## 2 Background
### Barriers to Adoption  
Five broad areas can be considered barriers to adopting digital management processes. These are technology (including interoperability), cost (training, software, and hardware), management (workflows, schedule, and safety management), personnel (training), and legal (laws, regulations, and contracts) [16]. The literature shows that among the key barriers to implementation are the challenges faced when changing workflows [17; 18]. As a result, workflows with clear indicators are lacking due to the way that data are collected on site, impacting aspects such as safety management.  
A review of the global standards showed that each of the analysed standards had disparate requirements, leading to confusion among those using them [19]. Looking further into countries that have mandated the use of specific standards, a review of the adoption of information management in five large UK government agencies showed that even though there was a mandate, there was no strategic guidance on managing the adoption process to achieve the desired results [20]. These conclusions were similar to those of other surveys conducted in the industry in the UK and abroad; there is a digital transformation occurring, and there has been an adoption of digital management processes. However, due to barriers such as contractual constraints, ambiguities in the standards, and the reluctance to adopt new technologies, further research needs to be carried out for a smoother transition into implementing digital transformation on projects. In recognition of this type of issue, maturity matrices have been developed to help organizations recognise their capabilities and take necessary steps to overcome some of the challenges faced.  
Once information technology such as BIM has been implemented on projects, there is also a lack of good-quality data being produced [21]. In a study carried out with local authorities in the UK, there were three specific day-to-day issues faced by these organisations. These were legal issues, insufficient information quality, and a lack of resources to address the first two problems while delivering a public service [22]. The general observations were that the interviewed authorities were averse to implementing information management systems as they were mis-sold to the sector, and that there was generally a lack of good-quality data (this included inaccurate data, varying units, and various naming conventions). Other studies with public clients have also showed that, despite contract clauses requiring work using digital information management, there is a lack of adequate information on quality assurance procedures [23]. In addition, there is generally a lack of resources to enable the production of information in the desired format, as there is uncertainty in the value of adopting these new processes and tools. To encourage adoption and give recommendations, organisations such as the UK Roads Liaison Group have produced codes of practice for specific types of infrastructure, as processes and information requirements vary by asset type [24; 25]. To tackle the problem of producing and receiving low-quality information, processes should be specified and monitored. Also, it is possible that, especially with repetitive tasks, human error may also be a factor in the production of low-quality information. As a result, it could potentially be beneficial to establish project-specific information requirements and potentially automate or semi-automate some of the processes.