Integrating Technical and Social Competencies of Construction Managers

Lantelme, Elvira Maria Vieira; Formoso, Carlos Torres; Powell, James A.

doi:10.1061/(asce)ei.1943-5541.0000332

Cited by 7 publications

(5 citation statements)

References 35 publications

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“…The BIM market continues to evolve, with huge numbers of vendors continuing to enter and impact the market (Suwal and Singh 2017). In this process, project managers will gradually develop skills that facilitate increasing interaction with BIM software as BIM becomes a standard method of practice across the industry as a whole (Akintola et al 2017;Lantelme et al 2017). Once the BM role inevitably losses its monopoly position with regards to BIM knowledge, the role can be expected to drift across to other roles;…”

Section: Discussion Of the Findingsmentioning

confidence: 99%

Viability of the BIM Manager Enduring as a Distinct Role: Association Rule Mining of Job Advertisements

Hosseini

Martek

Papadonikolaki

et al. 2018

J. Constr. Eng. Manage.

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Abstract:Building Information Modeling (BIM) has developed as the definitive technology for managing construction projects. With its rise, the corresponding role of BIM manager has emerged as a necessary adjunct role in coordinating BIM enabled projects. The ascent of the BIM manager has attracted a significant body of research investigating the various competencies and responsibilities required of the role. While BIM is here to stay, the work of Akintola et al. (2017), however, asserts that a distinct role oriented around BIM, is itself transitory. The conclusion in Akintola's work represents a significant departure from accepted assumptions on the viability of the BIM manager role. This research sets out to test the likelihood of a long-term market demand for the BIM manager, as a distinct role, based on a robust quantitative analysis of open-source data from a rich representing the global English speaking jobs markets. Key knowledge, skills and abilities attributes of the BIM jobs were extracted and analyzed. Analysis reveals there is no significant difference between the roles of 'BIM manager' and 'BIM coordinator.' Moreover, the findings highlight that these two BIM roles align with that of 'project manager.' Most importantly, BIM roles are shown to supplement the lack of BIM expertise within the role of 'project manager,' and that as BIM capabilities are increasingly absorbed by project managers, the rationale for an independent BIM expert will fade. The corollary is that BIM roles are a stopgap measure that can be expected to disappear as project managers absorb requisite BIM skills. The practical implication for the construction engineering HR departments is that the prevailing policy of retaining dedicated BIM managers into the longer term should shift rather to one where project managers are re-trained to a level where they possess a comprehensive, independent BIM expertise.

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Section: Discussion Of the Findingsmentioning

confidence: 99%

Viability of the BIM Manager Enduring as a Distinct Role: Association Rule Mining of Job Advertisements

Hosseini

Martek

Papadonikolaki

et al. 2018

J. Constr. Eng. Manage.

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“…They indicate that soft competencies belong to the most desirable competencies in the modern labour market (cf. [Alsabbah, Ibrahim 2013;Fattahi et al 2014;Holtkamp, Jokinen, Pawlowski 2015;Lantelme, Formoso, Powell 2017;Torres, Gregory 2018;Ballesteros-Sánchez, Ortiz-Marcos, Rodríguez--Rivero 2019;Pang et al 2019]).…”

Section: Research Results and Discussionmentioning

confidence: 99%

“…Personal competencies can include: creativity, loyalty, assertiveness, responsibility, flexibility, problem solving, dealing with stress, decision making, analytic thinking, and own work organization. In contrast, examples of social competencies are: oral communication, written communication, interpersonal awareness, teamwork, network building, personal culture, negotiating, developing others, influencing and empowering others [Lantelme, Formoso, Powell 2017; Ballesteros-Sánchez, Ortiz-Marcos, Rodríguez-Rivero 2019].…”

Section: Literature Review 21 Soft Competenciesmentioning

confidence: 99%

Soft competencies and employability of vocational school graduates – the perspective of employers from the Świętokrzyskie Voivodeship

Wiśniewska¹,

Wiśniewski²

2019

Prace Naukowe Uniwersytetu Ekonomicznego we Wrocławiu

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The aim of the article is to determine the importance of soft competencies in developing the employability of vocational school graduates in the opinion of employers from the Świętokrzyskie Voivodeship. The article presents literature studies and analyzes the results of empirical research using the IBM Predictive Solution 5. The study shows the essence of soft competencies and employability as well as the specificity of vocational education in the context of contemporary labour market requirements. The next part of the article presents the methodological assumptions of the research and the research sample statistics. The last part of the article discusses the results of surveys carried out among enterprises from the Świętokrzyskie Voivodeship. The final part of the article indicates the limitations of the completed tests and the directions of further research in the discussed area.

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“…As a result, the only way to succeed is to exercise decision-making about external pressure, business size, and the ability to comprehend information. As a result, stakeholders can develop their competencies by addressing various problematic situations (Lantelme et al, 2017). Competitive pressure operates as a prompt for organisations to adopt AI-based innovations to remain competitive.…”

Section: Component 2 -Competence-based Developmentmentioning

confidence: 99%

Organisational Factors of Artificial Intelligence Adoption in the South African Construction Industry

Tjebane

Musonda

Okoro

2022

Front. Built Environ.

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The innovation of technology, particularly Artificial Intelligence (AI), has rapidly changed the world. It is currently at a nascent stage worldwide in the construction industry throughout the lifecycle of projects. However, construction organisations of developing countries such as South Africa are still lagging in recognising the need to adopt emerging digital innovations such as AI to improve the built sector’s performance. This study aims to identify organisational factors imperative to driving the adoption of AI in construction organisations. The study uses a quantitative survey approach to collect data through snowball sampling of industry experts on factors associated with AI adoption. With data from 169 respondents, exploratory factor analysis was adopted to identify critical organisational factors to ease AI adoption in the industry. Furthermore, confirmatory factor analysis was employed to demonstrate the relationship among the constructs. The study proposes 17 factors to drive organisational AI, categorised into four components; innovative organisational culture, competence-based development, collaborative decision-making, and strategic analysis. However, previous studies have identified organisational factors of AI in the construction and allied industries. This study presented the organisational factors of AI in the construction industry using EFA and CFA, a method not used in articles presented in the SLR identified. The use of CFA improves the measurement of the constructs. It thus enhances understanding of the underlying components of a construct and its relationship with AI in the construction industry.

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Integrating Technical and Social Competencies of Construction Managers

Cited by 7 publications

References 35 publications

Viability of the BIM Manager Enduring as a Distinct Role: Association Rule Mining of Job Advertisements

Viability of the BIM Manager Enduring as a Distinct Role: Association Rule Mining of Job Advertisements

Soft competencies and employability of vocational school graduates – the perspective of employers from the Świętokrzyskie Voivodeship

Organisational Factors of Artificial Intelligence Adoption in the South African Construction Industry

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