The Experts below are selected from a list of 14505 Experts worldwide ranked by ideXlab platform
Chris Harty - One of the best experts on this subject based on the ideXlab platform.
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diffusion of digital innovation in construction a case study of a uk Engineering Firm
Construction Management and Economics, 2015Co-Authors: Amna Shibeika, Chris HartyAbstract:The UK government is mandating the use of building information modelling (BIM) in large public projects by 2016. As a result, Engineering Firms are faced with challenges related to embedding new technologies and associated working practices for the digital delivery of major infrastructure projects. Diffusion of innovations theory is used to investigate how digital innovations diffuse across complex Firms. A contextualist approach is employed through an in-depth case study of a large, international Engineering project-based Firm. The analysis of the empirical data, which was collected over a four-year period of close interaction with the Firm, reveals parallel paths of diffusion occurring across the Firm, where both the innovation and the Firm context were continually changing. The diffusion process is traced over three phases: centralization of technology management, standardization of digital working practices, and globalization of digital resources. The findings describe the diffusion of a digital innovation as multiple and partial within a complex social system during times of change and organizational uncertainty, thereby contributing to diffusion of innovations studies in construction by showing a range of activities and dynamics of a non-linear diffusion process.
Amna Shibeika - One of the best experts on this subject based on the ideXlab platform.
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diffusion of digital innovation in construction a case study of a uk Engineering Firm
Construction Management and Economics, 2015Co-Authors: Amna Shibeika, Chris HartyAbstract:The UK government is mandating the use of building information modelling (BIM) in large public projects by 2016. As a result, Engineering Firms are faced with challenges related to embedding new technologies and associated working practices for the digital delivery of major infrastructure projects. Diffusion of innovations theory is used to investigate how digital innovations diffuse across complex Firms. A contextualist approach is employed through an in-depth case study of a large, international Engineering project-based Firm. The analysis of the empirical data, which was collected over a four-year period of close interaction with the Firm, reveals parallel paths of diffusion occurring across the Firm, where both the innovation and the Firm context were continually changing. The diffusion process is traced over three phases: centralization of technology management, standardization of digital working practices, and globalization of digital resources. The findings describe the diffusion of a digital innovation as multiple and partial within a complex social system during times of change and organizational uncertainty, thereby contributing to diffusion of innovations studies in construction by showing a range of activities and dynamics of a non-linear diffusion process.
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Diffusion of digital innovation in a project-based Firm: Case study of a UK Engineering Firm
Proceedings 30th Annual Association of Researchers in Construction Management Conference ARCOM 2014, 2014Co-Authors: Amna ShibeikaAbstract:Digital innovations are rapidly diffusing within the construction sector. With the UK government policy mandating building information modelling (BIM) by 2016, Engineering Firms are faced with challenges related to embedding new technologies and associated working practices for the digital delivery of major infrastructure projects. Drawing from diffusion of innovations theory, this research attempts to answer the question of: how digital innovation diffuses in the Firm? It adopts a contextualist approach through in-depth case study of a large and international Engineering project-based Firm. The analysis of the empirical data, which was collected over four years of close interaction with the Firm, provides a narrative for the diffusion of the digital innovation across the Firm where both the innovation and the Firm were in flux. The diffusion process has evolved through three main mechanisms: centralisation of technology management, standardisation of digital working practices, and globalisation of digital resources. This case has both theoretical and practical implications; it describes the diffusion of a digital innovation in a complex social system. This extends diffusion of innovations studies in construction, and guide Engineering Firms in their efforts to adopt and implement new innovations.
Thomas E. Glavinich - One of the best experts on this subject based on the ideXlab platform.
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Microcomputer‐Based Project Management for Small Engineering Firms
Journal of Management in Engineering, 1992Co-Authors: Thomas E. GlavinichAbstract:The effective management of human resources in a small Engineering Firm is critical to the Firm's success. Scarce human resources must be allocated among competing projects in an efficient manner in order to ensure that work is balanced among professionals and completed on time and within budget. Microcomputer‐based project management is a tool that can be used by the small Engineering Firm to better manage projects from conceptual design through start‐up and testing. The implementation process, however, involves more than the selection and purchase of software. Most importantly the implementation process requires management's commitment to the use of microcomputer‐based project management in the day‐to‐day management of design projects. Additionally, the Firm must invest the necessary time and resources to reap the benefits of microcomputer‐based project management. This paper discusses the implementation of microcomputer‐based project management in a small Engineering Firm.
Jim Abbott - One of the best experts on this subject based on the ideXlab platform.
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implementing tqm in consulting Engineering Firm
Journal of Management in Engineering, 1993Co-Authors: Gordon Culp, Anne Smith, Jim AbbottAbstract:Experiences from applying total‐quality‐management (TQM) concepts to a 1,500‐person, 32‐office Engineering and architecture Firm are described. An essential element is training for management and staff in TQM concepts, problem‐solving techniques, and interpersonal relationships. Overlaying a TQM model or training that has worked well in manufacturing to a service organization without modification will fail because of the differences in customer relationships and between people in the organization. The writers recommend initially focusing a few quality‐improvement teams on a limited number of selected issues or projects, followed by phased expansion of the TQM process. Many TQM efforts have failed from trying to do too much too soon, without the proper foundation and focus. One should start with one project and build on successes, and learn how to implement the techniques effectively in the organization before expanding the process. In addition to specific improvements in work processes, TQM team members b...
Dennis O. Hamilton - One of the best experts on this subject based on the ideXlab platform.
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Moving an Engineering Firm: A Checklist
Journal of Management in Engineering, 1993Co-Authors: Dennis O. HamiltonAbstract:Without proper planning, moving an Engineering Firm can be a disastrous experience. The responsibilities of top management are many, such as choosing a move coordinator and dealing with office politics. In turn, the move coordinator must be prepared to devote much time and energy to the move, oversee selection of an internal move team, make sure communication is given to the staff, work with the designers, choose the moving company, organize a time table, and make sure that clients and others are informed of the move in a timely fashion. Furthermore, an Engineering Firm, as opposed to other types of Firms, has special considerations that must be taken into consideration, such as moving the large amount of drawings. Every step of the move needs to be preplanned, including the steps before the move, during the move, and after the move. A checklist, detailing these steps, can be an efficient tool in ensuring a successful move.
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Records Management in Engineering Firms
Journal of Management in Engineering, 1991Co-Authors: Dennis O. HamiltonAbstract:A records management program needs to be an essential tool for controlling records in any Engineering Firm. Once top management gives full support for such an undertaking, the responsibility of implementing and running such a program needs to be assigned to one person. The Engineering Firm needs to pick which components of a records management program—vital records, forms, files, retention schedules, information retrieval, and archiving—are best suited for its needs. Also, an Engineering Firm must place every type of record into its records management program: offices files, drawings, specifications, project files, shop drawings, and other items. After a records management manual is established, consideration needs to be given to where the records will be stored and to how they will be discarded. Computers are increasingly becoming more important in management of records. There are various organizations able to give assistance in records management; furthermore, consultants can be used. The future—especially due to technological advances—will provide better management control of records.