BUS30032 Assignment 1

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Swinburne University of Technology *

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30032

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Business

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May 11, 2024

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docx

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17

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BUS30032 Business Consulting Project Semester 1, 2024 Assignment 1 Problem Analysis and Project Development Plan Report Name: Ngoc Minh Thu Nguyen Student ID: 103844670 1
1. Background The construction sector has witnessed increased fragmentation in recent decades, driven by clients’ heightened expectations for contractors to deliver complex infrastructure projects promptly and within budget (Rezgui & Zarli, 2006). Despite these steady demands, the construction industry in the United States has exhibited a prolonged downturn, largely attributed to a shortage of innovative practices in project management. Shah et al. (2017) identified that the absence of a clear roadmap for embarking on digital transformation, compounded by organisational and integration obstacles, has significantly hindered digital adoption in the construction sector. While digitalization holds promise for enhancing project management efficiency and addressing productivity slump, its uptake by public agencies remains inadequate and incomplete (Jahanger et al., 2021). The Federal Highway Administration (FHWA) reported that just 13 out of 54 DOTs in the U.S. have fully embraced digital "paper-less" project administration and delivery processes (FHWA, 2018). In response to the prevailing challenges faced by entities within the US construction industry, BuildPass seeks to deploy tailored and advanced software systems designed to optimize construction management processes. This solution facilitates adept supervision of performance tasks, encompassing personnel inductions, site log management and signing of safe work method statements (SWMS), all within a centralized platform. The successful collaboration with mid-market Australian builders has laid a strong groundwork for BuildPass to tackle these challenges. However, the company faces complexities and a lack of brand recognition in the international digital construction management area. To broaden its market presence and cater to the unique requirements of these entities, Buildpass is posited to adopt a strategic business strategy aimed at enhancing public awareness regarding the advantages of integrating its technology-driven project management service. 2
2. Problem framing Oesterreich and Teuteberg (2016) identified the intricate nature and unpredictable elements inherent in contemporary projects, alongside a substantial resistance to change, as primary barriers to adopting digitalization within the construction management sector. Construction progress is often hampered by a variety of setbacks such as unforeseen delays, premature removal of materials or equipment, disorganized work environments or declining quality standards. BuildPass faces the challenges of navigating information disparities among project stakeholders, stemming from differences in resources, expertise levels, market dynamics and institutional frameworks (Li et al., 2022). Furthermore, ensuring adherence to American building codes, safety mandates and environmental criteria presents new hurdles for BuildPass in incentivising local clients to transition to BuildPass’ services. While BuildPass has forged relationships with some of Australia’s well-known architectural construction firms like Dome Building Projects and Visioneer Builders, its limited brand visibility and communication channels pose obstacles in engaging with construction contractors in the United States. 2.1 6Ws approach The ‘6Ws’ model provides a structured framework for identifying key stakeholders, clarifying project objectives, assessing timeline and location constraints, and analysing the underlying motivations and strategies for effectively implementing digital technology. This approach facilitates a comprehensive examination of the problem from different perspectives, fostering a more holistic understanding of the challenges and opportunities associated with digital technology adoption in construction project management. 3
Figure 1: The 6Ws approach 3. Identification of affected parties The dynamic landscape of the construction industry continues to evolve, with the construction phase standing out as a pivotal and resource-intensive part of construction projects. Collaborative efforts from contractors, subcontractors, owners, and suppliers underscore the significance of cohesive stakeholder engagements, ensuring project success (Hinze, 2013). As highlighted by the American Society of Civil Engineers (ASCE, 2017), the substantial infrastructure investment of US$4.49 trillion required in the United States by 2025 emphasizes the pressing need for funding and efficient project delivery. Facing a substantial funding gap of US$2 trillion, public agencies like state Departments of Transportation and public universities responsible for constructing, operating and maintaining essential public infrastructure ((Tymvios & Gambatese, 2016) grapple with financial constraints and increasing costs (Ichniowski, 2019). The delay in embracing digital technologies has a profound impact on internal stakeholders such as investors and shareholders who closely evaluate BuildPass' performance. Insufficient brand visibility and ineffective marketing approaches may detrimentally affect stock valuation, shape long-term investment decisions, and potentially diminish organization profits and shareholder returns. BuildPass, 4
as a company, faces hurdles in entering the international market and differentiating itself amid formidable competition. Project managers and construction professionals involved in the construction processes find themselves under mounting pressure to navigate heightened project requirements lacking innovative project management strategies and adequate digital integration. The industry's challenges also have great potential to impact project quality, timeliness, and overall clients’ expectations persist in demanding top-notch deliverables. Sales, marketing, and support teams encounter difficulties in lead generation, sales closure, and customer retention due to limited brand recognition and customer awareness. On the other hand, competitors within the digital construction software sector could exploit BuildPass' marketing deficiencies to establish a competitive edge, potentially expanding greater market share and enhancing brand recognition at the expense of BuildPass. External stakeholders, such as regulatory bodies and government representatives are indirectly impacted as they regulate and oversee BuildPass’ adherence to building codes, safety regulations and environmental standards. Industry experts, instrumental in shaping industry benchmarks, best practices, and digital transformation initiatives are indirectly influenced by BuildPass’ efforts to address obstacles and drive innovation within the sector. Potential software users, while assessing digital solutions, may lean towards established players due to their reputations and market dominance, potentially overlooking the advantages and suitability offered by BuildPass. The perceived impact significantly weighs on internal stakeholders, as the issue primarily pertains to business matters rather than social concerns. To navigate market saturation effectively, BuildPass must prioritize enhancing brand visibility, refining customer acquisition strategies, and strengthening customer retention strategies to maintain a competitive edge. 5
3.1 Stakeholder analysis – Empathy Map An empathy map is a strategic tool that allows business teams to gain insights into a consumer's experiences. It is centred around considering the world from the users' perspective, thus fostering empathy for the end user (Zogaj & Bretschneider, 2012). This goes beyond the scope of traditional persona-based models by focusing not just on user demographics but also on their feelings and thoughts. This leads to several beneficial outcomes, such as identifying unmet needs, enhancing overall user experience, fostering product development that directly addresses customer challenges, improving communication strategies and boosting sales (Zhang & Mengjie, 2020) Figure 2: Empathy Map of Cole being a construction firm engineer 6
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