This work aims to propose a Maturity Measurement System (MMS) for digital transformation during the construction phase, grounded in a sociotechnical approach. It addresses the lack of a tool composed of maturity indicators to position construction projects, specifically during the execution phase, on the digital transformation path. The research strategy adopted is Design Science Research (DSR). The research process encompassed a comprehensive literature review, two empirical studies, focus group sessions, Delphi rounds, multiple iterative discussion stages, data analysis and artifact refinement. The study culminated in a measurement system comprising 15 social, technical and operational indicators, 75 assessment criteria and 5 maturity levels. The main limitation of this study is that the proposed MMS has been evaluated only through simulation and has not yet been implemented in real-world contexts. In addition, the cascading effects among dimensions and assessment criteria still require further investigation. This study proposes a measurement tool that enables construction companies to position themselves, set future directions, identify targets and propose changes to their evolution. In addition, this work proposes standardized metrics for industry-wide benchmarking. This paper's main theoretical contribution is the proposition of maturity levels, measurement dimensions and assessment criteria for digital transformation in construction, grounded in Industry 4.0 and 5.0 principles and developed through a sociotechnical approach that advances theory beyond a strictly technology-centric standpoint. The theoretical foundation built in this study can serve as a “blueprint” in the construction management domain, providing a framework for the future development of maturity models for digital transformation in the construction phase. Compared to existing maturity models, the originality of this research lies in its focus on the production level (execution phase). The use of a sociotechnical approach is another distinctive feature and integrating Industry 5.0 concepts into a maturity assessment tool represents an additional innovation introduced by this study. Furthermore, the incorporation of objective, metric-based evaluation criteria addresses limitations of previous models that relied on subjective perceptions. In addition, the model supports maturity assessments at the dimension, subsystem and overall levels, enabling the identification of specific areas requiring improvement. The proposed MMS also allows the assessment criteria to be updated over time, enabling adaptation to future industrial revolutions and transformations.
Student scholarship management in Jayawijaya Regency still faces various challenges, including non-integrated data management, administrative processes that are still performed manually, low transparency, and ineffective coordination among stakeholders. These conditions result in delays in scholarship distribution, difficulties in monitoring and decision-making that is not yet supported by integrated data. This study aims to design and evaluate an Integrated Student Information System to support scholarship management by applying the Design Thinking approach combined with the Agile Scrum development framework. The Design Thinking process was used to identify stakeholder needs, formulate system requirements, and generate solution concepts, which were subsequently translated into nine Product Backlog items to be developed incrementally through three development sprints. The resulting prototype includes multi-role authentication, student dashboard, Education Office dashboard, online scholarship application, verification and validation, application status tracking, student data management, communication and notification, and reporting. The prototype was subsequently evaluated using the System Usability Scale involving 41 respondents. The evaluation results produced an average score of 74.39, indicating that the prototype falls within the Acceptable category with good usability. The findings demonstrate that the integration of Design Thinking and Agile Scrum is capable of producing a user-centered prototype, improving transparency, coordination and supporting the digital transformation of scholarship management in Jayawijaya Regency.
PT TML Energy, an Engineering, Procurement, and Construction (EPC) company specializing in solar energy projects in Indonesia, experienced recurring project execution delays of 20–40% beyond planned schedules during 2021–2024. A review of project records indicated that these delays stem not from technical limitations but from systemic weaknesses in project management maturity. This study assesses the current level of project management maturity and develops a tailored Project Management Maturity Model to improve execution performance. A mixed-methods approach was applied: qualitative semi-structured interviews with four key informants explored why delays occur, while a quantitative questionnaire of twenty respondents measured maturity across seven PMBOK Knowledge Areas using Crawford’s (2014) Project Management Maturity Model. The qualitative analysis produced seven Knowledge-Area themes and identified five interconnected root causes of delay: absence of integrated pre-project planning, reactive and fragmented procurement, experience-dependent scheduling, informal communication, and absence of organizational learning. While the questionnaire placed the company at Level 4 (mean = 3.86), triangulation with interview evidence revealed a self-assessment inflation of approximately 1.3 levels, indicating an operational maturity at the upper boundary of Level 2. Five integrated business solutions were developed: an Integrated Project Management Plan template, a procurement lead-time integration framework, a parametric schedule database, a communication management plan template, and a lessons-learned database with a competency development framework. The findings demonstrate that single-method maturity assessments tend to overstate maturity, and that mixed-methods triangulation produces a more accurate and actionable maturity profile for emerging-market EPC contractors.
The growing digitalization of the architecture, engineering, and construction (AEC) industry has increased the demand for graduates with strong BIM-related competencies, yet many undergraduate programs—particularly in emerging economies—still approach BIM in a fragmented and software-centered way. This study reports the development and implementation of a structured educational strategy for integrating building information modeling (BIM) into the civil engineering curriculum of a Brazilian public university. The intervention followed a four-phase process: (1) assessment of institutional BIM maturity using a customized 16-indicator matrix, which classified the program at the initial level ( MI = 37.5 % ); (2) curriculum mapping across 66 courses, revealing that 56.1% had potential for BIM integration; (3) pilot implementation in four core courses using project-based and team-based learning; and (4) creation of a long-term institutional roadmap aligned with national policies such as the Brazilian BIM Strategy. Survey results from 43 students indicated moderate to high satisfaction with the learning experience (mean scores between 3.84 and 4.35 on a 1–5 scale) and modest perceived gains in BIM conceptual understanding. Iterative refinements addressed gaps in digital literacy, assessment design, and faculty alignment. The proposed roadmap offers a replicable, evidence-based, and context-sensitive approach for institutions—particularly those in emerging-economy contexts, including but not limited to Latin America—seeking to scale BIM integration in engineering education.
This study aimed to analyze and synthesize recent hybrid approaches in earned value management (EVM) to develop an extended, integrated framework (EVM-X) capable of addressing the complexity and uncertainty of modern project environments. A qualitative, exploratory research design was adopted, relying exclusively on the systematic review and analysis of scientific literature. A purposive selection process identified 22 peer-reviewed articles published within the last decade, focusing on the integration of EVM with methods such as agile project management, critical chain management (CCM), lean construction, and building information modeling (BIM). Data were collected from international academic databases and evaluated for methodological rigor, relevance, and credibility. NVivo 14 software was used to conduct open, axial, and selective coding, allowing thematic synthesis and ensuring theoretical saturation. The resulting analysis informed the design of the EVM-X model by integrating cost and schedule performance with risk management, adaptability, governance, and digital visualization. The analysis revealed five dominant thematic categories: agile adaptability for dynamic environments, risk integration through critical chain and predictive analytics, waste reduction and continuous improvement from lean principles, transparency and data-driven visualization via BIM, and enhanced cost-time forecasting grounded in EVM standards. Combining these elements strengthens EVM’s predictive accuracy, improves early deviation detection, and aligns performance reporting with governance and ethical oversight. The EVM-X model was found to overcome the rigidity of traditional EVM and provide a flexible yet standardized approach for complex and high-risk projects. EVM-X offers a future-oriented, multidimensional project control model by unifying quantitative rigor with adaptability, risk awareness, and ethical governance, enabling improved decision-making and accountability.
With the growth of e-commerce, continuous improvement projects are essential for enhancing operations. This work aims to develop a Business Intelligence (BI) dashboard to improve project management, providing greater efficiency in monitoring initiatives and visibility for stakeholders. To this end, the research methodology used was action research, which allowed for the identification of practical needs, the collection of relevant data, and the implementation of a solution directly within the organizational environment, ensuring that the tool met the specific demands of the study area. The project management BI dashboard centralized information that was previously scattered across spreadsheets, providing greater organization and standardization of project data. Furthermore, the tool improved the visualization of strategic indicators, such as project status, resolution time, and progress, allowing for real-time monitoring. Key results included improved operational efficiency and data-driven decision-making. The developed solution facilitated communication with leadership and key stakeholders through structured reports and insights, contributing to greater agility in decision-making processes.
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