Generic and specific IT training: a process protocol model for construction

Abstract

This paper considers the generic processes involved in structuring an information technology (IT) training strategy to meet a construction organization's business strategy. It identifies and discusses how generic and specific IT training needs can be affected by the availability and priority of resources, type of organizational infrastructure, degree of management commitment, and prevailing level of culture. It goes on to discuss the principles of the capability maturity model (CMM), developed at Carnegie Mellon University, and the concepts of the process protocol (PP), developed by Salford University. It builds upon these approaches to analyse the key sequential stages and links needed to satisfy (or close) the ‘performance gap’ between the business strategy and the IT training strategy. An IT training model is presented the remit of which can help managers assess the impact of IT training on their organization's business strategy.