Digital transformation in construction projects - The project manager's 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，尽管生产率有可能提高，成本也会降低。造成这种情况的原因是多方面的，但一些特点使这个行业引入数字技术特别具有挑战性。它们是支离破碎、缺乏复制、瞬息万变和权力下放。虽然个别建筑公司开始将其业务数字化，但建设项目的数字化转型仍有很长的路要走。这类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，再到顾问，每个公司都有自己独特的数字基础设施。为了在建筑项目中实现更高程度的数字化--从而提高生产率和降低成本--数字技术需要跨多家公司整合，进行沟通、协作和承包的方式需要重新考虑。这种系统性的转变要求建筑业在数字技术方面培养特定的能力，并愿意接受这种转变。尽管英国政府的倡议，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)，是实现数字转型的宝贵动力，但它们是不够的。拟议的博士研究旨在侧重于项目一级的数字化转型以及项目经理如何促进数字化转型。目前，我们不知道项目经理如何为这种转变做出贡献。也不清楚项目经理在这方面的职责是什么：S/他是负责推动和推动建设项目中数字技术的实施和集成，还是S/他只负责实现客户的目标？根据项目经理在这一过程中的角色和职责，我们还需要考虑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，组织非常重视培养项目经理的技术和领导技能，但对数字技能的重视程度较低，建筑业甚至低于平均水平。总体而言，我们需要了解项目经理可以和应该做些什么来促进建设项目的数字化转型，以及他们需要哪些能力才能成功做到这一点。博士申请者可以细化本研究的重点，只要重点是建设项目的数字化转型和项目经理。

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. The PhD applicant can refine the focus of this study, as long as the focus is on digital transformation of construction projects and the project manager.