Construction organisations are increasingly focussing their energies, resources, and aspirations to the development of strategy. In this context, information technology (IT) is progressively being used as a core tool and enabler of the business strategy (BS), particularly in areas of strategic analysis and knowledge management. However, two major issues should be considered concerning the use of IT; the first of which relates to the technology itself - specifically how this can be used (and evaluated) to support the business; and the second issue concerns implementation - the details of which naturally embraces many aspects, including the provision of (and support for) IT training. From an IT perspective therefore, organisations should endeavour to match opportunity with corporate capability, the edict of which requires appropriately trained and skilled workforce to deliver IT capability (to match skills with demand). Training can be considered an investment, the remit of which aims to prepare organisations to adapt to the changing business environment (to meet current and future business needs). Whilst the provision of training can often lead to improved performance, organisations must however engage appropriate mechanisms to evaluate (and assess) the impact of IT training on the business performance gap. Organisations are therefore increasingly using 'process' to improve business performance, the concepts of which focus on activities (how things are done), rather than the product ('what' is produced). Many large construction organisations are now using maps and protocols to deliver business benefits. In this context, the process approach to IT (and its link with the BS) could therefore enable process users to more readily appreciate (and assess) the impact of IT training on the business performance gap. This research introduces a Generic Assessment Process Protocol model for IT training (GAPP-IT) for specific use in the construction business environment. It engages the Process Protocol (PP) methodology to identify the key sequential stages (gates) and issues required to satisfy (or close) the business performance gap.