An Intranet-based cost control system

Abudayyeh, Osama; Temel, Bayram Ali; Al‐Tabtabai, Hashem; Hurley, Brion

doi:10.1016/s0965-9978(00)00094-6

Cited by 29 publications

(13 citation statements)

References 5 publications

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“…Howes (2000) argued that variations to the original project are an important part of project management and that it is vitally important that both the time and cost implications of such changes are fully analysed and appreciated by all parties, including the client, from the very outset. Abudayyeh et al (2001) suggested the use of online computer system as a mechanism for improving the quality and timeliness of data and information for construction project control. Moselhi et al (2004) also suggest that web-based system should be used to support  Must have more than 10 years experience in the area of planning and project control/project management of construction projects.…”

Section: Recommendations For Future Improvementmentioning

confidence: 99%

Construction project control in the UK: Current practice, existing problems and recommendations for future improvement

Olawale

Sun

2015

International Journal of Project Management

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The aim of this study is to address the main deficiencies with the prevailing project cost and time control practice for construction projects in the UK. A questionnaire survey was carried out with 250 top companies to establish the current practice and identify existing problems. This was followed by in-depth interviews with 15 experienced practitioners from these companies in order to gain further insights of the identified problems, and their experience of good practice on how these problems can be tackled. On the basis of these interviews and synthesis with existing literature, a list of 65 good practice recommendations have been developed for the key project controls tasks: planning, monitoring, reporting and analysing. The Delphi method was then used, with the participation of a panel of 8 practitioner experts, to evaluate these improvement recommendations and to establish the degree of their relevance. After two rounds of the Delphi, these recommendations are put forward as "critical", "important", or "helpful" measures for improving project control practice in the UK construction industry.

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Section: Recommendations For Future Improvementmentioning

confidence: 99%

Construction project control in the UK: Current practice, existing problems and recommendations for future improvement

Olawale

Sun

2015

International Journal of Project Management

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“…Thus the practice is far from being satisfactory, as about two-thirds of construction problems are blamed on inadequate communication and exchange of information and data (Cornick, 1996). The use of ICT not only minimizes such problems but also helps improve project planning, scheduling and cost control (Abudayyeh et al, 2001;Sriprasert and Dawood 2002). This explains the growing awareness of the value of ICT to bring together the major parties in the construction process, and share project as well as industry information in a meaningful way (Mohamed & Stewart, 2003).…”

Section: The Role Of Design Professionals In the Construction Projectmentioning

confidence: 99%

The Impact of ICT on Professional Practice in the Nigerian Construction Industry

Oladapo

2006

E J Info Sys Dev Countries

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The potential of ICT for improving the quality of professional services in the construction industry is generally acknowledged. While reports abound on ICT in the construction industries of developed countries, very little exists for developing countries. The aim of this study was therefore to examine the current state of ICT in professional practice in the Nigerian construction industry in the context of a developing economy.A survey of the current state of ICT in architectural, engineering and quantity surveying practices in the Nigerian construction industry was conducted in South West Nigeria. The results indicated that while core architectural, engineering and quantity surveying functions (like drawing, engineering design and preparation of bills of quantities respectively) have been largely computerised, data and document management is still done in the traditional way in most cases. The Internet is gaining popularity with over 60% of the respondents currently connected. For now most of the professionals use the Internet mainly for e-mails and its potentials in more strategically important areas like e-business and electronic data transfer are yet to be fully exploited.The impact of ICT on professional practice has been mainly in making jobs easier for the professions, facilitating decision-making and savings in operating costs, among others. The notoriously inefficient national electric power supply system and the high cost of computer hardware and software in relation to the dwindling fortunes of the professions in Nigeria' s depressed economy are the key obstacles to increased investments in ICT. However, most of the respondents (about 80%) were optimistic about the future of ICT in the Nigerian construction industry, with plans for major new ICT investments in teleworking, videoconferencing and electronic data management (EDM). These findings, it is hoped, should guide the construction industry in Nigeria in adopting appropriate policies to internalise the globally acclaimed benefits of ICT.

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“…Indeed, the timely delivery of information plays a crucial role in achieving project objectives because it enables appropriate decision-making (Rojas, 1999;Abudayyeh, 2001). Around 50-80% of the issues affecting construction sites are attributed to missing and/or delayed information access (Howell and Ballard, 1997;Thomas et al, 1997).…”

Section: Introductionmentioning

confidence: 99%

“…Despite advancements in project management strategies and information technologies, the performance of capital projects remains a major issue. The accurate and timely control of project cost and schedule performance is of upmost importance in today's ever competitive industry landscape.Indeed, the timely delivery of information plays a crucial role in achieving project objectives because it enables appropriate decision-making (Rojas, 1999;Abudayyeh, 2001). Around 50-80% of the issues affecting construction sites are attributed to missing and/or delayed information access (Howell and Ballard, 1997;Thomas et al, 1997).…”

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confidence: 99%

Impact of Real-time Project Control on Capital Project Cost and Schedule Performance

Grau

Abbaszadegan

2015

OTMCJ

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This article assesses the combined influence of information integration and automated data analytics on project performance. To this end, retrospective data on 78 completed projects, with a total installed value of $8 billion, was collected. The level of internal and external information integration and automated analytics were used as surrogates of real-time project controls for statistical analyses purposes. Indeed, non-parametric statistical techniques were used to assess the impact of such technologies on cost and schedule performance. Overall, teams with a sophisticated degree of information integration and automated data analytics can control their projects with more reliable information and in a proactive manner so that informed decisions can be timely made on behalf of the project and the organization. DOI 10.5592/otmcj.2015 Ye et al. 2014;Grau and Back 2015). The performance of construction projects deviates all too often from baseline targets and/or plans. However, such deviations are commonly not timely ascertained by project teams, so that corrective actions are often too late or ineffective. Surprises regarding the cost and schedule outcomes at completion during advance or late construction stages are common (Back and Grau 2013). Part of this record of low performance can be attributed to the ineffective control of the project status condition. Typically, controls information on the status of a project is first reported on a monthly basis, and the control information escalates through chains of management at stakeholder organizations during consecutive reporting efforts. In this study, we have documented cases in which upper managers were making decisions on project information that was six months old. This inability to become proactive, rather than reactive, impairs the decision making process and the ability to deliver projects with the expected cost and time outcomes (Grau and Back 2015). We have found that construction experts consensually understand that an instantaneous, or at least timely, project control capability can be a significant improvement and can result in substantial benefits to project performance and project stakeholders. Thus, a potential solution, which becomes the focus of this study, is to leverage advanced information technologies to control projects in a more timely, or instantaneous, manner.In reality, though, the adoption of new technologies in the capital projects industry has been slower than in other industries, such as manufacturing. Too often the return on investment of information technologies is not evaluated due to the perceived difficulty of such evaluation effort (Johnson and Clayton, 1998). As such, the capital projects industry needs to quantify the costs, benefits, and business implications of real-time project controls with the support of information technologies. For similar reasons several other scholars have attempted to partially identify and quantify the benefits from the adoption of these technologies, and understand whether information technologies c...

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An Intranet-based cost control system

Cited by 29 publications

References 5 publications

Construction project control in the UK: Current practice, existing problems and recommendations for future improvement

Construction project control in the UK: Current practice, existing problems and recommendations for future improvement

The Impact of ICT on Professional Practice in the Nigerian Construction Industry

Impact of Real-time Project Control on Capital Project Cost and Schedule Performance

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