Given the complexity of the management process and the continuous development of Information and communication technologies. This thesis presents a comprehensive framework for adopting Information and Communication Technology (ICT) remote management tools within the management processes of the Jordanian construction industry, with a specific focus on First-grade contractors. Informed by an in-depth literature analysis, the research identifies previous practices, challenges, and adoption factors to establish a theoretical framework based on the Technology Acceptance Model - Technology Organization Environment (TAM-TOE) model. The framework integrates external factors crucial for adoption, including Localization, Standardization, Compatibility, Return on Investment, Traditional Thinking Mode, National Policy Requirements, and Popularity in the industry. The theoretical framework posits relationships between research variables, suggesting that ICT remote management tools influence project success. Mediated by TAM-TOE adoption levels, four hypotheses were tested, revealing a positive impact on project success, with a minimum 29% enhancement. Out of the 140 questionnaires distributed among project managers and CEOs from First-grade contractors, 71 responses were received and thoroughly answered, achieving 51% response rate. The utilization of SPSS and AMOS facilitated the statistical analysis of these responses, providing solid insights into the correlations and mediating effects observed in the research. Challenges hindering the adoption of ICT tools in the Jordanian construction industry were identified, emphasizing awareness as the foremost challenge. Enablers derived from these challenges were integrated with TAM-TOE factors and rearranged by statistical significance. Popularity in the industry emerged as the most influential. A focus group validated the framework, categorizing elements into Environmental, User, and Technology-related factors. Organizations seeking effective adoption were advised to focus on preparing users and the environment, formulating legal systems, integrating technologies, defining policies, and increasing popularity. The finalized framework, encompassing all adoption-related aspects, offers a holistic approach. Ready for implementation, it suggests that an ICT-friendly environment, informed users and suitable technologies lead to more remarkable outcomes. It is a valuable tool for decision-makers aiming to enhance project management practices. Acknowledging time and resource constraints, this framework has yet to be tested in actual conditions. Future research may implement it in action research, assessing actual outcomes. Alternative theoretical bases, such as Organizational Change Theory, could be explored. In conclusion, this research yields a validated framework for adopting ICT remote management tools, statistically proven to enhance construction project outcomes, contributing to ongoing research shaping the future of project management. Keywords: Remote Construction Management, ICT tools, ORCM, ICPM, Project Management, Jordan.