EXECUTIVE NFORMATION ITE MANAGEMENT YSTEM FOR …

EXECUTIVE INFORMATION SITE MANAGEMENT SYSTEM FOR

MONITORING PROJECT PERFORMANCE:SYSTEM REQUIREMENT STUDY

M. Z. Abd. Majid a, W. Zakaria b, H. Lamit c, A. Keyvanfar d, A. Shafaghat e

a, d, e Construction Research Alliance, Universiti Teknologi Malaysia, Malaysia, 81310, Skudai, Johor, Malaysia.b Technology Management Centre (CTMC), Faculty of Civil Engineering,

Universiti Teknologi Malaysia, 81310, Skudai, Johor, Malaysia.c Sustainability Research Alliance, Faculty of Built environment,Universiti Teknologi Malaysia, 81310, Skudai, Johor, Malaysia.

a Corresponding author: [email protected]

© Ontario International Development Agency. ISSN 1923-6654 (print)ISSN 1923-6662 (online). Available at http://www.ssrn.com/link/OIDA-Intl-Journal-Sustainable-Dev.html

Abstract: Progress monitoring and control is one ofthe most important tasks of managing projects.Basically, construction works produce a lot ofinformation that are required by top managements totrack the work progress at site. A recent issuehighlighted by top managements is the inefficiency inobtaining information from project sites on time.Hence, the focus of this research is to establish acomputerized information system that can be utilizedby top managements in order to evaluate theconstruction progress, known as ExecutiveInformation Site Monitoring System (EISMS). Inorder to develop EISMS, a Classic Waterfall Modelhas been considered as a basis for the systemdevelopment whereby it began with identifying thesystem requirement followed by the system design(product design and detail design), coding,integration and finally the system testing andimplementation. As relevancy to research field, thispaper focuses on the development of systemrequirement. The research is presented in two studyphases. In the first phase, initially it was conducted adescriptive survey study on “important futures”,followed by a descriptive study also on managerialpriorities in Key Performance Indicators (KPI) ofEISMS. The survey results “work progress” as themost “important features” for the system.Furthermore, the survey addresses managerialpriorities on KPI to be emphasized in EISMS. As the

study shows, development of the system requiresthree primary databases which include planned workschedule, 3D-CAD drawing, and actual workcompletion at site. In second phase, it is to elaboratepropose EISMS framework model. Furthermore, itdesigned in a novel monitoring and control algorithmto track the “work progress”. Initially, it was tocompute planned and actual work progress and thusthe schedule variance at any selected specific date.Within this study, a trial based version of EISMSschedule variance analysis was implemented duringthe construction phase of one case study toinvestigate any shortcoming of a developed system incalculating schedule variance of project.

Keywords: Construction Project Management,Executive Information System, Project ProgressMonitoring, Site Progress

INTRODUCTION

ince 1990’s with introduction of the “three ringcircus” in construction industry; “complex,uncertain and quick” [22], it is widely

recognized that “construction is information intensiveindustry”. Furthermore, the presents of “rethinking inconstruction” initiatives [14] convinced constructionstakeholders to invest in Information ComputerTechnology (ICT) to manage the projects moreefficiency. Researches stated that the purpose of

S

12 Abd. Majid et al. / OIDA International Journal of Sustainable Development 03:03 (2012)

computer based information system in theconstruction industry is to integrate the collection,processing and transmission of information so thatthe engineering professionals can obtain more insightinto the operations and functions they are managing.Indeed, for effective monitoring of a project, anorganization should have a system that is able toprovide critical information whenever it is requiredand share the information from a single source withinthe organization to support its daily operations anddecision making. The ICT provides the constructionindustry a potential tool to increase the efficiency andeffectiveness of information exchanges within theorganization.

Jaafari and Manivong’s [22] review on PM systems,Korde et al. [26] review on construction performancemodels, Zhang and Yuan [46] review on ITapplication on construction management and alsoZhong et al [47] review on theories in real timeproject control. They highlighted several decades ofimproving functionality of ICT in the constructionindustry. In one aspect, the ICT application expandedthrough effective and systematic “auditinginformation flow” as a critical method to improveproject monitoring and control practices. As stated byChassiakos and Sakellaropoulos [9] theclassifications of ICT implementation in constructionleads to; “ Conceptual frameworks of web databases,Electronic Document Management (EDM) systems,Information analysis in construction, Web-basedapplications in construction management.,Application service providers (ASP), Constructioninformation standardization.”

Construction management research typically willfocus on the shortcomings of the ExecutiveManagement (EM). There are many evidences in thebody of research as highlighted by Harrison [18].Lots of information requested by the EM about itsdaily operations can influence the profit of anorganization. However, in a preliminary descriptivequantitative research [semi-structured questionnairesof 56 Class A Contractor, under the contractorservice association (PKK) Malaysian contractors] itis investigated that top management usually havingan inefficiency in gaining access to informationsystem from the site for their informationrequirements.

Various construction personnel in the field need feedbacks from the EM to support and make decisions ontheir ongoing work. The relationship can be definedas “direct line” and “communication pattern” in theconstruction industry and formal “family tree”construction management structure [17]. For the EMlevel, the frequency of information needed to supportrelevant managerial decision making is highcompared to the other organization levels. Therefore,

as an “Information System (IS) strategy”, theExecutive Information System (EIS) takes intoaccount the needs of top management executive. EISclassifies the information for the EM, and reduces themismatch of different information received;simultaneously, avoids information over loadreceiving, avoids defects of general misunderstandingof information sites and the EM. It increases the co-ordination of information and decision making needsof the EM. Hence, there is a great need for systemthat can provide information from the site to the topmanagement in a fast, reliable and effective way.Through automation, it will help the top managementto control and manage the site progress efficiently.

RESEARCH OBJECTIVE AND METHODOLOGY

This research was carried out to develop a systemcalled the Executive Information Site MonitoringSystem (EISMS). The system would be able toanalyze data obtain direct from site and provide realtime information to the top management.

Preliminary understanding of the research subjectwas obtained through intensive literature review andfollowed by discussions with expert panels of theconstruction industry. Wide ranged topics werecovered during literature review includingcommunication, control and monitoring, automationand construction organization. Topics on executiveinformation system and Earned Value Method(EVM) on monitoring performance were also givenpriority at this stage.

From the intensive literature review, discussions withexpert panels and a questionnaire survey, the systemrequirement for EISMS was established and fromthere EISMS was developed based on the ClassicWaterfall Model. Classic Waterfall Model has beenconsidered as a basis for system developmentwhereby it started by identifying the systemrequirement followed by product design, detaildesign, coding, integration and finally the systemtesting and implementation [7]. As relevancy toresearch field, this paper focuses on the developmentof system requirement. The waterfall model wasadopted because of its simplicity and straight forwardmodel which suit the EISMS. The EISMS wasdesigned to be a user-friendly stand alone softwarewhich does not required incremental development,parallel developments, program families,accommodation of evolutionary changes, formalsoftware development and verification, and stagewise validation. The EISMS has been developed toprovide schedule variance for the top management todigest quickly the situation of work progress at site.Within this study, a trial based version of EISMSschedule variance analysis was implemented duringconstruction phase of one case study to investigatingany shortcoming of developed system in calculating

Abd. Majid et al. / OIDA International Journal of Sustainable Development 03:03 (2012) 13

schedule variance of project. The prototype wastested on the construction of a 2½ storey bungalow inTaman Cemerlang Height Selangor Malaysia.

VARIOUS CONSTRUCTION MONITORING SYSTEMS

This section provides a brief overview of severalstudies reported in the literature relating toconstruction monitoring system for constructionproject. The sources outlined here provide the basisof the analysis of project monitoring and the systemrequirement study presented in the followingsections. Effective control of information flow is acritical ingredient throughout the life cycle ofconstruction projects. Lock [29] investigated that thepurpose of computer based information system forengineers is to integrate the collection, processingand transmission of information so that theengineering professionals can gain more insight intothe operations and functions they are managing. Syedand Froese [42] state that the primary function of thecomputerized information system is to improve theefficiency of the project manager in retrieving projectinformation from existing records.

Mazerolle and Alkass [31] proposed a Data BaseManagement System (DBMS) in a project controlprocess to store information on each delay when itoccurs. Hiroshi and Nobuoh [19] described a filingsystem of construction pictures and its integrationwith a database. Hamilton [16] stated that, using arelational database improves record managementprocess such as tracking the progress and location ofshop drawings, within a firm, listing present and pastprojects, maintaining correspondence, calculations,telephone records, and memoranda.MULTROL, a multimedia project control anddocumentation system, was developed by Liu et al.[28]. This system allows the storage and retrieval ofproject information in the format of text, image,video and sound. A prototype system, CADConstruction Information Management System(CADCIMS) developed by Stumpf et al. [41]. Theinterfaces had been developed among the ScheduleGenerator, the CADD system, and the database. TheVirtual Construction (VIRCON) system wasdeveloped by is composed of a core database ofbuilding components, which are in turn, integratedwith a CAD package (AutoCAD 2000), a ProjectManagement Package (MS Project), and Graphicaluser Interfaces.

Wang [44] presented an expert system ESSCAD(Expert System Integrating Construction Schedulewith CAD drawing) developed for integratingconstruction scheduling with CAD drawings. Abeidet al.[3] describe the development andimplementation of an automated real-time monitoring

system for construction project programmed in aDelphi Environment. This system links time lapsedigital movies of construction activities, critical pathmethod (CPM) and progress control techniques.

Streilein [40] formulated a DIPAD software, whichcombines digital Photogrammetric methods with thecapabilities of a CAD system. The overrulingprinciple of DIPAD is, that the human operatorassigns responsibility for the image understandingpart (high level grouping), and the computer for theactual measurement and data handling. Afterward,Abeid [3] developed the PHOTO-NET techniques, asystem that links time lapse digital movies ofconstruction activities, critical path method (CPM)and progress control techniques.

DeChant [13] mentioned that by using close-rangePhotogrammetry instead of taking traditional contactmeasurements, the photos were converted intoAutoCAD models using Photomodeler pro-versionsoftware. Pappa et al. [37] implemented thephotogrammetry techniques for Gossamer SpacecraftStructures and he described that the science ofcalculating 3D object coordinates form images is aflexible and robust approach for measuring the staticand dynamic characteristics of future ultra-lightweight inflatable space structures. He selectedClose-range Photogrammetry, a flexible and robusttechnology with a demonstrated potential formeasuring Gossamer-type structure. Greco [15]described Photogrammetry as one of techniques forobtaining reliable measurements from photographsand other type of images.

Even in the mid 1990s, the use of computer-assistedvirtual design modeling, also known as buildinginformation modeling or BIM (Kimberly & Patrick,1995) was on the rise in the construction industry.The BIM design process allows for a far moreinteractive compilation of design data from multiplesources than the common 2D design development.BIM interacted with various stages of the buildinglife cycle where it is capable of supporting andimproving the building life cycle. With BIM,architects, engineers, contractors, and owners canstreamline projects through coordinated digital designinformation and documentation; create more accuratevisualizations and simulations with regard toperformance, appearance, and cost; and deliver theirprojects faster, more economically, and with reducedenvironmental impact.

Zubair et al. [32] proposed a prototype model,namely called Digitalizing Construction Monitoring(DCM) developed by integrating AutoCAD drawingsand digital images. The user can retrieves the projectinformation in the form of images and usingphotogrammetric techniques to obtain reliablemeasurement from photographs and stimulated with


CAD drawings to develop the physical progressreport.Considering purview statements, researches oncomputerized project monitoring were focused on,integrating project management system with imageprocessing of camera photos, camera records,AutoCAD capabilities. Hence, it has not givenattention to develop monitoring tool for topmanagement. Besides, EISMS is considering neededintegration in model development, focus on the workprogress at the site and report directly to topmanagement in real time. Thus, with the developmentof EISMS, it hopes that the system can benefit topmanagement to improve decision-making process andcan provide better mechanism for project monitoring.

EXECUTIVE INFORMATION SYSTEM

One of the roles of top manager is making decisions.The decisions made by top management are thereforeimportant since they primarily affect the long termfuture of the whole organization. In order to carry outtheir jobs effectively, top management bases theirdecisions on accurate, timely and reliableinformation. Approaches to satisfy the informationneeds of top management have led to thedevelopment of a computerized system in the form ofthe Management Information System (MIS) and laterDecision Support Systems (DSS). However, despitetheir relative superiority over non-computerizedsystems, and the relative success with middlemanagement, this system failed to satisfy the need ofsenior executives. One of the main causes of thisfailure is best summarized by the term “informationoverload”. An alternative to the traditional relianceon subordinates for the supply of information was thedevelopment of information systems used directly byexecutives. The result was the emergence of theexecutive information system. Since the term wasfirst introduced in 1982, the trend of senior managershaving direct access to computers has grown. Ingeneral, executive information system are enterprise-wide decision support system (DSS) that help top-level executives analyze, compare, and highlighttrends on important variables so that they canmonitor performance and identify opportunities andproblems. Executive information system and datawarehousing technologies are converging in themarketplace. Turban and Aronson [43] described anexecutive information system as a computer-basedsystem that serves the info needs of top executive. Itprovides rapid access to timely info and direct accessto management reports. The developed EIS isconsidered user friendly with the support of usergraphics and provides reporting. In addition, it isconnected to the Internet, intranet and extranets.

Several studies conducted on executive information

system highlighted several keys issues. Kaniclidesand Kimble [25] conducted a research on “AFramework for the Development and Use ofExecutive Information Systems”. They concludedthat clear knowledge in executive information systemis essential before developing the system. Whileresearch done by Young and Watson [45] on“Determinates of executive information systemacceptance” proved that executive informationsystem is difficult to use and may fail and that ease ofuse alone does not ensure acceptance. Ong et al. [36]in their study of “Revitalizing Executive InformationSystem Design and Development” proved that EISshave uncertainty characteristics that are impracticalfor individual executives. While, Jirachief pattana[23] in “The impacts of Thai Culture on ExecutiveInformation Systems Development” found thatexecutive information system should be created onlyif the users want to be involved in its developmentprocess.

Many issues and problems highlighted by previousstudies with regard to executive information systemneed to be addressed. Hence further development ofEIS will enhance the features and reduce the problemfaced by the previous system. Within considerationof these needs the development of EISMS isdiscussed. This paper emphasizes on the systemrequirement study, from construction perspective. Itis concentrates to excavate industry needs to fulfillthrough system requirement considerations.

DESCRIPTIVE USER REQUIREMENT FOR EISMS

The Executive Information System as computerizedinformation systems is designed to be used by topmanagement without the need of intermediaries. Theaim is to provide fast and easy access to informationfrom various sources, both internal and external tothe organization.

As stated before, a descriptive user requirementsurvey was conducted within 56 Malaysianconstruction contractors. Within which the selectionof contractors was random based. The respondentsample has chosen from “certified Class A”Malaysian contractors.

For the purpose of analysis of data collected throughthe questionnaire, the Statistical Package for SocialScience (SPSS) software was selected which arefrequency analysis and average index analysis. Dataobtain through selective-based format question wereanalyzed by using frequency analysis and the resulthas been tabulated in the form of frequency numberand percentage according to total respondents. Whiledata obtain through rating-based format questionwere analyzed by using average index analysis. Theaverage index is calculated as follow [1]:


Average Index =

Where;ai = constant expressing the weight given to i,xi = variable expressing the frequency of response fori = 1,2,3,4,5 and illustrated as follows:x1= frequency of the “Strongly Disagree / Strongly Not Contributed / Not Important” and corresponding to a1 = 1,x2= frequency of the Disagree / Not Contributed / Less Important” and corresponding to a2 = 2,x3= frequency of the “Neutral / Fair / Moderate” and corresponding to a3 = 3x4= frequency of the “Agree / Contributed / Important” and corresponding to a4 = 4x5= frequency of the “Strongly Agree / Strongly Contributed / Very Important and corresponding to a5=5

In order to determine the degree of importance of the constructability principles considered in this study theclassification of the rating scales proposed by Abd. Majid and McCaffer [1] have been used. The classifications ofthe rating scales are as follows:

Strongly Disagree/ Strongly Not Contributed/Not Important/Never (1.00 ≤ Average Index < 1.50)Disagree/Not Contributed/Less Important/Less Frequent (1.50 ≤ Average Index < 2.50)Neutral/Fair/Moderate/ (2.50 ≤ Average Index < 3.50)Agree/Contributed/Important/Frequent (3.50 ≤ Average Index < 4.50)Strongly Agree/Strongly Contributed/Very Important/Very Frequent (4.50 ≤ Average Index < 5.00)

Table 1: Results of Descriptive the Survey on EISMS requirements (first part)

First Part

a) Important features for EISMS development Average Index Classificationa. Claims statusb. List of delay and completed activityc. Key performance indicatord. Executive summary reporte. Store information of work progressf. Summary of contract informationg. 3D visual of work progressh. Calendar of contract period

4.514.404.274.243.873.823.583.42

Very importantImportantImportantImportantImportantImportantImportantModerate

b) Softwares used for construction drawing Average Index Classificationa. AutoCADb. Sketchupc. IntelliCAD

4.492.24

1.85

FrequentLess frequentLess frequent

Survey was containing within two parts, first partconducted to investigate EISMS “importantfeatures”. Second part was comprised of one questionto identify the Key Performance Indicators (KPIs)priorities by top management for monitoringconstruction work completion. In first part, the“important features” of EISMS development wereinvestigated. The study concluded with eight“important features”. It is included as; reportingclaim statues, reporting list of delay and completedactivities, reporting KPI’s, reporting executivesummary reports, storing information of workprogress, providing summery of contract information,

providing 3D visional of work progress, and finallyproviding a calendar of contract period. This partcomprised of two questions; Question “a” andQuestion “b”. Question “a” asked respondents to givetheir opinion in the Likert Scale format on theimportant features for the development of EISMSwhile. The result is summarized in Table 5 indicated“important features” of EISMS development.Question “b” asks respondent to rate their opinion onsoftware that is frequently used to produceconstruction drawing. The result confirmed topropose AutoCAD based system in the EISMSdevelopment.


Table 2: Results of Descriptive the Survey on EISMS requirements (Second Part)

Secondpart

Key performance indicators Average Index Classificationa. Work progressb. Material quantityc. Number on labor on sited. Number of plants and machinese. Time variancef. Schedule varianceg. Time Performance Indexh. Non Conformance Reporti. Schedule Performance Indexj. No. of Accident

4.274.184.134.114.093.963.763.733.653.44

ImportantImportantImportantImportantImportantImportantImportantImportantImportantModerate

Second part of survey comprised of one question. Itwas to identify the Key Performance Indicators(KPIs) priorities by top management for monitoringconstruction work completion KPIs can be defined byeither the quantitative results of a constructionprocess, i.e., percent completion and resourcesmanagement or by qualitative measures such asworker behavior on the job [12].Accurate analysis ofconstruction work performance can be attained onlyafter the key performance indicators are determinedand monitored. It was investigated there are tenessential KPIs that have been highly suggested fordeveloping EISMS as the “important requirement”.The system must provide data of work progressobtain directly from site, system must providestimely delivery of summary of Material information,as well as labor and plant, showing time variance andschedule variance, showing time performance indexand Non conformance report, showing scheduleperformance index and finally number of accidents.The question asks respondent to rate (in Likert Scaleformat) their opinion on how important is the KPIsfor the top management of the organization. Withinwhich these KPIs are to monitor work completion atsite. The results shows that almost the entire listedKPIs given are important for top management of theorganization in order to monitor work completion atsite except for the indicator that was “number ofaccident” that lies on moderate category. However,“work progress” With average index 4.27 wasrecognized the most important KPI for topmanagement to monitor construction workcompletion. Within that reason, this research isfocused to develop a novel way of tracking “workprogress” to be implemented in EISMS.

FRAMEWORK MODEL FOR EISMS

Several researchers have addressed different aspects

of the development methodologies for a monitoringsystem [2], [28]. EISMS is designed for two distinctExecutive management levels, one for “head office”and the other is for “site office” environment.Although, the aim of this paper is to high light therequirement study of developed EISMS, this sectionis briefing the of architectural system design ofEISMS. (Figure1-a) It is design as the head office isconnected to the site office via Internet while headoffice staffs are connected to each other by local areanetworks (LAN) and is based on client serverarchitectural. In term of Web-enabled system designfor project management tools, the “Technology,Process, People and Knowledge Management” areconsidered in EISMS simultaneously as expressed byAlshawi and Ingirige [4]. While in web-enabledEISMS the start date and finish date of each elementof construction works is keyed in the system from thesite office and stored in the head office environment.Thus, 3D-CAD for finished element and its scheduleare keyed in at the head office. Hence, the results canbe viewed by the top management at the head office.As the flow chart of the EISMS framework model isas shown in Figure 1-b.

In this regard, EISMS framework is designed inbased on four phases which comprise of; data inputfor phase I, data process for phase II, output result forphase III and action for phase IV. The phases of theEISMS’s framework model are described as below:(a) Phase I (Input the data): In the phase I, user willhave to input three primary data which are theEISMS’s master schedule, 3D-CAD, and completionwork for each activity at selected period intervalsduring the construction stage. The uploadedinformation shall (reword) be processed in the phaseII.


Fig. 1-a: EISMS system architecture

(b) Phase II (Process the uploaded Data): In the phaseII, data acquired in phase I will be stored in thedatabase at the head office environment. By usingvarious computations, the data will produce variousoutputs. (c) Phase III (Output Result): During thephase III, the output produced can be displayed andviewed. The outputs are 3D schematic

visuals of work progress, planned work progress,actual work progress, list of delayed activities,executive summary report, Gantt chart and S-curve.(d) Phase IV (Action): Referring to the informationgathered during previous phase, phase IV suggeststhe action that should be taken by top management tosolve the current problems (decision making andproblem correction) for purpose of controlling.

As shown in Fig.1, EISMS requires three primarydata which are the master schedule as Data 1,AutoCAD drawing as Data 2 and completion date foreach component of construction works at site as Data3. According to architectural design of EISMS, Data1 is prepared by the project engineer from the headoffice and Data 2 is prepared by AutoCAD operator.Data 3 is input into the system from the site office.The first two data (Data 1 & Data 2) will be preparedbefore the commencement of the construction whileData 3 is acquired during the construction stage.

Master schedule is based on items system of bill ofquantities which its sequence of tasks follow‘Malaysian Standard Method of Measurement’(SMM2). The information from the constructionmaster schedule together with the summary ofcontract price is used by project engineer to produceEISMS’s master schedule. The conventional contractarrangement would require the contractors to tender

their price during procurement stage. The breakdownof the tendered price of the contractor shall besummarized in the summary of contract price table.Before actual physical construction commence, thecontractor has to prepare construction masterschedule. Thus, In the EISMS’s master schedule,schedule weightage for each element, start date,finish date and duration are be given for everyconstruction tasks. For a double story buildingproject, construction items normally comprised ofpreliminaries, work below lowest floor finish, frame,upper floor, roof and rainwater goods, staircase,external wall, external door and window, internalwall and partition, internal door and ironmongery,internal floor finishes, internal wall finishes, internalceiling finishes, external finishes, sanitary fittings,builders work in connection, mechanical andelectrical, external works, testing and commissioningand lastly handing over. Sample of EISMS’s masterschedule from the research case study is shown inTable 3 within which it covers “preliminaries” and“work below lowest floor finish”. The 3D-CAD(Data 2) drawing will be prepared by contractorAutoCAD operator before constructioncommencement. The AutoCAD operator uses the 2Dformat drawing to upgrade to 3D format drawing.Each element of activities will be uniquely named byverifying the layer name to it.Based on Data 1 and Data 2, the system will producea digital form to be filled by site personnel as Data 3.The digital form contains list of component ofconstruction tasks element. Site personnel input, thedate of completed works of construction taskscomponent in the digital form and the system storesthe information in a database at head office.

18 Majid et al. / OIDA International Journal of Sustainable Development 03:03 (2012)

Fig. 1-b: Framework Model of EISMS

To feed the EISMS with the Data 3, it can be typed orkeyed in weekly or any other selected period intervaldepending on how frequent the reports need to beupdated for top management.Furthermore, paper is going to enhance issue ofmonitoring and control of “work progress” as themost “important” KPI of EISMS. It designed to

propose a novel monitoring and control algorithm totrack the “work progress”. It was to compute plannedand actual work progress and thus schedule varianceat any selected specific date. Two computationmodels namely computation of planned workprogress and actual work progress have beenintroduced in EISMS.


EISMS MONITORING AND CONTROL MODEL OF

WORK PROGRESS

The EISMS computation models developed are basedon combining Earned Value Method (EVM) with thefocus on the schedule control. Schedule variance willindicate activity at site are ahead or delay. EVM willindicate monetary value of work performed. InsteadEISMS measures the “schedule-value variance”between the planned and actual work progress ismeasured. Besides, as one of the main principles ofexecutive information system in construction is toproduce transferable report for future project [17].The EISMS reflects more consideration of schedule-

value variance in the ratio scale. It is reporting inpercentage rather than in monetary term.In contrast, there are other models emphasized onratio kind of reports; Cost Performance Index (CPI),Schedule Performance Index (SPI) and combinedCost- Schedule Index (CPI SPI). In comparison,EISMS is a method of reporting SchedulePerformance Index (SPI EVI) multiplied byEarned Value Index (SPI EVI). In this regard, toeliminate introducing of complicated approach, thestudy directly implements its own calculationalgorithm to show analysis (SPI EVI).

CALCULATION ALGORITHM OF PLANNED WORK OF EISMS

Planned work progress can be defined as a cumulative percentage of planned completion activities. EISMScomputes the planned work progress in percentage , at evaluation date based on the formula given below;

Where; i = index for the construction task, i = 1, 2, 3……………….…, Ij = index for the element of construction task i, j = 1, 2.….., J(i)n = index number of evaluation date

is planned weightage in term of percentage of elements j of construction task i at selected period t which can

be computed from multiplying duration ratio Rn(i, j) to planned weightage of its construction element E(i,j).= Rn(i,j) x E(i,j)

E(i,j) value can be obtained from the master schedule (Data 1), while Rn(i,j) can be obtained by dividing theduration ofcompleted element j of construction task i against its total duration as shown below;

Where;D0

(i,j) = Df(i,j) if > Df

(i,j), task completed orD0

(i,j) = De if Ds(i,j) < < Df

(i,j) , task on progress orD0

(i,j) = Ds(i,j) if < Ds

(i,j), task not start yet= evaluation date of number n

Ds(i,j) = date of element j of construction task i

Df(i,j) = finish date of element j of construction task i

d(i,j) = total duration of element j of construction task ii = index for the construction task, i = 1, 2, 3……………….…, Ij = index for the element of construction task i, j = 1, 2.….., J(i)n = index number of evaluation date

Fig. 2: Ds(i,j), , Df

(i,j) and d(i,j)

Total duration and the weightage of the element of construction task can be obtained from EISMS’s masterschedule. Summary of Information Flow for Calculation algorithm of monitoring Planned Work Progress in EISMSis shown Figure 3.

(1)

d (i,j)

De

Activity of element j ofconstruction task i

20 Majid et al. / OIDA International Journal of Sustainable Development 03:03 (2012)

Fig. 3: Information Flow of Calculation algorithm of Planned Work Progress monitoring in EISMS

Calculation algorithm of Actual Work Progress of EISMS

The actual work progress can be defined as the cumulative percentage of actual work performed at site. EISMScomputes the actual work progress in percentage, , at evaluation date based on the formula given below;

Where;i = index for the construction task, i = 1, 2, 3………..…, Ij = index for the element of construction task i, j = 1, 2….., J (i)n = evaluation date number n

is actual weightage of elements j of construction task i in percentage at evaluation date, which can be

computed from the formula as given below.

Where;= number of completed work of component element j of construction task i

= total number of component for element j of construction task

is site input obtained from site office environment while is produced by the schedule matching

database. The database is produced by matching element of construction task listed in the master schedule to 3DAutoCAD layers. For E(i,j) value, it can be obtained from the master schedule, D1. Summary of information Flowfor Calculation algorithm of Actual Work Progress control in EISMS is shown in Figure 4.

(2)

Master Schedule

Weightage in percentage of elementj of construction task i, E(i, j)

Total duration in days for eachelement j of construction task i, d(i,

j)

Duration ratio of expected completed elementj of construction task i at evaluation no. n,

Planned work progress for element j ofconstruction task i at evaluation no. n,

Planned work progress at evaluation no. n,

Head Office


Fig.4: Information Flow of Calculation algorithm of Actual Work Progress control in EISMS

Table 3: Example of Master Schedule (case study)

To show an example of the calculation algorithm ofmonitoring work progress in EISMS, it has beentested in a case study. It was the construction of 2½storey bungalows in Taman Cemerlang Height,Selangor, Malaysia. It was to calculate variance inthe end of October 2009. The master schedulepresented in Figure 4. It addresses work breakdownstructure elements of each item. Indeed, it indicatedalso schedule weightage for each element, expectedstart & finishes date, and expected duration ofelements. In table 4 calculation of schedule-value

variance was figured out. The actual work progresswas 14.87% and the planned works progress is17.11%. Hence the schedule variance was -2.34 %which indicate the work progress at site was delayedby 2.34%. The delay is thanks to progress of “GroundFloor Column” and “Suspended Floor Beam”. Thefigures of actual and planned work progress givenabove were evaluated using the formulae 1 and 2,which are presented in a calculation matrix in Table 3and Table 4.

i(item)

DESCRIPTION SCHEDULEWEIGHTAGE FOR

EACH ELEMENT (%)

STARTDATE

FINISHDATE

DURATION(DAYS)

1

2

3

PRELIMINARIES

WORK BELOW LOWEST FLOORFINISH

Pad footingStumpGround BeamFloor Slab

FRAMEGround Floor ColumnSuspended Floor BeamFirst Floor ColumnRoof Beam

5.00

3.211.281.936.42

1.562.341.562.34

07/09/09

07/09/0925/09/0905/10/0914/10/09

07/10/0922/10/0905/11/0920/11/09

26/05/10

24/09/0902/10/0913/10/0922/10/09

21/10/0904/11/0919/11/0904/12/09

262

18899

15141515

Site Office

Completion date of componentk

of element j of constructiontask, i, Df, (D3)

Number of completed work forcomponent of element j of

construction task i, at evaluation no.n,

EISMS’s Master Schedule (D1)

Weightage in percentage ofcomponent, for element j of

construction task i,

Head Office

3D AutoCAD Drawing (D2)

Actual work progress in percentage of element j ofconstruction task i,

Total number of componentfor element j of construction

task i,Kf

(i, j)

Actual work progress in percentage for elementj of construction task i at evaluation no. n,

Schedule Matching Database


Table 4: Example of EISMS calculation of Actual Work Progress (case study)

CONCLUSION

EISMS is an executive information system able toprovide managerial information for the ExecutiveManagement (EM) to digest quickly the situation ofwork progress at site. It is to improved the efficiencyof on time monitoring and control of constructionwork progress at site and to enhance the. This paperpresented EISMS requirement study process. InEISMS framework design details the KPI andimportant future in perspective of executivemanagers is implemented.

ACKNOWLEDGEMENT

The authors would like to acknowledge WCEConsulting Engineers Sdn Bhd, Addenni Sdn Bhdand Enrich Consultative Management Sdn Bhd of

Malaysia for their contribution and support on thisresearch project. Also the authors would like toacknowledge contribution of Ministry Of HigherEducation (MOHE) under Vote number 78559.

REFERENCES

[1] Abd. Majid, MZ and McCaffer, R. “Assessmentof Work Performance of MaintenanceContractors in Saudi Arbia” Journal ofManagement in Engineering, ASCE, Vol. 17(1997), No. 1:19

[2] Abd. Majid, MZ, Memon, Z.A and Mustaffar,M. Digitalizing Construction Monitoring System(DCM): An Overview of Malaysia ConstructionIndustry and Proposing Prototype Software.Proceedings of the 6th Asia-Pacific StructuralEngineering and Construction Conference

Report of Planed Work Progress, for Date, De = 31/10/09

i ConstructionTask, i

Element ofConstruction Task, j

Evaluation Date,

De

(date)

StartDate,

Ds

(date)

Finishdate,

Df

(date)

Conditionof D0

Statusof TaskWork

Progress

D0

(Date)

TotalDuratio

n,d(i,j)

(day)

D0 - Ds

(day)Rn

(ratio)

E(%) (%)

Frommaster

schedule

Frommaster

schedule

Frommaster

schedule

D0 -Ds

d(i,j)

Frommasterschedu

le

= Rn x E

1 PRELIMINARIES Preliminaries 31/10/09 07/09/10 26/05/10 D0= De ifDs < De < Df

inprogress

31/10/09

262 55 0.21 5.00 1.05

2 WORK BELOWLOWEST FLOORFINISH

Pad footing 31/10/09 07/09/09 24/09/09 D0 = Df

if De > Dfcompleted 24/0

9/0918 18 1.00 3.21 3.21

Stump 31/10/09 25/09/09 02/10/09 D0 = Df


0/098 8 1.00 1.28 1.28

Ground Beam 31/10/09 05/10/09 13/10/09 D0 = Df


0/099 9 1.00 1.93 1.93

Floor Slab 31/10/09 14/10/09 22/10/09 D0 = Df


0/099 9 1.00 6.42 6.42

3 FRAME Ground FloorColumn

31/10/09 07/10/09 21/10/09 D0 = Df


0/0915 15 1.00 1.56 1.56

SuspendedFloor Beam

31/10/09 22/10/09 04/11/09 D0= De IfDs < De < Df

inprogress

31/10/09

14 10 0.71 2.34 1.66

planed work progress in Cost- schedule percentage 17.11

Variance report of Actual Work Progress, Date, De = 31/10/09 List of delay

iConstruction

Task, iElement

OfConstruction Task, j

(number) (number)Ratio of Actual

Completion(ratio)

E(%) (%)

- Ground Floor Column- Suspended Floor Beam

From ScheduleMatching Database

From siteinput

= From masterschedule

= x E

1 PRELIMINARIES

Preliminaries 8 2 0.25 5.00 1.25

2 WORK BELOWLOWESTFLOOR FINISH

Pad footing 6 6 1 3.21 3.21Stump 6 6 1 1.28 1.28GroundBeam

7 7 1 1.93 1.93

Floor Slab 2 2 1 6.42 6.423 FRAME Ground Floor

Column6 3 0.5 1.56 0.78

SuspendedFloor Beam

7 0 0.00 2.34 0.00

actual work progress in 14.87

Variance of Cost- schedule percentage (%) -2.24


(ASPEC 2006), 5-6 September 2006, KualaLumpur, Malaysia. D-15

[3] Abeid, J. N., Allouche, E., Arditi, D. & Hayman,M. PHOTO-NET-II: A Computer-basedMonitoring System Applied to a ProjectManagement. Journal of Automation inConstruction. 2003;12(5):603-616

[4] Alshawi M., Ingirige B. Review Web-enabledproject management: an emerging paradigm inconstruction. Journal of Automation inConstruction. 12 (2003):349-364

[5] Arham A., Abd Kadir and Mohd Zamri Ramli .Construction Management Information System.2nd ed., Information Technology Unit of CivilEngineering (ITUCE): Universiti TeknologiMalaysia 2005.

[6] Barraza G.A., Back W. E. and Mata F.Probabilistic Monitoring of Project PerformanceUsing SS-Curves, Journal of ConstructionEngineering and Management, March/April 2000

[7] Barry W. Boehm, A Spiral Model of SoftwareDevelopment and Enhancement. IEEE, May1988

[8] Bassioni H.A., Price A.D.F and Hassan T.M.Performance Measurement in Construction,Journal of Management in Engineering, April2004

[9] Chassiakos, Sakellaropoulos, A web-basedsystem for managing construction information,Advances in Engineering Software 39 (2008)865–876

[10] Chau K. W., Anson M., Zhang J.P,Implementation of Visualization As Planningand Scheduling Tool in Construction, Buildingand environment, May 2003, v. 38, no. 5, p. 713-719.

[11] Cheung S.O., Sue, HCH. And Cheung, K.K.WPPMS: a web based construction ProjectPerformance Monitoring System, Automation incontruction 13 (2004):361-376

[12] Cox R. F., Issa R.R.A. and Ahrens d.Management’s perception of key performanceIndicator of Construction, Journal ofConstruction Engineering and Management,March/April 2003

[13] DeChant, L. CAD models made form photosreduced furnace down-time. Industrial Heating,June 2000, 67, 6: ABI/Inform Trade and IndustryPage. 59.

[14] Egan J., Rethinking construction: report of theconstruction task force on the scope forimproving the quality and efficiency of UKconstruction, Department of the Environment,Trade and Regions, London, 1998.

[15] Greco, J. 3D Input with Photomodeler from EosSystems, 16, 10 Pro-Quest Computing Oct. 2001Page.51.

[16] Hamilton, D.O. Records Management inEngineering Firms. Journal of Management inEngineering, (1993), 7(4): pp 346-356.

[17] Harris F. III, McCaffer R., Edum-Fotwe F.Modern Construction Management, 6th Edition,September 2006, Wiley-Blackwell

[18] Harrison F. L., Advanced Project Management.Gower Publishing, UK, 1981, Chap. 8, p. 223.

[19] Hiroshi, N., and Nobuoh, H. . Filing ofconstruction photos linked with database.Computing in Civil and BuildingEngineering, Proceeding of the FifthinternationalConference, Anaheim, Calif., June 7-9,American Society of Civil Engineers, Vol. 1.(1993) pp.718-721.

[20] Huang T., Kong C.W., Guo H.L., Baldwin A.and Li H. A Virtual Prototyping System forSimulating Construction Processes, Journal ofAutomation in Construction, Volume 16, Issue5, August 2007, Pages 576-585

[21] Hurtado K. A. & Connor P. J O. Contract issuesin The Use of Construction Building InformationModeling, 860830435039

[22] Jaafari T. and Manivong K., Towards a smartproject management information system,International Journal of Project Management.1998, Vol. 16, No. 4, pp. 249-265

[23] Jirchiefpattana W. The Impacts of Thai Cultureon Executive Information Systems Development,International Journal Of Computer andEngineering Management, accessible by12/12/2010athttp://www.journal.au.edu/ijcem/may97/article4.html

[24] Jones G. R. and George J. M. ContemporaryManagement . 3rd ed. New York: McGraw .Hill, 2003

[25] Kaniclides A. & Kimble. C. A DevelopmentFramework for Executive Information Systems.Proceedings of GRONICS '95, Groningen, TheNetherlands, Ed T LOURENS, February 1995,pp 47 - 52. ISBN 90 367 0484 7

[26] Korde, T., Li, M. and Russell, A. State-of-the-Art Review of Construction Performance Modelsand Factors, ASCE Construction ResearchCongress, 05 – 07 April 2005, San Diego,California, pgs 156 - 162 (14 pages –2pgs/proceedings pg)

[27] Laufer A., Denker G. R. and Shenhar A. J.Simultaneous management: the key to excellencein capital projects. International Journal ofProject Management, 1996, 14(4), 189-199


[28] Liu, L.Y., Stumpf, A.L., and Kim, S.S. ApplyingMultimedia Technology to Project Control.Proceeding of the First Congress on Computingin Civil Engineering June 20-22, 1994, inWashington, D.C. pp. 608-613

[29] Lock D. Handbook of Engineering Management,Butterworth-Heinemann, Oxford, UnitedKingdom, (1993), Chapter 20 and 27

[30] Malaysia Standard Method of Measurement ofBuilding Works Second Edition (SMM2), TheInstitution of Surveyors Malaysia, 2000

[31] Marosszeky M. and Karim K., Benchmarking-ATool for Lean Construction, IGLC-5 Proceedings

[32] Memon. Z. A., Abd Majid M. Z. and MustaffarM. Digitalizing Construction Monitoring(DCM): An Overview of MalaysianConstruction Industry and Proposing PrototypeSoftware .Proceedings of the 6th Asia PacificStructural Engineering and ConstructionConference (ASPEC), 5-6 September 2006,Kuala Lumpur

[33] Menches C. L. and Hanna A. S. QuantitativeMeasurement of Successful Performance fromthe Project Manager’s Perspective, Journal ofConstruction Engineering and Management,December 2006

[34] Mui. L.Y., Abdul Aziz A.R., Ni A.C., Yee W.C.,and Lay W.S. A Survey Of Internet usage in theMalaysian Construction Industry, InformationTechnology in Construction (ITcon) 2002.7,259-269

[35] Nickerson R.C. and Muthaiyah S. (2004).Information Systems. Pearson Prentice Hall.,Computer Integrated Construction, CIB W78Workshop, Finland: August 22-24, 1994

[36] Ong V., Duan Y., Xu M. and Mathews B.Revitalizing Executive Information SystemsDesign and Development, EMCIS 2005

[37] Pappa, R.S. and Jones, T.W., Black, J.T.,Walford, A., Robson, S. and Shortis, M.R., .Photogrammetry Methodology Development forGoassamer Spacecraft Structures: NationalAeronautics and Space AdministrationNASA/TM-2002-211739, June 2002

[38] Schleifer T. C. Construction Contractor’sSurvival Guide, John Wiley & Sons

[39] Shing-tao Chang A. and Tsai Y. EngineeringClassification System, Journal of ConstructionEngineering and Management, August 2003

[40] Streilein, A., Utilization of CAD Models for theobject oriented Measurement of Industrial andArchitectural Objects. International Archives ofPhotogrammetry and Remote Sensing, Vol. XXI,Part B5, Vienna 1996. pp.548-553

[41] Stumpf, A. L., Chin, S., Liu, L.Y. and Ganeshan,R. Use of a Relational Data-base System toIntegrate Product and Process Informationduring Construction: Construction Information

Digital Library http://itc.scix.net/ paperW78-1995, 316-326

[42] Syed, S., Froese, T. Project ManagementInformation Control Systems. Canadian Journalof Civil Engineering; Aug 1998; 25, 4

[43] Turban, E. and Aronson, J.E. Decision SupportSystems and Intelligent Systems, 6th Ed. NewJersey: Prentice Hall 2001

[44] Wang, S.Q., ESSCAD: Expert SystemIntegrating Construction Scheduling with CADDrawing. Construction Information Digitallibrary http://itc.scix.net/ paper w78-2001-46.Content.

[45] Young D. and Watson H. J., Determinates of EISAcceptance, Journal of InformationManagement, Volume 29, Issue 3, September1995, Pages 153-164

[46] Zhang Ming-yuan, Information TechnologyApplication to Construction ManagementModernization, proceeding of InternationalConference on Service System and ServiceManagement (ICSSSM) 2007, page 1-5

[47] D.H., Ren, B.Yu, Li, M.Chao, Wu, BinPingand Li., M. Chuan. Theory on Real-TimeControl of Construction Quality and Progressand its Application to High arc Dam, ScienceChina Technology Science, 2010, Volume 53,Number 10, 2611-2618.

ABOUT THE AUTHORS

Name: Author 1, M. Z. Abd. MajidMailing address: Construction Research Alliance,Faculty of Civil Engineering, Universiti TeknologiMalaysia, Skudai, Johor, 81310, MalaysiaTel: +60-75503466Fax: +60-75503466e-mail : [email protected]

Name: Author 2, W. Z. ZakariaMailing address: Construction TechnologyManagement Centre (CTMC), Faculty of CivilEngineering, Universiti Teknologi Malaysia, Skudai,Johor, 81310, MalaysiaTel: +60-75503466Fax: +60-75503466e-mail : [email protected]

Name: Author 3, H. LamitMailing address: Sustainability Research Alliance,Faculty of Built environment, Universiti TeknologiMalaysia, Skudai, Johor, 81310, MalaysiaTel: +60-15-6912818Fax: +60-75503466e-mail : [email protected]


Name: Author 4, A. KeyvanfarMailing address: Construction Research Alliance,Faculty of Civil Engineering, Universiti TeknologiMalaysia, Skudai, Johor, 81310, MalaysiaTel: +60-17-7033482Fax: +60-75503466e-mail : [email protected]

Name: Author 5, A. ShafaghatMailing address: Construction Research Alliance,Faculty of Civil Engineering, Universiti TeknologiMalaysia, Skudai, Johor, 81310, MalaysiaTel: +60-17-7033482Fax: +60-75503466e-mail : [email protected]

EXECUTIVE NFORMATION ITE MANAGEMENT YSTEM FOR …

Documents

Transcript of EXECUTIVE NFORMATION ITE MANAGEMENT YSTEM FOR …