Digital transformation in construction projects - the project managers role, responsibilities and competences.

即使在2020年，建筑业也是世界上数字化程度最低的行业之一，尽管潜在的生产力提高和成本降低。其原因是多方面的，但一些特点使得该行业引入数字技术特别具有挑战性。它们是分散、缺乏复制、短暂和权力下放。虽然个别建筑公司开始将其业务数字化，但建筑项目的数字化转型还有很长的路要走。这些项目通常涉及许多不同的公司，从承包商到建筑师和工程师到顾问，每个公司都有自己独特的数字基础设施。为了实现建筑项目更高程度的数字化，从而提高生产力并降低成本，数字技术需要在多个公司之间进行集成，并且需要重新考虑沟通、协作和承包的方式。这一系统性转变要求建筑行业发展数字技术方面的特定能力，并愿意接受这种转型。虽然英国政府的举措，如承诺在所有政府资助的建筑项目中采用建筑信息建模（BIM），是数字化转型的宝贵推动力，但它们还不够。该博士研究项目旨在关注项目层面的数字化转型以及项目经理如何促进数字化转型。目前，我们还不知道项目经理如何为这一转型做出贡献。目前还不清楚项目经理在这一领域的职责是什么：他/她是负责促进和推动数字技术在建筑项目中的实施和整合，还是只负责实现客户的目标？根据项目经理在此过程中的角色和职责，我们还需要了解项目经理面对不断变化的项目环境所需的能力。最近的研究表明，组织非常重视项目经理的技术和领导技能的发展，但对数字技能的重视程度较低，建筑行业甚至低于平均水平。总的来说，我们需要了解项目经理可以和应该做些什么来促进建筑项目的数字化转型，以及他们需要哪些能力来成功做到这一点。

Even in 2020 the construction industry is one of the world's least digitalised, despite potential productivity gains and cost reductions. The reasons for this are manifold, but some characteristics make it particularly challenging for this industry to introduce digital technologies. These are fragmentation, lack of replication, transience and decentralization. Whilst individual construction companies are starting to digitize their operations there is still a long way to go for the digital transformation of construction projects. Such projects typically involve a number of different companies ranging from contractors to architects and engineers to consultants with each of them having their own and unique digital infrastructure. To achieve a higher degree of digitalisation in construction projects - and therefore productivity gains and cost reductions - digital technologies need to be integrated across multiple companies and the way by which communication, collaboration and contracting takes place needs to be re-considered. This systemic shift requires the construction sector to develop specific competencies on digital technologies, as well as the willingness to embrace such a transformation.Whilst initiatives by the UK Government such as the commitment to the adoption of Building Information Modelling (BIM) across all government funded construction projects are invaluable drivers towards digital transformation, they are not sufficient. The proposed PhD study intends to focus on digital transformation on the project level and how the project manager can facilitate it. Currently, we don't know how the project manager can contribute to this transformation. It is also unclear what the project manager's responsibilities in are this area: is s/he responsible to promote and drive the implementation and integration of digital technologies in construction projects or is s/he only responsible for delivering the client's objectives? Depending on the project manager's roles and responsibilities in this process we also need to look at the competences required by the project manager to face this changing project environment. Recent studies suggest that organisations put a strong emphasis on the development of technical and leadership skills for project managers, but less so on digital skills with the construction industry even being below average. Overall, we need to develop an understanding of what project managers can and should do to facilitate the digital transformation of construction projects and which competences they require to successfully do so.