Abstract
The construction industry is so hierarchical and fragmented in nature that some of the major participants do not consider themselves to be part of the same industry (Hindle, 2000). This requires close coordination among a large number of specialized but interdependent organizations and individuals to achieve the cost, time and quality goals of a construction project (Toole, 2003). Hence, according to Maqsood, (2004), a major construction process demands a heavy exchange of data and information between project participants on a daily basis. Rivard (2004) has identified, the two vital roles information plays in all construction projects as the specification of the resulting product (design information) and the initiation and control of the activities required for constructing the facility (management information). Design consultants, (architects, engineers and quantity surveyors), acting as professional advisers to the client, are largely responsible for the production and dissemination of both the design and management information among the various project participants. According to Mohammed & Steward (2003), the majority of construction process information is heavily based upon traditional means of communication such as face–to–face meetings and the exchange of paper documents in the form of technical drawings, specifications and site instructions. This is why the construction industry has for many years suffered from difficulty–to–access, out – of –date and incomplete information (Shoesmith, 1995). As the management of construction, like most other industries, requires accurate information, the need to increase the efficiency of information management by exchanging massive volumes of information at high speed and at relatively low cost has been long recognized by the industry. (Deng, 2001).
