دانلود مقاله چارچوب ارزیابی بلوغ تحول دیجیتال برای صاحبان دارایی زیرساخت های بزرگ
خلاصه
1. معرفی
2. طرح و روش تحقیق
3. نتایج مرحله 1: بررسی رویکردهای ارزیابی بلوغ DT
4. نتایج مرحله 2 - توسعه ابزار ارزیابی بلوغ DT
5. نتایج مرحله 3 - اجرای چارچوب ارزیابی بلوغ DT
6. نتیجه گیری
بیانیه مشارکت نویسنده CRediT
اعلامیه منافع رقابتی
سپاسگزاریها
پیوست A. داده های تکمیلی
در دسترس بودن داده ها
منابع
Abstract
1. Introduction
2. Research design and method
3. Stage 1 results: review of DT maturity assessment approaches
4. Stage 2 results – DT maturity assessment tool development
5. Stage 3 results – DT maturity assessment framework implementation
6. Conclusion
CRediT authorship contribution statement
Declaration of competing interest
Acknowledgements
Appendix A. Supplementary data
Data availability
References
چکیده:
این پروژه تحقیقاتی چارچوبی را برای ارزیابی بلوغ تحول دیجیتال (DT) در شرکت های بزرگ دولتی (GOCs)، با تمرکز بر یکپارچه سازی مدل سازی اطلاعات ساختمان (BIM)، شیوه های مهندسی دیجیتال (DE)، ارزش اطلاعات، جنبه های یکپارچه سازی داده ها و شایستگی های مدیریت اطلاعات حیاتی، مربوط به مدیریت دارایی، تحویل دارایی و عملکرد دارایی. با درک اهمیت استراتژیک DT در مدیریت چرخه عمر دارایی، محققان یک ابزار عملی ارزیابی بلوغ DT را ایجاد کردند که برای GOC استرالیا اعمال می شود. چارچوب و ابزار ارزیابی اکسل، بلوغ DT را در هفت دسته و 56 شاخص، با استفاده از فرآیند تحلیل سلسله مراتبی (AHP) برای رتبه‌بندی شاخص‌ها بر اساس ورودی متخصص ترسیم می‌کند. این ابزار ورودی ساده داده و ارزیابی بلوغ DT را قادر می‌سازد و به سازمان‌ها کمک می‌کند تا وضعیت فعلی DT خود را درک کنند و اهداف بهبود را تعیین کنند. کارگاه‌هایی با متخصصان DT، اثربخشی ابزار را از طریق یک مطالعه موردی، ارائه بینش‌هایی درباره سطوح بلوغ DT و یک نقشه راه برای یکپارچگی فناوری و تصمیم‌گیری مبتنی بر داده، تأیید کردند. این تحقیق نقش DT را در افزایش کارایی، نوآوری و ایمنی برجسته می‌کند و بر نیاز به همسویی استراتژیک با اهداف سازمانی تأکید می‌کند.
Abstract
This research project developed a framework for assessing digital transformation (DT) maturity in large government-owned corporations (GOCs), focusing on integrating building information modelling (BIM), digital engineering (DE) practices, value of information, data integration aspects, and critical information management competencies, relating to asset management, asset delivery, and asset performance. Recognising DT’s strategic importance in asset lifecycle management, researchers created a practical DT maturity assessment tool applied to an Australian GOC. The framework and Excel assessment tool outline DT maturity across seven categories and 56 indicators, using the analytical hierarchy process (AHP) to rank indicators based on expert input. The tool enables straightforward data input and DT maturity evaluation, helping organisations understand their current DT status and set improvement targets. Workshops with DT professionals validated the tool’s effectiveness through a case study, offering insights into DT maturity levels and a roadmap for technological integration and data-driven decision-making. The research highlights DT’s role in enhancing efficiency, innovation, and safety, emphasising the need for strategic alignment with organisational objectives.
Introduction
The building and infrastructure industries are gradually transitioning towards building information modelling (BIM) as an object-based digital representation of an asset’s physical and functional characteristics [1], [2] and digital engineering (DE) practices to enable more productive methods of planning, designing, constructing, operating, and maintaining assets, using digital processes [3]. As detailed later in the paper, “digital” encompasses approaches, tools and technologies such as BIM and DE together with data science, the Internet of Things (IoT), and AI solutions integrated to digitise assets throughout the lifecycle. Asset owners recognise the importance of digital transformation (DT) in delivering and managing assets [4], as it offers many benefits throughout the asset lifecycle and can enhance efficiency, value for money, productivity, innovation, and safety.
1.1. DT of large infrastructure asset ownersGovernments and government-owned corporations (GOCs) are typically owners and operators of large assets, such as buildings, infrastructure, and other asset holdings across the spectrum of services. Governments and industries must transition from ‘digital by exception’ towards ‘digital by default’ [5], [6]. The infrastructure sector should adopt an evidence-based approach to infrastructure planning, delivery, and operations, including BIM, DE, embedded sensors, and digital asset management [7]. DT offers significant potential value and benefits to government agencies that manage assets across the whole-of-asset lifecycle. DT can assist in strategic investing and partnering with local governments and industry to deliver more benefits, including [8]:
Conclusion
The dynamic evolution of the building and infrastructure sectors towards digitalised practices underscores the growing importance of asset owners engaging in comprehensive DT. This research project has developed a multifaceted framework for assessing DT maturity tailored to the needs of large GOCs.
The existing assessment tools and methods have been reviewed for suitability in assessing the DT in whole-of-life asset owner organisations. The reviewed tools offer varying assessment scopes, including a capability assessment, maturity assessment, and benchmarking. The need and potential benefit of a new maturity assessment tool that would balance assessment accuracy and completion efficiency were established based on the shortcomings and limitations of existing DT maturity tools and methods. The key contributions of the new DT maturity assessment framework and tool developed by the research team include (i) a holistic view on the assessment of how well organisations use data and digital solutions, focusing on BIM capabilities, the value of information, data integration aspects, components of the smart city concept and critical information management competencies; (ii) an evidence-based scoring approach including assigning weight to various assessment indicators based on their importance to ensure the accuracy of the assessment; (iii) a multiperspective assessment allowing for more accurate organisation-wide analysis; (iv) short-term and long-term recommendations based on the current and target levels gap to facilitate performance improvement while realising the benefits and value of getting to each maturity level.