumbissi Tenku

Integration in
Engineer-Procure-Construct Projects
0
CERTIFICATION
This research has been evaluated and accepted to partially fulfill the requirements for the
award of a Masters Degree in Strategic Project Management; following sixteen months
(three semesters) of studies undertaken at the Heriot-Watt University, Edinburgh,
Scotland; the Technical University of Milan (Politecnico di Milano), Milan, Italy; and
the Umeå School of Business & Economics, Umeå, Sweden.
The information therein is the result of my personal efforts and intuition, and
acknowledgement has been duly given to any source from which material was taken to
support the course of the research.
Dr. Paul Gardiner Professor Anders Söderholm

Heriot-Watt University Umeå School of Business
Professor Antonio Calabrese

Politecnico di Milano
1
ACKNOWLEDGEMENT
This piece of research comes to mark the end of a three-semester M.Sc. programme in
Strategic Project Management, sponsored by a European Union Erasmus Mundus
Scholarship. This programme took the researcher to study for a semester each at the
Heriot-Watt University, Edinburgh, Scotland; the Technical University of Milan
(Politecnico di Milano), Milan, Italy; and the Umeå School of Business, Umeå, Sweden.
I heartily thank the European Union Commission for Education and Culture, for the
scholarship that gave me the biggest and most prestigious study opportunity ever in my
academic career. To my supervisor, Professor Anders Söderholm, I owe a debt of
gratitude for his immense sense of mentoring that guided me to completing this research.
His efforts in making me get a company for case study were priceless.
I also wish to give a word of thanks to Dr. Paul Gardiner and Professor Antonio
Calabresse who were always helpful in providing professional guidance and advice
through out the course of the programme. My lecturers in Edinburgh, Milan and Umeå
would also be remembered for the knowledge that they have imparted on me this far.
The professional focus to this work came thanks to the opportunity granted by the
management of the Botniabanan Railway Project for me to study the company in the
context of my research. To this note, I sincerely express my gratefulness to Tomas
Boström and Sven-Olof Bergqvist and other project participants for the time and support
they accorded me in getting information relevant to the research.
This work would not have been a complete success without support and collaboration
from my classmates. Thumbs up to you guys!
Lastly, this work is dedicated to my lovely daughter, Daniela, whose contagious smile
has always been a fascinating tonic.
Umeå, January 9, 2008
Noumbissi Tenku,
Umeå School of Business
2
ABSTRACT
In the past decade, the construction industry has been identified to be among the
industries that are lagging in the application of modern information and communication
technology as tools to enhance project performance. Where this technology has been
applied, little has been done to meet up with the pace of advancements in information and
communication technology.
This research looks at the extent to which information and communication technology
(ICT) tools have being integrated for project enhancement in a major railway
construction project. Most precisely, it looks at how ICT tools have affected
communication and collaborative processes in the context of the soft skills processes and
the hard skills processes. Enormous literature in this field of study was reviewed to set
the base upon which to make the investigation. Findings show that ICT tools have been
integrated just to a limited extent on the project which still used traditional management
and project communication methods.; and there was room for integration of better tools
as project participants were aware of some of these ICT tools that can enhance the
performance of the project. Finally, an ICT infrastructure that encompasses all aspects of
the project environment and the entire project lifecycle is proposed. This infrastructure
enhances project performance by integrating all project stakeholders in the process of
knowledge sharing and use in the project. The research also determines that most project
organisations would refrain from integrating certain kinds of project enhancement tools
because of he cost obtaining them as well as the cost to train employees on their usage.
3
TABLE OF CONTENTS
CERTIFICATION .............................................................................................................. 1
ACKNOWLEDGEMENT .................................................................................................. 1
ABSTRACT ........................................................................................................................ 3
TABLE OF CONTENTS .................................................................................................... 4
Chapter One: INTRODUCTION ........................................................................................ 7
1.1 Problem Area ............................................................................................................ 8
1.2 Objective of Study .................................................................................................... 9
1.3 Choice of theoretical Concepts ............................................................................... 10
1.4 Limitation to Study ................................................................................................. 10
1.5 Outline of thesis ...................................................................................................... 11
Chapter Two: THEORETICAL FRAMEWORK ............................................................. 12
2.1 Conceptualising Communication and Collaboration .............................................. 12
2.2 ICT & Visualisation in the Construction Industry .................................................. 15
2.2.1 Visualised Communication between design and site teams ............................ 15
2.2.2 Visualised Communication in Scheduling and Planning ................................. 17
2.3 Conceptualisation of ICT Integration ..................................................................... 18
2.3.1 ICT as an enabler for integration ..................................................................... 21
2.3.2 ICT as an enabler for collaboration and knowledge management ................... 24
2.4 ICT as an enabler of new ways of procurement and site management ................... 30
2.4.1 ICT tools and project procurement .................................................................. 32
2.4.2 Impact on buying centre structure.................................................................... 35
2.4.3 Impact on Buying Centre Processes ................................................................ 39
2.4.4 The Impact on Procurement Outcome ............................................................. 42
2.5 ICT as an enabler for process improvement ........................................................... 45
2.5.1 Owner’s Needs for Communication from the Manager .................................. 45
2.5.2 The Manager’s Needs for Communication from the Owner ........................... 46
2.5.3 Modes of Knowledge Sharing through Communication ................................. 47
2.5.4 Mechanisms of communication ....................................................................... 49
4
Chapter Three: RESEARCH METHODOLOGY ............................................................ 52

3.1 Grounded Theory .................................................................................................... 52
3.2 Research Method .................................................................................................... 52
3.3 Case Study Method and Data Collection & Analysis ............................................. 53
3.4 Survey Areas and Outline of Questionnaire ........................................................... 54
Chapter Four: THE BOTNIABANAN PROJECT ........................................................... 59
4.1 OVERVIEW ........................................................................................................... 59
4.2 PROJECT STAKEHOLDERS & STRUCTURE ................................................... 61
4.2.1 Ownership Structure ........................................................................................ 61
4.2.2 Schedule ........................................................................................................... 61
4.2.3 Cost framework ................................................................................................ 62
4.2.4 Financial framework ........................................................................................ 62
4.2.5 Sensitivity analysis........................................................................................... 62
4.3 PLANNING & GOVERNMENT REGULATION ................................................ 62
4.3.1 Special protection areas ................................................................................... 63
4.3.2 Protracted process ............................................................................................ 63
4.4 SUPPLIER EVALUATION ................................................................................... 63
4.4.1 Contract index .................................................................................................. 63
4.4.2 Compensation index......................................................................................... 64
4.5 ICT ENVIRONMENT ............................................................................................ 64
4.6 PRODUCTION ....................................................................................................... 65
4.6.1 Forest clearance ............................................................................................... 65
4.6.2 More road than track ........................................................................................ 65
4.6.3 Subproject Söder: Nyland – Bjästa .................................................................. 66
4.6.4 Subproject Arnäsvall: Bjästa – Husum ............................................................ 66
4.6.5 Subproject Nordmaling: Husum – Åhedån ...................................................... 67
4.6.6 Subproject Umeå: Åhedån – Umeå C .............................................................. 67
4.7 BOTNIABANAN AB’S ASSIGNMENT .............................................................. 67
4.8 ORGANISATIONAL PLAN.................................................................................. 68
4.8.1 Subproject office Söder.................................................................................... 69
4.8.2 Subproject office Arnäsvall ............................................................................. 69
4.8.3 Subproject office Nordmaling.......................................................................... 69
4.8.4 Subproject office Umeå ................................................................................... 70
5
4.9 PROJECT MANAGEMENT: FROM PLANNING TO CONSTRUCTION ......... 72

4.9.1 Production organisation ................................................................................... 73
4.9.2 Management and support functions ................................................................. 73
4.9.3 Organisation determined by needs ................................................................... 73
4.9.4 Managing the line prior to take over by the National Rail Administration ..... 74
4.9.5 Handover – the final phase in the project ........................................................ 75
Chapter Five: FINDINGS & ANALYSIS ........................................................................ 77
5.1 FINDINGS .............................................................................................................. 77
5.2 ANALYSIS ............................................................................................................. 78
5.2.1 INTEGRATING ICT TOOLS FOR MANAGEMENT STRATEGY............. 78
5.2.2 ICT PERSPECTIVE ........................................................................................ 78
5.2.3 USER UTILITY PERSPECTIVE.................................................................... 79
5.2.4 PROJECT ORGANISATION PERSPECTIVE .............................................. 79
5.2.5 PROJECT MANAGEMENT FUNCTION PERSPECTIVE........................... 80
5.2.6 BENEFITS PERSPECTIVES .......................................................................... 80
5.2.7 VALUE-ADDING PERSPECTIVE ................................................................ 81
5.2.8 STRATEGIC POSITIONING PERSPECTIVE .............................................. 82
5.3 INTEGRATING ICT TOOLS FOR VISUALISATION ........................................ 83
Chapter Six: REFLECTIONS AND CONCLUSION ...................................................... 85
6.1 REFLECTIONS ...................................................................................................... 85
6.2 THE DIVERCITY PROJECT ................................................................................ 86
6.3 CONCLUSION ....................................................................................................... 89
APPENDIX ....................................................................................................................... 92
BIBLIOGRAPHY ........................................................................................................... 117
6
Chapter One: INTRODUCTION
The construction industry has for long been categorised as an information-intensive

industry (Kajewski & Weippert, 2004). This industry, which ranks among the most
important industries in every country (Duyshart et al, 2003; Sarshar & Isikdag, 2004) has
grown in complexity and marked by unprecedented competition in an ever global
economy.
According to Sarshar & Isikdag, information and communication technology tools have
taken the fore as competitive tools in this market place. In fact, even acclaimed writers
on strategy and business development like Porter (2001) maintained organisations that are
matured in the use of ICT tools have better prospects for surviving and prospering in the
phase of an information revolution. Companies in the construction industry can therefore
be no exception to the rule. But Kajewski & Weippert noted that: ‘…unfortunately,
there still exists within today’s construction industry a considerable lack of knowledge
and awareness about innovative ICT processes, systems and solutions which may prove
beneficial for successful project delivery.’
The emphasis to integrate ICT tools in the construction industry as a vehicle for
operational efficiency and strategic management has been a topic of interest and debate
for a number of researchers (Tushman, 1986; Nielsen & Erdogan, 2006; Kraus, 2006;
Dyer, 2006; Wagner, 2000; Breidenstein, 2001; Giffin, 2002; Pinto & Pinto, 1990;
Meredith & Mantel, 2003; Morris & Pinto, 2004; Gardiner, 2005; PMIBOK, 2000;
Muller, 2002).
The common message passed by these researchers is that ICT application in the
construction industry was relatively low compared to other industries like the aerospace
and automotive industry, where the efficient use of ICT tools have been the fulcrum for
improved project delivery. Therefore, it has widely been held that without effective use of
these tools in the construction industry, traditional working methods among team
members would continue to stall project delivery processes. On the other hand, the need
for effective ICT tools to facilitate team interaction in construction projects can not be
overemphasised; given that the industry increasingly uses multidisciplinary skills than
any other industry (Tushman, 1986; Nielsen & Erdogan, 2006).
The relatively high usage of multidisciplinary skills has been held to account for the
diversity in the background of project participants; which itself has been seen to limit the
scope of co-operation needed between teams at various stages of a particular project. The
7
limit to the scope of co-operation can be attributed to poor communication (Ali et al.,
2002; Dyer, 2006; Akintoye & Main, 2007) and misunderstanding (Chen et al., 2003;
Kraus, 2006) between team members at project phases. Following Tushman (1986),
Morris & Pinto (1990), Wagner (2000), Breidenstein (2001), and most recently Akintoye
& Main (2007) poor communication has been slammed as one of the pitfalls in
construction projects. This poor communication crops up because most projects
participants seldom share the complete or required knowledge of the project they are
involved in. While their research fell short of providing a solution to this, Hedgebeth
(2007) made an impressive contribution to the gap by contending that knowledge sharing
technologies would go a long way to check poor communication. He argued that
knowledge sharing technologies can add great value to enterprises, especially when the
tools are used as knowledge management enablers.
Even before the above findings, convincing clients or contracting organisations to

embrace ICT tools has proven to be a difficult task (Aouad et al., 1999). This paper
therefore would seek to investigate the extent to which integrating these tools impact on
project performance. And by using a major railway construction project as case study, the
research hopes to set a base upon which to argue for or against integrating ICT tools in
construction projects.
1.1 Problem Area

Every construction project could be conveniently fragmented into three phases, namely;
the engineering, procurement and construction phases. While past studies have
recommended effective communication tools at each of these phases to enhance project
performance, most construction projects still fail to meet stakeholder expectations. In the
face of this failure, project managers in other industries have proven that the effective and
successful coordination of the activities in each project phase no longer demands only the
skills of personnel specialising in the activities of that phase (Gunasekaran, 1999;
Gallivan and Keil, 2003).
Hence, to enhance project performance through the design phase; for example, engineers
need to work in collaboration with non-engineer personnel and even with the users of the
final project delivery. This view had earlier been shared by Devlin and Bleackley (1988)
when they came to the conclusion that complementary expertise and collaboration in
different project phases could be used to strengthen the competitiveness and construction
capabilities of the entire project team.
8
Yes, collaboration is good! But then how would an engineer and non-engineer exchange
information to achieve a common goal? In what language would there be a flow of
project knowledge between people of unrelated experience, academic and professional
background? This is the same scenario at both the procurement and construction phases.
Despite the above awareness, project managers in the construction industry continue to
treat these three phases as though they were independent of each other. And then, little
research has attempted to examine the relative importance of different forms of and
purposes for communication and their relationship with cross-functional cooperation.
Specifically, not much has been done to develop a communication framework that links
these three phases while taking into consideration the information needs of the
stakeholders involved at each of the phases.
So, over the years, researchers have undertaken studies aimed at developing a system that
allows for the smooth exchange of information and foster communication between people
of diverse academic, cultural and professional background brought together to carry out a
project. While the greater part of such research has focused on other projects like new
product development or ordinary business processes, there has been a growing need for a
communicational framework too that enhances collaboration and performance for
projects in the construction industry. And so, there still remains a question as to what
business model could be used to integrate ICT tools and collaborative processes in
1.2 Objective of Study

This piece of work is aimed at looking at the impact of integrating ICT tools and
collaborative processes on project outcome. To achieve this, it would dwell on the
following: i) the extent to which ICT tools and collaborative processes are used in a
construction project, ii) what particular ICT tools are used, iii) and what communication
infrastructure, including technical support and training and development is appropriate,
iv) and how can the total cost be justified. This would have at its base the view points of
researchers and professionals in the industry on ICT tools and collaborative processes. It
would then be a step towards contributing to the literature on project communication that
has for long been under-looked as a project management critical success factor.
Before this objective is met, a critical look would be made on the relationship between
communication and project management, with all the supporting stuff from existing
literature relevant to these fields. This study would then build upon literature and
empirical findings to propose that a new conceptual approach is needed for the role of
ICT tools in the construction industry, leading to a more integrated approach to practice.
9
Here, project communication would be seen to encompass a technological focus on the

organisation of ICT in project-oriented enterprises, and how different information and
communication systems both can facilitate and hinder effective teamwork between
different participants.
1.3 Choice of theoretical Concepts

Although the research has been carried out in the construction industry, it was considered
important to broaden the literature field to communication in general. Support for this
choice can be found, for example, in Goczol & Scoubeau (2003). The authors point out
that: in order to try to establish a link between communication and strategy in the field of
projects; it seems interesting to present a definition about both a project and corporate
communication strategy.’ Their research identified three forms of corporate
communication, namely; marketing communication, organisational communication, and
management communication. According to them, organisational and management
communication were key factors for success in project management. And as such usage
methodology for every ICT tool derives from corporate communication that embodies
management communication and organisational communication. So, for this research, it
has been a deliberate choice not to limit communication literature to mirror the case
studied narrowly by looking at ‘project communication’ only, but to study a wide range
of communication literature instead. The figure below shows the three theoretical fields
that were chosen in this study.
Organisational and Collaborative

management Communication
communication Empirical processes
study
ICT tools
for project
Fig 1 Choice of theoretical concepts
1.4 Limitation to Study

The author has decided that technical aspects of ICT tools and communication would not
dominate the research. Rather efforts are being made to research the relationship between
technical and human issues as far as the use of ICT tools for communication and
collaboration is concerned.
10
On the other hand, there are four offices that manage the Botniabannan railway project,
the researcher carried out studies on just one of the offices, (Umeå office) although
relevant information about the operations of these offices was obtained from the Umeå
office.
Meanwhile, whereas the use of single case study gives research a sharp focus, findings
from such a research can appear subjective if tried to be applied in other cases. This goes
true by the simple law of probability that one out of a lot can not be a representative
sample upon which to make a general and unbiased conclusion. Therefore, the findings
that would be made on this paper would be peculiar to the Botniabannan project alone.
Any use of knowledge drawn from the findings can therefore only be a matter of choice
for the user.
1.5 Outline of thesis

After this introductory chapter, follows chapter two which would set the theoretical
review of the research. This chapter would provide the reader with an outline of what
previous researchers have contributed to the field of communication and collaboration in
construction projects, with the integration of ICT tools as the platform for both strategy
and decision making.
In chapter three, follows the methodology of the study and gives an insight into the
procedures followed to completing the research. The chapter would provide the reader
with an outline of the method chosen for the paper and why these methods were chosen.
Chapter four is a narrative of the in-depth studies at the Botniabanan project office. It
gives the full description of the project and its activities. An overview of collaborative
processes using ICT tools would be made here, in a bid to the lay the grounds for
comparison with related literature.
Chapter five would embody an analysis of the case. As far as possible, the analysis would
be related to the background literature seen in chapter three.
Chapter six would show the development of a business model that could be used to
integrate ICT tools in construction projects. Then after, recommendations and
conclusions would be made.
11
Chapter Two: THEORETICAL FRAMEWORK
Communication, as the central theme of this paper has hardly got a standard definition
both in the context of business and the everyday usage of the word. The online oxford
advanced learner’s dictionary of current English defines communication as ‘the imparting
or interchange of thoughts, opinions, or information by speech, writing, or signs’. This
blanket defination clearly shows that communication is an inevitable art in our daily
lives, and is the medium through which we express our desire to do something, or for
something to be done.
In the business context of the word, researchers Hirokawa & Poole (1982) and Terplan
(1987) viewed communication as the most important tool for decision making support
and implementation. Such view of communication has immense relevance in every
setting when people come together to work in collaboration for a common goal. On the
other hand, the concept of communication can not be conveniently separated from that of
collaboration. Dillenbourg (1995) noted that the target of collaboration was problem
solving, and went further to define it as: ‘a coordinated synchronous activity that is the
result of a continued attempt to construct and maintain a shared concept of a problem or
goal to be attained’. All literature to be reviewed here would be conveniently group
under three main themes. These themes would comprise: the concept of Communication
and Collaboration; the concept of ICT and Visualisation in the construction industry; and
the concept of ICT Integration in the construction industry.
2.1 Conceptualising Communication and Collaboration

Building on the above entries, the goal for which people come together has variably been
referred to as a project; (Meredith & Mantel, 2003; Morris & Pinto, 2004; Gardiner,
2005), and when they come together a temporal organisation is inadvertently created
(Gardiner, 2005). Ngowi (2000) contributes a more elaborative view on this view by
opting that unlike in the manufacturing industries, participants of a construction project
operate in a temporal multi-disciplinary organisation in which the organisation and its
associated relationships ends as soon as the project is completed. Organisations often
employ various processes to achieve a set of goals. In doing so, well structured business
models are developed to enable managers identify the processes and activities that enable
the projects to be carried out effectively.
12
According to Chen et al (2003), one of the most fundamental of such models was one that
allows for the sharing of organisational resources; such that these resources are available
to the right person at the right place and at the right time. In concrete terms, the authors
maintained two of these models were collaboration and communication, and that they
posed enormous challenges to project managers. And most recently, it was determined
that developing models for collaboration (Akintoye & Main, 2007; Kern & Kersten,
2007; Khalfan et al, 2007) and communication (Wagner, 2000; Breidenstein, 2001;
Giffin, 2002; Goczol & Scoubeau, 2003) in the context of construction projects has
continued to elude most project managers. The common link between these authors is the
fact that collaboration and communication are, in practice, well connected and are used
interchangeably in the construction industry. They are therefore the means by which
project information and resources are shared among stakeholders. Even so, Kern &
Kersten (2007) credited Gronau to have maintained that all aspects of successful
collaboration are based on communication.
Literature recommending how people can effectively work together abounds, yet recent
studies on project management continue to show high number of failures in which the
projects are delivered without conformity to initial schedule, cost, quality or functional
specifications (Meredith & Mantel, 2003; Morris & Pinto, 2004; Gardiner, 2005).
Curiously enough, these studies’ analyses have a recurring theme that communication
and collaborative processes are the main factors dictating project success or failure. In
effect, two of the most documented findings on the role of communication in project
management are the Standish Group’s comparison of project management with a three-
legged chair, in which one of the legs was communication (Muller, 2002), and the
specification of Communications Management as one of the project management
knowledge areas by the Project Management Institute (PMIBOK, 2000).
In an earlier work, Pinto & Pinto (1990) make a convincing case that communication as a
process was pervasive to all activities of project managers. They argued that the
managerial skills of interaction, allocating, monitoring, and organising which are so
essential to management become operationalised only through communication activities.
Then subsequent work by Crawford (see Chiocchio, 2007), complemented the Pintos
work by recommending project communication management as a competency project
managers should master. This emphasis on communication in the context of project
management is related to the fact that teams are used more and more to deliver projects in
the face of complexity and globalisation. Such complexity and globalisation then account
for greater stakeholder involvement such that the need for effective communication is
fundamental to project success.
13
On two different works, Muller & Turner (2004, 2005) highlighted the role of
communication in project management by positing that every project was typical of a
principal-agency relationship. And that in such a relationship, the project owner (client or
sponsor) is the principal and the project manager (or contractor) is the agent, such that the
agent acts on behalf of the principal to deliver the principal’s requirement (Nation, 2005).
With a relationship in which one party acts on behalf of the other, it is obvious that their
information needs would differ or at times conflicting. Such conflicts would be prevalent
especially when the aim of both parties is to maximise their economic positions. There is
therefore the need for collaboration between these two parties so as to attain their goals;
with the least incidents of conflicts and greatest chances of success in the overall project.
Later work by Goczol & Scoubeau (2003) brought a somehow different view to the
dimension of communication. They contended that communication was the medium of
exchange and flow of information in every aspect of an organisation, including the
management of projects. They strongly maintained that this entire process of facilitating
the flow and exchange of information was called corporate communication. Relying on
the work of Riel, the authors found out that corporate communication had three distinct
branches as follows: marketing communication, organisational communication, and
management communication. In their opinion, whereas these three forms of corporate
communication were present in the field of projects, only organisational communication
and management communication were considered as key factors for communication in
While findings by Goczol & Scoubeau had grounds for implementation, Sarshar &
Isikdag (2004) argued that in the context of construction projects, management
communication, organisational communication, and collaboration can only have
relevance when they are integrated with ICT tools. In a related research, Moore (2001);
Nielsen & Erdogan (2007) maintained that the base for productive and efficient
communication should be on a platform that integrates visualisation techniques as well as
information and communication technology (ICT) tools. A review of ICT tools, and
visualisation techniques in the construction industry would now be made to continue the
line of argument on project communication.
14
2.2 ICT & Visualisation in the Construction Industry

Moore (2001a) argued that for most construction managers, the standard tool to enhance
communication of operational concepts among project participants is visualisation. With
vision believed to be the most highly developed human sense for instant comprehension
(Moore, 2001b; Nielsen & Erdogan, 2007), vusualisation can be seen as a means of
communication in which understanding is instant in the context of the depth of
information delivered. In very simple terms, Nielsen & Erdogan (2007) regarded
visualisation as a mechanism of the mind to perceive something and make a picture in
one’s head of a complicated situation. They argue that visualisation is the physical/visual
representation of information to optimise human comprehension, and is a means of
communication.
In a further development to their work, they hold that visualisation was one of the major
technology themes that the development of construction projects. Visualisation has aided
the development of projects in the construction industry because computer technologies
have provided tools that allow for the exchange of information and can substantially
increase the amount and variety of project information communicated. Some of these
tools include all two-dimensional (2D) or three-dimensional (3D) computer aided design
drawings, graphics, charts, steady images, virtual reality applications, animations,
simulations and any representation that can be used to improve both the speed of
comprehension and interpersonal communication (Nielsen & Erdogan, 2007).
According to Nielsen & Erdogan (2007), the need for visual communication is growing
stronger than ever because communication based on texts have often led to information
overload in handling and managing project data. Such information overload, in turn, has
led to inefficiencies in the communication process. They believe that as operational
processes in the construction industry become complex, there should be a communication
system that allows for brief and instant understanding. In their research on the extent of
visualisation in the construction industry, they focused on three areas: 1) visualised
communication between design and site teams; 2) visualised communication in
scheduling and planning and; 3) visualised communication in marketing and client
briefing. However, because this research is looking at a railway project that hasn’t any
dealings on marketing aspects, the third area of visualisation would not be examined.
2.2.1 Visualised Communication between design and site teams

After a comparative study on the use of visualisation techniques in the Turkish
construction industry, Nielsen & Erdogan noted that visualisation tools are used mainly in
the design stage of construction stage, and then later transferred to the site teams. They
15
established that the most common and simplest visual representations that ease
communication in a construction project were 2D drawings based on simple elemental
geometry. According to them, when such drawings are used in an electronic environment,
they have the advantage of easy access, storage of information, and transmission
opportunities. Going further by their belief, 2D drawings which surged in usage in the
1990 saw a movement to 3D when new computer aided design (CAD) tools were
developed. In reference to The IT Construction Forum 2005, a 3D system is an extension
of a 2D CAD system that offers the opportunity to develop and enhance a more realistic
image of the design aspects of a construction project.
As Nielsen & Erdogan found out, the cardinal communication medium of engineering
professionals is through technical drawings. In developing their findings, the pointed out
that in the construction industry, it would be difficult for other professionals to quickly
interact with the system under construction with having technical expertise. From this,
they took the stance that technically powerful graphics systems could render or add
knowledge value to the objects created in a computer aided design or visual modeling
programme. One of such systems suggested by the authors was a virtual reality model
which encompasses a computer-generated 3D model of an environment; that allows users
and project participants to interactively explore the project deliverable under
construction. Their opinion on using 3D visualisation as a natural communication
medium between design and sites teams is founded on their thoughts that with a 3D
visualisation, real time manipulation can be used collaboratively to explore different
stages of the construction process. Before their findings, other authors had shared their
opinion on how the design process of construction projects could be improved by
introducing virtual reality applications.
For example, Arayic & Aouad (2006) and Nielsen & Erdogan (2007) lauded
contributions from Aspin et al. (2001) for having created awareness on a virtual reality
tool called the Distributed Virtual Workplace for Enhancing Communication within the
Construction Industry (DIVERCITY). On the other hand, Marir et al (1998), cited in
Nielsen & Erdogan (2007) presented findings on the advantages of using a system called
Open Systems for Construction CAD (OSCONCAD) as a communication tool for the
design stage of a construction project. Still as a cite reference from Nielsen & Erdogan
(2007), Waly & Thabet (2002) as well as Bouchlaghem et al (2005) respectively
supported the use of the Virtual Construction Environment (VCE) and the INTEGRA.
16
In concluding their work on the use of visualisation, they held that other communication
enhancing and interactive applications included a multiuser workspace that allows
communications between designers and other public stakeholders, between designers,
between designers and the client. Such communication is made successful thanks to the
exchange of text files, images, movies, and 3D through ICT tools like web robots.
2.2.2 Visualised Communication in Scheduling and Planning

Nielsen & Erdogan studied that visualisation technologies in construction can also be
used in scheduling and planning, but not to a greater extend as in design communication.
They stated that 4D applications along side 2D and 3D applications and simulation can be
used to demonstrate construction activities in real-life situations. In their opinion, such
animations allow users and other project participants the opportunity to visualise on a
computer screen the change of status of a construction process. They also allow for
dynamic interactions in the construction process over simulated time. According to
Zhang et al (2002), these animations give users and project participants the occasion to
observe the dynamic interactions between interlinked events and tasks in work packages.
The principal model used as a tool for communication in scheduling and planning was 4D
computer aided design models (Nielsen & Erdogan (2007). They opined that 4D models
are 3d models combined with a fourth dimension such as time, cost and space. In so
doing, one would be keen to look at Akbas (1998) who contended that visual 4D planning
and scheduling techniques that combine 3D computer aided design models with
construction activities have proven benefits over traditional tools. In effect, as Dawood et
al (2002) put it 4D models in construction projects enable participants to effectively
visualise and analyse problems regarding sequential, spatial, and temporal aspects of
construction schedules.
In like manner, meanwhile, Nielsen & Erdogan (2007) pointed that other researchers like
Chau et al (2003, 2005) have tried to develop new communication platforms on the basis
of the 4D model, in which they combine the dynamic site plan and project schedule with
the 3D model. They called this new concept n-dimensional (n-D) modeling, as the model
combines n project management functions in a visualised model. With projects presented
in a visualised model, Aouad et al (2005), cited in Nielsen and Erdogan (2007) supported
that managing changes, planning schedules, estimating costs, and making decisions may
be easier using n-D modeling in the construction industry. How these tools can be
integrated in a construction setting would now be examined, as contributed by other
authors.
17
2.3 Conceptualisation of ICT Integration

Critical reviews by Latham (1994), Egan (1998) and Cole (2002) of the construction
industry revealed the managerial processes used accounted for the unproductive nature of
the industry interms of project delivery. This made the industry unsafe for investment,
and was even hesitant to change. Such observations later prompted further research by
Bulmer et al (2000), Finch (2000), Li et al (2000); Love et al (2001) who maintained that
among other strategies, the use of ICT tools were of strategic importance to increase the
performance of construction projects. They drew their conclusions from studies on the
extent to which business automation using ICT tools have led to tremendous productivity
and competitive gains.
Added to the above findings was the contribution made by Kern & Kersten to corroborate
theory from Sarshar & Isikdag (2004) who said that the integration of ICT tools to
enhance collaboration and communication in the construction industry was imperative to
project success. Kern & Kersten argued that collaboration and communication were a
logical consequence of concurrent engineering and pointed out the important role ICT
tools can play to enhance collaboration and communication. They further held that to be
able to design inter-organisational collaboration, one requires the ability to overcome
spatial and time distances. Such distances, according to them, can only be bridged by the
use of ICT tools that integrate project participants at the data and information level.
Although the term ‘ICT integration’ has been broadly used and thought to bolster
organisational effectiveness, recent studies by Gajendran & Brewer (2007) have revealed
that the meaning of integration is not well understood in terms of ICT.
Extensive literature review by Wainwright et al (2004) indicated that ‘in a broad sense,
the meaning of integration has become synonymous with utilitarian goal of greater
efficiency, effectiveness and competitiveness in organisations’. Going by the authors’
opinion, integration as the ability of computer systems to work with previously
incompatible systems is limited to technical aspects. They then classified integration in a
broader sense to incorporate systems, technical, organisational and strategic integration.
Still relying on the work of Wainwright et al (2004), technical integration can be seen to
argue for ICT tools that would handle physical data and project schedules, while
organisational integration deals with using ICT tools that would facilitate work schedules,
functions, attitudes, organisational work principles and purpose of the project.
18
From a systems integration point of view, Wainwright et al (2004, p 336) credit the work
of Mize who put in context the interrelationships between subsystems and the use of ICT
such that ‘these interrelationships are interfacing (interacting of communicating with
another element) and integrating (organising various traits, relations, attitudes,
behaviours, etc, into one harmonious personality)’. Strategic integration can best be
understood from the strategic framework proposed by Platts (1995) along side the ICT
integration framework propounded by Wainwright & Waring (2004).
Existing domains of integration Analytical methods and tools
Technical
Design Analysis
Method/Tools
Data/Systems
Design Analysis
Systems Methods/Tools
Operations,
workflow, business
processes
Information Strategic Strategic

systems External Analysis
integration Internal
Structural
Analysis
Social and
Historical
Context
Organisational
Social, political,
working Power
Political
Analysis
Cultural
Analysis
Fig3 ICT Integration framework Source: Wainwright & Waring
19
The above framework embodies two basic aspects of strategic integration, namely
external integration and internal integration. External integration refers to usage of ICT to
match organisational objectives to the environment outside the organisation, while
internal integration denotes the usage of ICT to develop a set of organisational practices
which are consonant with organisational objectives.
Other researchers (Keen, 1995) made contributions to classify and group ICT evolution.
He classified ICT into three simple categories, namely, Computers, Multimedia data and
Tele-communications. His categories were mainly based on the use of hardware and
provided little insight into the operational processes. Then Brewer and Gajendran (2006)
proposed an automated network system that integrated ICT tools, and were based on both
hard- and software. But the system they suggested did not give enough visualization like
the system earlier proposed by Shore (2001). According to Shore, the role of ICT in
construction could be visualized in four stages as follows:
Stage 1: Telecommunications: this refers to hard copy dominated data with substantial
usage of telecommunication tools like telephones and fax.
Stage 2: Electronic data interchange (EDI): this refers to the automation of information
and data flow that reduces of eliminates any labour intensive data entry tasks. It entails
the electronic exchange of routine business transactions from one computer to the other.
Stage 3: Integrative strategy: this refers to the usage of enterprise wide systems that
integrate and coordinate construction and other organisational operations in a centralised
manner. Such a approach is different from earlier systems that consisted of infrastructure
that handle independent applications and separate databases.
Stage 4: Integrative supply chain strategy: this refers to the usage of ICT tools that
would enable the supply chain to be characterised by strategic supplier alliances. The
usage of these tools brings about an efficient two-way information flow.
Drawing from this classification and taking into account the other literature, the use of
information and communication technology tools in construction can be categorised as
follows:
ICT as an enabler for integration through the use of 3D modeling and visualization
applications, virtual reality applications, object-based product models, four-dimensional
computer-aided design, and construction process simulation applications.
20
ICT as an enabler for collaboration and knowledge management through the use of
virtual engineering teams using groupware applications, knowledge and expertise
management systems, data and knowledge warehouse, enterprise management systems.
ICT as an enabler of new ways of procurement and site management through the use of
digital catalogues, GIS applications, and mobile computing.
ICT as an enabler for process improvement, through the use of work flow tools, process
mapping & modeling, and KPI measurement tools. The different aspects of integration
would now be reviewed as further advancement on the literature review.
2.3.1 ICT as an enabler for integration

According to Faniran et al. (2001), construction projects are complex collaborative
processes that involve different bodies or organisations; including clients, designers,
consultants, and contractors. Crucial to the running of such projects is the sharing of
information amongst the professionals, who all show a tendency of conflicting priorities.
In the face of such conflicting priorities, there needs to be a system of communication
that brings them together with the purpose of making them integrate to work as a team.
In Craig & Sommerville (2006), Moore and Dainty also noted that the growing pressure
to meet the changing needs of clients through project performance has helped to drive the
construction industry towards fully integrated project teams. The aim of having such
integrated project teams is to give project participants instantaneous access to all project
information through the use of information management systems. These information
management systems which are presented as information and communication technology
tools therefore help to link one phase of the project to another and allow for inter- and
intra-phase collaboration.
2.3.1.1 Integration for multidisciplinary teams

The role of ICT tools as an enabler of integration in construction projects is to give other
project team players the opportunity to communicate and have a big picture of what they
would be working on. Communication between multidisciplinary teams in the
construction industry has long received the attention of researchers (e.g. Katz, 1982;
Lievens & Moenaert, 2000; Ganah et al, 2001; Giffin, 2002), and most recently in the
work of Chiocchio (2007). Beginning with the engineering phase, the exchange of
technical information needs to take place between engineers and non-engineers and must
come through a medium that allows for them to understand each other, communicate
effectively (Katz, 1982; Cheng et al, 2001) and give appropriate feedback.
21
However, recent research by Nielsen & Erdogan (2007); Liapi (2003); Ganah et al (2001)
have contended that engineering professionals continue to use technical representations
like 2-D1 and 3-D computer aided design drawings as their most important
communication tool. Such findings later led Gallivan & Keil (2003) to argue that reading
2-D and 3-D drawings required a level of expertise inherent to engineering alone. Then,
in a further development to their work, Nielsen & Erdogan maintained that it would
always be difficult, if not impossible, for professionals from disciplines other than
architecture and engineering to interpret these drawings because of the unique language
of construction. Such stance, coupled with conceptual findings from Ganah et al (2001)
and Koskinen (2004) led Nielsen and Erdogan to strongly recommend that the best tool
for communication in a multidisciplinary team in the engineering phase of a project was
the use of computer visualisation. According to them, visualisation is the general imaging
and visual thinking process to conceive, develop, model, simulate, and test a project
delivery.
Even before the above findings, acclaimed professor in architectural engineering,

Katherine A. Liapi2, had shown visualization was a very effective tool for communication
between multidisciplinary and interested parties in an engineering construction project.
She determined that visualization, which takes the form of 3-D3 modeling, offered the
opportunity to develop a more realistic image of the project delivery. This is relevant for
a project like railway construction; characterised by high level geometric complexity that
renders visualisation and understanding difficult for non-engineers. 3-D modeling and
visualisation therefore portrays the physical realities of a structure than do 2-D modeling.
As observed by McKinney and Fischer (1998), 2-D modeling alone can not sufficiently
communicate the 3-D geometry of the project delivery. Such shortcomings rarely provide
component details to be passed on to the construction phase to be used by construction
engineers. Such difficulties to understand and visualise the construction schedule,
according to Liapi, would result to unexpected delays or conflicts that undercut the
success of the project. In a summary explanation on how visualisation can or should be
used Nielsen & Erdogan (2007) suggested a number of data flows that may include
visualisation; as shown on the table.
1
Two-dimensional
2
Professor in Civil, Architectural and Environmental Engineering. Cockrell School of Engineering,
University of Texas at Austin
3
Three dimensional modeling
22
Data flow Explanation

Design documents Design documents provided to the contractor. These
include the clarification of design details and over-
coming buildability problems in the construction site
Method statements Explanation of the work procedures and construction

methods. That is, concreting, excavation, or a
complex steel connection welding method
What if scenarios Scenario analysis using simulation techniques

Probable deviations from the planned/estimated cases
during construction.
Precautions for just in case (force majeure) situations
Schedule-work Planning the activities’ logic and durations, timing etc

programme
Resource planning Labour, materials and equipment use
Progress reports Work done versus work completed, as well as % work

completed
Design problems How is the design office notified if a problem occurs

because of a misleading/missing design information?
Daily site records Daily site records kept on site about site environment
conditions
Request for Requests of contractors from the client or design office

Information
Change order When a client requests changes to project scope or

specifications and how these are transferred
Table 2 Data flows that may include

visualisation in construction projects Source: Nielsen & Erdogan (2007)
23
2.3.1.2 Integration for users of project

To further compound their support for the use of visualisation as a communication tool,
Nielsen and Erdogan made an empirical study of 25 companies in the Turkish
construction industry. Their findings were reflected in the conclusion that powerful
graphics systems can render clarity to the 3-D modeling systems. Part of their findings is
credited to earlier research conducted by Whyte et al. This part talks of a virtual reality
model that users can interactively explore and view from different angles. This virtual
reality serves as a natural medium for construction design because it provides a 3-D
visualisation, which through real-time manipulation can be used collaboratively to
explore different stages of the construction process. An important support to these
findings came from the work of Manoharan et al. (2007) who held that collaborative
virtual environment technology for computer supported cooperative work had a strong
potential to enhance project performance.
Then, in their study to find areas of application for ICT tools in construction projects,
Aouad et al. (1999) elaborated on using 3-D modeling and visualisation. They said these
applications are used as visualisation tools for board members and other stakeholders.
They equally believed that with visualisation and 3D modeling detailed information on
the individual elements of the project is conveyed to both contractors and clients. With
such degree of exposure, they can see and monitor the progress of the project and have
grounds for interrogating the model.
2.3.2 ICT as an enabler for collaboration and knowledge management

The literature that follows addresses findings from previous research on how information
technology repositories or ICT tools are integrated in the implementation of knowledge
management processes. That is; knowledge management, storage and retrieval. In simple
terms, knowledge management can be seen as the coordinated actions that an
organisation can take to obtain greatest value from the understanding of its processes. It is
also the art of encouraging people to share knowledge and information relevant to the
success of a project.
Taking a more professional viewpoint Drucker (1992) contended that, the classical
factors of production (land, labour and capital) have become secondary to knowledge as
the competitive resource for the new economy. He argued that value added to most
business operations today is in the form of knowledge, and that every organisation could
enhance performance depending on how this knowledge is managed. The use of ICT
tools in these processes has an ever increasing necessity, especially when a project has to
be managed with participants in different locations or when the participants are in the
same geographical location but the project office is away from the work site.
24
Clarke (1999) and Turner (2000) claimed that traditional project management often
employed a simple and passive reporting mechanism instead of a dynamic team work.
Clarke held that most project organisations consider project management methodology as
a corporate reporting tool rather than a useful system that the various parts of the
organisations can use to create value through collaboration and knowledge sharing. In
such a scenario, information flow is both minimal and inadequate among project
stakeholders and participants. This low information sharing, as seen by Helbrough
(1995), Jonson (2001) and Surubholta (2001) can result to ineffective communication and
poor management. This gives a better hint to looking at knowledge in the lenses of
Satyadas et al, (2001), who viewed knowledge management as a discipline designed to
provide strategy, process and technology as a route to increase organisational learning.
Freeze and Uday (2007) inform us that the main emphasis of collaboration and
knowledge management has been a system oriented view that focuses on technology
application; which range from rudimentary data-processing areas such as knowledge-
enabled supply chain management systems to expert networks framed to facilitate inter-
disciplinary communication. They believe that ICT systems design endeavour to capture
and capitalise on the existing tacit and explicit knowledge. The emphasis on technology
stems from the fact that it unveils the range of knowledge in an organisation and maps
out the channels to facilitate the flow of this knowledge. Maintaining their line of
argument, they held that through the use of ICT organisations can develop an integrative
approach to KM that covers all potential components of knowledge and leverages
specific components strategically aligned to project to project objectives. This is founded
on their belief that ICT tools make organisations move to a more knowledge oriented
view and discover what they don’t know.
2.3.2.1 Knowledge management activities

Knowledge management activities embody the flow of knowledge from one form to the
other, through a medium of exchange such as ICT tools. In all, the key to understanding
these knowledge management lies in the use of ICT tools to transfer tacit knowledge to
explicit knowledge and then the storage and dissemination of this knowledge. The
definition of tacit knowledge has intrigued researchers for many years (Freeze & Uday,
2007), and has often led to a multitude of opinions. For example, Harigopal and Satyadas
(2001), Koskinen (2003), view tacit knowledge as one that resides in humans. It is only
subconsciously understood or applied and transferred only via observation and practice. It
also is an individual’s knowledge resulting from his/her perception of a given problem or
solution. The authors
25
Freeze and Uday (2007) argue that a holistic view of the process of knowledge
management activities must encompass a view of both tacit and explicit knowledge. The
relationship between these two classes of knowledge has been identified by Fahey &
Prusak (1998) to mean that tacit knowledge is the means by which explicit knowledge is
captured, assimilated and disseminated. And that in doing so, tacit knowledge forms the
background necessary for assigning the structure to develop and interpret explicit
knowledge. Fahey and Prusak also implied that tacit knowledge is usually related to
knowledge that inherent in every individual over the perception of a problem or solution.
In the context of a project management this knowledge must flow from every mind to a
central point where every project participant can share. Externalising such knowledge to a
central point needs the integration of ICT tools as this would provide a common language
or medium to transform tacit knowledge into explicit knowledge. Externalising tacit
knowledge therefore is a means of finding a way to express the inexpressible.
The following diagram would give a schematic representation of this knowledge transfer
process.
Transfer of knowledge from people to physical form

Through development of reports and manuals or answering queries
Use of technologies like word processing documents, presentation tools and emails
Tacit knowledge
Explicit knowledge in
residing in people
physical form
-Transfer of knowledge from physical form to actionable knowledge in people

-Through video, audio, 3D modeling and other presentations
-Use of technologies like multimedia technologies, word processing and
presentation tools.
Fig 3 Knowledge sharing activities: from tacit to explicit and vice versa
One of the most significant findings to understand the knowledge sharing process is in
the work of Muller and Turner (2004). They enhanced understanding of knowledge
sharing process with the integration of ICT tools by considering projects as a unit of
interaction between to parties-the project manager and the project owner. This is the logic
that would be followed here in the rest of literature on ICT tools as enablers of
knowledge management.
2.3.2.2 Knowledge management process

Alavi and Tiwana (2003) described information technologies as “knowledge systems”,
and classified them in four “knowledge processes” as creation, strorage/retrieval, transfer,
and applications. Then in a later development in the work of Chi & Holsapple (2005) on
26
understanding computer-aided interorganisational collaboration: a model and

framework, a five-step explanation to understanding the knowledge management process
was provided. These five steps comprise: knowledge identification, knowledge creation,
knowledge codification, knowledge storage, and knowledge diffusion & use. They argued
that an effective knowledge management process would promote understanding, suppress
opportunistic behaviour as well as induce commitment and trust among project
stakeholders and participants. As depicted on the diagram that follows, each of the five
steps in knowledge management would be examined for a proper understanding of ICT as
an enabler of knowledge management.
Knowledge
identification
Knowledge Knowledge
diffusion & creation
use
Knowledge Knowledge
storage codification
Fig 4 Knowledge management process
As the name goes, Clyde & Holsapple termed knowledge identification as the process of
mapping the knowledge requirements of each stage of a project, and then classify this
knowledge as per the requirements of each group of stakeholders. This knowledge
mapping allows for possible information sources to be drawn up such that the appropriate
ICT tools can be used to share project knowledge through communication and
collaboration.
In the findings of their research, the authors contend that the use of ICT for knowledge
sharing promotes synchronous and real-time collaboration between project employees
who are unable to meet in a face-to-face location because of differences in geographical
locations. They singled out technology such as video-, tele-, data- conferencing and
electronic brainstorming as the process through which knowledge could be identified and
27
effectively managed. This view is shared by Anand et al (1998), who believe that
knowledge management tools like ICT tools would undoubtedly enable managers to
manage knowledge with reasonable ease.
Knowledge creation has been at the centre of research by many authors, who hold that
knowledge is the most strategic resource which a firm can possess in a climate of stern
competition (Nahapiet & Goshal, 1998). According to Roth (2004), analysing an
organisation from a knowledge-based view implies that the creation and dissemination of
knowledge should lie at the centre of the organisations’s activities. While researchers
have emphasised on the importance of knowledge creation, the talent for an organisation
to create and diffuse knowledge has today been recognised as a major strategic capability
for gaining competitive advantage.
The effectiveness to create this knowledge, and the resulting quality would hugely
determine a project performance (Brown & Eisenhardt, 1998; De Long and Fahey, 2000).
With managers aware of this, Abell and Oxbrow (1999) observed that knowledge-
intensive organisations are buying knowledge management tools at an increasing rate and
creating new functions such as knowledge officers to handle these responsibilities.
Scholars have demonstrated unwavering concern in creating knowledge as the basis for
competitive strategy. In his research findings with AstraZeneca, Roth (2004) maintained
that by integrating knowledge facilitators like ICT tools in high-tech projects, practical
knowledge needed for action would be easily created and shared. According to Nonaka
and Takeuchi (1995), the availability of information is the major ingredient for
knowledge creation. The foregoing literature therefore spells that knowledge has to be
created, and a process has to be set up to enable this. To this effect, Hall (2006) believes
that knowledge that may not be available through people in the organisation must be
created through meetings, interviews and through training sessions for employees. This
can be done by integrating the use of ICT tools like the Internet and the Intranet. The
internet is a very vital tool to search for resources pertaining to managerial processes. But
the intranet appears to be a better tool for knowledge creation as it has information
resources that focuses more on the needs of the organisation.
28
To provide a definition to knowledge codification, Cowan and Foray (1997) would give
an appropriate start. They defined knowledge codification as ‘the process of conversion
of knowledge into messages which can then be processed as information’ Hall (2006)
contended that codification of knowledge into information is seen as the fundamental
mechanism through which or by which knowledge transfer in an organisation can be
achieved. According to him, the belief that knowledge needs to be codified is central to
many claims that knowledge can be managed.
In knowledge management literature, authors like Ruggles (1997) and Davenport &
Prusak (1998) regarded knowledge codification as the primary vehicle via which
knowledge becomes portable, re-usable or transferable within a project context. The idea
that knowledge needs to be transferred within an organisation rests on the fact that
knowledge can only be codified and expressed in the form of information. Blackler
(1995) even pointed out that among western managers codified knowledge enjoys a
‘privilege’ status.
Chandler, in Hall (2006) used findings from the field of semiotics to explain the
foundations of knowledge codification. Semiotics points to the social dimensions of
codification, and is concerned with the social construction of signs and their meanings; as
well as how these signs are combined into codes. Hall exemplified that when we consider
the behavioural nature of codes and the way codes are utilised for communication, one
can immediately see that people’s ability to interpret and act upon codes defines them in a
social relationship in a given project environment. He further argued that in social
communities and projects alike, work performance can best be ensured when participants
communicate in a common language using codes. This is typical of a construction
environment, and the question of how does a multidisciplinary team communicate goes
begging for an answer. The answer lies in the integration of ICT tools which has a
common language base accessible and understood by all. The tool that can be applied
here is the Content Management System. In the context of construction project
management, this system supports effective collection, management and transfer of
information formed as a cohesive whole through targeted publications. This system
allows for flexibility when the design and content of project documents need to be
manipulated separately.
To look at the processes of knowledge sharing, diffusion and use, it would be worthwhile
asking the question as to what constitutes effective information technology repositories
(ITR) or ICT tools. According to Hansen (1999), cited in Alavi & Tiwana (2003) ICT
tools bring together content from various data sources, to provide a unified access point
and reduce knowledge search costs. As per organisational knowledge and knowledge
29
management literature, information technology has constituted a central topic of

discussion among scholars. In the past years a good number of researchers (Constant et
al., 1996; Hayes & Walsham, 2003; Stein & Zwass, 1995) studied the link between
knowledge management and information technology, and estimated that almost about 70
percent of publications on knowledge management zoomed on the design of information
and communication technology tools.
Another emphasis on this point was made by Easterby-Smith et al., (2000), as well as
Hayes & Walsham (2003) who persuaded that information and communication
technology tools have been closely linked with the development of a greater majority of
knowledge management activities and processes. Franco and Mariano (2007) believe that
the analysis of the role of ICT tools in the design and development of knowledge
management initiatives has its roots from practitioners like consultant companies. They
argued that researchers like Anand et al (1998) and Stein & Zwass (1995) looked at the
contribution of ICT tools to organisational memory and defined information and
communication technology as the technical view of organisational learning. And then
Smith et al (1996) said that the integration of ICT tools for knowledge management can
bring the benefits of sustained competitive advantage through the process of
organisational learning.
In view of the above, Olivera (2000) also held that ‘ICT systems serve a variety of
functions such as storing large amounts of information, making such information
accessible to individuals, providing the means for communication, generating records of
interactions and transactions, and automating processes’ (p. 814). In the view of Huber
(1991) ICT tools have collaborative properties such that their integration for knowledge
management is a strategic step to ensure accessibility, reliability, and own-ability, which
are superior to those of human experts.
2.4 ICT as an enabler of new ways of procurement and site management

For the successful delivery of every project, the communication dynamics in the
procurement phase gets its focus with supplier development and strategic management of
the supply chain. In this case, the suppliers get access to the engineering phase with the
procurement phase as the intermediary. The rationale for involving suppliers in the design
phase is to ensure a system of design for manufacturing in the course of the project.
Literature explaining these concepts would give a better understanding of what
communication in the procurement phase is all about.
30
One of the most outstanding clues to efficient communication in the procurement phase
of a project can be found in the story of lean production (Womack et al, 1990:p138)
where manufacturing and project processes at Toyota were compared to similar process
at Ford and General Motors. In this piece of work, the authors highlighted the importance
of collaboration between the procurement team and the design & engineering. They argue
that for a project to be successful with respect to the exchange and sharing of
information, the procurement team must be the liaison between the suppliers and the
design engineer. To substantiate their findings, they held that by involving suppliers in
the design and engineering process, suppliers could add value to the project by helping to
develop a subcomponent.
Aside from the above benefits, the suppliers would be able to guide the engineering team
on what components and subsystems could be feasible to manufacture at a lower cost.
However, the authors never recommended the tools that could be used to involved
suppliers in the engineering phase of a project. This gap in their research was later filled
by findings from Sriram & Stump (2004) who established that investments in information
and communication technology tools would enable suppliers interact with the design &
engineering and procurement team to enhance the performance of the project. Their
views went to tie with earlier literature (see Nielsen & Erdogan, and Liapi) that
information and communication tools like computer visualization provided an interactive
environment for every project team member.
Literature to back the claims of the research would examine the extent to which ICT tools
have influenced the procurement function as well as site management functions. In doing
this, the traditional model of ICT tools for business procurement by Osmonbekov et al
(2002) is expanded to link the construction industry. The emphasis here would be on how
technology-based tools can enhance two fundamental aspects of communication and
transaction (or collaboration) in the procurement process in the construction process. The
communication aspects here denote the accessing, sharing and archiving of procurement-
related information and data. And then the transaction or collaboration aspects denote the
relationship management processes in and out of the organisation. Given that the
definition and uses of the word procurement is the same in the manufacturing and
construction industry alike, the usage of the term here could sound general, and is
considered as being applicable to the case of construction.
31
A majority of research on the integration of ICT based tools such as the Internet in e-
commerce has focused on business to consumer transactions, dwelling on how to employ
electronic commerce strategies to market products, goods and services to individuals in a
given market. However, Osmonbekov et al (2002) credit Kalakota & Robinson (1999) to
have determined that the greater lot of e-based transactions falls in the business-to-
business sphere, rather than directly involving end-user consumers. They inform that in
engineering and construction procurement, electronic commerce involves the use of
computer networks to improve communication among both the organisation’s
procurement team as well as with the suppliers.
2.4.1 ICT tools and project procurement

Kajewski & Weippert (2004) argue that in the modern construction industry, there still
exist a lack of substantial knowledge and awareness about innovative ICT tools, systems
and solutions which may be integrated in the procurement function to enhance project
performance. According to ‘Information Technology in Construction Best Practices’
(ITCP, 2003), ICT-based trading is forecast to leap rapidly, especially in the domain of
procurement. This publication holds that, the integration of ICT tools in construction
would lead to significant control of cost, time and quality performances. It then advices
that rapid developments/integration of ICT tools in other knowledge intensive industries
should reinforce the need for the construction industry to rethink strategy over the
procurement function. One of the ICT tools prescribed by the best practice paper is e-
Procurement. This method embodies a broad range of web-based methods for obtaining,
processing, awarding and managing contracts.
According to a 2002 New South Wales Government Report cited by Kajewski &
Weippert (2004), e-Commerce is a ‘business tool and enabler, involving the use of
electronic technologies to automate and streamline the procurement processes of an
organisation, improving efficiencies and transparency, and thereby reducing the costs of
those processes within and between businesses’. In the part that follows, the research
would look at how the integration of ICT tools in the construction industry affects the
structure and processes of the purchase decision-making unit. As Kajewski and Weippert
determined, the integration of ICT tools greatly alter the structure of the buying centre,
interms of its size, its hierarchical and functional make-up, and the degree to which
individuals actively participate in purchase decisions.
Because this section of the research examines the impact of ICT tools on procurement,
the researcher would be most interested in how members of the procurement team get
together, exchange, and evaluate information and reach decisions throughout the
procurement process. More specifically, the emphasis would be on how technology-based
32
tools have enhanced the two fundamental aspects of the procurement process as earlier
mentioned above: communication and collaboration or transaction.
Research carried out by Kalakota & Whinston (1997) depicts electronic commerce as the
incorporation or integration of computer networks to search, store and retrieve
information that supports human and corporate decision making in organisations. They
argued that the use of ICT tools for business procurement provides a modern
methodology that addresses the requirements of organisations in the direction of cost
cutting, and improving quality. Osmonbekov (2002) argue that this definition was broad
and encompassed a wide array of business and consumer situations. They contend that in
the industrial and construction procurement real, the integration of ICT tools for
procurement involves the use of computer networks to improve communication among
both the members of the internal procurement team with external suppliers, as well as to
enhance transaction oriented behaviours between the construction organisation and the
suppliers. In the light of this, they then defined the integration of ICT tools as a step
towards ensuring the use of computer networks and software to enhance the
communication and transaction aspects of project organisations with efficiency and
effectiveness.
The foregone opinion is in tandem with findings from Archer & Yuan (2000), who
believe that because the core of e-commerce was information and communications, e-
commerce technologies provide effective and efficient ways in which corporate buyers
can gather information rapidly about products and services, evaluate and negotiate with
suppliers, implement order fulfillment over communication links, and access post-sales
services. Later research by Amit & Zott in 2001 (cited in Knudsen, 2003) supports that e-
business has the potential to generate huge new wealth and to transform the way business
is conducted. The use of new technology in procurement seems to promise substantial
benefits as it is assumed that the procurement function can contribute to the success of the
corporation.
According to Kalakota & Whinston (1997), such enhancements and cost savings occur by
means of using electronic commerce tools such as Internet electronic data interchange,
enterprise-wide solutions such as SAP, or less costly extranets and intranets. According
the authors, these tools enable organisations to achieve a higher degree of transparency,
as both the organisation and its suppliers can keep a meticulous tracking on inventories,
orders, and shipments. In their opinion, this occurs because the electronic tools are linked
to the internet, and allows all participants in the transaction to access the supply chain
network from any computer terminal both in and out of the organisation.
33
To further support their work, they proposed a typology of ICT tools that could be
integrated as the basis for e-commerce in the project procurement process. These tools
can be used both internal and external settings. ICT tools use in the internal setting covers
the management of the communication process within the organisation, while the external
setting covers the management of communication process between the project
organisation and another organisation.
External Internal
Communication Oriented
Extranet (Lotus Domino Workflow tool) Intranet applications (Lotus Notes, Java,
Extranet-based email XML tools)
Web-based information (premier Page Intranet-based email
Product information content, Intranet-based videoconferencing
brochureware) Planning, forecasting, replenishment (PFR)
Vendor-managed inventory (VMI) usage module
information
Internet telephony
Transaction Oriented
Internet EDI Travel management module
Web store front (premier page Treasury management module
Purchasing capabilities) Online transactions database
SAP B2B procurement module Oracle’s bill presentation and payment
Oracle’s I-payment module
Table 2 Typology of e-commerce tools Source: Osmonbekov et al.
In coming up with this typology, Osmonbekov et al contended that many of these e-

commerce tools have recently been developed thanks to the emergence of intranets and
extranets. They define an intranet as a combination of an organisation’s computers linked
together that is accessible only to employees of that organisation. And then an extranet is
a network of intranets that links one organisation and allows employees to access
information and interact. The typology seen above then has two orientations; basically a
communication and orientation and a transaction of collaborative orientation.
Communication-oriented e-commerce tools include such items as extranet applications,
extranet based email, web-based information, vendor-managed inventory (VMI) modules
of enterprise-wide solutions, and Internet telephony. According to Boyle & Alwitt
(1999), cited in Osmonbekov (2002), this increased communication through the
integration of ICT tools is thought to strengthen relationships between the project
34
organisation and its suppliers and enhance the communication aspects of the procurement
process.
For instance, they maintain that extranet applications, created by using applications such
as Domino Workflow, provide a less costly and more customised information sharing
environment for firms involved in the procurement process. On the other hand, Peters &
Hogenson (1999) cited in Osmonbekov (2002), say that transaction-oriented e-commerce
tools are designed to facilitate interorganisational exchange by electronically enhancing
order entry, payment transfer, and inventory management. In their opinion, Internet EDI
is a blend of new open network architecture and old legacy systems that provide speedy
transactions for routine purchases. They cited a number of examples on how these tools
enhance the transaction processes in organisations. Premier Page’s purchasing
capabilities constitute a Web storefront for procurement managers, enabling them to
select, pay for and track a purchase.
Then there is the SAP B2B Procurement software module that ‘dramatically’ enhances
the procurement tasks of an organisation-from requisition to order status tracking.
Another tool is Oracle’s I-payment software module that is designed to automate the
payment schedules as well as receipts handling. In all, given that a construction project
would have diverse available sources to purchase from; Hoffman et al (1995) suggest it is
imperative that organisations consider the efficiency that can be gained by integrating
ICT tools in the procurement process. Most importantly, the rationale behind the
integration of ICT tools is to bring efficiency in the purchasing centre’s structure. How
these tools affect the buying centre’s structure and the associated processes would be seen
in the section that follows.
2.4.2 Impact on buying centre structure

The buying centre concept suggests that organisational purchasing decisions, especially
for the case of construction projects, involve more than one individual. According to
Robinson et al (1967), cited in McNally (2002), the involvement of more than one person
in the purchasing decision of an organisation is inevitable, especially when the tasks to be
performed are new to the organisation.
One of the earliest contributions to the buying centre literature came from Webster &
Wind (1972), who claimed that a buying center is a subset of the organisational actors
consisting of five roles. These roles include; users, influencers, deciders, buyers, and
gatekeepers and embodies the framework of players who handle the purchasing function,
decisions and processes in an organisation or a construction project setting.
Understanding this framework and the communication and information exchange
processes employed by the buying centre has always been an area of active research. So,
earlier research by Spekman & Stern (1979) found that an increase in environmental
35
uncertainty triggered a greater need for information exchange and communication within
the buying centre.
With the advent of information and communications technology, there has therefore been
a change in the external environmental setting of organisations. To understand how the
integration of these tools would enhance the procurement process through efficiency and
changing of the structure of the buying centre, Osmonbekov suggest that getting a grasp
of the organisational structure and type of buying situation was essential. Such
knowledge would render clarity in determining the buying centre’s characteristics and
structural aspects. These structural aspects include:
Size; which denotes the number of individuals employed in the purchasing function.
Hierarchical level; which denotes the managerial authority levels.
Functional level; which denotes specialisation by work area
Participation; which denotes the degree of involvement in procurement stages by
members of the procurement team
2.4.2.1 Buying centre size

Researchers like Dawes et al (1998), Dadzie et al (1999), and McNally (2002) have
found that the size of the buying centre increases in direct proportion to the degree of
formality of the buying centre roles, as well as the complexity of the purchasing
processes and activities. In the light of this, Osmonbekov et al (2002) authoritatively
suggest that the integration of ICT tools in the procurement function would decrease both
the formalised structure of the buying centre as well as the complexity of the purchasing
decision making processes. This step in turn reduces the size of the buying centre.
To see how this works, Osmonbekov start referring to the work of Johnston & Bonoma
(1981) who viewed formalisation as the extent to which activities in a buying group are
strictly prescribed by rules, policies and procedures. Osmonbekov and his colleagues
maintained that with the integration of ICT tools in the procurement process,
formalisation is reduced as effective communication supplants the need to tightly manage
the flow of information and paper work. For instance, Kalakota & Robinson (1999)
informed that the largest benefit of the implementation of e-procurement methodologies
is the elimination of rules, paperwork, and other hidden procedures of formalisation.
Added to this, McKenna (1987) observed that business relations between members of the
buying centre are repeatedly being characterised as an informal process because of the
increased level of communication that is established between members.
36
Whereas traditional modes of communication like phone, fax, and face-to-face meetings
aided communication, modern ICT tools like electronic mail, chat, and web-based
videoconferencing allow participants opportunities to exchange documents, opinions and
commercial as well as technical information with unprecedented ease. Boyle & Alwitt
(1999) also believed that these new modes of information exchange are noted as
improving overall communication between buyers and sellers in an industrial setting.
As per the complexity of the purchase decision, Morley (1985), cited in Osmonbekov
(2002) noted that ICT tools such as online databases of purchase history enable the
members of the procurement department (or the purchase centre) to access relevant
product information quickly and efficiently. This heightens the accuracy of information
while significantly reducing the time spent searching for information. The underlying
conclusion passed by Osmonbekov and co then was that the integration of ICT tools in
the procurement process would lead to less formalisation and in the buying centre and
also less complexity in the purchasing process. With easy access to and sharing of
information needed for the procurement process, fewer members would be needed to
make decisions on the procurement function. Hence the integration of ICT tools would go
a long way to reduce the size of the procurement centre.
2.4.2.2 Hierarchical Level

Researchers who have always linked literature on organisational theory to procurement
literature have for long determined that a strong correlation exists between an
individual’s formal rank and the acquisition and utilisation of procurement information
(Ronchetto et al., 1989). This therefore puts in place a system of hierarchy in which
procedures have to be followed and the communication process is a top-down flow of
information. Osmonbekov et al. commented that with the integration of ICT tools in
procurement, the buying centre’s structure is flattened as the application of software in
the automation of processes gives rise to fewer levels of management directly involved in
decision making. These tools therefore drastically reduce bureaucratic procedures
because they simplify the communication and transaction processes such as supplier
evaluation, proposal analysis, pricing approvals and other processes associated with
industrial procurement (Kalakota & Robinson, 1999).
37
For example, Osmonbekov and colleagues determined that with intranet applications the
approval process of senior managers can be automated such that operating personnel can
be pre-authorised with key procurement judgment and decision making. As such, when a
low-ranking employee logs on to an in-house procurement programme, the employee’s
profile would carry the pre-authorisation necessary for the individual to move swiftly
through supplier selection and order placing for purchase, without involving the
bureaucratic attention of senior managers.
2.4.2.3 Functional Areas and Participation

Osmonbekov et al. (2002) contend that the automation of procurements tasks and
processes through the integration of ICT tools streamlines the buying centre by reducing
the number and type of job functions that are actively concerned in the different, and
perhaps unrelated, stages of the procurement process. This view was the consequent
finding from the opinion of Anderson & Chambers (1985) who shared that employees in
special functions like accounting, marketing, finance and production tend to utilise
information sources and process communications in a manner that particularly reflects the
organisational demands on their job function. On the basis of this, Osmonbekov and his
colleagues further maintain that with the use of ICT tools like an intranet purchasing
applications; technical details, performance metrics, regulatory requirements, and
pertinent information on other items like equipments can be archived can be archived.
In the case that followed, users of such information, decision makers, as well as other
members of the procurement team can interact with an online data base directly and
bypass the need to involve technical personnel from other departments who had hitherto
been involved in procurement development activities during concurrent engineering.
From this standpoint, the authors inferred that ICT tools empower members of the
procurement team and the procurement department to have direct access to the items to
be procured, the items under contract for supplies, as well as information to manage the
supplier network. This offsets the procurement cycle time as well as reduces the
functional and disciplinary scope of the employees directly involved in the procurement
function.
Participation in the procurement process, according to McQuiston (1989), is the amount

of written or verbal communication offered by one member to the other members in the
decision making unit in the course of the procurement decision making. McQuiston
(1989) argues that it is important to study the extent to which each member of the
procurement team participates in the decision making process because it is suggested to
antecede the level of influence projected on other members. McQuiston & Dickson
(1991) and Patchen (1974), cited in Osmonbekov (2002) also found that a number of
38
factors would increase or decrease the level of participation by members in a procurement

team. One of such factors is the personal consequences that a member has at stake as a
result of the decision to be made. They held that, for example, the personal consequences
that an individual member had at stake was directly proportional to the extent to which he
or she would communicate in the team.
To develop the above argument, the Osmonbekov et al maintained that ICT tools-
enhanced procurement increased individual participation in the procurement team for two
primary cardinal reasons. Firstly, the fact that integration of ICT tools result to a
reduction in the size of the procurement team is an indication that there would be an
increase in the amount of each individual buying member’s responsibility for the
purchasing decision making. As a result, the probability of each member being
answerable for the consequences of his or her decision would also increase. Secondly, the
integration of ICT tools allows a wide range of information to be accessed and shared
between team members.
Wilson (1998) exemplifies the second reason by advancing that Marshall Industries
implemented XML connections with its suppliers so as to enable the procurement
department to browse suppliers’ catalogues online as well as view live online
presentation of products by various suppliers. In addition to this, the members of the
procurement department can participate in online discussions without the requirement to
displace themselves from their offices. According to Kosiur (1997) such a system
enhances and encourages communication trends that are frequent and long lasting; and
participants also increase their participation level in the procurement department because
there is much more information to analyse, exchange and share. Finally, Osmonbekov et
al made the following propositions:
That the integration of ICT tools for procurement altered the structure of the procurement
department in the following ways:
a) Decreased the size of the buying centre;
b) Decreased the number of hierarchical levels;
c) Decreased the number of functional areas;
d) Increased the individual participation of members of the procurement department
2.4.3 Impact on Buying Centre Processes

Omonbekov et al (2002) suggested that the integration of technology-based tools would
likely have an impact on the procurement processes in the procurement department (or
procurement centre). Such impact, according to them would impact the processes in
terms of the influence of technical personnel on the overall operations, and the conflict
and coordination within the decision making unit. Before these findings, previous
39
research from Dawes et al (1998) showed that apart from structural impacts, the
integration of ICT tools in the procurement process would have an impact on the
procurement department’s processes as well. They identified these processes as the
attitudinal and behavioural aspects of team member interaction.
2.4.3.1 Influence of Technical Personnel

McQuiston (1989) said that influence in, organisational management context, referred to
the extent to which the information sharing and communication from an individual for
consideration is judged to affect the actions and thoughts of other individuals or members
in a decision making unit. In the context of procurement literature, Thomas (1982) and
Kohli (1989) substantiated that those with the ability to influence other members in the
procurement decision making process were deemed to have a combination of expertise
and authority such that they participated actively in strategic procurement decision
making.
At the same time, McQuiston (1989) and Jackson et al (1984) are cited by Osmonbekov
to have said that the flow of communication within the procurement centre, departmental
membership, formal rank and network centrality of a participant were the principal
determinants of the influence a team member can have over other members of the group.
Such members who could directly have such influence include professionals like
engineers, technicians and other specialists.
Jackson et al (1984) found the influence of technical personnel to have immense

relevance in buying centres that were responsible for the procurement of strategic
components for a project. According to Chakrabarti et al (1982), cited in Osmonbekov et
al (2002) these technical personnel wield substantial influence on the decision making
process thanks to their high degree of technical knowledge and expert power of
judgment. According to Boyle & Alwitt (1999) such expert industrial buyers would be
inclined to use ICT tools to get highly technical information about products, equipment
and other components. With such technical information at the disposal of technical
personnel to swell their power platform, their influence over the procurement decision
making process would not go unnoticed.
Hence the integration of ICT tools in the procurement function means most of the
processes would be influenced or controlled by the technical personnel who are most
probable to be info-tech savvy and as a result more comfortable in using ICT tools than
other members of the procurement centre.
40
2.4.3.2 Conflict
The notion of conflict has always been discussed in three perspectives. Sheth (1973)
discussed conflict from an individual perspective, while Barclay (1991) viewed conflict
from an interdepartmental standpoint. The third perspective of conflict, related to specific
decision making grabbed the attention of Ryan & Holbrook (1982). The perspective that
has relevance to this literature is the interdepartmental perspective. According to
Osmonbekov et al (2002) this perspective should be applicable here because one major
characteristics of the buying centre is that members would be drawn from different
departments in the project organisation or the project phases. As Ding (1997) cited in
Osmonbekov puts it; the sheer idea of drawing members from different departments
creates the potential for divergent or antagonising objectives. The likelihood of conflicts
is even greater, given that the diversity in professional orientation of the members drawn
from different departments calls for task interdependence and incompatibility in
management styles.
The above not withstanding, Barclay established that the main source of conflict in such a
setting was communication barriers between departments. According to him, departments
have different goals to meet during the process of organisational procurement. For
example, the goal of the engineering department may be to get a machine that functions
and churns out products with minimal defects. Should such a machine be expensive than
what the organisation has budgeted, then the goals of the engineering department would
be conflicting to those of the accounting and finance department who would naturally be
striving to operate on a tight budget and control cost.
Referring back to Boyle & Alwitt (1999), the integration of ICT tools in the procurement
function are seen to crack down communication and collaboration barriers. This fosters
interdepartmental communication and reduces conflicts because ICT tools (such as
corporate enterprise resource planning systems, extranet-enabled email, teleconferencing
and chat applications) increase access to information that educates the members of the
buying centre on how to align their objectives to the objectives of the procurement
process Osmonbekov et al (2002). In the light of this, Osmonbekov and co argue that
transparency of information gives way for mutual understanding of goals and stems
incidences of suspecting hidden agenda. They believe that the use of ICT tools widens
each team member’s buying criteria while at the same time harmonising their perception
of the procurement centre’s goals and direction.
41
2.4.3.3 Coordination
In project management literature, coordination has often been regarded as the process of
managing dependencies created between activities. Johnston & Bonoma (1981) argued
that the pattern of interaction and the nature of activities within the buying centre were
complex such that their interdependencies were buried in the communications network of
the organisation. Osmonbekov et al (2002) then explained that when purchasing a piece
of machinery, for example, a member from the engineering department may be
responsible for checking the technical specifications while a team member from the
accounting department would be charged with calculating the cost of the machinery and
the associated depreciation schedule. They noted that these tasks have never been
performed simultaneously, but are instead carried out separately and then communicated
to other members of the buying centre. Johnston & Bonoma (1981) remarked that when
such procedures are followed, relevant information is typically processed through a
communication dyad of only two members, and this renders coordination a difficult
process between team members.
To facilitate the above coordination procedures, Osmonbekov and co advised that the
transparency of the dyadic communication needs to be enhanced. They believed that the
integration of ICT tools would enable team members to easily communicate to others
with direct concern in the buying centre. According to them, these tools have the
potential advantages of a many-to-many communication interface that is peculiar to
communication oriented electronic commerce tools. With such tools, members of the
buying centre can easily post, view and track inputs of other members on the project’s
website. They persuade that such an approach allows for less confusion and a greater
degree of clarity regarding scheduling and evaluation. As an example, they shared that an
accountant can instantly check order changes made by an engineer in real time, so as to
update cost projections. To summarize this literature Osmonbekov et al (2002) ruled that
the integration of ICT tools in the procurement function would alter the purchase process
within the buying centre in these ways:
a) Increases the influence of the technical personnel;
b) Decreases conflict incidence among buying centre members; and
c) Increases coordination among buying centre members.
2.4.4 The Impact on Procurement Outcome

Going by the views of Osmonbekov et al (2002) the changes that occur to the buying
centre structure and processes as a resulting of integrating ICT tools are likely to fuel the
efficiency and effectiveness of the buying task. Efficiency and effectiveness are therefore
the two broad categories under which Kalakota & Robinson (1999) organised the benefits
of technology-based automation of the procurement activities. They persuaded that
42
efficiency entails lower procurement costs, faster cycle time, reduced unauthorised
buying and contracting, highly classified and organised information, and a strategic
integration of the procurement function with other key office systems. On the other hand,
the interpreted effectiveness to mean an increase in the level of control over the supply
chain, proactive management of strategic procurement data, and quality-oriented
procurement decisions within the project organisation.
Of these two categories of benefits seen, efficiency was believed to be the more evident
as Kalakota & Whinston (1996) and Harrington (1999) cited it as the chief reason for
integrating ICT tools in industrial procurement. To support these findings, Osmonbekov
et al (2002) maintained that efficiency is gained when ICT tools make activities and
processes to be performed at a lower cost. Apart from this, Ramusson (1999) believe the
shift from using paper documents for ordering, invoicing and tracking to the use of an
electronic system means expenses related to routine record management and other
documentation tasks relevant to the procurement process are cut. Whereas Ramusson
focused on the transaction cost reduction aspects of integrating ICT tools in the
procurement process, Kalakota & Robinson (1999) focused on the reduction of cycle.
They supposed that internet-based procurement lowers the degree of management
involvement in the purchasing activities as well as the number of separate buying tasks
and procedures to be performed.
As per effectiveness, Osmonbekov et al (2002) believed that ICT tools would enhance
processes if incorporated to the procurement function. They held that improvement in the
performance of tasks such as better product selection, better inventory management and
faster decision making are among the new benefits brought about by the integration of
ICT tools in the procurement process. This ensures a faster decision making process in
that the buying centre is streamlined through a reduction in size, hierarchical and
functional levels. Such streamlining enables the participants to be more informed so as to
make efficient decisions in an environment with highly skilled technical personnel,
reduced conflict and better coordination.
Koisur (1997) cited in Osmonbekov et al (2002) suggested that apart from lowering
search operation costs, the integration of ICT tools in the procurement function also
makes the search task more effective. This can be confirmed from the fact that
procurement managers have internet search engines at their disposal to access
information about the variety of products in the market as well as the network of
suppliers. The third proposition made from the literature on effectiveness, according to
Osmonbekov et al (2002), is that the changes to the structure and processes of the buying
43
centre impacted by the integration of ICT tools would have the following effects on the
outcome of the procurement processes:
a) The cost efficiency of the entire procurement processes would increase

b) The task effectiveness of the entire procurement processes will increase.
So far, the integration of ICT tools in the procurement function of a project organisation
can be summarised in a model propounded by Osmonbekov et al (2002). They termed
this model as a model of e-commerce effects on the buying centre and buying outcome.
Structure of buying
centre
Decrease in size
Decrease in
hierarchical level
Decrease in functional
area
Increase in
participation
Industrial Buyer
Adoption of
Electronic Industrial Buying
Commerce Tools Outcomes
Communications Increase in
efficiency
Transactions Increase in
effectiveness
Processes in Buying Centre
Increase in the influence of technical

personnel
Decrease in conflicts
Increase in coordination
Figure 5 Model of e-commerce effects on the buying centre and buying outcomes
Source: Osmonbekov et al (2002)
44
2.5 ICT as an enabler for process improvement

Lam et al. (2004) argue that most construction projects are delivered in the conventional
way where the architect designs and the contractor constructs. In the light of this, Karim
et al (2006) believe that as much as 90 percent of work in construction projects is carried
out by a variety of subcontractors, while the main contractor tends to focus on
management and coordination. This therefore means it is the main contractor who
directly acts on behalf of the client, as well as directly answerable to him/her for all issues
related to the completion of the project delivery (Muller & Townsend (2005).
According to Muller & Townsend (2005) process improvement through the integration of
ICT tools can best be understood by considering the main contractor and the client as
engaged in a principal-agency relationship. By so doing, and given that the two parties
must not necessarily be in the same geographical location, they would work in
collaboration to address problems resulting from the actions of subcontractors. This
collaboration comes from the amount and extent of information that each party is bound
to communicate to the other.
2.5.1 Owner’s Needs for Communication from the Manager

According to Muller and Turner, the kind of information requested by the owner is a
function of communication needs. They saw that a project owner had less information
pertaining to the progress of the project than does the project manager. Such deficiency in
knowledge makes it uncertain that the project manager shares the same objectives as the
owner. To clear such uncertainty requires effective and constructive communication from
the project manager. Graham, cited in Muller & Turner, believes that this communication
is to address two main concerns on the part of the project owner.
The first of the above concerns is clarification on the nature of the product delivery and
the processes. The importance of this communication need is emphasised by Laird
(1992); Hummel et al (2001) who came to the conclusion that frequent information on
the nature of the product and processes would enable the client know whether the project
would yield a product meeting quality and functional specifications. As per the project
processes, Laird opined that such information must be communicated to owners for them
to can get assurance that the designed project processes are being followed, and that these
processes would deliver just the best product delivery.
On the other hand, the second category of concern on the part of the owner is about
project performance and trust building, as well documented by Muller in his DBA thesis
(see Muller & Turner, 2004). The client ought to get information on whether the tasks
being undertaken would respect the schedule and cost in order to yield an appropriate
45
return on investment. The authors then concluded that when the project owner presses to
understand the evolution of the project through communication, the project performs
better. Even before this conclusion, an incisive research by Gallivan & Keil (2003, pp.
38) had highlighted that collaboration with the project owner allows for a two-way
communication process. Such communication, for example would provide owners the
instrumental voice to provide input into the design, as well as create a forum for
feedback.
2.5.2 The Manager’s Needs for Communication from the Owner

In Gardiner’s (2005) opinion, the life cycle of every project would easily determine a
project manager’s need for communication. Before this view by Gardiner, Muller and
Turner (2004) had previously established that the early phase of the project is
characterised by the owner’s needs to understand the owner’s needs and the full context
of the project. Knowing the owner’s requirements and project context are a prerequisite
to carve out a big picture of the scope of activities.
According to Muller & Turner, the communication needs change when the project is at
the planning and implementation stages. At these stages the project owner is relieved of
the obligation to provide data, and instead communicates the reviews and plan
acceptance. Then at the close out of the project, the owner needs to communicate to the
project manger to determine whether the project delivery met the owner’s quality, cost
and functional specifications. This allows the project manager to deduce lessons for
further projects and also evaluate the performance of other stakeholders.
In construction projects, members of the project team with diverse functional

backgrounds interact with a range of individuals both inside and outside the organisation
(Cheng et al, 2001). Cheng et al further observed that the variety of team members’ skills
would always be a source of conflict as team members try to interpret and share project
information. Coordinating such a system requires the maintenance of effective working
relationships and the usage of tools that allows for understanding, sharing and exchange
of project knowledge. This understanding and sharing of project knowledge is
fundamental to project completion because, as observed by Cheng et al, (2001), the work
done in one phase is normally the input of another phase, so that effective communication
becomes inevitable to pass from one phase to the other (Breidenstein, 2001).
According to Pinto & Pinto (1990), communication is the cardinal tool through which an
effective working relationship and information sharing can be maintained within a
network of functional diversity. Its effectiveness depends on the ability of the project
manager to formulate, transmit, and receive verbal and non-verbal messages that produce
46
a response, evaluation, and possible correction (Gillard and Johansen, 2004; Turner and
Muller, 2005). Meanwhile, Rönnbäck (1999) reckons that communication may take many
forms, depending on the type of activity it is supporting. The inference drawn on this
statement leads to the understanding that information needs and purpose of
communication in each phase of a construction project would vary. This is particularly
true when one observes that the engineering phase of a construction project, for example,
is supported by the exchange of technical information, while the procurement phase is
supported by the exchange of technical and commercial information. And then the
construction phase is supported by the exchange of technical information.
Despite significant literature positing the communication requirements of both the project
manager and owner, Muller & Turner still argued that the whole communication process
would not be a success if there isn’t a clear motive for the communication as well as the
mechanisms to be used. A clear motive for communication would determine the mode of
communication, and this mode of communication can be either scheduled or event-
driven. Here the mode of communication refers to the type of information exchange
associated to a defined objective and scope. This objective spells the problem that
communication intends to resolve while the scope refers to the quantity of information
and how often this communication is made. Meanwhile a communication mechanism
comprises the tools and procedures that can be used to transmit and receive information.
The communication mechanism there supports the communication mode.
2.5.3 Modes of Knowledge Sharing through Communication

The modes of collaborative communication under consideration here are scheduled
communication and event-driven communication.
Scheduled communication can simply be regarded as one that takes place following a
periodic process. Daft & Lengel are credited in the work of Gallivan and Keil (2003) for
having ruled that scheduled communication represents focused, well organized face to
face communication aimed at addressing and solving a broad range of issues. They
further found that event-driven communication is communication triggered by the surge
of inconsistency or incompatibility with a subcomponent. Such inconsistencies are
usually related to non-conformance by suppliers of components or inconformity from the
design team. A tabular summary of the components, objectives and scope of the modes of
communication is now shown:
47
Table 3 Scheduled modes of communication

Mode Objectives Scope
Problem Defination -Extract requirements knowledge -Application domain
from project manager and project -Functional and non-
owner functional requirements
-Extract domain knowledge from -Delivery schedule
project manager and project
owner
Client reviews -Ensure that the system under -Functional and non-
construction is the one the project functional requirements
owner wants -Delivery schedule
-Review feasibility of non-
functional requirement
-Review the delivery schedule
Project reviews -Ensure that dependent -Systems design
subsystems can communicate -Detailed design
-Anticipate late completion of -Tests
critical subsystems
-Disseminate operational
knowledge across teams
Inspections/Walkthroughs -Ensure correctness of subsystem -Implementation
implementation
-Improve quality subsystem
implementation
-Disseminate operational
knowledge across participants
Status reviews
-Ensure adherence to the task plan -Tasks
-Ensure timely completion of -Action items
planned deliverables -Issues
-Dissemination of potential issues
Brainstorming -Generate and evaluate individual -A single issue
solutions
Releases -Dissemination of large volume -Project organisation
of information -Task plan
-System models
Postmortem review -Capture and organisation of -Project organisation
lessons learned -Task plan
-System model
48
Table 4 Event driven modes of communication

Mode Objectives Scope
Request for clarification -Clarification Anything
-Report on ambiguity in
documentation or code
Request for change -Report a problem or a Anything
possible improvement
Issue resolution -Reaching consensus A single issue
2.5.4 Mechanisms of communication

Communication mechanisms are the tools that support the exchange of information
between the project owner and the manager. These tools could broadly be categorised
into synchronous and asynchronous mechanism (Pinto & Pinto, 1990; Giffin, 2002). The
findings of these authors were helpful in explaining that this classification depends on
whether the sender and receiver of information have to be available at the same time or
not. Moreover, researchers have defined synchronous communication as one requiring
the two parties exchanging information to be at the same place ant at the same time.
However, Giffin put forth a contrary view by proposing that synchronous communication
could be broken down such that both parties need not be at the same place at the same
time. This opportunity for same place and same time communication is conducive for
instant communication and feedback between the project manager and the project owner.
Meanwhile, asynchronous communication refers to communication that allows the

exchange of information between several project stakeholders, without the need for them
to be at the same place or to be present at the same time. The following tables would
give a summary of both synchronous and asynchronous mechanisms of communication
and the communication modes they support.
Table 5 Synchronous mechanisms of communication

Mechanism Supported modes
Hallway conversations Request for clarification
Request for change
Questionnaires and structured interviews Application domain knowledge elicitation
Client review, Project review, Inspection,
Meetings (face to face, telephone, video) Status review, Postmortem review, Brainstorm,
Issue resolution
Same time different place groupware Client review, Project review, Inspection,
Brainstorm, Issue resolution
49
Figure 6 Asynchronous mechanisms of communication

Mechanism Supported modes
Electronic mail Release, Change request, Brainstorm
Newsgroups Release, Change request, Brainstorm
World Wide Web Release, Asynchronous code inspections,
Change request, Brainstorm
Lotus Notes Release, Change request, Brainstorm
Finally, the relationship between the two mechanisms would be shown on the diagram
below:
Communication mode Communication

mechanism
Scheduled Event driven Synchronous Asynchronous

communication
Electronic mail New groups

Client review Problem reporting
Fig 5 Classification of communication modes and mechanisms
After going through the lot of literature, the common theme drawn from every author is
that the role of ICT tools as an enabler of integration in construction projects is to give
other project team players the opportunity to have a big picture of what they would be
working on. In as much as the phases of a construction project can be conveniently
broken down into three, namely the Engineering, Procurement, and Construction phases,
the literature examined has shown what ICT tools could be applied on these phases.
Without considering the phases as going on independently, ICT tools can be understood
to play two significant roles.
Firstly, ICT tools can be integrated to improve on the operational strategy of the
organisation undertaking the construction project. Such operational strategy could be to
counteract a move by a rival organisation, or to set secure competitive advantage of
gaining more contracts.
50
As the literature has elaborated, such tools would be helpful, most particularly in the
value-adding activities like procurement and knowledge creation and sharing. Secondly,
ICT tools can be used (mostly in the form of visualisation) to increase the level of
collaboration between the design team and the team carrying out the construction. Again,
as seen in the literature, the rationale behind this is to avoid frequent misunderstanding
when the construction team tries to interpret and implement what the design team has
passed unto them. That is to say, construction engineers can easily resolve problems in
the field without incurring costs to consult the design engineers for clarification. As
Remington4 (2007) puts it in her lecture summary, the integration of these ICT tools
creates a ‘big picture’ that enables every project participant to interact collaboratively and
communicate from his or her own angel to accomplish the project under consideration.
4
Guest lecturer at Umeå School of Business, from the Technical University of New South Wales, Australia
51
Chapter Three: RESEARCH METHODOLOGY

This chapter sets the route taken by the researcher to complete the thesis. It spells out the
reasons for each route taken as well as how the level of contact and interaction with the
company under study. In effect, the Botniabanan Railway Project was chosen as the case
study for such a research because the scope of the project allows for a full coverage of
every aspect of the context of the research. Apart from this, the project being the first of
its kind in modern day Sweden sparked the curiosity in the researcher to see if such a
modern project would operate in line with advancement in information and
communication technology tools.
3.1 Grounded Theory

This research paper would use an exploratory approach. This exploratory nature of the
research justifies the adoption of the case study approach as recognised by Yin (1989).
The adoption of such an approach has proven to be sufficient in the use and triangulation
of multiple sources of data (Johnston et al, in Ingirige & Sexton, 2006) as they provide a
firm basis for grounded theory. According to Strauss & Corbin (1990), grounded theory
is one that is inductively derived from a study of the phenomenon it represents. That is,
‘grounded theory is one that is discovered, developed, and provisionally verified through
systematic data collection and analysis of data pertaining to that phenomenon.’ In effect,
grounded theory was seen to be the best for this research because of the fundamental
reason that the researcher wanted to investigate the extent to which on organisation works
in line with theoretical findings from researchers. This therefore justifies the need as to
why so much literature is reviewed.
3.2 Research Method

In conducting research, mostly in the social sciences, researchers are always opened to
two approaches depending on the type of data to be collected. These approaches can be
quantitative or qualitative. For the purpose of this paper, the researcher chose the
qualitative approach. This is because it guides an in-depth comprehension of human
behaviour and the reasons that govern this behaviour. Unlike quantitative research,
qualitative research relies on reasons behind various aspects of behaviour. From another
perspective, it investigates the why and how of decision making processes, as compared
to the what, where and when of quantitative research. Here, the need is for smaller but
focused samples rather than large random samples. Hence, while quantitative relies
exclusively on the analysis of numerical or quantifiable data, data for qualitative research
comes from non-numerical information.
52
On the other hand, the selection of literature was mainly based on renowned journals in
the field of construction, as well as ICT implementation in projects. Relevant books,
seminar papers, and conference proceedings related to ICT integration in the construction
industry were also reviewed, as the researcher found that such literature incorporated
practical experiences in the industry. To ensure or maintain efficiency and effectiveness
of the information and literature searching process, an online search was carried out. The
search engines used included: ELIN, Emerald, ScienceDirect, and EBSCO.
3.3 Case Study Method and Data Collection & Analysis

The broad aim of this research is to enhance understanding on how information and
communication technology can better serve the construction industry, with a case focus
on the Botnia Banan Railway Construction Project. Researchers, for example, Melin
(1977); Merriam (1988); Yin (2002), and Ingirige & Sexton (2006) have written on the
attributes of using a case study in the field of research.
The case study is among the several ways of conducting research in the social sciences.
Other ways include experiments, surveys, multiple histories, and analysis of archival
information (Yin, 2003). Instead of using large samples which institute a rigid procedure
to examine a limited number of variables, a case study method involves and ensures an
in-depth examination of a single instance or event: a case. It provides a systematic way of
looking at events and procedures, as well as process, collecting data, analysing
information, reporting and sharing the results. As a consequence, the researcher gains a
focused understanding of why the event or instance happened the way it was found. It
also might help the researcher to look intensively for opportunities in further research.
This is also in line with, Flyvbjerg’s, (2006) belief that with the use of case studies, they
lend themselves to both generating and testing hypotheses.
On the other hand, Yin (2002) suggests that a case study should be defined as a research
strategy. That is, an empirical inquiry that investigates a phenomenon within real-life and
practicality contexts. He further maintains that a case study presents reliable work
because it relies on multiple sources of data and evidence, and benefits from the prior
development of theoretical propositions. These views got another explanatory clue when
Lamnek (2005) remarked that a case study is a research approach situated between
concrete data collection techniques and methodology paradigms grounded on theoretical
literature.
53
Findings from Merriam (1988) and Ingirige & Sexton (2006), undertaking a case study is
considered an appropriate method for understanding and interpreting a studied
phenomenon. This view has support from the understanding that a case study regards not
only isolated events but usually has a wide scope including contextual matters.
Meanwhile, case studies are common in social sciences for research findings to have
impacting reference and relevance. Melin (1977) even argues that case studies form an
integrated part of a research process, given that they are not regarded as an isolated
technique for gaining data. In another point of view, he maintains that adopting a case
study brings the combined result of the interest of gaining knowledge in the particular
problem area and some theoretical base. Other advantages (Rönnbäck, 1999) of using a
case study can be seen by looking at the characteristics of a case study and their
associated benefits: Particularistic: it focuses on a specific situation or a phenomenon.
Descriptive: the outcome of this kind of case study is a detailed description of the studied
phenomenon, including as many variables as possible. Heuristic: the case study increases
the user’s understanding of the studied phenomenon, either by presenting new meanings
of the studied problem. Inductive: information from the case study lets the researcher
discover new relations and reach a deeper understanding.
As per data collection, two methods were adopted. The first was a face to face semi-
structured interview held with respondents and the interviews were recorded and
transcribed for analysis. This decision to conduct a semi-structure interview was the first
step to get to know the respondents and establish contacts with other departments of the
company. The second method was a structured questionnaire that was prepared and filled
as the researcher interviewed the respondents. The respondents came from the three
departments across the Botniabanan project office. These departments comprised the
engineering, procurement and construction departments.
3.4 Survey Areas and Outline of Questionnaire

The survey method used here was an adoption of the survey most recently used by
Nielsen & Erdogan (2007) in their research on the Turkish Construction Industry. This
approach was chosen because the study of the authors was concise and examined upto 25
construction companies in the Turkish construction industry. In a tabular format, the
survey areas under consideration followed:
54
Table 1 Survey areas

Information and Communication Technology strategy
Vision and strategy
Nature of ICT support
Centralisation-decentralisation approach of the company
Architecture and visualisation
Goal setting
Information transfer between head office and site office
Extracting which information is used in which format
Web use
Collaboration between site team and design team in solving
design problems
Communicating the problems on site with the design team
Shared database use
The extent of visualisation use:
Visualisation and communication tools available

Examining how/what visualisation is performed
Visualisation needs
Virtual reality use
Buildability areas with potential problems during
construction
Highlighting the pitfalls met during the planning or
implementation stages
Identifying what kind of benefits gained by
implementing visualisation techniques
Assessment of visualisation and communication
tools and methods
and methods
Source: Nielsen & Erdogan (2007)5
5
The table was adopted because of the best fit of approach of this research with a previous research on the
theme: Level of visualisation support for project communication in the Turkish Construction: A quality
function deployment approach, by Nielsen & Erdogan
55
The process of face-to-face interviews for data collection did not come by easy, as the
interviewees and respondents were not native English speakers and only answered the
questions as far as they could understand. However, every effort was made to interpret
the responses, as the researcher had basic working knowledge of the Swedish language.
The first part of the questionnaire was aimed at knowing the extent to which ICT tools
are used as a vehicle of competition and strategic management of the day to day project
administrative processes which relate to the soft skills. Then the second part of the
questionnaire looks at how ICT tools can be integrated to strategically manage the hard
skills and work processes in the field. In all, seven ICT implementation perspectives;
similar to that used by Tucker et al (2000) were taken into consideration as shown in the
figure following:
Fig 2 Seven ICT implementation perspectives
User Utility
Strategic
Positioning
Use Project
Coordination Organisation
& integration
Strategic
impacts Infomation & Productivity
Communication & efficiency
Technology
Project
Value-adding Management
Functions
Enhanced Tangible
Delivery process & intangible
Benefits
Source: Tucker et al (2000)
56
To facilitate understanding for further research, Weippert et al (2003) provided a tabular

elaboration that shed light in explaining the seven perspectives. These explanations
therefore serve as key to the above framework. For the convenience of writing, the
researcher opted not to follow the tabular format. Instead, each perspective is listed and
explained in its entirety as presented by Weippert et al
ICT
It is the centre of the framework, and it focuses on the ICT tools used as well as addresses
their technical aspects
User Utility
Concerned with user satisfaction and perceived value of ICT use. User satisfaction is
expected to play an important role in the overall evaluation of the ICT tool
Project Organisation
Deals with the role ICT plays in facilitating integration of project participants
Project Management
Examines the impact of ICT on project management functional goals, mainly in the areas
of information needs, quality, and timeliness within the context of design, construction, &
project management functions
Benefits
Investigates the link between ICT implementation and any project-related short-term
benefits. The perspective includes both tangible and intangible benefits. Tangible benefits
such as time and cost savings are expected due to the reduction of paper-based workload,
faster response times and less rework. Intangible benefits may include process flexibility,
in generating, handling and manipulating data, ease of work load and ability to detect
errors or inconsistencies.
Value adding
Capturing the relationship between ICT implementation and the overall project delivery
process and is a much broader concept than that of the benefits perspective. It examines
the perceived value-added aspect of the process in terms of generating business value to
the client (delivering a project through a more robust delivery process) as well as to all
project stakeholders (cultural change and extended partnerships).
57
Strategic Positioning
In addition to evaluating ICT use in a particular project, there is also a need to measure
and evaluate ICT contribution to the strategic capability of the organisation. It is
concerned with how lessons learned in this project are disseminated and hence
contributed to the strategic positioning of the organisation. Meanwhile, the second part of
the questionnaire looked at the extent of application of visualisation support tools to
enhance communication, collaboration and overall project performance. The two sets of
questionnaires can be referred in the appendix.
58
Chapter Four: THE BOTNIABANAN PROJECT

This chapter lays out in detail every relevant facts and information that was procured in
the field in the course of the research. It covers information about the project proper as
well as information on the results of the interview. The bulk of the information in this
chapter is coming from the annual reports of Bitniabanan AB obtained from the project
organisation’s website.
4.1 OVERVIEW
Railways play a key role in a sustainable transport system. According to a video
recording obtained from the Umeå office, the Swedish railway network has seen little
changes since the trunk lines were built at the end of the 19th century. Meanwhile, the
railway was for military and strategic reasons originally built on land, far from today’s
urban and industrial business centres. With an increasingly expanding Europe, the
network could no longer cope with the region’s transport needs.
The Botniabanan Project, also called the Botniabanan Line was therefore an initiative to
check the problem resulting from and increase in the growth of the population and the
movement of goods and services. So, the Swedish government commissioned
Botniabanan AB to build the Bothnia Line - a single track railway from Nyland, north of
Kramfors, via Örnsköldsvik, Husum, Nordmaling and Hörnefors to Umeå. The section
consists of 190 km of new railway with 140 bridges and 25 km of tunnels.
The decision to build the Bothnia Line was taken by the Swedish Parliament, the
Riksdag, in 1997, and the working process is regulated by the main agreement between
the state, the four municipalities involved and the Västernorrland and Västerbotten
county councils. Through Statens Väg and Baninvest, the state owns 91 percent of the
company, with the remaining 9 percent belonging to the municipalities of Kramfors,
Örnsköldsvik, Nordmaling and Umeå. The starting gun sounded on 14 August 1999, and
the railway was scheduled to open to traffic in 2010.
The project is a 190 km railway construction, from Nyland on the Ångermanälven River
to Umeå. It is historic in a number of ways. The Bothnia Line is both the largest Swedish
railway construction project for fifty years and the first railway to be built under the new
Environmental Code. It also fills one of the long-standing gaps in the main line along the
Norrland coast. With over 350,000 people, the region served by the Bothnia Line is one
of the most densely populated in Sweden. There are over 150,000 jobs and more than
30,000 university and higher education places here.
59
Given reasonable commuting times, the entire region becomes accessible to everyone
living along the line. This opens completely new opportunities for study, work and
recreation. Compared with the present public transport facilities, the coastal line will
halve travelling times! In a wider perspective, besides linking northern and southern
Sweden, the line is of major significance as a link to the European rail network and the
Barents Sea. This benefits not only the people of Sweden, but also those of northern
Norway, northern Finland and northwest Russia. Transferring the flow of goods (forest
products, ore, minerals, oil, fish, etc.) to the Swedish railway system will have a
substantial impact on Sweden’s economy. In other words, the Bothnia Line is vital for the
region and for the whole of Sweden.
The National Rail Administration (Banverket) decided the route for the Bothnia Line in
1998 and the project was financed through loans brokered by the Botniabanan AB (the
project administrator), as well as subsidies from the European Union. With the objective
of opening up new possibilities for the movement of goods and people and arguably
Sweden’s largest infrastructure project in modern times, its completion would indirectly
result to the construction of 140 bridges, 25 kilometres of tunnels and 7 travel centres.
This project connects to an existing railway network; and when completed the project
would link north and southern Sweden, passing through the towns of Nyland,
Örnsköldsvik, Husum, Nordmaling, Hörnefors, and Umeå. The entire project was started
in 1999 and was scheduled for completion in 2010. It was also gathered that fast-tracking
measures were put in place to see the project through by 2007. As at carrying out this
research, the project was said to be behind schedule.
Under a framework agreement, the National Rail Administration was to plan the line and
be in charge of land acquisition and matters relating to approvals. It was this agreement
that created the special company Botniabanan AB to play the role of the project manager.
Working from the National Rail Administration’s railway plans, this company is
responsible for detailed project planning, contract placement, construction, and financing
in respect of the Bothnia Line. When the line is finished, Botniabanan AB is to hand it
over to the National Rail Administration under a leasing agreement lasting a period of 40
years. The leasing fees paid by the National Rail Administration will be used to repay the
loans taken out by the company. When the company has settled its debts, the National
Rail Administration is to acquire the shareholdings at a purchase sum corresponding to
the share capital.
60
According to further information from the project’s homepage, the following statistics
was made to give a brief and concise scope of the project;
Cost: 13,2 billion SEK 22 meeting-point stations
Time of construction: 1999-2010 7 travel-centres/stations

Length, spanning 190 km 130 major contracts
140 bridges 7 000 000 m3 of rock excavation

25 km of tunnels 9 000 000 m3 of soil excavation
370 000 sleepers 400 000 m3 of concrete
3 200 contact-line poles 40 000 tonnes of reinforcement
4.2 PROJECT STAKEHOLDERS & STRUCTURE

There are three groups of stakeholders who have a vested interest in the profitability and
outcome of the Botnia Line Project. They are the government, represented by
Botniabanan AB, the National Railway Administration, and the municipalities.
Botniabanan AB is responsible for finance, detailed planning, procurement, construction,
test operation and the leasing out of the finished line. The National Rail Administration is
responsible for studies, railway plans, permits, land purchases, approval of the line and
leasing it once it is operational. The municipalities are responsible for adapting their
outline and detailed plans to the building of the Bothnia Line. They also carry out studies
for, build and operate travel centres serving the line. With the County Traffic Board, they
are responsible for services being run on the railway.
4.2.1 Ownership Structure

To meet the obligations imposed by the framework agreement, Botniabanan AB was set
up on 1 July 1998 with a share capital of SEK 1 million. Through the Ministry of
Enterprise, Energy and Communications, the state owns 91 percent of the shares. The
municipalities of Kramfors, Örnsköldsvik, Nordmaling and Umeå each have a 2.25
percent shareholding. Botniabanan AB is a public company and has its seat in
Örnsköldsvik.
4.2.2 Schedule
Managing of the company started towards the end of 1998. Construction started, on
schedule, in July 1999. Due to the entry into force of a new environmental code on 1
January 1999, the original main schedule was revised in 2001. This schedule set
completion for late autumn 2008. Owing to further delays in the approval processes for
the Husum to Umeå section, the main schedule was reviewed and reworked. This review
in 2003 led to the revision of the framework agreement, which now gives late autumn
61
2008 as the completion date for stages 1 and 2 (Nyland – Husum) and autumn 2010 as
that for stage 3 (Husum – Umeå).
4.2.3 Cost framework

In connection with revision of the schedules and the repercussions of this, the cost
framework was also reviewed. The latest cost review is embodied in the revised
framework agreement. At January 2003 price levels (index and financial costs excluded),
the cost ceiling was set at SEK 13,200 million.
4.2.4 Financial framework

Parliament has thus far granted a loan limit of SEK 15,000 million. So that the entire
credit requirement is met, the company will be requesting a increase of this limit.
4.2.5 Sensitivity analysis

In the Bothnia Line Project, the foremost risk in respect of costs is uncertainty as to how
long the project will run. The northern section of the Bothnia Line has already been
delayed two years. Owing to the highly protracted environmental review processes, there
is a risk that completion of the entire line will be further delayed. Interest charges are the
dominant additional cost. A year’s delay would increase interest costs by approximately
SEK 1 billion.
4.3 PLANNING & GOVERNMENT REGULATION

Environmental review by the state has meant that project activities are stalled from time
to time. So, building of the various sections of the Bothnia Line can only begin when the
relevant railway plans (RPs) have acquired legal force. There are 16 railway plans for the
Bothnia Line which must all get the nod from the environmental review panel for work to
begin. In 2005, appeals were lodged against the final two of these plans, RP 73 and RP
74. The latter of these runs from around thirty kilometres south of Umeå into Umeå
Central. Having a northern termination a few hundred metres to the south of the delta and
flatlands of the Umeälven river Natura 2000 site, RP 73 does not actually enter said site.
This railway plan has now acquired legal force following government decision given
towards the end of June 2006. RP 74 runs through the Natura 2000 site. Its legality has
not yet been decided. Adopted by the National Rail Administration in June 2005, an
appeal has been lodged against this railway plan.
62
4.3.1 Special protection areas

Under Sweden’s Environmental Code, the line’s passage through the Natura 2000 site
requires permission. The relevant part of the code is chapter 7, §§ 27 – 29 (special
protection areas). Permission for operations that may damage habitats or species that are
regarded as protected can only be issued: if there are no other possible solutions; if there
are imperative reasons of overriding public interest for the carrying out of the operations;
if compensation can be made in such a way that protection of the area is nonetheless
guaranteed; and, if the government grants permission.
4.3.2 Protracted process

After the European Commission had given, as requested, its opinion on the matter, the
government granted permission, under the Environmental Code, for the Bothnia Line’s
routing through the Natura 2000 site. In 2004 and 2005, the county administrative board
and the environmental court heard four Environmental Code cases in connection with
operations that, being within the site, required the granting of permission. The
decisions/verdicts of these were then appealed by the representative of the interest owners
and by the Swedish Society for Nature.
4.4 SUPPLIER EVALUATION

In carrying out the project, engaging professional and stable contractors is one way of
eliminating certain risks. Under chapter 4 of Sweden’s Public Procurement Act (LOU),
the Bothnia Line belongs to the “public utilities” sector. Most Bothnia Line procurements
are negotiated procedures. All tenderers are checked against the exclusion and
qualification rules in LOU. Amongst other things, this means that the tenderer must be
registered to pay company tax, must be VAT registered, must not have any tax debts or
be insolvent. It is also checked that the tenderer has sufficient technical capabilities and
capacity for carrying out the work. To shorten total procurement time, a special system
(TransQ) for the preselection of qualified suppliers in the transport sector is used. To
ensure the attainment of the project’s strict goals, it is also required that suppliers
complete their Bothnia Line assignments in accordance with the applicable quality,
environment and work environment systems.
4.4.1 Contract index

If possible, contracts are awarded at “fixed prices with no indexation”. In this form of
contract, tenderers’ bids make provision for estimated cost changes over the period of the
contract. Where contracts are large and/or long-running, contractors often like to be able
to invoke “contract index” E84 in their contracts with Botniabanan AB. This is so that
they can be recompensed for unexpected and incalculable cost changes. Issues in respect
of the contract index are handled by the “Contract Index Committee”, a body comprising
63
both commissioners and contractors. This body has also established regulations on how
cost adjustment is to be applied in contracts. Contract index E84 is based on information
provided by suppliers who, every month, state the prices of fixed quantities and qualities
of materials and goods. In accordance with certain rules, the information is compiled into
series of indices, which are published by Statistics Sweden. Changes in the indices reflect
changes (over time) in costs and are intended to balance continuous cost increases.
4.4.2 Compensation index

In the framework agreement setting out Botniabanan AB’s assignment, the cost
framework is currently calculated in terms of, and fixed at, the 1 January 2003 cost
position. However, the project runs over many years and there is uncertainty as to how
price levels will change with time. To deal with this problem, the framework agreement
entitles the company to invoke a “compensation index”. It is intended that the company
should use this index to calculate compensation for price increases after 1 January 2003.
The company continuously monitors the relevant index series and cross-checks
developments monthly. Every quarter, final cost forecasts are compiled for each contract.
In these, index development is thoroughly analysed and risks evaluated. Cost monitoring
and crosschecking is against cumulative/real values and against the fixed price level
(currently based on the 1 January 2003 cost position).
4.5 ICT ENVIRONMENT

Considerable IT capacity and appropriate aids are necessary for the company’s various
operations to be able to carry out their assignments and set out, report and document all
elements of the project. The company is presently using some thirty different applications
that are linked together in a dedicated server network environment. To this must be added
the applications used by suppliers in carrying out their parts of the project. A storage
capacity of no less than six terabytes ensures that all important data can be stored. To
provide backup in the event of fire or theft, copies are kept in bank vaults. Backup power
has also been installed to overcome power outages.
To minimise disruptions in operations, the company has signed a number of so-called

24/7support agreements. Under these agreements, the most important data systems have
to be back in use in ICT environment within four hours of operational disruption. The
number of client terminals used in operations is a little over 250. Before a client is taken
into use, it is tailored to the employee’s needs in respect of permissions, communication
facilities, software, storage capacity, etc. Furthermore, each employee is given an
individual introduction to the IT systems he or she needs and to the company’s IT
environment as a whole. Through both internal and external courses, there is continuous
64
computer training. All in all, the project is extremely IT intensive and the requirement for
functioning systems and computer literacy is great.
4.6 PRODUCTION
Activity in 2006 was not quite as extensive as in the peak year of 2005. 930 people were
directly engaged in contract work and 300 construction vehicles were in continuous
operation during the year (both figures are averages). At the start of the year, contractors
were employing 950 people. This had fallen to 800 by the end of the year.
4.6.1 Forest clearance

Considerable forest clearance is involved in the building of a completely new railway.
Almost 170,000 forest cubic metres (fcm3) has been cleared since the project started. In
2006, clearance was primarily in the Nordmaling and Umeå subprojects (8,000 fcm3)
each.
4.6.2 More road than track

Building a 190 kilometre railway also requires the making of many construction, service,
access and temporary roads. In 2006, 13 kilometres of road were constructed in the Umeå
subproject and 2 kilometres in the Nordmaling subproject. So far, 215 kilometres of roads
have been completed. A further twenty will be built before the line is completed. Not
least for landowners, the roads will be of permanent value. With all subprojects under
way as of 2006, it was possible to carry out construction work in all the subprojects. The
last off the blocks was Umeå, where building started in the southern parts of the
municipality. A schematic view and brief details of the main building projects are given
below:
65
Fig 6 Schematic view of coverage
provided by the Bothnia Line Source: Botniabanan 2006 Annual Report
4.6.3 Subproject Söder: Nyland – Bjästa

Running through a rolling and sparsely populated area, this section has the project’s
longest tunnels and two of the longest bridges (which have also been completed).
Construction started in 2003. In various phases from forest clearance to track laying,
work was in progress along 180 of the Bothnia Line’s 190 kilometres. The final section
towards Umeå central is the only one where “production” has not started. Work on the
tunnels through Namntallhöjden and Björnböleshöjden (6 km and 5 km respectively – the
two longest railway tunnels in the project) has been in progress since 2004.
According to the annual report, construction of both is behind schedule. Construction

north and south of the tunnels has been completed so that, as planned, track can now be
laid along 38 of the subproject’s 53 kilometres. At the end of 2006, work was in progress
under contracts to a value of SEK 1,350 million. In value terms, 80 percent of this has
been completed. The rate of completion in 2006 was, on average, SEK 50 million per
month.
4.6.4 Subproject Arnäsvall: Bjästa – Husum

The project office in Arnäsvall was the first off the blocks in this project. Starting in
1999, building has taken place in a built-up area (central Örnsköldsvik), the countryside
and a small community (Husum). All contracts have been completed. Only minor
66
finishing and reinstatement work is in progress. This subproject is now being wound
down. The rate of completion during the year was SEK 10 million per month.
4.6.5 Subproject Nordmaling: Husum – Åhedån

Work on this section, which is characterised by long earthworks and may watercourses,
has been in progress since 2004. At 64 kilometres, it is the longest section in the Bothnia
Line Project. Construction work for bridges, tunnels, rock cuttings, earthworks,
foundations for overhead contact line posts and conduits has been completed up to the
Öre River. Some of the track ballast has been laid from Husum to Ava. All the contracts
on this section have been awarded and work has begun on the last of these. Involving
eleven railway bridges, six road bridges, a ski bridge, three embankments and the laying
of track ballast, ten contracts were under way at the end of 2006. The rate of completion
in 2006 was, on average, SEK 40 million per month.
4.6.6 Subproject Umeå: Åhedån – Umeå C

This section includes sparsely populated areas in, for example, the Umeälven delta and
even Umeå. With slightly over 110,000 inhabitants, the latter is Norrland’s largest town.
The section has two railway plans. RP 73 covers the Åhedån-Stöcke section and RP 74
includes the Natura 2000 site, the crossing of the Umeälven River and the approach to
Umeå. Forest has been cleared and the first contract has started on RP 73, which was
ready for construction at the end of spring. RP 73 includes the 393-metre land bridge in
Stöcke. The contract for this has already been awarded.
4.7 BOTNIABANAN AB’S ASSIGNMENT

• Responsibility for the financing, detailed planning and construction of the railway. This
also includes the production of system documentation, the taking of the Bothnia Line into
service and the handing over of documentation and responsibility to the National Rail
Administration.
• Meticulously monitoring the costs of railway construction, and making annual reports to
the government on construction progress in relation to schedules and costs.
• Ensuring that, in respect of the railway, applications are made for EU funds.
• As commissioned by the National Rail Administration Northern Region (BRN): (1)

responsibility for information about the Bothnia Line in BRN’s area; (2) handling
applications and notifications under the Environmental Code; and (3), handling land
acquisitions.
• In practice, the assignment means that, while Botniabanan AB is the main project
owner, the company is responsible for all the project management and coordination
67
activities that are necessary for the set goals to be reached or surpassed. This also
includes broad responsibility for land acquisition activities. In turn, as an element in
preparing for the good reception of the Bothnia Line when it is taken into service, this
entails dealing with various interest groups.
• The social benefit it is being sought to gain is the building of a nationally important,
high standard railway through Norrland. From an international perspective, the Bothnia
Line will be an integral part of the railway network connecting the northern parts of
Norway, Sweden, Finland and Russia with Europe as a whole.
• From a regional perspective, the Bothnia Line can be decisive in improving the
conditions for trade and industry in Norrland. It can also contribute to regional
development and balance.
• Environmentally, through enabling the reduction of road-borne passenger and freight

transport, the benefits are considerable. Charged with the overall goal to ensure the
achievement of the Bothnia Line’s purposes and secure a good posthumous reputation for
Botniabanan AB, the company shall, with the highest professionalism, and within a set
overall schedule and total budget, manage the building of this environment-friendly
railway in such a way that the detailed functionality requirements are satisfied while, at
the same time, the company contributes to a good work environment throughout both the
construction and operation phases. Through strategies, detailed goals, action plans and
work procedures, the overall goal has been concretised in project plans and the certified
operations system.
4.8 ORGANISATIONAL PLAN

Botniabanan AB has in place and organisational plan that is responsible for managing and
administering the day-to-day operations of the project. This orgainsational plan took into
consideration the functional units whose functions would directly impact on the project.
To ensure efficient project supervision and management, Botniabanan AB fragmented the
Bothnia Line into five subprojects as shown on the organisational structure. This resulted
to the creation of subproject offices in Drömme, Arnäsvall, Nordmaling, Umeå and the
BEST6 office. Aside from this, the administrative arm of the project at Botniabanan AB is
seated in Örnsköldsvik.
6
Swedish for Rail, Electricity, Signaling and Testing
68
Fig 7 Organisational plan for Botniabanan AB Source: Botniabanan 2006 Annual Report
4.8.1 Subproject office Söder

The project office in Drömme (Söder) is responsible for the part of the project from
Nyland to Bjästa. This office has a staff of 19 people; who have formal links with a
number of specialist consultants working primarily in surveying and tunneling.
4.8.2 Subproject office Arnäsvall

The project office in Arnäsvall handles the part of the project running from Bjästa to
Husum and has 19 staff members. They take care of project and construction supervision.
Consultants are employed to provide additional construction supervision resources and
specialist functions such as rock mapping, preparatory surveys, vibration measurement,
geotechnology, steel checks and work inspections.
4.8.3 Subproject office Nordmaling

On the other hand, the project office in Nordmaling is charged with administering the part
of the project running from Husum to Åhedån. At the end of the year, the Nordmaling
project office had a fixed staff of 110. Preparatory work such as forest clearance and line
rerouting has started on this section in 2003. To accommodate the railway, the Swedish
69
National Road Administration (SNRA) is in full swing with the rerouting of highway E4
at Nordmaling.
4.8.4 Subproject office Umeå

The Umeå project office was set up as early as autumn 2000 in Gimonäs. This office has
a staff of 271 and is the office with the biggest staff and takes charge of the part of the
project running from Åhedån to Umeå.
Meanwhile, there is a virtual subproject office called BEST. BEST, an abbreviation of the
Swedish Bana, El, Signal, Tele – is the actual railway; that is, the track and line, power
supply, the signaling system, telecommunications and safety. This office has 57
employees and is responsible for the following:
B - the track and line

450 000 m Rails
370 000 Sleepers
125 Points
20 Expansion devices at bridges
215 000 m Cable ducting, or 120 000 m depending on the technology selected
E - power supply
3500 Contact line poles
60 Isolators
150 Transformers
200 km Electric cabling
S - the signaling system

· single track
· maximum permissible speed: 200 km/h when the Bothnia Line is commissioned (design
speed 250 km/h)
· approx. 22 sidings with signal boxes
· visual signaling in accordance with Swedish Rail Administration standards
· ATC (Automatic Train Control)
· block system with approx. 15 intermediate block signals
· remote control systems
· no level crossing protection, only crossings on separate levels for road and rail
70
T - telecommunications and safety

231 000 m Optical cables
95 000 m Local cabling (Cu)
Approx. 50 PCM, STM-1
325 Telephones (outdoor)
120 Telephones (indoor)
Following the above findings, it is understood the number of machines and human
resources engaged in the various subprojects and the BEST office merit considerable
attention. Botniabanan AB’s annual report indicates that the number of both machines
and human workforce employed have increased steady and attained its peak between
2005 and 2006. Since then the employment of both machines and human efforts have
been decreasing. A summary of the trend of personnel and machines engaged at any one
time in the course of the project was made and is shown on the figure that follows.
Fig 8 Total workforce and large machines employed as at December 2006.

Source: Botniabanan 2006 Annual Report
71
4.9 PROJECT MANAGEMENT: FROM PLANNING TO

CONSTRUCTION
Going by the Botniabanan’s 2004 annual report, Botniabanan AB is responsible for
finance, detailed planning, procurement, construction, test operation and the leasing out
of the finished line. The National Rail Administration is responsible for studies, railway
plans, permits, land acquisition, approval of the line and leasing it once it is operational.
The municipalities are responsible for adapting their outline and detailed plans to the
building of the Bothnia Line. They also carry out studies for, and build and operate, travel
centres serving the line. With the County Traffic Board, they are responsible for services
being run on the railway. The figure following gives a summary of the planning to
construction processes, and the parties involved.
Figure 4.3 Schematic view of planning to construction processes

Source: Botniabanan 2006 Annual Report
In the context of the role played by Botniabanan AB, it was seen that the, company
organisation is project-oriented with clearly delineated areas of responsibility. Project
plans and operating procedures are important aids in the company’s day-to-day work.
They have given the organisation the stability and clarity that is necessary for every staff
member to enjoy his or her work and do a good job. The company’s operations system
has ISO 9001, ISO 14001 and AFS 2001:1 certification.
72
4.9.1 Production organisation

The employees responsible for system documents, detailed project planning and
handovers are based in Örnsköldsvik. However, a few of these are seconded to the branch
office in Stockholm and the project office in Umeå. The company’s own manpower in
this area of responsibility is currently six. As the line is 190 kilometres long, this made
the production organisation to be separated in four project offices as earlier seen on the
orgainsational plan. Each of these offices is responsible for the subsection of line under
its management.
When the building of the line is in full swing, each office’s workforce of fifteen to twenty
will be responsible for supervising construction on its section. Each section involves 40
to 60 kilometres of soil, rock, bridge and tunnel work. The line-specific work (i.e. line,
electrics, signalling and telecoms – LEST), as also the taking into service of the entire
railway, is managed from a dedicated subproject office connected to the head office in
Örnsköldsvik. This subproject office presently has a workforce of 7.
4.9.2 Management and support functions

Coordinating and supporting production, the company’s management and central
administrative functions work from the head office in Örnsköldsvik. These administrative
functions are in charge of land acquisition, planning, administration (finance and
accounting/personnel/IT/office services), communication, technology, purchasing,
quality/work environment and the environment. At the start of 2004, 36 people were
employed by the head office. A number of these were based in project offices.
4.9.3 Organisation determined by needs

At the end of 2003, Botniabanan AB had 91 employees. This is an increase of 21 percent
on 2002. The rise in staff levels was primarily accounted for by the project offices.
Besides its own staff, the company also employs around 40 consultants on the project
full-time. We judge that the organisation will continue to grow until the project reaches
its climax in 2006. Staffing levels will then gradually diminish as the individual parts of
the project are completed.
As at 2007, the project was employing 897 people, which was a significant drop from the
peak of over 1600 people between 2005 and 2006. This is a rough indication that the
work load appears have reduced by half. The Umeå office interviewed for this research
currently employs 271 people and is concerned with just a portion of the entire project.
This covers the construction and management of a 20 km part of the project running from
the Umeå city centre to the small town of Gimonäs. This part of the project was started
in 2005 (after a delay of one year as per initial schedule), and is estimated to finish in
73
2009. According to one of the project engineers, Fredrik Bergner, though the construction
work on the Umeå Gimonäs line was started late, it is going according to schedule.
4.9.4 Managing the line prior to take over by the National Rail Administration
Botniabanan AB has organised itself for managing and running the railway infrastructure
it builds and for managing and running construction and test traffic thereon. The
company has, of course, received the permissions necessary for operating rail
construction traffic. Until the railway and responsibility is handed over to the National
Rail Administration, Botniabanan AB is the infrastructure manager. Botniabanan AB’s
infrastructure management department applies for the permissions to run construction and
test operations. Before permission can be given for conventional traffic, the railway’s
technical subsystems must be approved in accordance with the Railway Act. Botniabanan
AB submits the formal applications for this approval. Below, there are some details of the
various elements in Infrastructure Management’s area of responsibility.
4.9.4.1 Traffic safety

Both for construction traffic and test operation, Infrastructure Management maintains
regulations for operations in track-centred environments. The Swedish Rail Agency
approves the regulations and gives permission for construction traffic and test operation.
Permission for test operation is conditional on the Swedish Rail Agency’s technical
approval of the technical subsystems that will be used in carrying out test operation.
Managing the line prior to take over by the National Rail Administration Inspections
There is continuous checking of contractor competence, worker protection, observance of
safety plans and satisfaction of health requirements. Worksite inspections (i.e. monitoring
of the worksite observance of safety requirements) are carried out in accordance with a
schedule. There is also a disposition for the internal management of accidents.
4.9.4.2 Coordination
Infrastructure Management is also responsible for coordinating (as envisaged by the
Work Environment Act) the work of contractors on the facilities under Botniabanan AB’s
control. Coordination takes place through weekly construction coordination meetings.
These meetings regulate the times and extent of contractors’ access to the facilities. With
a view to avoiding misunderstandings and accidents, no access to facilities is granted
unless the contractor in question has attended the relevant construction coordination
meeting. Throughout construction and maintenance, this procedure constitutes an
efficient tool for the railway infrastructure manager to satisfy its coordination
responsibility in accordance with the Work Environment Act.
74
4.9.4.3 Traffic management

Via the above construction coordination meetings, construction traffic is managed by a
“chief traffic controller”. At each worksite and for each vehicle, a controller is
responsible for ensuring that work at the worksite is being performed as per the safety
rules. Before any work begins, permission must be obtained from the chief traffic
controller. On assignment from Botniabanan AB’s Infrastructure Department, the
National Rail Administration’s traffic section takes care of construction traffic planning
and management.
4.9.4.4 Electrical safety

Infrastructure Management is responsible for ensuring that the Electricity Act is respected
at finished, electrified installations and that the various service systems are connected to
electrical installations without jeopardising electrical safety. It is also responsible for
developing the rules applying to work on and near the Bothnia Line’s electrical
installations. Monitoring and control of the high voltage installations that have been taken
into operation is supervised, on assignment from Botniabanan AB, by an electrical
operation supervisor at the Ånge operation centre.
4.9.4.5 Operation and maintenance

Safety inspections, maintenance inspections, training courses and maintenance work are
conducted on a continuous basis. Under an agreement drawn up with the National Rail
Administration Northern Region, the National Rail Administration’s maintenance
contractors carry out operation and maintenance work for Botniabanan AB. Infrastructure
Management’s documentation enables maintenance via the National Rail
Administration’s existing maintenance and inspection system. The documentation is
entered continually into the National Rail Administration’s line information system
(BIS).
4.9.5 Handover – the final phase in the project

When the various elements of the line have been built, inspected and approved, the
subsections are transferred, with their documentation, to subproject Handover. This is the
final phase in the project. After approval by the Swedish Rail Agency, Handover is
responsible for transferring the line (for use by conventional traffic) to the National Rail
Administration. The Swedish Rail Agency is the authority that, under the Railway Act,
has to exercise supervision and judge applications for permission.
4.9.5.1 Documentation
Handover receives documentation from subprojects and staff functions such as
Purchasing, Quality, Environment and Detailed Planning. This documentation comprises
management data and management documentation that is entered into databases and
75
archives. The documentation is necessary for both maintenance planning and financial
planning in connection with management of the line.
4.9.5.2 The approval process

Before it is taken into use for conventional traffic, the Bothnia Line has to be approved by
the Swedish Rail Agency. One condition for approval is that the line must have been built
in accordance with the relevant legislation, standards and norms. Handover is responsible
for managing the approval process. In a nutshell, this involves collecting verifications and
checking that the inherent requirements have been satisfied, or satisfactorily taken care
of, so that the line can be approved for traffic. The Bothnia Line is to be approved partly
as infrastructure that is not regulated in technical specifications for operational
compatibility (TSD) and partly as subsystems regulated in TSD (in accordance with EU
directives).
4.9.5.3 Safety
The process from pilot study to trafficked line is long. Safety issues are important
elements in all phases. Initially, safety work was carried out under the auspices of the
National Rail Administration and began, in the pilot study, with a general stock-taking of
risks. In the subsequent work involved in railway studies and railway plans, there was
detailed identification, analysis and evaluation of risks. Based on this work and with the
National Rail Administration’s “Safety policy for the Bothnia Line” and “Safety concept
for the operation phase as bases, safety requirements were mapped out before being
transmitted to Botniabanan AB.
Satisfaction of safety requirements is verified in the work done within the framework of
the project and in the various inspections that form part of the “commissioning and
handover” phase. Handover is responsible for compiling information verifying that the
set requirements and goals have been met.
4.9.5.4 Training
The technical aspects of the components and subsystems forming a complete railway
place severe requirements on the personnel who will run and maintain the line.
Knowledge has to be passed on to the people who will staff the line when it is trafficked.
So that the line’s technical functions and high safety levels should be maintained once
installations have been taken into use, subproject Handover is responsible for
coordinating and monitoring the training initiatives that are to be run prior to handover.
76
Chapter Five: FINDINGS & ANALYSIS
The findings presented here are based on the interview conducted at the Umeå office of
the Bothnia Line Project. In all, seven members of staff were interviewed. Given the
nature of the project, the researcher chose one interviewee from the engineering
department, one from the construction department, two from the procurement department,
one from the accounting and finance department, one from the communications
department, and then the head of the Umeå Office. The decision to select the interviewees
was deliberate to get a contribution from participants spanning the major departments of
the project organisation. By doing this, the researcher hoped to get a rather fair view or
opinion on how the organisation has integrated ICT tools to enhance work and project
performance.
5.1 FINDINGS
Meanwhile, it should be seen that only the project participants who work with
visualisation tools were interviewed on the applications. This was the case of the
interviewees from the engineering and construction department. They were also
interviewed on the use of other ICT tools much like the rest of the interviewees. The
findings from these participants are presented in their entirety at the appendix. This
interview was conducted over a period of two weeks so that each participant was given
two occasions for an interview. During one of the interview sessions the researcher was
invited to attend a bi-monthly meeting that takes place between the procurement team and
all the suppliers’ representatives. This meeting takes place to evaluate the performance of
suppliers and was an opportunity for the researcher to meet some of them. Though the
meeting was conducted in Swedish, one of the interviewees volunteered to do some
interpretation in English.
As for the scoring, two criteria were taken to make the scoring on the usage of ICT tools.
For the visualisation tools, the scoring of High (H), Medium (M), and Low (L) was used.
high represented a situation where the tools greatly enhances a project need or capability
and Low represented a situation where the ICT tool under consideration does not greatly
enhance the project need or capability. And then the Medium represents a situation where
the ICT tool has just a sparing influence on the project need or capability.
The scoring on ICT as a tool for strategy was made on a scale of 1 to 5. The number 1
was taken for the weakest scoring and 5 as the strongest scoring. And the number 3 was
like the median (median) ranking such that any scoring below it would be taken as weak
and any scoring above it would be considered as strong.
77
5.2 ANALYSIS
The analysis made here is based on the findings obtained through the interview processes.
To complete this chapter, a comparison would be made between the findings and
literature reviewed in chapter three. This comparison is made to deduce the extent to
which the Bothnia Line Project has embraced the integration of ICT as both a competitive
and strategic tool as well as a tool to enhance project performance. As can been seen in
the first set of questionnaires, the first set of analysis would be made in the context of
integration ICT tools for project and organisational strategy. That is, in the perspectives
that make up the questionnaires.
5.2.1 INTEGRATING ICT TOOLS FOR MANAGEMENT STRATEGY

Integrating tools as a means of securing competitive and strategic edge in managing
project processes refers to the aspect of ICT tools that bring profitability or add value to
the project’s operational processes. To better understand the findings, it would be worthy
to note that these findings show the extent to which ICT tools have enhanced project
performance interms of the soft skills relevant to the project. Regrouping all the
questionnaires, it was seen that all the participants rated the importance of ICT tools
above the median (mean) of 3; suggesting the high impact the integration of ICT tools
have had on the project. This would be the base of this analysis to show that the Bothnia
Line Project has fully integrated ICT both as tools of strategic management at
Botniabanan AB and for enhancing the performance of the project. The perspectives on
which to make the analysis now follow.
5.2.2 ICT PERSPECTIVE

The ICT integration perspective in itself showed that the project used ICT tools because
they could be relied upon as an element of integration. This is perfect tandem with the
views of Faniran et al (2001), who said that professionals had conflicting priorities such
that a common platform integrating them to share project information was crucial to
achieving organisational goals. This therefore gives every project participant
instantaneous access to project information as prescribed by Moore & Dainty in Craig &
Sommerville (2006). On the other hand, the project decided to integrate ICT tools
because the ‘unfriendly’ atmosphere of conflicting priorities between professionals would
always put workplace security issues to question. So it was realised that with the need for
integration in an atmosphere of conflicting goals, the ICT tools to be integrated should
have the capability of disallowing unauthorised use. For example, the chief of
communication noted that because of its reliability and capability to disallow
unauthorised access, Botniabanan AB integrated a tool called CENTURI on the corporate
homepage. This user-friendly tool allows every project participant to interact and share
information pertaining to the communication policies related to the project.
78
Meanwhile, it was also seen that ICT tools were integrated in the project because of their
appropriateness for application in project management and suitability construction site
conditions. For example, the Bothnia Line Project is the first project in Sweden to
integrate the European Rail Traffic Management System (ERTMS). This was a tool
prescribed by the European Union to be the standard for all high-speed lines. Most
helpful in managing the project after completion, the ERTMS is a tool that automatically
calculates different breaking curves for different types of trains. Based on its capability of
visual signals and power to covey information, the ERTMS makes the movement of
trains to be more even and allows the driver to receive information via light signals which
indicate how far the train may proceed together with certain information from an
approaching train.
5.2.3 USER UTILITY PERSPECTIVE

One of the reasons understood to be behind the integration of ICT tools was that these
tools are user-friendly in terms of the technical support provided and the accuracy and
quality of data handling. Such a move was certainly in line with reviewed literature that
the technical natures of these tools are a prerequisite to efficient knowledge management.
Given the technicalities of such a project therefore, Botniabanan AB judged it necessary
to integrate tools that would enable project participants share knowledge about the
project. Another example of an ICT tool that falls in this category is the ERTMS. Being
the first time such a tool is being used on a major infrastructure project in Sweden, there
has been enormous technical support provided to the users with respect to its application
to the post management processes of the project.
Secondly, the project integrated a number of ICT tools in the management of the project
based on the frequency of training provided. Given that training on the use of some tools
might be expensive both financially and in human efforts, the company chose a number
of ICT tools because project employees would not need so much training in order to get
adaptable to the tools.
5.2.4 PROJECT ORGANISATION PERSPECTIVE

From the questionnaire answers, it was deduced that the integration of ICT tools has
enhanced coordination between project team players as well as reduce response time to
answer queries. One of such tools used in the project is called Arena Botnia, and is a site
management tool that allows project participants get an integrated understanding of
operations going on in the different construction sites. With the usage of this tool, there
has been a reduction in the response time to answer queries between the construction sites
and the project control offices. Such strategy comes to highlight the role of ICT tools as
an enabler of collaboration and knowledge management. Literature identified this
79
collaboration and knowledge management as the coordinated actions that an organisation

can take to obtain greatest value from the understanding of its processes. Therefore, with
the integration of ICT tools, Botniabanan AB has encouraged project participants to share
knowledge and information relevant to the success of the Bothnia Line Project. On the
other hand, the project has seen the integration of ICT tools because these tools establish
and support the project team and empower participants to make decisions.
It was also seen that with the integration of ICT tools, in this project employees are
empowered to make decisions that would enhance the profitability of the company as
well as add value to the project. According to Kajewski and Weippert (2004) employees
can be empowered especially with the integration of ICT tools in procurement. This was
typically adhered to in the Botniabanan Project, as seen in the usage of procurement
software called Avantra. According to the chief in charge of procurement in the Umeå
office, this software is used to manage suppliers such that it empowers employees to
make readjustments in the purchase orders as well ad make queries on the performance of
these suppliers.
5.2.5 PROJECT MANAGEMENT FUNCTION PERSPECTIVE

Another interesting aspect noted was that the integration of ICT tools in this project
facilitates document transfer and handling; keep and update records; and enable
immediate reporting and feedback. The tools integrated here were online working tools
like email and a portal called föbättringsportal. This portal is an interface between the
three aspects of engineering, procurement and construction. This portal allows for the
flow and transfer of data between each of the project phases. In so doing, project
participants can make up for improvement in the processes of each phase. For example,
with the föbättringsportal, design accuracies noted in the construction phase can be
catered for through data and information transfer between the participants concerned.
Like wise, inconsistencies in project components procured by the purchasing department
are redressed through the flow of information from the procurement department to the
construction and engineering department. Basically, this portal serves to improve
operational processes.
5.2.6 BENEFITS PERSPECTIVES

Time and cost savings was one of the major reasons why the project used ICT tools. This
cost and time savings was best seen in the application of tools like teleconferencing and
video conferencing. Hansen (1999) cited in Alavi &Tiwana said that the major benefit of
integrating ICT tools in EPC projects was that there is a reduction in the time and cost of
getting access to information. The project used video and tele conferencing to
80
communicate on work progress meetings between one office and the other. This was seen
to go a long way in reducing expenses on movement between one office and the other.
On another occasion in which the researcher was present in a meeting between the
procurement team and suppliers’ representatives, tele and videoconferencing tools were
used to relay the with suppliers in their premises on occasion where the representative
could not fully elaborate on the level of performance in the field.
At the same time, it was seen that a major benefit from integrating ICT tools in the
project was a decrease in the design errors and reduced requests for information (RFI).
This decline in the number of design errors means project documents interchanged
between participants and other stakeholders are of high quality. In view of this,
misinterpretation of engineering drawings is minimised during construction, and in the
procurement process technical and functional specifications are not missed by suppliers.
5.2.7 VALUE-ADDING PERSPECTIVE

The value-adding perspective has to do with processes that add value to the context of the
project. This was identified as directly related to the procurement activities of the project.
ICT tools were seen to be credited with streamlining operational processes. For example,
the adoption of ICT tools in the procurement activities has enabled the project
participants to interact with suppliers and other site contractors without having to meet
them physically. In like manner, ICT tools have enabled a cultural change process
especially as Botniabanan AB contracted with a number of foreign suppliers and
contractors. At the same time, cultural change came about as the results of making project
participants embrace the opportunity of working with process improvement tools. Given
that most traditional projects are carried out without making use of modern information
technology, the integration of ICT tools in this project means participants’ approach to
work has been altered by making them adaptable to project and work enhancement tools.
One of the most interesting results of the questionnaire and interview process was that
participants interviewed agreed that ICT has be an enabler of strategic procurement as
well as improves on overall project communication. For example, Botniabanan has ICT
tools that document the internal and external communication policy. These tools form the
interface to communicate to the public about work schedule and how it would impact to
citizens. In a related manner, these tools also enable the project in communicating
summary as well as personal events of project participants. This one is more of
communicating information on the social networking built by employees in the course of
the project. For example, it helps communicate information on accidents at work sites,
the number of newly employed, the number of those retrenched, and others like
81
marriages, births and deaths among employees. This is in line with literature reviewed
that in a typical principal agency project relationship, the project owner has
communication needs that must be addresses by the project manager as much as the
project manager has communication needs that must be addressed by the project owner.
These ICT tools are therefore an interface of communication denominator for all the
stakeholder groups.
In an atmosphere where ICT tools have been embraced, one of the obvious benefits was
seen to be the increase the level of IT literacy. As was noted, every participant was
familiar to the use of a software or hardware that improved his/her acquaintance to
working with technology-based tools. This benefit was advantageous to the project
participants in that they would be able to use these skills elsewhere even after they must
have completed work on the project and take up employment elsewhere.
5.2.8 STRATEGIC POSITIONING PERSPECTIVE

One of the most important issues about this project is that it is the largest infrastructure
project in modern Swedish history. Given that such a project can only rely on modern
information and construction technology for a good project delivery, the project
stakeholders wanted to incorporate the best level of ICT that would enhance the projects
image as well as the final delivery. Just when the project was started, it faced fierce
criticisms and court cases from environmental and pressure groups who expressed their
concern on the changes the project was going to bring on the landscape. However, a
recent opinion poll results seen in the 2006 annual report claims that the use of ICT tools
have minimised the project’s impact on the environment and has changed peoples’
opinion about the overall project. Hence the image of the project has been enhanced and
as a project that uses information and communication technology infrastructure to bring
about an environmentally friendly rail project to fruition.
For instance, the Botniabanan Project is the first in Sweden to integrate the EU’s ERTMS
to manage the construction and post-construction processes. With such landmark
precedence in using this ICT tool, the project got arguably the best image both interms of
how it would transform the transportation network as well as the minimal landscape
distortion it would cause. Within the backdrop of this image enhancement is a benefit of
increases capability for cooperation. This cooperation is still seen in the light of the usage
of the ERTMS. This system has been in use on major infrastructure projects in Holland,
Italy and Germany. Therefore, to efficiently use this ERTMS on the Botniabanan Project,
Botniabanan AB has seen the need for cooperation with other construction projects using
this technology. In this sense, the project would benefit from expertise and training from
those who have used the technology before.
82
5.3 INTEGRATING ICT TOOLS FOR VISUALISATION

The second part of the questionnaire examined the extent to which integrating ICT tools
for visualisation has enhanced the performance of the project as a communication and
collaboration tool. Most precisely, the findings here show the extent to which ICT tools
have enhanced project performance interms of the hard skills applied on the project. As
the results of the interview show, the two engineers contended that ICT tools have
contributed to immense success in the project. This can be told from cumulated findings
on the Low, Medium and High rankings. Very few of the tools had a low impact on the
performance of the project, while the majority had a medium or more of a high impact on
addressing specific project needs. Some instances in which these tools were used would
now be examined.
The project has been using traditional 2-D drawings to communicate between the
engineering team and the construction team. The use of visualisation was to help in
scheduling and planning, and it enables project participants to visualise on a computer
screen the changes of status of a construction process. This is in line with Nielsen and
Erdogan’s (2007) findings that traditional drawings enable participants with varied
background to monitor the status of a construction process as well as the dynamic
interactions between interlinked events. In monitoring the status of the construction
process, management holds meetings between the EPC (engineering, procurement, and
construction) teams and uses the drawings as a knowledge sharing tool on the evolution
of the project.
Meanwhile, one of the face to face interviews revealed that subproject deliverables like
bridges and runoff tunnels were constructed as turn-key projects in which the use of
traditional 2-D drawings were the biggest communication and collaboration tools. These
methods of operation fell directly in line with the literature seen on the use of 2-D models
and traditional drawings as visualisation tools. In such typical turn-key projects,
management brought entrepreneurs and contractors together on regular meetings and the
major tools to communicate were traditional drawings and visualisation. The adoption of
this approach can be tied to findings made by Ganah et al (2001), and Koskinen (2004)
that the best tool for communication in engineering projects involving multidisciplinary
teams was visualisation. Therefore, visualisation, which takes the form of 3-D modeling,
offers the opportunity to develop a more realistic image of the project.
On the other hand, the engineering and construction experts interviewed revealed that
they used 3-D modeling tools only when a new set of engineers came in to work with an
ongoing work package. This led one to believe that once a particular work description has
been put in place and understood, there is usually little need for visulisation tools in
83
guiding project participants in their tasks. So when a new set of engineers are sent to
perform work on a site, 3-D modeling is then used to foster familiarity and collaboration
in the form of drawings, technical descriptions and summary of all kinds of work to be
carried out.
84
Chapter Six: REFLECTIONS AND CONCLUSION
So far, looking at the results of the questionnaires and the analysis that followed, it can be
seen that the Botniabanan Rail Project owes some of its success to the integration of ICT
tools. These ICT tools have enhanced project performance both in the soft skills and hard
skills application in the project. But to get to an underlying conclusion, it suffices to make
reflections on the extent to which appropriate tools have been integrated in this project.
Making such reflections would be based on analysing the communication infrastructure.
6.1 REFLECTIONS
In the course of the interviews, the researcher gathered that the project did not use 4-D
modeling as an ICT tool to enhance project performance, and even used 3-D modeling on
rare occasions when a team of new engineers joined. According to Nielsen and Erdogan
(2007) pointed that 4-D models are 3-D models combined with a fourth dimension such
as time, space, cost or productivity. Akbas (1998) in Nielsen & Erdogan informed that
visual 4-D planning and scheduling techniques that blend 3-D models with construction
activities such as time have a superior impact on project performance than traditional
tools. These traditional tools were the ones seen to be used in the Botniabanan Project.
Even though the project enjoys some benefits of using its own traditional tools, they
would hardly compare to tools based on the 4-D modeling. For example, Dawood et al.
(2002) believe that with the integration of 4-D models, in engineering projects, engineers
can effectively analyse and visualise problems regarding sequential, spatial and temporal
aspects of construction schedules. Therefore, this model allows the visualisation of a
fourth dimension and how it would impact on project planning, scheduling, and
performance.
In a related vein, other researchers have made further development on the existing
information systems platform of the 4-D modeling. The new concept developed from this
development has been termed n-D modeling, where n could assume any number between
1 and infinity, and can combine n project management functions in a visualised model. In
the light of this, Aouad et al (2005) contend that n-D models have the capability to
manage changes, planning schedules, estimating costs and making decisions in a single
visualisation. The 3-D models sparingly integrated in the Botniabanan Project do not
have these capabilities. In the follow up to such shortcomings, Arayici & Aouad (2005)
noted that researchers have classified the need for an integrated construction environment
which acts as a project repository during all stages of the project’s lifecycle. The authors
argued that this would improve communication between the different stakeholders and
improve productivity as well as overall project performance. This research then laid the
85
groundwork for the development of the DIVERCITY concept. The concept is then
explained here in the context of research carried out by Arayici & Aouad (2005).
6.2 THE DIVERCITY PROJECT

DIVERCITY stands for Distributed Virtual Workspace for Enhancing Communication
within the Construction Industry. According to Arayici & Aouad (2005), DIVERCITY is
a large EU project in the area of construction IT undertaken by a consortium of European
researchers and practitioners from the construction industry. They cited authors like
Kiviniemi et al., (1999); Aouad et al., (1997); Alshawi, (1996); Aish, (1999); Grassi and
Zorgno, (1999); and Sawhney, (1999) who had made extensive research to identify the
need for an integrated construction environment, which acts as a project repository,
during all stages of the life-cycle. Arayici & Aouad explained DICERCITY is the
acronym for the project and the prototype.
Going by their findings, the prototype presents the mechanism to efficiently and
collaboratively carry out construction projects from early proposal to the commissioning
of the project, through detail design and construction. In doing so, it enables project
participants produce designs and simulate them in a virtual environment. The designs are
IFC (Industry Foundation Classes) based and can be viewed by all stakeholders within
the project team. At the same time, the authors maintained that DIVERCITY system has
five different types of work models spanning the following:
i) Flow models represent communication and co-ordination necessary to do work.
ii) Sequence models show the detailed work steps necessary to achieve intent.
Sequence models can reveal alternate strategies to achieve the same intent.
iii) Artefact models show objects created to support the work.
iv) Culture models represent constraints on the work caused by policy, culture or values,
formal and informal policy of the organisation, business climate, self-image, feelings and
fears of the people in the organisation.
v) Physical models show the physical structure of the work environment as it affects the
work.
According to Arayici & Aouad (2005), the peculiarity of the DIVERCITY system is that
it embodies a communication layer, client briefing, lighting, acoustic, thermal and heating
simulations, visual product chronology and finally site planning and analysis. They
believe that each these handles different aspects of a construction project in a
construction supply chain harmonise each other to constitute a flawless integrated
computer environment for the briefing, design and construction planning. In their
research, the strengths of the DIVERCITY system are as follows:
86
-Improving the co-ordination and communication between the client, design team
members and construction professionals by using standard formats, and intuitive VR
tools.
-Evaluating the design at the very early stages of the project lifecycle in terms of
architectural, technical, financial and environmental aspects since virtual reality tools
allow the design team to have a quick and high quality feedback on the project (Farajand
Alshawi, 1999).
-Doing what-if scenarios at the detailed design stage to assess the design solution in
lighting, acoustic, thermal aspects.
-Closing the gap between the design team and construction team and providing them with
an integrated platform for the best buildability and applicable construction planning.
-Support to allow virtual collaborative spaces at geographically distant sites to work
together in either a synchronised or asynchronised manner.
After looking at the strengths of the DIVERCITY system, Arayici & Aouad (2005) came
up with a framework depicting how the system works in a typical project environment.
This framework is shown below:
A use case framework for Source: Arayici & Aouad (2005)

construction planning and
constructability in
DIVERCITY
87
The above framework sets a communication and collaborative infrastructure recent

research has recommended as the ideal in construction projects. As Arayici & Aouad
further contended, the framework is very interactive and gets to bring all project
stakeholders. To understand this claim, it suffices to get a grasp of the flow of events
within the framework. The authors gave incisive explanations on how the framework
functions in a project environment such that the DIVERCITY system can be used for
construction planning and management. This would show the steps towards enhancement
in communication, collaboration, and analysis of buildability in construction projects. So,
this is how the framework functions:
The flow of events of the use case for construction planning and constructability in the
storyboard, which was carried out by means of the DIVERCITY system, is as follows.
(1) Obtain 3D building model over the distribution module;
(2) Schedule construction generic tasks in MS project using the documentation provided
by design team members;
(3) Invoke 3D IFC model and the building schedule into Visual Product Chronology;
(4) Link the IFC model with the scheduled tasks;
(5) Create/save 4D model in Visual Product Chronology;
(6) Convert 4D IFC model into virtual reality modeling language (VRML) format;
(7) Experience interactive visualisation and walk through in 4D simulation to observe
constructability in terms of construction activities and methods, required resources, time
and cost;
(8) Revise the construction plan; and
(9) Upload the 4D model onto distribution module. The designer, contractor, consultant,
subcontractor and supplier will:
-import the 4D model from the distribution module;
-experience 4D simulation via interactive visualisation and walk through; and
- review the construction plan and assess constructability from their perspective.
If any of the above stakeholders notice a constructability problem in design, which affects
constructability badly:
(1) They will review the design with designer using Visual Product Chronology in order
to amend the design for a good constructability.
(2) The designer will review the design and show the amendments in design by 3D
visualisation to the client.
(3) The designer will provide the amended design to the construction management team.
The contractor, consultant and subcontractor, supplier will:
-provide the planner with feedback according to the latest changes in order to update the
construction plan for a better constructability over the distribution module.
88
Then the construction planner will:

(1) Finalise the construction plan based on the feedback obtained from the stakeholders.
(2) Upload the 4D model onto distribution module for the site planner.
6.3 CONCLUSION
At this level, the attempt has been made to see i) the extent to which ICT tools and
collaborative processes are used in a construction project such as the Botniabanan
Project, ii) what particular ICT tools are used, iii) and what communication infrastructure,
including technical support and training and development is appropriate. To make
another opinion on how the total cost can be justified (the fourth objective of the
research); it suffices to make a judgment on the level of satisfaction seen on the extent to
which these ICT tools were integrated in the project.
Botniabanan AB has relied on a good extent on the use of ICT tools to enhance
communication and collaboration in the activities of the project. Most particularly, as can
be seen the questionnaire findings, the tools enhanced performance in both the soft and
hard skills competences for project performance. The blend of these tools was in line with
theory reviewed, and also establishes a correlation between the three distinct phases that
characterise such projects-the engineering, procurement and construction phases. The
tools they used were appropriate and the same tools used in most construction projects.
They were equally the tools recommended by researchers in the theoretical review and
the researcher understood that project participants were familiar with all the tools
including those that they did currently employ in the project. This familiarity means that
there would always be room to consider the integration of ICT tools that prove to be more
beneficial for the successful completion of the project.
ICT tools that enhance communication and collaboration in the soft skills context, for
example, were used and the impact on process performance was great. In normal day to
day operational processes like procurement the use of electronic commerce was of
strategic importance and resulted in cost and time savings. For operational processes that
needed inter office of site communication, devices like phones, email, fax, tele and video
conferencing were used to a successful extent. The stance to hold meetings with the
representatives of suppliers once or twice every month too was a strategic step to
monitoring the activities of subcontractors. In all, the collaborative processes with the
contractors, subcontractors, suppliers and other members of the public were seen have
guided the project on its present course. This was also the result of its corporate
communication policy on project performance.
89
On the other hand, ICT tools that enhanced communication and collaborative processes in
the hard skills context were also see to have led the project to the level it is today, with
the reported delay in schedule. These tools were the traditional drawings and the limited
usage of 3-D models. As long as this project is going on, one can be impressed that the
tools are serving the purpose for which they were integrated. What appears to be certain
on the objectives of objective of integrating ICT tools for communication and
collaboration and is the achievement of consistent management, which would be
accompanied by the electronic sharing of information during the lifecycle of a project.
Such objectives would not be met if a group of stakeholders like the Botniabanan
contractors do not share in relevant organisational and project information.
Aside from the above, a number of other issues were not seen to be alright in the
application of ICT tools in this project. Firstly, the researcher was informed that the
project organisation had an explicit internal and external communication policy in place.
But there was wonder that contractors were not given copies of the communication
policy. While no reason was given for this, the researcher further learnt that there was no
system for communication through concurrent engineering because government
regulation prohibited the implementation of concurrent engineering in a project that
involves the government and the public. Concurrent engineering is a very fundamental
concept in technology-based projects because it allows for the most application of the
ICT tools seen. In the opinion of the researcher, therefore, the absence of concurrent
engineering presents itself as one of the impediments to integrating the most modern ICT
tools in the Botniabanan Project.
To the extent that the project used 3-D modeling only when engineers joined in to resolve
a particular problem, these traditional drawings and tools relied upon would fail to
convey the amount of information needed to be communicated between project
participants involved in the day to day construction and management activities of the
project. Aside from this, other project stakeholders Advances in information and
communication technology appear to be having the greatest bearing on the construction
industry; and rapidly shifting barriers in terms of how managerial and construction
processes should be carried out in the industry.
It is for the above reason that the development of the 3-D technique as a tool for
collaboration, communication and visualisation rapidly gave way for the development of
the 4D modeling technique. So, all the strategic benefits brought about by the 4-D
modeling techniques are missed in the Botniabanan Project. When one then looks at the
work of Nielsen & Erdogan in their study of the Turkish Construction Industry, it would
be seen that the integration of 4-D modeling and visualisation tools can have tremendous
90
benefits interms of project outcome in the Botniabanan Project. Just when this technique
has still been under consideration, advances in information technology gave way for
researchers to come up with the n-D modeling technique that set the platform for the
development of the DIVERCITY system.
In an infrastructure project the magnitude of the Botniabanan Project, previous and recent
research have shown that integrating such a system would prove beneficial than even the
independent 4-D modeling techniques; given that the system covers every aspect of the
project lifecycle. For example, the integration of the EU’s ERTMS in the Botniabanan
project means it would be the only project in Sweden to deliver a rail facility that bank on
the most recent ICT tools to ensure an efficient rail transportation network, and hence
justifying the objectives of the project. The fact that such a system as DIVERCITY is
backed by the European Union again makes it stand to have immense credibility for
application in construction projects; just like the ERTMS which is presently being used
on the Botniabanan Project. Therefore, to the extent possible, Botniabanan AB should
take the necessary measures to use 4-D modeling where appropriate, and the newly
developed DIVERCITY system. This not withstanding, the project is understood to be on
a good schedule and gradually moving to its completion time of 2008 or 2009.
However, it should be noted that integrating these ICT tools in construction projects
would not always easily come by. This is because the implementation of any new system
in an established organisation has to do with implementing change. The constraints to
change would obviously stem up as constraints to integrating ICT tools. Although the
researcher did not investigate what factors cause resistance to ICT integration for soft
skills managerial processes or visualisation technology in the hard skills, an attempt was
made to independent findings on these factors. These independent findings, like from the
work of Gajendran & Brewer (2007) and Nielsen & Erdogan showed that constraints to
the integration of ICT tools were related to organisational and user reactions against the
respective ICT tools. While these reactions could be embedded in the project
organisation’s culture, an important factor singled out was the cost of the ICT tools to be
integrated in the project. These costs are both related to the cost of procuring software as
well as the cost and time to train personnel. In view of the above therefore, Botniabanan
AB would have been better of integrating ICT tools whose impacts encompass the entire
project environment as well as the entire project lifecycle. But such a decision should
only come after making a thorough cost benefit analysis and sampling the opinion of
project participants on their readiness for change and adaptability to these tools.
91
APPENDIX
Participant 1
Communication Dynamics and ICT Integration in EPC Projects
ICT Integration as tools of Project Strategy

Position/Role: Project Engineer (Engineering Department)
General Questions
1. Do you believe computers have improved your work capabilities?
Yes No
2. For any project information that you receive electronically:
-Do you use the information electronically? Yes No

-Do you respond electronically? Yes No
ICT PERSPECTIVE
Thinking about the ICT tools which you mainly use on this project, please rate on a scale
of 1 to 5, by circling the appropriate number, your assessment of its:
Low Medium High
Reliability 1 2 3 4 5
Security against unauthorised use 1 2 3 4 5
User-friendliness 1 2 3 4 5
Appropriateness for the application/function 1 2 3 4 5
Suitability for site conditions 1 2 3 4 5
USER UTILITY PERSPECTIVE
Thinking about the ICT tools that you mainly use on this project, please rate on a scale of
1 to 5, by circling the appropriate number, your assessment of:
Low Medium High
Level and frequency of tools 1 2 3 4 5
Level/frequency of training provided 1 2 3 4 5
92
Level/frequency of technical support provided 1 2 3 4 5

Accuracy & quality of the tool/system output 1 2 3 4 5
PROJECT ORGANISATION PERSPECTIVE
Thinking about ICT tools which you mainly use on this project, please rate on a scale of 1
to 5, by circling the appropriate number, your experience on whether this tool/system,
helps to:
Strongly Neutral Strongly
disagree agree
Enhance coordination
between project players 1 2 3 4 5
Reduce response time
to answer queries 1 2 3 4 5
Establish and support the
project team 1 2 3 4 5
Empower participants
to make decisions 1 2 3 4 5
PROJECT MANAGEMENT FUNCTIONS PERSPECTIVE
of 1 to 5, by circling the appropriate number, your experience on whether this
tool/system, helps to:
disagree agree
Facilitate document transfer
& handling 1 2 3 4 5
Keep and update records 1 2 3 4 5
Enable immediate reporting
& receive feedback 1 2 3 4 5
Identify errors/inconsistencies 1 2 3 4 5
BENEFITS PERSPECTIVES
of 1 to 5, by circling the appropriate number, your experience on whether this tool or
system, helps to achieve:
93

disagree agree
Time savings 1 2 3 4 5
Cost savings 1 2 3 4 5
Improved document quality 1 2 3 4 5

Decreased number of
design errors 1 2 3 4 5
Decreased number of RFIs 1 2 3 4 5
VALUE-ADDING PERSPECTIVE
tool/system, has:
disagree agree
Led to more streamlined
processes 1 2 3 4 5
Enabled a cultural change
among project participants 1 2 3 4 5
Improved project communication 1 2 3 4 5
Improved IT literacy 1 2 3 4 5
STRATEGIC POSITIONING PERSPECTIVE
tool/system, has:
disagree agree
Enhanced the project’s image 1 2 3 4 5
Increased the capability for
cooperation 1 2 3 4 5
94
Participant 1
Visualisation Analysis Survey
Tools versus Needs Matrix
How much do the tools satisfy the project needs?
Needs Easy Electronic Fast data Easy Contin- Can cla- Can clarify
to data transfer access to uous rify des- constru-
develop transfer remote commu- ign details tion
areas nication methods
Tools
2-D CARD Drawings H L L L M M M
2-D Graphic Charts H L L L M M M
3- D CAD Drawings M M H M H H H
3-D Graphic charts, virtual
H H H M H H H
photographs
Tables H H H M H M L
Photographs H L L M L H M
Digital photographs H L H N H H H
Virtual reality M H H L M H H
Walk-Through M M M M M M M
Video H L H M M M L
Animation M L L H H M M
Simulation L L H L H H H
Steady images H H H H H M M
Text documents H H M H H M L
Daily-weekly-monthly reports H L L L H M M
95
Participant 1

Tools versus capability matrix
How much do the tools satisfy the project capability?
Capability Can give Allow Increase Allow No Check Help Allow

an idea Multidis- Compreh- quick restriction what if conflict online
of work ciplinary ension compreh- to scenarios resolu- meeting
future commun ension desktop tion
Tools ication working
2-D CARD Drawings H H H H H L H L
2-D Graphic Charts H H H H H L H L
3- D CAD Drawings H H H H H L H L
3-D Graphic charts,
L H H H H L H H
virtual photographs
Tables H H H H M M M M
Photographs H H H M M H H H
Digital photographs H H H H H H H H
Virtual reality H M H H M H H H
Walk-Through H H M H H H H M
Video H H M H M H H H
Animation H H H H M H H H
Simulation H H H H H H H H
Steady images H H H H H H H H
Text documents H M H H H H H H
Daily-weekly-monthly reports H H M M M L L L
96
Participant 2
ICT Analysis Survey

Position/Role: Project Engineer
General Questions
Yes No

ICT PERSPECTIVE
Low Medium High
Low Medium High
97
helps to:
disagree agree
disagree agree
disagree agree
98

Decreased number of
tool/system, has:
disagree agree
processes 1 2 3 4 5
tool/system, has:
disagree agree
99
Participant 2

How much do the tools satisfy the project needs?
Needs Easy Electronic Fast data Easy Contin- Can cla- Can clarify
to data transfer access to uous rify des- constru-
develop transfer remote commu- ign details tion
areas nication methods
Tools
2-D CARD Drawings H L L L M M M
2-D Graphic Charts H H H M H H H
3- D CAD Drawings H M H M M H M
3-D Graphic charts, virtual
H M H M H H H
photographs
Tables H H H H M M L
Photographs H L L H M H L
Digital photographs H M H H H M M
Virtual reality L M M M M H H
Walk-Through M M M M M M M
Video H L M H M H H
Animation M L M M H M M
Simulation M H M H M M H
Steady images H L M H M H M
Text documents H H M H H M L
Daily-weekly-monthly reports H L L L L L L
100
Participant 2

How much do the tools satisfy the project capability?
Capability Can give Allow Increase Allow No Check Help Allow

an idea Multidis- Compreh- quick restriction what if conflict online
of work ciplinary ension compreh- to scenarios resolu- meeting
future commun ension desktop tion
Tools ication working
2-D CARD Drawings H H H H H L H L
2-D Graphic Charts H H H H H H H H
3- D CAD Drawings H H H H L L L L
3-D Graphic charts,
H H H H H H H H
virtual photographs
Tables H L L L H H M M
Photographs H H H H H H H H
Digital photographs H H H H M M M H
Virtual reality H H H H M M H M
Walk-Through H H H H M L N N
Video H H H H H L H H
Animation H H H H H H H H
Simulation M H H H H H H H
Steady images H H H H H L H H
Text documents H H M M H L L H
Daily-weekly-monthly reports H M L L M M M M
101
Participant 3
ICT Analysis Survey

General Questions
Yes No

ICT PERSPECTIVE
Low Medium High
Low Medium High
102
helps to:
disagree agree
disagree agree
disagree agree
103

Decreased number of
tool/system, has:
disagree agree
processes 1 2 3 4 5
tool/system, has:
disagree agree
104
Participant 4
ICT Analysis Survey

General Questions
Yes No

ICT PERSPECTIVE
Low Medium High
Low Medium High
105
helps to:
disagree agree
disagree agree
disagree agree
106

Decreased number of
tool/system, has:
disagree agree
processes 1 2 3 4 5
tool/system, has:
disagree agree
107
Participant 5
ICT Analysis Survey

General Questions
Yes No

ICT PERSPECTIVE
Low Medium High
Low Medium High
108
helps to:
disagree agree
disagree agree
109
disagree agree
Decreased number of
tool/system, has:
disagree agree
processes 1 2 3 4 5
tool/system, has:
disagree agree
110
Participant 6
ICT Analysis Survey

General Questions
Yes No

ICT PERSPECTIVE
Low Medium High
Low Medium High
111
helps to:
disagree agree
disagree agree
112
disagree agree
Decreased number of
tool/system, has:
disagree agree
processes 1 2 3 4 5
tool/system, has:
disagree agree
113
Participant 7
ICT Analysis Survey

General Questions
Yes No

ICT PERSPECTIVE
Low Medium High
Low Medium High
114
helps to:
disagree agree
disagree agree
115
disagree agree
Decreased number of
tool/system, has:
disagree agree
processes 1 2 3 4 5
tool/system, has:
disagree agree
116
BIBLIOGRAPHY
Abell, A. and Oxbrow, N. (1999). "People who make knowledge management work:
CKO, CKT, or KT?", in Liebowitz, J (Eds),CRC Press, New York, NY.
Akintoye et al. (2007) Collaborative relationships in construction: The UK contractors’

perception. Engineering construction and Architectural Management. Vol 14, No 6 pp
597-617.
Alavi, M. and Tiwana, A. (2003). "Knowledge management: the information technology

dimension", in Easterby-Smith, M., Lyles, M.A. (Eds),Handbook of Organizational
Learning and Knowledge Management, Blackwell Publishing, Malden, MA, pp.104-21.
Anand, V. et al (1998). "An organizational memory approach to information

management", Academy of Management Journal, Vol. 23 (4), pp.796-809.
Aouad Ghassan et al. (1999) Technology management of IT in construction: a driver or

an enabler? Logistics Information Management. Vol.12(1/2) pp. 130-137.
Arayici, Y and Aouad, G. (2005) Computer integrated construction: an approach to

requirements engineering. Engineering, Construction and Architectural Management
Vol. 12 (2), pp. 194-215
Archer, N. and Yuan, Y. (2000) Managing business-to- business relationships throughout

e-commerce procurement life cycle. Internet Research: Electronic Networking
applications and Policy, Vol. 10 (5), pp. 385-395.
Blackler, F. (1995). "Knowledge, knowledge work and organizations: an overview and

interpretation", Organization Studies, Vol. 16 (6), pp. 1021-46.
Breidenstein, C. (2001). On-Site Project Management-Part II: Communication.

Professional Builder, Vol. 66(8), pp. 95-97.
Brown, S.L. and Eisenhardt, K.M. (1998), "Competing on the Edge", Harvard University
Press, Boston.
Chandler, D. (2002), Semiotics: The Basics, Routledge, London.
Chen F. et al (2003) A collaborative Project management Architecture. Proceeding of

the 36th Hawaii International Conference on Systems Sciences.
Cheng, E.W.L et al, (2001). Network Communication in the Construction Industry.

Corporate Communications, Vol.6 (2), pp. 61-70.
117
Chi L and Holsapple. (2005) Understanding Computer Mediated interorgannisational

collaboration: a model and framework. I. Vol. 9(1), pp. 53-75.
Chiocchio, F. (2007). Project Team Performance: A Study of Electronic Task and

Coordination Communication. Project Management Journal, Vol. 38(1), 97-109.
Constant, D. et al, (1996). "The kindness of strangers: the usefulness of weak ties for
technical advice", Organization Science, Vol. 7 (2), pp.119-35.
Cowan, R. and Foray, D. (1997). "The economics of codification and the diffusion of
knowledge", Industrial and Corporate Change, Vol. 6 (3), pp.595-622.
Davenport, T.H. and Prusak, L. (1998) Working Knowledge: How Organizations Manage
What they Know, Harvard Business School Press, Boston, MA.
De Long, D.W. and Fahey, L. (2000). "Diagnosing cultural barriers to knowledge

management", Vol. 14 (4), pp.113-27.
Duyhart, B. et al. (2003). An example of developing a business for information and

communication technologies (ICT) adoption on construction projects-The National
Museum of Australia Projects. Engineering Construction and Architectural
Management. Vol. 10 (3), pp. 179-192.
Dyer, S., (2006). The Root Causes of Poor communication. Agency Sales. Vol. 36(12),
pp. 52-54.
Easterby-Smith, M. et al, (2000). "Organizational learning: debates past, present and

future", Journal of Management Studies, Vol. 37 (6), pp.783-96.
Fahey, L. and Prusak, L. (1998). ‘‘The eleven deadliest sins of knowledge management’’,
California Management Review, Vol. 40 (3), pp. 265ff.
Gallivan, M. and Keil, M., 2003. The User-Developer Communication Process: A

Critical Case Study. Info Systems, Vol.13, pp. 37-68.
Ganah, A., et al, (2001). Computer Visualisation as a Communication Tool in the

Construction Industry. Civil & Building Engineering Department, Loughborough
University.
Gardiner, P.D. (2005). Project Management. A Strategic Planning Approach. Palgrave

Macmillan.
Giffin, S. (2002). A Taxonomy of Internet Applications for Project Management

Communication. Project Management Journal, Vol. 33(4), pp. 39-47.
118
Gillard, S. and Jhansen, J. (2004). Project Management Communication: a Systems

Approach. Journal of Information Science, Vol. 30(23), pp. 23-29.
Goczol, F. and Scoubeau, C. (2003) Corporate communication and strategy in the field of
projects. Corporate communication: An international Journal, Vol. 8(1), pp. 60-66.
Hall, M. (2006). Knowledge Management and the Limits of Knowledge Codification.

Journal of Knowledge Management, Vol. 10 (3), pp. 117-126.
Harigopal, U. and Satyadas, A. (2001). ‘‘Cognizant Enterprise Maturity Model

(CEMM)’’, IEEE Transactions on Systems Man and Cybernetics Part C-Applications
and Reviews, Vol. 31(4), pp. 449-59.
Hayes, N., Walsham, G. (2003). "Knowledge sharing and ICTs: a relational perspective",
in Easterby-Smith, M., Lyles, M.A. (Eds), Handbook of Organizational Learning and
Knowledge Management, Blackwell Publishing, Malden, MA, pp.54-77.
Hedgebeth, D. (2007) Making use of knowledge sharing technologies. The journal of

information and knowledge management systems. Vol. 37(1), pp. 49-55.
Huber, G.P. (1991). "Organizational learning: the contributing processes and the
literatures", Organization Science, Vol. 2 (1), pp. 88-115.
Hummel, M., et al, (2001). Types and Timing of Inter-Organisational Communication in

New Product Development. Inter-Organisational Communication, Vol.10(4), pp. 225-
233.
Humphreys P. et al. (1998) Procurement. Logistics Information Management, Vol.11(1),

pp. 28-37.
Ingirige, B. et al. (2006). Alliances in construction. An investigating initiatives and

barriers for long-term collaboration. Engineering, Construction and Architectural
Management. Vol 13 (5), pp. 521-535.
Kajewski, S. and Weippert, A. (2004) e-Tendering: Benefits, Challenges and

Recommendations for Practice. In Proceedings CRCCI International conference: Clients
Driving innovation, Surfers Paradise, Australia.
Karim, K. et al (2006). Managing subcontractor supplies chain for quality in construction.

Engineering, Construction and Architectural Management, Vol. 13 (1), pp. 27-42.
Kern, E. V. and Kersten, W. (2007) Framework for Internet Supported inter-

organisational product development collaboration. Journal of Enterprise Information
Management, Vol. 20(5), pp. 562-577.
119
Khalfan M.M.A et al (2007) Building trusts in construction projects. Supply Chain

Management: An International Journal, Vol 12(6), pp. 385-391.
Knudsen, D. (2003), Aligning Corporate Strategy, Procurement strategy and e-

procurement tools. International Journal of Physical Distribution and Logistics
Management, Vol 33(8), pp. 720-734.
Koskinen, K.U. (2003). ‘‘Evaluation of tacit knowledge utilization in work units’’,

Journal of Knowledge Management, Vol. 7(5), pp. 67-81.
Koskinen, K.U., (2004). Knowledge Management to Improve Project Communication

and Implementation. Project Management Journal, Vol.35(2), pp. 13-19.
Kraus, W.E. (2006). The ‘Cool hand Luke’ Theory of Project Communication. AACE
International Transactions.
Laird, S. (1992). A Strategy for Better Project Communications. The Canadian Manager,
Vol. 17(2), 20.
Lam, E. W. M. et al. (2004) Benchmarking design-build procurement systems in

construction. Benchmarking: An International Journal, Vol. 11(3), pp. 287-302.
Liapi, K.A. (2003). 4D Visualization of Highway Construction Projects. Civil

Engineering Department, University of Texas at Austin.
Lievens, A. and Moenaert, R.K., (2000). Project Team Communication in Financial

Service Innovation. Journal of Management Studies, Vol. 37(5), pp. 733-766.
Manoharan, T., et al, (2007). A Collaborative Analysis Tool for Visualisation and
Interaction with Spatial Data. Heriot-Watt University.
McNally, R. (2002). Simulating buyer center decision processes: propositions and

methodology. Journal of biz and industrial marketing, Vol 17(2/3), pp. 167-180.
Morris, P.W.G and Pinto, J.K. (ed), (2004). Project Success. The Wiley Guide to
Managing Projects. John Wiley and Sons.
Muller, R. and Turner, J.R. (2004). Communication and Co-operation on Projects

between the Project Owner as Principal and the Project Manager as Agent. European
Management Journal, Vol. 22(3), pp. 327-336.
Muller, R. and Turner, J.R.(2005). The Impact of Principal-Agent Relationship on

Contract Type on Communication between Project Owner and Manager. International
Journal of Project Management, Vol. 33, pp. 398-403.
120
Nahapiet, J. and Ghoshal, S. (1998). "Social capital, intellectual capital, and the
organizational advantage", Vol. 23, pp. 242-66.
Nation III, G.A. (2005). Agency Law and Commercial Lending: Creating an Enforceable
Security Interest. Commercial Lending Review, Vol. 20(3), pp. 17-46.
Ngowi A. B.(2000), Construction procurement based on concurrent engineering

principles. Logistics Information Management, Vol. 13 (6), pp. 361-368.
Nielsen, Y. and Erdogan, B., 2007. Level of Visualisation Support for Project
Communication in the Turkish Construction Industry: A quality function Deployment
Approach. Canadian Journal of Civil Engineering, Vol. 36, pp19-36.
Nonaka, I., Takeuchi, H. (1995), The Knowledge Creating Company, Oxford University
Press, New York, NY.
Olivera, F. (2000), "Memory systems in organizations: an empirical investigation of

mechanisms for knowledge collection, storage and access", The Journal of Management
Studies, Vol. 37(6), pp. 811-32.
Osmonbekov, T et al. (2002) Adoption of Electronic commerce tools in business

procurement: enhanced buying center structure and processes. Journal of Business and
Industrial Marketing. Vol 17(2/3), pp. 151-166.
Pinto, M.B. and Pinto, J.K., 1990. Project Team Communication and Cross-Functional
Cooperation in New Product Development. Journal of Productive Innovation
Management, Vol. 7, pp. 200-212.
Rönnbäck, A.Ö., 1999. Collaborative Product Development and IT Communication

Infrastructures. A Study in the Swedish Aerospace Industry. PhD Thesis, Institute of
Technology, Linköping University.
Roth, J. (2003). Enabling knowledge creation: learning from an R&D organization.

Journal of Knowledge Management, vol.7 (1).
Ruggles, R.L. (1997), "Tools for knowledge management: an introduction", in Ruggles,

R. (Eds), Knowledge Management Tools, Butterworth-Heinemann, Boston, MA, pp.1-8.
Sarhar, M. and Isikdag, U. (2004). A Survey of ICT in the use of Turkish Construction
Industry. Engineering Construction and Architectural Management, Vol. 11(4), pp. 238-
247.
Smith, J. et al. ((2004) Procurement of construction facilities: a case study of design

management within a design and construct organisation. Facilities, Vol.22 (1/2), pp 26-
34.
121
Smith, K.A., Vasudevan, S.P., Tanniru, M.R. (1996), "Organization learning and
resource-based theory: an integrative model", Journal of Organizational Change, Vol.
9(6), pp. 41-51.
Stein, E.W., Zwass, V. (1995), "Actualizing organizational memory with information

systems", Information Systems Research, Vol. 6 (2), pp. 85-117.
Turner, J.R. and Muller, R., 2005. The Project Manager’s Leadership Style as a Success
Factor on Projects: A literature Review. Project Management Journal, Vol. 36(2), pp. 49-
61.
Tushman, M.L., 1986. Technical Communication in R&D Laboratories: The Impact of

Project Work Characteristics. Academy of Management Journal, Vol. 21(4), pp. 624-645.
Weippert A et al. (2003). The implementation of online information and communication

technology (ICT) on remote construction projects. Logistics Information Management.
Vol.16 (5).
122

Full Text 01

Uploaded by

Copyright:

Available Formats

Full Text 01

Uploaded by

Document Information

Original Description:

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Full Text 01

Uploaded by

Copyright:

Available Formats

Communication Dynamics and ICT

Integration in EPC Projects MSPME

Communication Dynamics and ICT

Dr. Paul Gardiner Professor Anders Söderholm

Professor Antonio Calabrese

Umeå, January 9, 2008

Chapter Three: RESEARCH METHODOLOGY ............................................................ 52

4.9 PROJECT MANAGEMENT: FROM PLANNING TO CONSTRUCTION ......... 72

Chapter One: INTRODUCTION

The construction industry has for long been categorised as an information-intensive

Even before the above findings, convincing clients or contracting organisations to

1.1 Problem Area

1.2 Objective of Study

Here, project communication would be seen to encompass a technological focus on the

1.3 Choice of theoretical Concepts

Organisational and Collaborative

Fig 1 Choice of theoretical concepts

1.4 Limitation to Study

1.5 Outline of thesis

Chapter Two: THEORETICAL FRAMEWORK

2.1 Conceptualising Communication and Collaboration

2.2 ICT & Visualisation in the Construction Industry

2.2.1 Visualised Communication between design and site teams

2.2.2 Visualised Communication in Scheduling and Planning

2.3 Conceptualisation of ICT Integration

Existing domains of integration Analytical methods and tools

Information Strategic Strategic

Fig3 ICT Integration framework Source: Wainwright & Waring

2.3.1 ICT as an enabler for integration

2.3.1.1 Integration for multidisciplinary teams

Even before the above findings, acclaimed professor in architectural engineering,

Data flow Explanation

Method statements Explanation of the work procedures and construction

What if scenarios Scenario analysis using simulation techniques

Schedule-work Planning the activities’ logic and durations, timing etc

Resource planning Labour, materials and equipment use

Progress reports Work done versus work completed, as well as % work

Design problems How is the design office notified if a problem occurs

Request for Requests of contractors from the client or design office

Change order When a client requests changes to project scope or

Table 2 Data flows that may include

2.3.1.2 Integration for users of project

2.3.2 ICT as an enabler for collaboration and knowledge management

2.3.2.1 Knowledge management activities

Transfer of knowledge from people to physical form

-Transfer of knowledge from physical form to actionable knowledge in people

2.3.2.2 Knowledge management process

understanding computer-aided interorganisational collaboration: a model and

Fig 4 Knowledge management process

management literature, information technology has constituted a central topic of

2.4 ICT as an enabler of new ways of procurement and site management

2.4.1 ICT tools and project procurement

Table 2 Typology of e-commerce tools Source: Osmonbekov et al.

In coming up with this typology, Osmonbekov et al contended that many of these e-

2.4.2 Impact on buying centre structure

2.4.2.1 Buying centre size

2.4.2.2 Hierarchical Level

2.4.2.3 Functional Areas and Participation

Participation in the procurement process, according to McQuiston (1989), is the amount