|dc.description.abstract||The purpose of the study is to develop a framework for the implementation of integrated computerised management systems that addresses the needs and problems unique to the South African construction industry.
The literature study critically analyses international studies about system implementation in the construction industry. Thereafter, the unique needs of the South African construction industry are analysed. The social-cultural, organisational and management aspects of system implementation also come under the spotlight.
Various implementing models and attributes of successful, problematic and failed system implementations are analysed.
From the analysis of 312 orders that were placed for construction management systems and sixty-four interviews and questionnaires that were completed by South African construction companies, the following have been determined:
• The expectations regarding software for the construction industry have been identified.
• The main indicators for implementation success and failure have been identified.
• The profile for a construction company where a successful implementation is likely has been identified.
The framework for the implementation of management systems for the South African construction industry consists of the following elements and phases:
• Pre-project phase: client orientation, introduction and contracting
• Analysing phase: Determine outcomes, diagnose current state of affairs, project scope declaration, priorities, work allocation, risk analysis, organisational analysis.
• Formalising phase: Appointment of the team leader and team members, planning, assign responsibilities, implementation plan.
• Implementation phase: Control process; install the programs, training, adjustments, data migration, project status, feedback, unforeseen happenings and the creation of a learning organisation.
• Evaluation of: implementation, client, service provider and software
The framework was implemented on a trial basis. It has been determined that the framework can be implemented in practice and that it delivers positive implementation results. However, it has been found that in practice the formalising and analysing phases are so close that it should form one phase in the framework.||