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Paper w78-2010-94:
A Case Study of the Effects of Attitude, Behaviour, and Project Team Culture on Building Information Model use in a Temporary Project Organisation

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Graham Brewer, Thayaparan Gajendran

A Case Study of the Effects of Attitude, Behaviour, and Project Team Culture on Building Information Model use in a Temporary Project Organisation

Abstract:It has been established that in the construction industry maximal benefit from ICT investments can best be achieved where they are used collaboratively, in a project setting, using business processes that span the boundaries of individual firms. It can be argued that this has its ultimate expression in the building information model when it is utilised from the earliest stages of project feasibility, through the design and construction phases and beyond, yet it is all too commonly reported that this rarely eventuates. This state of affairs has less to do with technology issues as much as human relationships. Recent research has found evidence that diverse influences on the formation of individual attitudes result in boundedly rational decision-making behaviour, which has a significant effect on the likelihood of ICT integration. Parallel research has linked the effect of individual attitudes on the formation of project team culture and it's receptiveness to ICT integration. This paper presents preliminary results from a detailed case study that employers both frameworks of analysis to reveal the link between the individual attitude formation of key project personalities, their subsequent ICT decision-making behaviour, resulting in the formation of a differentiated project team culture, and sub optimal BIM performance.

Keywords:BIM, attitudes, behaviours, project team culture, TPO.

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