EFECTIVENESS OF SOFTWARE APPLICATIONS

IN CONSTRUCTION PROJECT MANAGEMENT

Gayan Lasika Manorathna

(09/8870)

Degree of Master of Science in Construction Project Management

Department of Civil Engineering

University of Moratuwa

April 2013
EFECTIVENESS OF SOFTWARE APPLICATIONS
IN CONSTRUCTION PROJECT MANAGEMENT

BY

Gayan Lasika Manorathna

(09/8870)

Supervised by
Dr.Rangika Halwathura

The Dissertation was submitted to the Department of Civil Engineering of the

University of Moratuwa in partial fulfilment of the requirement for the Degree
of Master of Science in Construction Project Management

Department of Civil Engineering

University of Moratuwa
April 2013

i
 DECLARATION

I hereby certify that this dissertation does not incorporate any material without
acknowledgement and material previously submitted for a degree or diploma in any
university to the best of my knowledge and I believe it does not contain any material
previously published, written or orally communicated by another person except where
due reference is made in the text.

……………………………………

Gayan Lasika Manorathna

Date: 30th April 2013

(09/8870)

This is to certify that this thesis submitted by G.L.Manorathna is a record of the

candidate’s own work carried out by him/her under my supervision. The matter
embodied in this thesis original and has not been submitted for the award of any other
degree.

…………………………………..

Research Supervisor

Dr.Rangika Halwatura

Senior Lecturer (UOM)

Date : …………………………..

ii
 ABSTRACT

Today, construction industry is becoming complex due to rapid improvement in

design and technology. Completing construction project without time and cost
overrun is a great challenge. In Sri Lankan condition, the need for efficient
management is more urgent than ever before. In fact, inefficient construction
management has contributed to long drawn-out projects in the past with inflated costs
and delayed utilization. Professional construction project management input is a
mandatory requirement for successful project completion and one tool the project
manager can effectively used to manage the project is dedicated project management
software.

This study report, research in to the application of dedicated project management

software in construction management by building contractors in Sri Lanka. The focus
of this research was to gather industry experience in the use and application of
construction management software and to assess the difficulties face & benefits
realised by the industry. It was based on a survey of local C1, C2, C3 & C4 grade
contractors, engaged specially in building construction, registered at ICTAD. The
industry experiences in usage of dedicated project management software were studied
under three main areas of project management, planning, scheduling and controlling.
This was done through a questionnaire based interview.

Over 80% of firms are using MS Project as project management software & usage
was limited only for initial basic facilities provided by software and very less usage in
cost & resource related activities. Providing easy administration of works, integration
& approach to repetitive tasks, Force due to competitors & consultants are most
important factors highlighted as reasons for usage. Non availability of trained staff &
lack of interest among top management are significant difficulties faced. Only 35% of
firms have a plan to develop their software systems.

Key words: Effectiveness, Software Application, Construction, Project Management

iii
 ACKNOWLEDGEMENT

I wish to express my gratitude to my supervisor, Dr.Rangika Halwatura, for his

valuable guidance & support given in this research. I also wish to thank him sincerely
for making available some research reports, articles, publications, software manuals
etc for my use during the research, which has greatly enhanced the study areas & to
reach the expected outcomes.

It is my responsibility to remember with gratitude the course coordinator, Prof. Asoka

Perera & his academic staff for their valuable contributions given to complete the Msc
program successfully. I should also thank to Gihani Goonesekera (Course
Administrator), Kanthi Menike (Technical Officer) who gave me a great support,
continuously till end of program.

My sincere appreciation is greatly extended to many members of construction

industry and profession who have shared with me their views, experience on
computer application in construction project management.

Finally, I wish to express my gratitude to my wife & son, for their support, dedication
to allow me to complete this research successfully & also my parents, for their
encouragement and inspiration given me to pursue my higher studies.

iv
 CONTENTS

Content Page no

1. Chapter 01- Introduction

1.1 Introduction 01
1.2 Background 03
1.3 Problem Definition 05
1.4 Objectives 06
1.5 Methodology 07
1.6 Main Findings 08
1.7 Guides to Report 09

2. Chapter 2 – Literature Review

2.1 General 11
2.2 Project Management Software 11
2.3 Separating Planning & Scheduling 13
2.4 Critical Path 14
2.5 Why Critical Path Method is so important 16
2.6 Resource Histograms for resource planning 18
2.7 Non Uniform resource requirement 18
2.8 Leveling of Resources 18
2.9 Calendars 19
2.10 Scheduling 20
2.11 Progress Monitoring & Control 22
2.12 Cost Control 23
2.13 Enterprise project management 26
2.14 Web-based Project Management System 27
2.15 Project Management System-ASP 28
2.16 Summary 33

3. Chapter 3 - Methodology

3.1 General 34

3.2 Methodology of study 34

3.3 Limitations of Study 35

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 3.4 Formulation of Interview Questionnaire 36
3.5 Pilot Study 38
3.6 Identification of Target Group 39
3.7 Data Collection 40
3.8 Summary 40

4. Chapter 4 - Analysis and Discussion

4.1 General 41
4.2 Analysis and Discussion of Results 41
4.3 Planning 45
4.4 Scale used for analysis 50
4.5 Scheduling 57
4.6 Monitoring & Controlling 62
4.7 User Satisfaction of PM Software Features 67
4.8 Difficulties faced by companies 69
4.9 Benefits gained using project management software 70
4.10 Future Development 71
4.11 Summary 73

5. Chapter 5 – Conclusions & Recommendations

5.1 Conclusions 75
5.2 Recommendations 77
5.3 Recommendations for Future Research 78

6. References 79
7. Appendixes 80

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 LIST OF FIGURES

Chapter 02
1. Figure 2.1: Microsoft Project-sample Gantt chart 12
2. Figure 2.2: Project Management Process 15
3. Figure 2.3: Gantt Chart 22
4. Figure 2.4: Functional Scheme of WPMS 28
Chapter 03
5. Figure 3.1- Target Group of the Study 39
6. Figure 3.2- Selected Sample for the Study 39

Chapter 04

8. Figure 4.1: Extent of Software usage of C1

companies in Planning Activities 45

9. Figure 4.2: Extent of Software usage of C1 & C2

companies in Planning Activities 46
10. Figure 4.3: Extent of Software usage of C1, C2 & C3
companies in Planning Activities 47
11. Figure 4.4: Extent of Software usage of C1 & C4
companies in Planning Activities: comparison 48
12. Figure 4.5: Extent of Software usage Vs level of
satisfaction of particular activities (C1) 49
13. Figure 4.6: Extent of Software usage Vs level of
satisfaction in particular activities (C2) 52
14. Figure 4.7: Extent of Software usage Vs level of
satisfaction in particular activities (C3) 53
15. Figure 4.8: Software usage Vs level of
satisfaction in particular activities (C4) 55
16. Figure 4.9: Software usage for scheduling
(C1, C2, C3 & C4) 57
17. Figure 4.10: Software usage for Scheduling
Vs satisfaction in particular activities (C1) 58

vii
 LIST OF FIGURES

18. Figure 4.11: Software usage for Scheduling Vs

satisfaction in particular activities (C2) 59
19. Figure 4.12: Software usage for Scheduling Vs
satisfaction in particular activities (C3) 60
20. Figure 4.13: Extent of Software usage for Scheduling
Vs level of satisfaction in particular activities (C4) 61

21. Figure 4.14: Extent of Software usage for Monitoring

& Controlling (C1 & C2) 62
22. Figure 4.15: Extent of Software usage for Monitoring
& Controlling (C3 & C4) 63
23. Figure 4.16: Extent of Software usage for Monitoring
& controlling Vs level of satisfaction (C1) 65
24. Figure 4.17: Extent of Software usage for Monitoring
& controlling Vs level of satisfaction (C2) 65
25. Figure 4.18: Extent of Software usage for Monitoring
& controlling Vs level of satisfaction (C3) 66
26. Figure 4.19: Extent of Software usage for Monitoring
& controlling Vs level of satisfaction (C4) 66
27. Figure 4.20: Responses for satisfaction of time
management facilities 68
28. Figure 4.21: Responses for difficulties faced by
contractor firms: 70
29. Figure 4.22: Responses for benefits gained by
contractor firms: 71
30. Figure 4.23: Future development actions by each
category of contractor firms 73

viii
 LIST OF TABLES

1. Table 4.1: Sample details of the study 42

2. Table 4.2: Reasons for using software for project
management 42
3. Table 4.3: Usage of dedicated PM software 44
4. Table 4.4: Scale used for analysis 50
5. Table 4.5: % usage of software features Vs satisfaction (C1) 51
6. Table 4.6: % usage of software features Vs satisfaction (C3) 54
7. Table 4.7: Summary of % usage of PM software &
Satisfaction (Planning) 56
8. Table 4.8: Summary of % usage of PM software &
Satisfaction (Monitoring & Controlling) 64
9. Table 4.9: Satisfaction with time management facilities 67
10. Table 4.10: Satisfaction indicators for time management
facilities 67
11. Table 4.11: Responses for difficulties faced by
contractor firms 70
12. Table 4.12: Responses for benefits gained by contractor
firms 71
13. Table 4.13: Availability of future development plan 72
14. Table 4.14: Future development in software usage
for project management: methods 72

ix
 ABBREVIATIONS AND ACRONYMS

PM - Project Management

ICTAD - Institute for Construction, Training and Development

GDP - Gross Domestic Product

IT - Information Technology

PC - Personal Computer

DOS - Disk Operating System

CPM - Critical Path Method

PERT - Program Evaluation & Review Technique

LSM - Linear Scheduling Method

LOB - Line of Balance

WBS -Work Breakdown Structure

BCWS - Budgeted Cost for Work Scheduled

BCWP - Budgeted Cost for Work Performed

ACWP - Actual Cost for Work Performed

EPM - Enterprise Project Management

EPMO - Enterprise Project Management Office

Prince 2 - Project in Control Environment methodology

PMBOK - Project Management Body of Knowledge

WPMS - Web based Project Management System

PM-ASP - Project Management-Application Service Provider

PDA - Personal Digital Assistance

ISP - Internet Service Provider

OBS - Object Breakdown Structure

RFQ - Request For Quotation

PMO - Project Management Office

x
 CHAPTER 1

1. INTRODUCTION

1.1 Introduction

The Management of construction projects to be a challenging occupation as the

environment in which projects are constructed increases in complexity. Such
complexity arises from the increasing technological, social and economic forces that
impact on the process of constructing the world’s building and infrastructure.
(Walker, 2007)
All over the world construction activity is becoming increasingly complex, day by
day rapid improvement in design and technology have added new dimension to the
industry. Skilled and economic used of material has become essential because of
unexpected high escalation in prices and scarcity of some of the essential material of
construction. Scarcity of right type of workers and rapid increase in the cost of labor
wages and also location, nature, and magnitude of work have led to new techniques in
construction technology and management. Continued exploitation of labor in the past
has increased workers discontent and has opened up new areas of conflict. There for
systemized planning and programming of works and effective management of
construction project are needed to prevent drudgery and to improve efficiency.
(Jeyaweerasingham, 1996).
According to the Annual Survey of Construction Industries, the total estimated value
of work done by all type of construction activities of the contractors, who registered
with ICTAD under western province was Rs. 62,995 million in 2008. The Highest
contribution to this value has been made by the building construction sector which
accounted for 45.4% of the total value of work done. (Statistics, 2010)
According to the department of Census & Statistics, in year 2007, contribution from
construction industry to country’s GDP is 9%. That portion takes a vital role in the
economy of the country as a whole; same can be improved further by increasing the
efficiency and productivity of construction industry following proper management
techniques.
Poor management & disruption in cash flow, resulting from payment delays, too have
affected the construction industry. Escalation of the prices of inputs in recent times

1
has aggravated this problem. Frequent interruption of works has been noticed due to
this reason. (ICTAD, 2008)
A construction program involves a wide range of aspects such as site
investigation; feasibility studies; project reports; planning for the works including
method of construction and the requirement of men, materials, equipment, and
finances; monitoring of work during construction; providing necessary controls from
planning to the completion of the work and its maintenance when required. For the
contractor it also mean his own investigation and market survey; bidding for works;
planning and execution of works, settlement of contractual disputes and the
realization of outstanding dues in good time. The entire process involves most
complex and sensitive issues, particularly for contracting organization, which has to
start with offering of the construction proposal for the work and includes the factor
that carry weight in determining whether bid with adequate caution or with the
acceptance of some risks which appear unavoidable because of the nature of industry
in which it is placed.
Hence completing a construction project without time and cost overrun is a
great challenge. This means, there are a lot of data to be handled in a short period of
time; a lot of people involved; a need to be able to store data for later use; a lot of data
needing manipulation using simple and repetitive calculations and most importantly a
need for timely and accurate information.
How this can be achieved cost effectively and successfully? One possible
mean is with the use of IT, emphasizing on computers as a tool. Here it is critical to
understand what an effective information system requires. An effective information
system where computer capability plays an important role has the following general
conditions; (Jeyaweerasingham, 1996).

 A considerable amount of data which needs to be handled.

 A requirement to file and also present selected data when needed.
 A short time available to process data
 A relative simplicity and repetitiveness of operations for handling data
 A large number of people in the organization involved with the data
going into the system or involved with the information presented by the system or
both

2
  The availability of timely and accurate information to achieve business
goals.

The construction Industry in Sri Lanka is in a very backward state compared to other
developed & South Asian countries. Many factors contribute to the poor performance
of the construction industry of which one is the scares use of IT. Other sectors in
economy such as banks, share market and financial institutions are using IT in a day
to day operation. (Premasiri,2000).
Above condition prevails same in the Sri Lankan construction industry, even after 12
years, after the above comment was made, & the situation related to usage of project
management software for planning & control aspects in management of constructing
companies involved in building construction were taken in to consideration of this
research.

1.2 Background

Project Management is the application of knowledge, skills, tools & techniques to

project activities to meet the project requirements. Project management is
accomplished through the appropriate application and integration of the 42 logically
grouped project management processes comprising the 5 process groups called
Initiating, Planning, Executing, Monitoring & Controlling and Closing. (PMI, 2008)

From construction industry to computer software development industry, Project

Management (PM) is enjoying an unprecedented wave of popularity as a professional
discipline. Also, adaptation of PM tools and practices appeals to many different
industries because it is suitable to today’s highly competitive business environment.
As a result, organizations are widely implementing PM tools, techniques and
practices. (N.D.Gunawardena, 2004)

Planning and controlling every detail is obviously impossible in a manually operated

system where the extent is vast when the scale of the project increases & it will not
provide the platform of process the data to get required output with expected accuracy
within time scale available. With the advent of the computer software a considerably
more sophisticated approach to planning and control has evolved. The development of

3
information technology since early nineties is reflected in the construction industry
especially in communication & the management areas where it is used for planning &
control.

Professional Project Management input is a mandatory requirement for successful

project completion and one tool, the project Manager can effectively use to manage
the project is computer software (Gunasekara, 1994)

The construction industry is fragmented due to the many stakeholders and phases
involved in a construction project. This fragmentation has led to well documented
problems with communication and information processing and has contributed to the
proliferation of adversarial relationships between the parties to a project. This
fragmentation is also often seen as one of the major contributors to low productivity
in construction.

Information Technology is now routinely used in the construction industry as a tool to

reduce some of the problems generated by fragmentation. The use of software
improved coordination and collaboration between firms participating in a construction
project, leading to better communication practices. Its benefits include an increase in
the quality of documents and the speed of the work, better financial control and
communications, and simpler and faster access to common data as well as a decrease
in documentation errors. IT spending in Architecture/ Engineering/ Construction firms
has increased significantly during the past few years, indicating that above firms are
increasing their interest in software application to facilitate construction projects.
(Nitithamyong, 2004)

In Sri Lanka, managing small and medium construction projects by local contractors
is still being done in a very traditional manner. Progress reports including cost
control; labour; material and equipment reports are prepared in monthly intervals.
Progress monitoring is not carried out throughout the project. Everywhere we are told
that we are in the age of optimization of planning, scheduling and controlling
construction projects, yet increasingly many of our project are out of control, cost are
exceeding estimates; completion times are exceeding schedules and owners are
becoming increasingly dissatisfied with the status of the projects (Jeyaweerasingham,
1996)

4
There is no any significant change experience in the Sri Lankan construction industry
relating to the aforesaid quote, where still most of projects result out of control
behaviour, specially of time & cost aspects, caused due to several reasons, where one
of the objective of this research is to identify to what extent the usage or non usage of
project management software available has affected to this environment.

1.3 Problem Definition

Ever developing construction industry is becoming more and more complicated due to
the following factors, (Zoysa, 2002)

 Rapid technological development such as involvement of modern machinery,

plants and sophisticated new construction methods;
 Invention and usage of new material, components & pre-fabricated
components have tremendously increased,
 Involvement of various professionals in various disciplines has vastly
increased;
 Today’s clients are more and more concerned about the time and cost targets
as any time overrun has to be compensated with the additional cost;
 Involvement and influence of various parties such as bankers, funding
agencies and financial institutions have created a situation where time and cost
targets have become more and more important;
 Due to the various new procurement methods and various type of contract, the
management activities have become more and more complex.

All the above listed factors reinforce the fact that even though we have invented new
construction materials, methods, equipment and various modern technologies
considerably, completing a project within the set time and cost has become extremely
difficult unless a good project management approach with regard to planning,
scheduling, monitoring and controlling is adopted.
Since the objectives of a construction firm are to maximize their profits and/or the
survival among tight competition, it follows that computer software will be one of the
most important tools required in managing of construction projects.

5
The latest software available for project management provide facilities / services in
widely spread area relating to construction industry and dedicated software are now
available, depending upon the requirement of organisation and its scales of needs to
manage projects effectively and efficiently, despite of the size or scale of the project.
Usage of these available facilities will depends on the price of the software,
configuration requirement of systems, availability of trained personnel, awareness of
the facilities provide in software systems, alternatives available etc in the construction
industry.
In Sri Lanka, managing small and medium construction projects by local contractors
is still being done in a very traditional manner. Progress reports including cost
control; labour; material and equipment reports are prepared monthly intervals.
Progress monitoring is not carried out throughout the project & even though the
tracking, monitoring was carried out, the efficiency & effectiveness was not to the
required levels. Though the industry as a whole in a stage of optimization of planning,
scheduling and controlling construction project, yet increasingly many of our project
are out of control, cost are exceeding estimates; completion times are exceeding
schedules and owners are becoming increasingly dissatisfied with the status of the
projects. This has indicated that Sri Lankan construction agencies are very often
labelled as being inefficient performers, when measured against the success/ failure
criteria of cost, time and quality. It is important that the construction industry make
full use of the computer technology, an ideal which has not always been achieved in
the past. (G.P.Jeyaweerasingham, 1996)

1.4 Objectives

Project Objectives are to find;

 To what extent software is being used in the Construction Industry for

Planning, Scheduling and Monitor & Control. This will include the difference
facilities provided by software & its usage levels by firms in project
management activities.
 Areas where software can be used effectively in Construction Project Planning
& Control. Using the data collected through survey, will try to find the
activities where firms have been achieved higher performance through
software usage.

6
  What are the key areas of Project Management where software application is
needed to enhance productivity? Under this, attempt will be made to find the
areas where achievements by firms show significant lags than expected, while
studying the involvement of software to improve outcome.

1.5 Methodology

The research methodology comprised of following components.

 Literature survey
 Collection of data
 Analysis of data

1.5.1 Literature Survey

The prevailing literature in the area of study is deeply analyzed in this chapter.
Information available in past research papers, publications of software facilities for
project management, project reports etc will be considered for reference. A research
undertaken on a similar area by Jeyaweerasingham in 1996, and a study conducted in
the area of information technology usage in construction industry by Premasiri in year
2000 will be taken as a reference of this particular research.
Research reports, articles, publications, journals will also be referred to collect the
basic information and data reference related to particular area. Internet and
encyclopaedias will also provide considerable contribution for this study.

1.5.2 Collection of Data

A data collection survey will be conducted among C1, C2, C3 & C4 contractors in Sri
Lankan Construction industry who involves specially in building construction. The
companies list, registered in ICTAD will be used to select the required sample and
will try to reach 100% of C1, 50% of C2, C3 and for C4 as sample. The collection of
data will be mainly based on a questionnaire survey.

1.5.3 Data Analysis

The analysis will be mainly targeted on to find,
 Extent of software are being used in the Construction Industry for Planning &
Control

7
 Areas where software can be used effectively in Construction Project Planning &
Control
 The key areas of Project Management where software application is needed to
enhance productivity.
 Difficulties faced & benefits gained by construction companies of using project
management software

1.6 Main Findings

a) Over 80% of building contractor firms (ICTAD grades C1 to C4) is using MS

Project as their project management software tool. Some firms have been
extended the usage to MS Project server facility, but it was very limited for
few firms.
b) Usage of software for planning, scheduling and monitoring & control aspects
of project management activities were limited only for the initial basic
facilities provided by software, for most of the firms and very less usage in
cost & resource management activities.
c) The satisfaction level of the activities, irrespective of software usage for those
particular areas are also decreases along with the software usage, where this
implies that, if the extent of usage will be expanded, more efficient process &
outcome can be achieved.
d) Depending on the type of the firm & the nature of the projects involved, there
are some areas where considerable satisfaction can be attained of project
management activities without adopting software techniques to the project
management process.

e) The building construction firms are using project management software for
their projects mainly since the facility provide easy administration of works,
integration & approach to repetitive tasks. One important finding of this study
was the contractor firms have mentioned that, force due to competitors,
project teams & consultants as the second most important factor for usage of
project management software.

8
 f) Non availability of trained staff has become the most significant reason,
appeared as difficulty faced by the construction firms of usage of dedicated
project management software. Lack of interest among top management of
utilizing latest project management software within their companies has
become the second most responded reason, as the difficulties faced.

g) Only around 35% of construction firms in the industry have a plan to develop
their software systems in future to facilitate the project management activities.
The rest, 65% does not have any plan of improving their systems.

h) Easy management and administration activities & generating quality reports

through the software within short period of time has become most attractive
reasons under benefits gained through software usage by contractor firms.
There were very few responds to the increase profit margins & increase
company reputation.

1.7 Guides to Report

Chapter 01- Introduction

Background, objectives, limitations, methodology, main findings and

the guide to the project report are included in this chapter.

Chapter 02- literature review

This chapter contains literature review done in the area relevant to

research topic, in detail. Content is as follows;

o Project Management Software

o Project management techniques
o Enterprise project management
o Web-based Project Management System
o Project Management System-Application Service Provider

Chapter 03- Methodology of study

Methodology of study is described in this chapter. Developments of

the study of data collection, formulation of questionnaire, have been
detailed in this chapter. This chapter also gives the details of the pilot

9
 study, how the target groups were identified and how the data
collection was carried out.

Chapter 04- Detailed analysis and discussion

Detailed analysis and discussion of results are included in this chapter.

The analysis was basically executed in two distinct areas, where first
part was to present the raw data, which were collected through
questionnaire survey, for all the contracting firms & later was
processed data where comparison of results between the status of
answers for specific questions within same organization & between the
different type of organizations.

Chapter 05- Conclusions and Recommendations

This chapter contain an overall summary with the conclusions &

recommendations drawn from the work.

1.8 Summary

The Management of construction projects to be a challenging occupation as the

environment in which projects are constructed increases in complexity. Professional
Project Management input is a mandatory requirement for successful project
completion and one tool, the project Manager can effectively use to manage the
project is computer software. The effectiveness of PM software usage will be
measured among C1, C2, C3 and C4 contractor firms through a questionnaire survey
& the data from a literature review and questionnaire survey will be used to analyse,
to get answers to the main objectives of the study. Over 80% of firms subjected to
study were using MS Project as their PM software and no any firm found of using
Primavera systems. In addition, the usage of dedicated PM software for monitoring &
controlling aspects was at its minimum level, by the contractor firms subjected to this
study.

10
 CHAPTER 2

2. LITERATURE REVIEW

2.1 General

In chapter 2, an abstract from the literature reference made throughout the study to
publications, journals, research reports, similar studies etc were included which
provide the basic information of existing condition of the Sri Lankan construction
industry, project management tools & techniques and its applications related to
construction, available software facilities to assist various activities of construction
project management.

2.2 Project Management Software

Project management software has a capacity to help plan, organize, and manage
resource pools and develop resource estimates. Depending the sophistication of the
software, resource including estimation and planning, scheduling, cost control and
budget management, resource allocation, collaboration software, communication,
decision-making, quality management and documentation or administration systems.
Today, numerous PC-based project management software packages exist, and they are
finding their way into almost every type of business. In the early days, however,
project management software ran on big mainframe computers and was used only in
the large projects. These early system were limited in their capabilities and, by today's
standards, were hard to use. Some of the widely use project management software by
the construction industry have been discussed below.

2.2.1 Microsoft Project

Microsoft Project is a project management software program, developed and sold by

Microsoft, which is designed to assist a project manager in developing a plan,
assigning resources to tasks, tracking progress, managing the budget, and analyzing
workloads.

11
Microsoft Project was the company's third Microsoft Windows-based application, and
within a couple of years of its introduction it became the dominant PC-based project
management software.

Figure 2.1: Microsoft Project - a sample Gantt chart

Project creates budgets based on assignment work and resource rates. As resources
are assigned to tasks and assignment work estimated, the program calculates the cost,
equal to the work times the rate, which rolls up to the task level and then to any
summary tasks and finally to the project level. Resource definitions (people,
equipment and materials) can be shared between projects using a shared resource
pool. Each resource can have its own calendar, which defines what days and shifts a
resource is available. Resource rates are used to calculate resource assignment costs
which are rolled up and summarized at the resource level. Each resource can be
assigned to multiple tasks in multiple plans and each task can be assigned multiple
resources, and the application schedules task work based on the resource availability
as defined in the resource calendars. All resources can be defined in label without
limit. Therefore it cannot determine how many finished products can be produced
with a given amount of raw materials. This makes Microsoft Project unsuitable for
solving problems of available materials constrained production. Additional software is
necessary to manage a complex facility that produces physical goods.

The application creates critical path schedules, and critical chain and event chain
methodology third-party add-ons also are available. Schedules can be resource
leveled, and chains are visualized in a Gantt chart. Additionally, Microsoft Project can
recognize different classes of users. These different classes of users can have differing

12
access levels to projects, views, and other data. Custom objects such as calendars,
views, tables, filters, and fields are stored in an enterprise global which is shared by
all users.

2.2.2 Primavera Systems

Primavera Systems was supporting long-established products P3 and Sure-Trak, and

newer P6 version. In United States, the long-standing P3 product in its various forms
was used by 25% of the heavy construction industry, its predominate customer base;
the next most popular software was used by 11%. Nearly 40% of general contractors
with annual revenue of $5Million to $10Million used Primavera P3. In comparison
the P6 version did not register in a CFMA 2008 survey of the United States
construction industry. The P3 version to P6 version change is based in a move from
DOS-type shortcut keys to mouse-based icons. The result is a software application
that was once very fast to use but grounded in shortcut functions some found difficult
to master, to a mouse-based application that is quicker to learn, but once mastered
never achieves the same speed of use. The Primavera Project Planner DOS core
launched in 1983 and the P3 Windows interface launched in 1994. Primavera systems
are multiuser products that operates on networks, allowing to share data with other
networks and anyone who manages projects using Primavera software.

2.3 Separating Planning & Scheduling

The planner who draws a bar chart is trying to do two things at the same time. One is
planning, that is, analyzing the project into individual jobs and showing the logical
relationships between them. The other is scheduling, which imposes a set of times
upon the plan. (Battersby, 1964)

2.3.1 Planning

Planning is the process of thinking about and organizing the activities required to
achieve a desired goal.

Planning involves the creation and maintenance of a plan. As such, planning is a

fundamental property of intelligent behaviour. This thought process is essential to the
creation and refinement of a plan, or integration of it with other plans; that is, it

13
combines forecasting of developments with the preparation of scenarios of how to
react to them.

An important, albeit often ignored aspect of planning, is the relationship it holds with
forecasting. Forecasting can be described as predicting what the future will look like,
whereas planning predicts what the future should look like.

2.3.2 Scheduling

One of the most common project management software tool types is scheduling tools.
Scheduling tools are used to sequence project activities and assign dates and resources
to them. The detail and sophistication of a schedule produced by a scheduling tool can
vary considerably with the features provided and the scheduling methods supported.
Scheduling tools may include support for:

 Multiple dependency relationship types between activities

 Resource assignment and levelling

 The Critical Path and Critical Chain methods

 Activity duration estimation and probability-based simulation

 Activity cost accounting

2.4 Critical Path

A critical path is the series of tasks that will push out the project’s end date if the tasks
are delayed. The work critical has nothing to do with how important these tasks are to
the overall project. It refers only to how their scheduling will affect the project’s
finish date. However, the project finish date is of great importance in most projects. If
you want to shorten the duration of a project to bring in the finish date, you must
begin by shortening (also referred to as “crashing”) the critical path. (Johnson, 2007)

Project Management Tools which Project Management software can be equipped

with:

Before discussing the project management tools, it is worthy to understand how the
project management process i.e. planning, scheduling, monitoring & controlling with

14
corrective actions are carried out. The main objectives of project are to complete a
prescribed amount of work within a fixed duration at a previously estimated cost to
the required quality. To achieve these objectives project planning, scheduling,
monitoring & controlling are necessarily required. (Zoysa, 2002)

Planning Scheduling Control

Project Field
docs Input

Activity list Network solution Activity List

Time- Float

Activity List
Basic Resource Time – Cost Basic Resource
Assignment Assignment Assignment

Network Resource Network

leveling

Schedule Plan Field Input

Figure 2.2: Project Management Process

There are various project management techniques and tools, which can be used for
each of these phases depending upon the type and the size of the project. In case of
planning, there are a considerable number of techniques such as Critical Path Method
(CPM), Bar charts, Programme Evaluation & Review Technique (PERT), Linear
Scheduling Method (LSM), Line of Balance (LOB), Work Study Technique and
operation techniques. (Jayawardana, 1995)

Even though techniques such as CPM, LOB and Linear Scheduling can be used in
construction project management activities, the Critical Method with its associated
tools for all three phases, planning, scheduling, monitoring and controlling is the most
popular, effective and the efficient technique which is vastly used in project
management activities especially in construction works (Jayawardana, 1995)

15
2.4.1 Critical Path Method (CPM)
CPM is a planning technique in which a network is prepared and a sequence of
network activities is defined such that if the completion of any one of them is delayed,
the completion of the project will also be delayed. This sequence of critical activities
is called the critical path. (Westney, 1985)

2.4.2 Progress Evaluation and Review Technique (PERT)

PERT is a network planning technique which allows us to deal with the uncertainty of
the duration of the activities on our network. Using PERT we can define a most
probable duration, an optimistic duration and a pessimistic duration for each activity.
Statistic approximations are then used to calculate the expected duration for each
activity and for the entire project. PERT may be useful way to communicate and
control the probability of delay. (Westney, 1985)

2.5 Why Critical Path Method is so important?

The Critical Path Method is a powerful tool for planning and management of all type
of projects. It provides a precise mathematical approach for planning, scheduling and
control and allows ready evaluation and comparison of alternative work programmes,
construction methods and types of equipment by changing individual activity
durations, resources or relationships between activities (Jayawardana, 1995)

Further, network and its associated tools provided by the CPM help the project
manager with precise information on the effect of each variation or delay in the
adopted plan thus allowing identification of operations which needs remedial actions.

The use of CPM is well established in variety of industries and is very much
established in the construction industry as stated above.

In addition to various other uses in variety of industries the assessment of cost of

hazards may be investigated. Also, a rational approach to problems in minimizing site
risks, floods, inclement weather and similar hazards can be achieved through the CPM
so that the cost of these risks may be assessed and incorporated in to the
programme.(Jayawardana, 1995)

16
Therefore, CPM is a very important and effective technique in the project
management activities and hence should necessarily be incorporated in the project
management software packages available for project management activities. There are
various project management tools based in critical path method. They are required at
various stages of a project.

The first task, which has to be carried out in CPM, is to identify (Lock, 1996)

 All the activities of the project

 All the resources required for each of the activity
 Inter relationship of these activities and
 Activity duration by considering all the constrains.

Once these tasks are finalized any project management software should be capable of
accepting this information so that the project manager can effectively use for project
management techniques which will be discussed below.

2.5.1 Networks
As we all are aware, network is a representation of the project plan by a schematic
diagram that depicts the sequence and interrelationship of all the activities of the
project. A fully developed network is a logical and mathematical model of the project
based on single activity duration. This can be used to quickly establish the earliest
start time, latest start time, earliest finish time, latest finish time, floats, critical path
and the project duration of a project. (Clough/ Sean, 1991)
1. Activity on Arrow Network
2. Activity on Node (Precedence) Network
As the name imply, in the activity on Arrow Network, Arrows represent the activities,
where as the activity on Node Network, the activities are represented by Nodes.

2.5.2 Advantages of Network Techniques;

 Increase coordination among parties and activities
 Provide sufficient details to identify the trouble spots in advance.
 Increase the user awareness of the problems involved and show the
importance of certain activates in the overall project.
 Indicate optimum start and finish time for each activity

17
  Highlight the need for other management techniques (work study) and indicate
where such techniques are mostly applicable.
 Represent the inter-relationships of all the activities.

2.6 Resource Histograms for resource planning

As we well aware, a project requires several resources such as skilled and non skilled
labourers, other personnel who are engaged in construction activities as required,
plant and any other things as may be required. The problem that project managers or
planners encounter is to find out when they need different type of resource during the
project period, how many of each category is required at different times and whether
available resource are sufficient. However, if they are not sufficient what actions can
be taken to overcome the problems could be easily thought off.

The resource requirement for each category of resources can be clearly seen in a
resource histogram. Hence, any software package intended to be used for project
management should have the facility to produce this type of resources histograms.

2.7 Non Uniform resource requirement

Generally, when resources are assigned to an activity, it assumes that the resource
usage starts when the activity commences and continues until the activity finishes.
However, there are situations where a particular resource is not required until the
activity has been underway for a few days. It is also possible that the resource is not
consumed at an event rate through the allocated period.

2.8 Leveling of Resources

If the resource histogram indicates a lot of peaks and troughs or exceeds the resource
ceiling, the non-critical activities should be moved within their floats using defined
priority criteria to smooth the resources below the ceiling. If it is still impossible, the
logic of the network will have to be re-arranged to accommodate resource demand.

18
This is in fact a very tedious process if carried out manually. So, any software
package intended to be used for project management activities, should have the
facilities to level resources according to a priority order against the availability to stay
within the resource limit. Normally, resource levelling does not change the activity
duration or resource requirement s but it delays the scheduled dates. In this situation,
two approaches can be made. The first is to move activities within floats or even
delaying outside the floats to accommodate the demand of resources with the
availability and checking the schedule to see whether it is acceptable. The second is to
assign more resources during the peak periods (Jayawardana, 1995)

There for, any software package intended to be used for project management activities
should necessarily have the facility to experiment by using deferent levels of
availability or modify the Network logic and then re-schedule to see the impact of
alternative approaches. (Jayawardana, 1995)

When using specially designed project software, levelling typically means resolving
conflicts or over allocations in the project plan by allowing the software to calculate
delays and update tasks automatically. Project management software levelling
requires delaying tasks until resources are available. In more complex environments,
resources could be allocated across multiple, concurrent projects thus requiring the
process of resource levelling to be performed at company level.

2.9 Calendars

The most important feature, which should be incorporated in computer packages

developed for project management purposes, is the facility to create working
calendars. Working calendars allow defining working and non-working days and
hours. The project schedules the activities to perform only during the working days
and hours as specified. In addition to these vase calendars, the software packages
should be able to define resource calendars as well. The schedule considers that
resources are available according to the calendars and the plan is adjusted to suit the
availability. (Jayawardana, 1995)

19
2.10 Scheduling

Once the project is planned using the critical path method including the resources, the
planned dates must be communicated in a schedule for execution. The schedules can
be prepared in the form of a bar chart, histogram, table or a report. Therefore, any
project management software package should have the facility to produce required
schedules based on project management tolls as herein described.

Given below are some of the common schedules, which are considered as paramount
important for project management activities (Jayawardana, 1995).

2.10.1 Bar Charts (Gantt Chart)

Bar chats “Gantt Chart” is perhaps the most extensively used tool for scheduling. Its
versatility arises from the simplicity of its preparation; its use and its capacity to
accommodate various forms for effective communications.

A Gantt chart is a type of bar chart, developed by Henry Gantt in the 1910s, that
illustrates a project schedule. Gantt charts illustrate the start and finish dates of the
terminal elements and summary elements of a project. Terminal elements and
summary elements comprise the work breakdown structure of the project. Some Gantt
charts also show the dependency (i.e., precedence network) relationships between
activities. Gantt charts can be used to show current schedule status using percent-
complete shadings and a vertical "TODAY" line.

Although now regarded as a common charting technique, Gantt charts were

considered revolutionary when first introduced. In recognition of Henry Gantt's
contributions, the Henry Laurence Gantt Medal is awarded for distinguished
achievement in management and in community service. This chart is also used in
Information Technology to represent data that has been collected.

Gantt charts have become a common technique for representing the phases and
activities of a project work breakdown structure (WBS), so they can be understood by
a wide audience all over the world.

A common error made by those who equate Gantt chart design with project design is
that they attempt to define the project work breakdown structure at the same time that

20
they define schedule activities. This practice makes it very difficult to follow the
100% Rule. Instead the WBS should be fully defined to follow the 100% Rule, then
the project schedule can be designed.

Although a Gantt chart is useful and valuable for small projects that fit on a single
sheet or screen, they can become quite unwieldy for projects with more than about 30
activities. Larger Gantt charts may not be suitable for most computer displays. A
related criticism is that Gantt charts communicate relatively little information per unit
area of display. That is, projects are often considerably more complex than can be
communicated effectively with a Gantt chart.

Gantt charts only represent part of the triple constraints (cost, time and scope) on
projects, because they focus primarily on schedule management. Moreover, Gantt
charts do not represent the size of a project or the relative size of work elements,
therefore the magnitude of a behind-schedule condition is easily mis-communicated.
If two projects are the same number of days behind schedule, the larger project has a
larger effect on resource utilization, yet the Gantt does not represent this difference.

Although project management software can show schedule dependencies as lines

between activities, displaying a large number of dependencies may result in a
cluttered or unreadable chart.

Because the horizontal bars of a Gantt chart have a fixed height, they can
misrepresent the time-phased workload (resource requirements) of a project, which
may cause confusion especially in large projects. A related criticism is that all
activities of a Gantt chart show planned workload as constant. In practice, many
activities (especially summary elements) have front-loaded or back-loaded work
plans, so a Gantt chart with percent-complete shading may actually mis-communicate
the true schedule performance status.

21
Figure 2.3: Gantt Chart

2.10.2 Reports
Producing various reports indicating detailed information of a project such as early
start date, early finish date, late start date, late finish date, float and other information,
which gives an immediate picture of which alternatives are most important in getting
the project completed on time, is extremely important. Hence the project management
software packages, which are intended to be used for project management activities
specially, should be equipped with these tools to provide those reports whenever
required.

2.11 Progress Monitoring & Control

Progress monitoring and control are very important in the project management when a
project is underway, to make sure that the project completes on schedule. Maximum
benefits of project planning and scheduling cannot be obtained unless a proper
monitoring and controlling is carried out. The important tools available for this
purpose include bar charts and monitoring and controlling reports (Jayawardana,
1995)
(1) Bar Chart Target Comparison
When a project is underway, the target plan (original schedule of base line
plan) and the actual progress in the same bar chart indicate the actual position
of project.

(2) Progress Monitoring reports

It should be able to compare the schedule plan (baseline plan) with the actual
dates in a report. Then the potential problems can be flagged with LATE
notice, and the schedules activities can be marked with OK.

22
 Therefore, it is important for any project management software packages to
give this kind of information in a report.

The areas covered by most of these so-called project management software packages
are as follows. (Jayawardana & De Mel, 1994)
 Project Planning & Scheduling
 Resource Management
 Progress Monitoring & Control
 Cost Control & cash flow forecasting
 Presentation of information through various reports

2.12 Cost Control

As we are aware, cost controlling is the most important aspect in project management.
There are various techniques available for this purpose. Cost Histogram, Cash Flow
reports, Cumulative Curves (S-curves) and cost control reports are the most important
tools available for project management activities. It is clear, that each activity requires
a mix of labor, materials, plant and other resources. The problem of the project
manager is to track the actual cost for each resource, each activity and for the whole
project with the budgeted cost and take necessary actions for controlling the cost in
case it exceeds the budgeted cost (Jayawardana, 1995)
This process is very difficult task if carried out manually.

2.12.1 Cost Control Technique

Cost control is the gathering of cost data, the relationship of actual costs to estimated
cost and the reporting to management on the current cost status. Since the objectives
of construction firms are to maximize their profit and/or the survival among tight
competition, it follows that cost control is the most important type of control required
on construction projects.

2.12.2 Cash Flow Forecasting

In project cash controlling, it is necessary to take in to account the timing and the
amount of the various payment and receipts. A cash flow is the transfer of money into

23
or out of the project, considering the timing and the amount of the transactions. Cash
flow forecasting means estimating of the cash, position of the project by considering
the net effect of cash inflow and cash out flow, and timing of transactions. Net cash
flow of a project during a period is the difference between cash in and cash out during
that period. Therefore, cumulative cash flow is the net cash flows of all the preceding
periods. (Gunasekara, 1994)
The cash flow forecasting provides an early warning system to predict, possible
insolvency. Accordingly, the contractor will have time to plan and make preventive
actions as appropriate. Some of the advantages of cash flow forecasting are;
To adjust the work schedules of existing contracts so that minimum capital will be
locked-up.
 To negotiate the credit facilities with suppliers.
 To negotiate payment terms with clients
 Facilitate to make decisions whether to invest in fixed assets such as
construction plant, building etc
 To negotiate overdraft limits with bankers.

Cash flow forecasting systems should be monitored regularly to have a meaningful

result. Cash flow diagrams were able to give cash at any time period, the Maximum
negative cash and when it occurs, when self funding is required, and how much
finance is costing. (Gunasekara, 1994)

2.12.3 Cost Control Reports

Cost control reports can details or summarize the quantities of resources applied to
each activity or the cost expended for each activity. These reports show values for
budget, actual to date, actual this period, estimate to complete and estimate at
completion (forecast), and variance between the budget and the forecast values. Cost
control report can be prepared as a one-page summary report of the costs of the
project, i.e. a snapshot of the project cost status of a particular time.

Some of the tools, which the project management software packages, should be
facilitates for are as follows,
(1) Actual Vs Target cost histograms

24
 (2) Earn Value Analysis
The performance can be determined using earned value, which calculates the
value of work satisfactorily completed, based on a completed tart=get plan,
Measuring performance involves three key indicators. Budgeted Cost for
Work Scheduled (BCWS), Budgeted Cost for Work Performed (BCWP), and
Actual Cost for Work Performed (ACWP). BCWS is the planned budget to
date, BCWP is the budgeted value of work done to date and ACWP is the
actual amount spent to date for the work performed.
The difference between the BCWS and BCWP is the schedule variance. The
difference between the ACWP and the earned value (BCWP) is the cost
variance.

(3) Cash Flow histogram and Project Cost Curves

Projected cost histograms with cumulative cost curves indicate the cash
pattern in the future. This will no doubt help the project manager in his
decision making so as to make sure that the project will be completed within
the targets.

(4) Cash Flow Reports

These reports are used to view a diagram that which shows planned and actual
costs for your project over time. Costs are broken down by resource type
(work, material, and cost). An indicator shows if planned costs exceed
baseline costs.

(5) Cost Reports

Use this report to view a bar graph with budget cost, baseline cost, planned
cost, and actual cost illustrated over time.

2.13 Enterprise project management

Enterprise Project Management (EPM), in broad terms, is the field of organizational

development that supports organizations in managing integrally and adapting
themselves to the changes of a transformation.

25
In recent years, with general adoption of (IT) governance practices, Enterprise Project
Management has become more specific: whereas in the 1990s focus was generally on
the management of the single project, in the subsequent decade the focus lay more on
the fact that a project is likely to not be the only one in the enterprise. The project co-
exists with many other projects in the enterprise, or may be part of one or more
programs. It may utilize (human) resources that are shared among other projects.

In order to facilitate governance, it has become essential to be able to manage,

monitor, and assess the status of all projects (and other assets, of course) in the
enterprise, through a set of (preferably uniform) Enterprise Project Management
processes, methods and application packages. Typically, organizations that adopt an
Enterprise Project Management way of working might set up a Project Management
Office (PMO)/ Enterprise Project Management Office (EPMO, which is said to be
more successful than a traditional PMO in addressing the priorities of the organization
as its scope is enterprise-wide, might select and adopt a Project Management
Methodology like PRINCE2, PMBOK (or create a proprietary method) or follow the
concepts of IPMA Competence Baseline as a foundation for development and
certification of project managers and their knowledge, experience and behaviour.
They might even select and implement a software system to support Enterprise
Project Management.

An even more recent evolution in Enterprise Project Management is to not only plan
and track the existing set of projects, but to create a portfolio (per budget size, per
calendar year, per budget year, per business line, etcetera) of existing and future
(demand) projects. This is called Project Portfolio Management. Just like with a
portfolio of shares, Project Portfolio Management is the activity of selecting which
projects to keep in portfolio (because of their anticipated value) and which ones to
discard (because of their obsoleteness or because they will not yield the value that was
initially calculated). Project Portfolio Management includes the creation of various
scenarios to decide which is the most optimal portfolio (for a certain year, business,
budget, etcetera). Once the contents of the portfolio are agreed upon, it is key to
constantly scrutinize how the individual projects are evolving in terms of quality, cost
and schedule.

26
From an IT management perspective, Enterprise Management essentially means
enterprise-wide network administration, which is becoming increasingly complex.
The corporate network environment is no longer tied to a single vendor, let alone a
single platform. More and more, corporate intranets are multidomain, multiprotocol,
multiplatform systems. They contain hardware and operating systems from a number
of different, competing vendors. This situation creates administrative overhead that
can easily make the cost of owning such networks prohibitive for all but the largest
and most profitable organizations.

Implementing an Enterprise Project Management toolset needs to be considered in

light of the organization's Project Management Maturity and the methodologies,
processes and governance structures that are currently in place. There are many
organizations that can support such implementations.

2.14 Web-based Project Management System

Web-based Project Management System (WPMS) enhance construction project

documentation and control and to revolutionize the way in which a construction
project team conducts business. WPMS is an electronic project-management system
conducted through the Extranet, which is a private network that uses Internet
protocols to transmit information. The system is only accessible by a project team, but
team members can be located in different organizations. It basically provides a
centralized, commonly accessible, reliable means of transmitting and storing project
information. Project information is stored on the server and a standard Web browser is
used as a gateway to exchange this information, eliminating geographic and boundary
hardware platform differences. Fig. 2.4 illustrates the basic functional scheme of
WPMS.

27
Figure 2.4: Functional scheme of WPMS (Scacchi, 2007)

Project Management System-Application Service Provider (PM-ASP), is becoming

popular because it requires minimal technical, financial and human resources to
develop and operate. Since PM-ASP is outsourced to an ASP, it requires no effort to
develop and maintain the system in-house, involves comparatively low initial
investment and overhead cost, and is convenient for keeping up with cutting-edge
technology. Therefore, it is a viable solution for a small or midsized firm that does not
have enough resources to maintain an in house IT department and/or a sophisticated
networking infrastructure. In addition, PM-ASP is also capable of performing
electronic commerce, such as online bidding and procurement, which are difficult to
develop and conduct through in house WPMS.

2.15.1 Current features of PM -ASPs

a. Document management
This feature establishes a single location to store general project-related files,
such as project photos, contracts, drawings, specifications, cost data, etc. It

28
 allows team members to manage, track, and organize these files in a central
location.

b. Project workflow

This feature allows team members to collaborate electronically using Request for
information, change orders, field notes, correspondence, submittals, punch lists, daily
logs, and standard or customized forms.

c. Project directory

This feature stores general information (phone number, address, and e-mail) of project
team members in a central directory. Therefore, specific information for each project
participant can be easily retrieved when needed.

d. Central logs and version control

This feature allows team members to track who accessed files or down loaded a
particular document, as well as when the file was edited and uploaded to the system.
It also includes the use of digital signatures to identify and verify an individual before
entering the data or transmitting information.

e. Advanced searching

This feature allows team members to find documents or specific details within
documents through the entire log. This is the key feature that enables users to locate
documents more easily, compared with situations where file s are located in different
offices, on different server s, or scattered about on local computers.

f. Conferencing and white-boarding

This feature allows team members to share applications and documents concurrently
using the virtual whiteboard and to apply comments online. Theoretically, a
whiteboard and notes could also be saved and attached to other workflow forms such
as Request for information.
g. Online threaded discussion

29
This feature is a communication tool similar to a newsgroup an d e-mail that allows a
‘‘threaded’’ discussion to take place online. It provides an open forum that displays a
sequential record of messages and responses about a particular topic. Team members
post questions, responses, and comments and have a permanent record of t he
discussions and decision process surrounding an issue. For a sensitive topic, it can
also be protected by a secured password.

h. Schedule and calendar

The calendar feature allows team members to coordinate project events or meetings in
a centralized agenda. Team members can then copy events or meetings to their
standard software, such as Microsoft R Outlook and Eudora R . The schedule feature
allows team members to create project schedules on line or to convert project
schedules created by standard scheduling tools, i.e., Microsoft R Project, Primavera
P3e/c k, and Sure Trak to an online working schedule. A view of the bar char t and the
capability of modifying information a n d assigning resources can also be done using
the schedule feature. Alerts with direct links to the task in question are provided to
team members having overdue items. The schedule feature can also be integrated with
the calendar feature to quickly view milestones at a glance.
Project camera
This feature allows a project team to monitor const ruction sites remotely using web-
based cameras and transfer live photos of the job sites directly to their computers.
These photos can then be used to share progress, resolve issues and questions, and
minimize site visits.

i. File conversion

This feature supports file conversion to displayable formats to be shown through a

web browser. It may also enable marking and adding notes for these converted files.

j. Wireless integration

This feature allows team members to use wireless devices such as pagers, mobile
phones, and smart phones to access the project information database. It may also
allow team members to input or edit project information via wireless devices and

30
transfer this information back to the centralized servers. This feature is very well
suited for onsite personnel.

k. Archiving of project information

This feature allows a project team to copy the entire project database to a set of
compact discs after the completion of a construction project, creating a
comprehensive record of the entire project website with its associated databases and
transaction logs. A project team thus can have all project records necessary for any
disputes and the future operation and maintenance of the facility.

l. Financial service

It is normal in a construction project that a project team must secure financing before
the project starts. This feature provides lenders the ability to collaborate with
borrowers and suppliers in the sourcing, under- writing, closing servicing, analyzing,
and securing of project loans.

m. E-bidding and procurement

Bidding and procurement processes typically involve issuing RFQ s and responding
to RFI s. This feature streamlines bidding and procurement processes associated with
the purchases of equipment, specialized material s, and services. Team members can
issue RFQs, track all new and pending transactions, review and compare bids received
from material or service suppliers, and conduct e-procurement on line. It may also
facilitate transactions that require an exchange of information, such as design
documents, drawings, and specifications.
2.15.2 Potential benefits of PM-ASPs
PM-ASPs offer construction firms numerous advantages over the current inter
organizational information infrastructure by providing access to project data and
communication that is platform and application independent. All that is required is
Internet access and a We b browser. PM-A SPs are also location independent since
the systems can be accessed wherever there is Internet access and a Web browser.
Communication can be either synchronous or asynchronous, and individuals can
access project database anytime or multiple team members can collaborate in real-

31
time. In addition to enhancing communication and access to project information, PM-
ASPs also provide several potential advantages over in-ho use WPMS. Following are
some of the advantages repeatedly cited in literature.

a. Cost advantage

PM-ASP uses numerous centralized application servers and data warehouses instead
of concentrating power in the desktop computer as is currently done. In this case,
what is left on the user’s desktop is a stripped- down network computer that
communicates with applications and data servers via the network. Experts predict that
individuals and corporations will own very minimal software and will rent most of
what they need from Service Providers and other network operators. Therefore, PM-
ASPs potentially provide savings in time and resources compared to in-house
solutions, which can be costly, time consuming, and maintenance-intensive, and many
require a high degree of expertise by the system administrator and user to implement.

b. Out sourcing advantage

Although it is possible to develop in-house WPMS that would have almost the same
functionality as PM-ASPs, there are many arguments against it. McFarlan presented a
model that helps firms understand when it is advantageous to outsource IT service s,
linking the IT outsourcing decision to the strategic impact of the existing information
systems and the portfolio of applications the firm has underdevelopment. In highly
competitive, transaction intensive, knowledge based industries like banking and
insurance, both the information systems and the development portfolio play what
McFarlan categorizes as a strategic role. Outsourcing such a core process can lead to
loss of critical competitive skills and of control of important proprietary information.
On the other hand, in industries like large-scale process manufacturing or, in this case,
the construction industry, IT plays only a support role. It is much more of a
commodity and hence, although necessary, it is not central to the firm’s competitive
position. By this reasoning, many computing functions in the construction industry
are good candidates for outsourcing.

There are several advantages to outsourcing portions of construction industry

computing that mainly relate to scale. Small and medium scale firms, which make up

32
the majority of the construction industry, are able to take advantage of sophisticated
communications and computing software that they would otherwise be unable to
afford. Even larger firms in the construction industry may have difficulty justifying
the relatively high investment required to develop the functionality of WPMS. A
number of currently available PM-ASPs are actually spin-offs from design and
construction firms that saw an opportunity to take their in-house computing systems
to scale.

2.15 Summary

Two popular software available for PM functions in the industry, MS Project &
Primavera systems were introduced at the beginning of this chapter. The difference
between planning and scheduling were clearly described & the processes of planning,
scheduling, monitoring & controlling of project management process were explained.
The concepts of critical path, the importance of critical path analysis were discussed
along with the other techniques such as PERT chats, Network diagrams, Gantt charts
etc available for PM practices, describing advantages of some of them. Resource
histograms, assignment, resource leveling, non uniform resource requirements of a
project were taken in to consideration in the following section & usage of different
type of calendars were also taken in to consideration. Under the section Monitoring &
Controlling, cash flow forecasting, cost controlling, techniques such as Earn Value
analysis, Cash Flow histogram and Project Cost Curves (S-curves), cost histograms
etc were explained, in addition to the monitoring techniques such as bar chart
comparisons, progress reports etc.
Enterprise project management & its usage were summarized in the next section of
the report & introduction of Web-based project management systems, Project
Management System-Application Service Provider software were there to understand
the latest developments of the software industry for PM practices.

33
 CHAPTER 3

3. METHODOLOGY OF STUDY

3.1 General

This chapter will contain detailed descriptions of methods followed to achieve the
main objectives of this research study. Methods followed for literature survey,
limitations of the study & narrow down of scope, identification of target group to
collect data, formulation of questionnaire format, details of pilot survey & the steps to
be followed for data collection were explained under this chapter 3.

3.2 Methodology

As to commence the research, by referring to the previous researchers, research

reports & literature, the problem was supported by adequate evidence which was
formed a solid base to understand the problem & initiation of study which was
targeted to a clear objective.

Literature Survey
The prevailing literature in the area of study was deeply analyzed at the beginning of
the study. Information available in past research papers, publications of software
facilities for project management, project reports etc were considered for reference. A
research undertaken on the same area by previous researches and a study conducted in
the area of information technology usage in construction industry by R.W.R Premasiri
in year 2000 were taken as references of this particular research.
Research reports, articles, publications, journals were also referred to collect the basic
information & data reference related to particular area. Internet & encyclopaedias
were also provided considerable contribution for this study. Interviews and
discussions with experts & experienced engineers in the construction industry at
initiation stage provided a sound understand & valuable collection of information, not
only in the area of study itself, but usage of software facility in the construction
industry in Sri Lanka as a whole, its usage, problems facing, expected developments
of software facility usage etc.

34
A questionnaire was formulated through the knowledge & information gained from
literature study & was used as the source of collecting particular information for the
study from selected organizations in the industry.
Filling questionnaire through interviews and discussions with various personnel,
especially the senior managers with civil engineering background in the construction
organisations were selected as the best method for this type of study for the following
reasons.

a) Interviews and discussions give greater control over the respondents and
provide opportunity to direct questions to obtain detailed explanations and
justifications for various opinion and decisions.

b) It is possible to achieve a complete response with different categories of a

sample and then ensure the statistical validity of the results.

In addition, literature survey was carried out continuously for understanding the
background and to collect necessary information for the research.

3.3 Limitations of Study

Since the usage of information technology in construction industry covers a vast area,
the study was limited to the software which provides dedicated project management
facilities to the construction firms. The knowledge & exposure gained by author
during academic studies for master’s degree in construction project management &
the experience harnessed from the industry, working as an engineer in consultancy
firms for more than seven years, made the basis to limit the study for dedicated
project management software usage. The basic facilities provided by those software
for planning, scheduling, monitoring & controlling were taken in to account in this
study.

Construction projects can vary from simple house construction to mega projects such
as dams and other monsters; it was wise to limit the study to one category of
structures, namely the buildings to give the results a statistical value. Building
industry was selected considering the following,

a) The authors practical experience is limited to building industry

b) Most of the contractors are building contractors

35
 c) Tough competition among local contractors, which leads to adopting of
improved management techniques.

The contractors registered under ICTAD as contractors were taken in to consideration

in this study. Among the registered contractors in ICTAD, the study was further
limited to C1, C2, C3 and C4 which the results were more specific than conducting
the study for entire contractor firms.

Since the number of contractors registered in ICTAD was more than 275 firms &
considering the difficulty of reaching all the firms for this study, it was limited to take
100% of C1 firms & 50% of C2, C3 & C4 firms as the sample.

3.4 Formulation of Interview Questionnaire

It was identified that formulation of a questionnaire to obtain relevant information is

one of the major tasks requiring careful planning and considerable experience in
computer application in construction management. A questionnaire was formulated in
order to gather industry experience in the use and application of dedicated software in
construction management and also to cover other objectives of the study. Further, as
construction managers are busy in their business it was thought necessary to have
prepared questions with proper sequence to collect all necessary information. A
discussion with four building contractors and two experts, working in engineering
consultancy firms who are using software for construction project management was
carried out prior to set this questionnaire. Based on the information and extracted
details from literature survey, the following major sections were identified to be
included in the interview questionnaire.

1. General Organisational Information

2. Software Usage for Project Management: General

3. Usage of Dedicated Project Management Software

4. User Satisfaction

5. Difficulties faced

6. Benefits gained

36
The questionnaire used in the interviews consisted of four pages of questions, out of
that half page of instruction and information. The questions have to be answered in
the following ways,

1. Yes / No (ticking or underline)

2. Ticking on alternatives
3. Word answers (optional)
4. Answers to be marked on a given scale

The questionnaire was designed to gather data in the following areas.

 Section 01 & 02: Information about the company, the ICTAD grading and
how long the company is used to apply software for project management
 Section 03: Usage of Project Management Software
 Section 03: To determine the level of software usage in the main functional
areas of project management for planning, scheduling, monitoring &
controlling works of projects. Under this section, a scale was introduced,
which consist of five step ascending scale, can be used to express the extent of
user satisfaction of individual tasks, independent of software usage, as shown
in questionnaire. The tools available in dedicated project management
software for different functions were considered under this section, which will
summarize at the end, the extent of usage the facilities available in project
management software by selected categories of contractor firms in Sri Lankan
construction industry.
As the first step, planning tools were considered. Different basic
activities/techniques available in software manuals for planning were
abstracted & included in this section of questionnaire. That list of activities/
techniques will provide the extent of usage by a particular firm; since the
usage was recorded through Yes/No type ticking box & the satisfaction of
each activity was recorded using the scale provided, along with each particular
activity, irrespective of software usage.
A sample format is as follows;

Activity Description Software Usage Quality of Output

(Not depends on Software usage)

To find start/finish/durations Yes / No 1 2 3 4 5

1 1 1 1 1
37
Two similar sections were introduced for scheduling and for monitoring & control.

 Section 04
User satisfaction of particular project management software uses by the
organizations, in the areas of time, cost & resource management were taken
into consideration in this section. A scale was introduced to indicate the level
of satisfaction & the factors affected for satisfaction or dissatisfaction were
also collected through separate questions.

 Section 05
Difficulties faced by construction companies in using of project management
software were considered in section 05. The reasons identified through the
literature reviews, discussions & interviews were summarized & presented in
a one question, where ticking on alternative type question was included with
provision to answer in priority order, if there were more than one reason.

 Section 06 & 07
Benefits gained through software usage for project management & future
development expectations were considered in these two chapters. The
knowledge gathered through literature reviews, discussions & interviews were
summarized & presented in a one question, where ticking on alternative type
questions were included with provision to answer in priority order, if there
were more than one reason.

3.5 Pilot Study

In order to make sure that sufficient and necessary data is collected through
questionnaire survey, to fulfil the objectives of the study, a pilot survey was carried
out after discussions with some leading contractors & also with engineering
consultancy firms. A data collection using questionnaire & discussions with four
building contractors and two experts who are using computers for project
management, working in engineering consultancy firms were carried out prior to set
the questionnaire. The data collected through this pilot survey was made necessary
changes and improvements in the interview questionnaire before final launch.

38
3.6 Identification of Target Group

Only the companies registered under ICTAD in grades, C1, C2, C3 and C4 were
selected who engaged especially in building constructions in year 2010 as the target
group for the study & distribution was as follows;

Target Group for Study

24 C1
108 45 C2
C3
70 C4

Figure 3.1- Target Group of the Study

Above chart indicate the number of companies registered in ICTAD in year

2010 under each category. Considering the difficulty of reaching all the above firms
through a questionnaire survey, the numbers were limited as follows to represent a
fair sample in the study.

 C1 - 24 nos (100%)  C2 - 23 nos (50%)

 C3 - 35 nos (50%)  C4 - 75 nos (50%)

Selected Sample

24 C1

23 C2
75
C3
35 C4

Figure 3.2- Selected Sample for the Study

39
3.7 Data Collection

3.7.1 Information from Literature Study

Many literature including text books, especially on techniques for effective

construction management, research reports, journals, central bank annual reports of
Sri Lanka were referred to gather knowledge, information related to the study.
Internet, Wikipedia provided a great support to search some data, where making reach
to an information very easy.

3.7.2 Questionnaire survey

Interviews were held with the senior management staff members, project planners in
the construction firms to gather data & to fill up the questionnaire where, it was held
as face to face at the beginning of data collection & later reached the relevant
companies through emails & internet, after providing the background of the research
& the direction to fill the questionnaire, since reaching particular people in the
organizations were extremely difficult due to their busy schedules.

The questionnaire was formulated & conducted the interview with the concept of
putting the interviewee into a friendly discussion in order to get the genuine answers
without any distortions, as much as possible.

3.8 Summary

The processes starting from literature survey, limitation of the study were explained in
detail, in first two sections of this chapter. The study area was limited to dedicated
software usage for project management functions by building contractor firms in Sri
Lanka who has registered in ICTAD as grade C1, C2, C3 & C4. Developing the
questionnaire for data collection were explained with the considerations made while
formulating the format, the way of reaching target group, measures of getting the
accurate & correct answers/feedback from interviewee were, along with supporting
data & information. Selection of a sample to collect data, conducting pilot study as
guidance to the whole of the study were described in next two sections & finally the
process of collecting data for the study through literature & questionnaire were
described in chapter 3.

40
 CHAPTER 4

4. ANALYSIS & DISCUSSION

4.1 General

The data collected through questionnaire survey conducted among the selected
building construction firms were analysed within the framework designed at the
beginning of the research. The data were analysed basically as raw & processed data
and the outcomes are presented in graphical, tabular & in descriptive formats.
Separate analysis of data & presentation has been done for each planning, scheduling
and monitoring & controlling activities in this chapter.

4.2 Analysis and Discussion of Results

The analysis was basically executed in two distinct areas, where first part was to
present the raw data, which were collected through questionnaire survey, for all the
contracting firms & later was processed data where comparison of results between
the status of answers for specific questions within same organization & between the
different type of organizations.

Presentation of Raw Data:

In certain circumstances, it was found that the raw data gives a real picture of the
existing situation. In such situations every attempt was made to list raw data in
descending order of importance based on the proportion of responded contracts either
favourably or unfavourably.

Presentation of Summarized or Processed data:

In other cases, data was summarised after taking the whole picture into account and
by giving due weightings to all comments and suggestions expressed by contractors.
This method is more useful when presenting similar ideas given in various forms by
different contractors.

Throughout the questionnaire survey, it was impliedly proved that all the construction
firms, under category C1, C2, C3, C4 are using software for its operation works &
managing projects, at least in any means, in Sri Lanka.

A summary of the sample selected for data collection & the achievement at the end
was tabulated & presented in the below table.

41
 Registered Sample

Achievem
Collected
Contractor Grade in ICTAD

Target
#

Data
(ICTAD) in year

ent
%
2010
1 C1 24 24 13 54%
2 C2 45 23 11 48%
3 C3 70 35 13 37%
4 C4 148 75 14 19%
Table 4.1: Sample details of the study (building contractor firms)

The study & analysis was based on the assumption that the sample which have been
collected the required information will provide a general overview of the category of
construction companies it contains.

The one of very first questions asked from all the contractors was reasons of why they
use software for project management activities, in the organization. Most of the
respondents (68%) included the reasons in a priority order where rest were mentioned
only one reason. Considering the reason at its 1st priority position, the following table
was generated, where general overview of why the companies tends to use project
management software.

ICTAD Grading
Reason
C1 C2 C3 C4
Easy Administration works, Integration &
50% 54% 12% 49%
approach to repetitive tasks
Standardizing company formats 6% 9% 17%
Forced due to competitors, Project teams,
32% 9% 52% 17%
Consultants
To reduce cost 12% 24%
Desire to keep up to date with
18% 12% 17%
development
Table 4.2: Reasons for using software for Project Management

The majority of the companies have indicated that, easy administration works,
Integration & approach to repetitive tasks as the main reason of using software
systems for their project management activities. For C1 companies, the percentage
was 50, where for C2, C3 & C4 the percentages were as 54, 12, 49 respectively.
Between the figures found out, a clear difference has been appeared in C3 & rest of

42
the categories where for C3, they felt less regarding usage of software for project
management in easy administration, and considered a completely different view as
reason for usage which was Forced due to competitors, Project teams, Consultants.

One of the main reasons where these dedicated project management software have
been introduced was to make it easy of the complex administrative works of a project
and its content, as well as to address the repetitive processors / systems in an effective
way.

A clear reason, which will fall in the 2nd position of the list, is forced due to
competitors, project teams and consultants. Only the C3 companies responded with
52% rate that the reason for usage of software as mentioned above. C1 category
indicated this as the 2nd reason & even the C3 shows similar status, from the figures
obtained. The result here reflect one aspect of the Sri Lankan construction industry
which as the contractors, they do not use, or do not want to use the software facility
available for planning, control & monitoring works, where consultants & other
leading bodies already get use of those facilities and expect the same from the
contractors. Another cause is that the competitor’s usage of these facilities will affect
& challenge the status of a particular company, where they tent to use such a facility
or more advance facility to compete with rivals.

Reducing cost by using software was another reason indicated in the responds, which
will fall to third place of the list. Addressing to repetitive works in efficient way,
effective administration and some data base management will provide the basis for
cost reduction of organizations.

Standardizing company formats, Desire to keep up to date with development are

shown less priority than the rest. Specially, the latter “Desire to keep up to date with
development” which will be a leading factor for the development of the individual
organizations, and the industry as a whole is at a place with minimum interest of the
construction companies.

Next finding was the type of software mostly uses by the construction companies in
the industry, which was Microsoft Project for their planning, scheduling, monitor and
controlling works. 100% of C1 & C3 companies, 91% of C2 & 86% of C4 companies

43
indicated the usage of Microsoft Project as their main software for project
management.

15% of C1 & 7% of C4 category responded that usage of MS Project Server, along

with the Microsoft Project as the main management software tool in the organization.
No one has mentioned that the usage of Primavera system as their project
management software which indicate the low popularity of Primavera systems in the
country. The results are tabulated in the below table;

Type of Software
Contractor Category MS Project
MS Project Primavera Any Other
Server
C1 92% 15%

C2 91% 9%

C3 100%

C4 86% 7% 14%

Table 4.3: Usage of Dedicated PM Software

(though some firms mentioned MS Project Server as one of the software in use, further inquiries
confirmed that this response was due to lack of understanding between MS Project & MS Project
Server Software)

From the general perspectives of the dedicated software usage in the building
construction field in Sri Lanka, exploring the extent of usage of particular features of
these software, were taken in to account & the section start from this point will
present findings related to most common & main features relate to project
management software. Planning, scheduling, monitoring & controlling areas were
taken in to consideration in this study as the selected aspects of project management
activities. For each & every activity, whether the feature is being used within the
organization, the efficiency level of particular activity in term of satisfaction were
measures through the questionnaire survey & the results are summarizes as follows;

44
4.3 Planning

100%
90%
80%
70%
60%
50%
40%
30%
20%
10% C1- Software Usage
0% Trendline C1

Figure 4.1: Extent of Software usage of C1 companies in Planning Activities

For creation of work breaks down structures, OBS, to finding start, finish & durations,
filter of critical path of a project, these software are being used 100% by C1
contracting firms. Finding critical activities, floats of activities lies above 75% limit of
responses. When it comes to cash flow & its forecasting, the usage of project
management dedicated software were approximately 78% of rate of responds, in C1
category.

Assign baseline for the plan, which is an important feature of proper monitoring &
controlling of the progress, was done by 60% of the firms where balance 40%, follow
the plans during construction, without a baseline.

All the C1 category firms marked that they do more than one project, at a particular
time considered, but only 40% of firm use the facility available in software for
planning & managing multiple projects, effectively. Planning & maintaining resource

45
pool, allocating resources, checking of alternative methods & techniques were at a
level of below 40% of the respondents.

100%
90%
80%
70%
60%
50%
40%
30%
C1- Software Usage
20%
C2- software Usage
10%
Trendline C1
0%
Trendline C2

Figure 4.2: Extent of Software usage of C1 & C2 companies in Planning Activities

Figure 4.2 shows a comparison of usage of software for project management activities
between C1 & C2 firms. Apart from some difference in the areas of finding floating of
activities & resource planning/ allocation, other activity usage of C2 firms show a
similar pattern as in C1, with little descend than the percentage values of C1. Some
improved behaviour in resource planning & allocation of C2 firms than C1 is a
significant factor of the above outcomes.

Collectively, both C1 & C2 indicated that they hardly use the facilities for resource
planning, allocation, resource pools, and multiple project management available in
dedicated software packages, for their day to day project management aspects. These
results give a implied picture that most of the leading construction firms in the
industry use the initial features like, WBS, timing activities (start, duration, finish),

46
critical path etc of a software, but less likely to use of more detailed features like
resource activities, multiple project handing, resource pools etc.

100%

90%

80%

70%

60%

50%

40% C1- Software Usage

30% C2- software Usage

20% C3 - Software Usage

Trendline C1
10%
Trendline C2
0%
Trendline C3

Figure 4.3: Extent of Software usage of C1, C2 & C3 companies in Planning

Activities

The pattern of usage of software features in C3 category firms are almost similar to
C2 category except few places, one is there are no any use of Enterprise resource
pool, Assigning responsibilities. Initial features of creating work break down
structure, critical path analysis, calculation of dates, durations are commonly use in
C3 construction firms.

47
 100%
90%
80%
70%
60%
50%
40%
30%
C1- Software Usage
20%
10% C4 software usage

0% Trendline C1
Trendline C4

Figure 4.4: Extent of Software usage of C1 & C4 companies in Planning Activities:

comparison

C4 category software usage is comparatively lower than the rest of the firms subjected
to this study & considerable extent of project management work are undertaken by
manual or using ordinary software, for example MS office etc. Calculations of
durations / finish dates, creating work break downs are at the high percentage level
where as the figures are 100%, 79% respectively. Some firms use the facility to find
critical path & activities on it where the responded rates were 64% & 50%
respectively.

Resource planning, allocation for tasks were at a lowest level (21% & 14%
respectively) in C4 firms where they used to depend on handling the resource still in
the traditional way, manually & with assistance of ordinary office software. Assigning
base line for the plan was done only by 21% of the firms, subjected to study, where it
will create unfavourable condition for monitoring & controlling the program
throughout the project, using dedicated software.

48
Satisfaction in Planning, Independent of Software Usage:

C1 firms

100%
90%
80%
70%
60%
50%
40%
30%
20% C1- Software Usage

10% level of satisfaction

0% Trendline Usage
Trendline Satisfaction

Figure 4.5: Extent of Software usage Vs level of satisfaction of particular activities

(C1)

In the graph shown above presents the extent of usage of dedicated project
management software features by C1 construction companies versus the quality of
each activity in terms of their understanding within the organization, independent of
the software usage. Adding further, it explains the satisfaction of management of
particular activities which are executed by project staff for managing projects with or
without using the software facilities. For example, there may be a situation where a
company doing resource planning & allocating resources to different projects/
activities efficiently, using a manual method or just by using MS Xcel format.

C1 companies have responded in the survey that all the firms (100%) use the project
management software to find;

 Start, Finish times & durations of projects

49
  Create work breakdown structures
 To find critical path

Whereas their satisfaction indicators for the above tasks were, 89%, 80% & 66%
respectively.

4.4 Scale used for analysis

none poor average good excellent

1 2 3 4 5
7% 20% 40% 67% 100%
Table 4.4: scale used for analysis

Development of scale:
Example: abstract from questionnaire
Activity Description Software Usage Quality of Output
(Not depends on Software usage)

To find start/finish/durations Yes / No 1 2 3 4 5

1 1 1 1 1
If the response was 3 , then {(3+2+1)/ (1+2+3+4+5)}* 100 = 40%

1
Analysis of the data for C1 firms, above results provide the basis to facilitate one of
the main objective of the project to find how extent the software are being used & the
how efficient they get use of the facilities available. Even though the company uses
the facility available for above particular activities by 100%, still the management
responded that the outcome is much below than anticipated figures. Finding start,
finish dates & durations has been reach to a level close to 90% where the finding
critical path still lies below 67% line, which should be a higher figure where, this will
lead to success of the project, by managing the critical activities throughout the span,
by identifying the path & activities at initial stage.
Usage of facilities in cash flow forecasting was 77% where level of satisfaction shows
66% which will lead to a good satisfaction rate, as per the scale shown above. Assign
base line for planning technique was used by 62% of the C1 firms & the generated
satisfaction level was 55% in the scale where it will fall close to an “average” level of

50
satisfaction in the organizations. Assigning a base line for the project plan will be one
of the most important steps which should follow at the planning stage of a project,
where it will provide the basis for easy monitoring & controlling of the project versus
the initial plan.
Next, the following activities of planning, where the usage by C1 firms are below
50% level, are taken in to consideration.
 To check alternative techniques & methods
 Resource allocation for tasks
 Resource planning & usage of enterprise resource pool
 Assign responsibilities
 Planning multiple projects

Even though the usage figures found through survey was below 50% of the above
activities, satisfaction figures were at a average, close the “good” of the scale being
used.

satisfaction
% usage of

Software
PM
# Activity Description

%
1 31% 43%
To check alternative techniques & methods
2 Resource allocation for tasks 38% 62%
3 Resource planning 23% 46%
4 Assign responsibilities 15% 62%
5 usage of enterprise resource pool 31% 52%
6 Planning multiple projects 38% 60%
Table 4.5: % usage of software features Vs level of satisfaction (C1)

This will reflect that there are some activities in project management where the firms
can achieve the targets or part of it, without using dedicated software facilities for
project management. For example, assigning responsibilities shows a 62%
satisfaction, almost the “good” level of satisfaction as per the scale of C1 firms,
without any software usage. They are able to manage the activity through manual
methods efficiently & planning multiple project activity is also providing the similar
behaviour.

51
In Sri Lankan context, depending on the scale of the project undertaken by the C1
firms, only limited features of the facilities are being used for their project
management aspects & rest of the activities are handled through manual or using
office software systems & some data management systems.
However, the possibility of increasing the level of satisfaction through software usage
has to be studied further & the data available up to this point will not support to
answer the question. The reasons why the firms use or not using software facilities in
construction project management will be discussed latter of this report.

C2 firms
100%
90%
80%
70%
60%
50%
40%
30%
C2- software Usage
20%
Level of Satisfaction
10%
Trendline Usage
0%
Trendline Satisfaction

Figure 4.6: Extent of Software usage Vs level of satisfaction in particular activities

(C2)

100% usage of software to find start, finish, durations, creating WBS are indicated in
the responses received from C2 firms and usage of find critical path & activities are
also at a level above 70% line. This reflects that these firms got the usage of the

52
software facilities for above mentioned activities & get the benefit of it. Cash flow
forecasting were done more than 50% of firms where level of satisfaction will fall at
64% level in the scale & means “good” satisfaction.
Software usage of resource planning & allocation for tasks are at 36% usage level &
satisfaction of allocation of resources was 65% in the scale, where resource planning
was at 51%.
Usage of software for base lining the plan, checking for alternative methods, assign
responsibilities, enterprise resource pool & planning multiple projects were at a
minimum level where maximum figure goes only up to 18%. The satisfaction levels
for the above items were above 50% for all except the item checking alternative
methods where the level was 47%. These were level of satisfaction falls between
“average” and “good” region of the scale where such achievement was made with
minimum usage of dedicated software for project management.

C3 firms
100%
90%
80%
70%
60%
50%
40%
30%
C3 - Software Usage
20%
Level of satisfaction
10%
Trendline Usage
0%
Trendline Satisfaction

Figure 4.7: Extent of Software usage Vs level of satisfaction in particular activities

(C3)

53
Creating work break down structures & finding start, end & duration were at 100%
usage level of C3 category firms as shown in the figure above. The qualities
(satisfaction) of same activities are above 70% which means that the facilities are
used effectively to achieve maximum outputs of particular activities. Finding critical
path & critical activities using software were at a 70% margin, where the satisfaction
level of both items were also in the range “good” with a 68% figure in the scale. Cash
flow forecasting usage was 54% since the level of satisfaction was also a closer value,
57% (good level of satisfaction).
Following activities were hardly implemented through the software by C3 firms
meanwhile the satisfaction levels of each shows a “good” level in the scale used.
Please see the table below;

% usage of PM

% satisfaction
Software
# Activity Description

1
Assign baseline for plan 23% 62%
2 23% 51%
To check alternative techniques & methods
3 31% 65%
Resource allocation for tasks
4 31% 48%
Resource planning
5
Assign responsibilities 0% 55%

6
Usage of enterprise resource pool 0% 52%
7 Planning multiple projects 15% 58%
Table 4.6: % usage of software features Vs level of satisfaction (C3)

54
C4 firms
100%
90%
80%
70%
60%
50%
40%
30%
20% C4 software usage
10%
Level of Satisfaction
0%
Trendline Usage
Tredline Satisfaction

Figure 4.8: Extent of Software usage Vs level of satisfaction in particular activities

(C4)

The first parts of the x axis of the graph were at higher usage & satisfaction level, as
in the previous three categories & when more advance facilities were concerned,
usage of software were clearly descending but maintaining the satisfaction level in an
“average” or “good” level.

A summary of usage of project management software & level of satisfaction of all

four categories of firms are tabulated below;

55
 % usage of PM software Level of satisfaction (%)
# Activity Description
C1 C2 C3 C4 C1 C2 C3 C4
To find start/finish/durations 100 100 100 100 89 89 91 87
1 % % % % % % % %

To find floats of activities 58 56 54 54

2 77% 91% 46% 36% % % % %

Create WBS/OBS 100 100 100 80 84 80 81

3 % % % 79% % % % %

To find critical path 100 66 67 68 66

4 % 82% 69% 64% % % % %

To find critical activities 92 45 69 71 66 71 68 71

5 % % % % % % % %

Cash flow forecasting 77 55 54 36 66 64 57 63

6 % % % % % % % %

Assigning base line for planning 62 18 23 21 55 60 62 59

7 % % % % % % % %
To check alternative techniques 31 23 36 43 47 51 47
8 & methods % 9% % % % % % %

Resource allocation for tasks 38 36 31 14 62 65 65 64

9 % % % % % % % %

Resource planning 23 36 31 21 46 51 48 63
10 % % % % % % % %

Assign responsibilities 15 18 62 62 55 57
11 % % 0% 0% % % % %

Enterprise resource pool 31 14 52 55 52 70

12 % 9% 0% % % % % %

Planning multiple projects 38 18 15 60 67 58 73

13 % % % 7% % % % %

Table 4.7: Summary of % usage of PM software & level of satisfaction

56
4.5 Scheduling

The facilities available in project management software for scheduling tasks were
studied in this section and the extent of usage & the satisfaction of each activity
irrespective of software usage were recorded in the questionnaire.

The results for C1, C2, C3 & C4 firms of extent of project management software
usage for scheduling tasks can be shown graphically as follows;

100%
90%
80%
70%
60%
50%
40% C1- Software Usage
C2- software Usage
30%
C3 - Software Usage
20%
C4 - Software usage
10%
Trendline C1
0%
trendline C2
Trendline C3
Trendline C4

Figure 4.9: Extent of Software usage for scheduling (C1, C2, C3 & C4)

All the firms use basic facility like linking tasks by 100% & gradually decrease with
other facilities, which are the activities; the planners are allowed to schedule their
programs in a detailed & deeply manner. Resource levelling tasks are used mostly by
C1, C2 & C3 firms where the extent of usage is below 50%, as in the above graph.
The feature linking between projects are mostly used by C2 firms where the
percentage of usage was 36% & the usage of C1 firms was 15%.

57
Satisfaction levels

C1 firms

100%
90%
80%
70%
60%
50%
40%
30%
20%
C1- Software Usage
10%
0% level of satisfaction
Trendline Usage
Trendline Satisfaction

Figure 4.10: Extent of Software usage for Scheduling Vs level of satisfaction in

particular activities (C1)

All the C1 firms indicated over 50% satisfaction for all scheduling activities within
their organizations, independent of the software usage, i.e. their satisfaction may have
been achieved through usage of project management software or with only manual
systems.

Resource adjustments of critical path & Create calendars activities were managed
using software by C1 firms; the usages were 77% & 92% respectively where
satisfaction level showed 63% & 51%. Though the firms use software in maximum
for above two particular activities, satisfaction figures shows a lower value than
anticipated. This may be due to effects from external factors, beyond the control of
planning stage.

58
Linking between projects, Sharing resources in multiple projects, Adjusting different
working times for resources activities were hardly managed using software by C1
firms, but with over 50% satisfaction of activities. This condition indicate that there
are some activities which can achieve certain level of satisfaction (above 50%) using
manual or traditional methods, without using project management software.

C2afirms
100%
90%
80%
70%
60%
50%
40%
30%
20% C2- software Usage
10%
0% Level of Satisfaction
Trendline Usage
Trendline Satisfaction

Figure 4.11: Extent of Software usage for Scheduling Vs level of satisfaction in

particular activities (C2)

Dependency of activities through linking of tasks shows an average satisfaction above

70% while the usage of software for linking tasks by C2 firms show 100% figure.
Even though the usages of software were below 50% or almost the same, the
following activities were considered as 60% or higher in satisfaction. Only two
activities go down 50% limit.

Activity Usage (%) Satisfaction (%)

Resource adjustments of Critical path 45% 62%
Resource levelling 55% 71%
Sharing resources in multiple projects 27% 58%
Linking between projects 36% 49%
Adjusting different working times for resources 0% 47%

59
C3 firms

100%
90%
80%
70%
60%
50%
40%
30%
20% C3 - Software Usage
10%
Level of satisfaction
0%
Trendline C3
Trendline Satisfaction

Figure 4.12: Extent of Software usage for Scheduling Vs level of satisfaction in

particular activities (C3)

Comparatively lower software usage for scheduling activities by C3 firms than C1

and C2 category. They use software basically for linking the tasks which shows 100%
usage & all other activities were below 30% usage except create calendars activity.
Average 50% satisfactions of scheduling activities were expressed by them
irrespective of software usage.

60
C4 firms

100%
90%
80%
70%
60%
50%
40%
30%
20% C4 software usage
10% Level of Satisfaction
0%
Trendline C4
Trendline Satisfaction

Figure 4.13: Extent of Software usage for Scheduling Vs level of satisfaction in

particular activities (C4)

Only the activities linking tasks and resource adjustment of critical path showed a
usage above 50% & all other activities were below 50% for C4 firms. Very less usage
of software for sharing resources in multiple projects, linking between projects,
adjusting different working times for resources activities by C4 firms, but with nearly
50% satisfaction level of each activity.

61
4.6 Monitoring & Controlling

C1 and C2 firms

100%
90%
80%
70%
60%
50%
40%
30%
20%
C1- Software Usage
10%
0% C2- software Usage
Trendline C1
Trendline C2

Figure 4.14: Extent of Software usage for Monitoring & Controlling (C1 & C2)

All the C1 & C2 firms used to get the progress figures of their projects through
entering the percentage values of work items completed for their monitoring &
controlling process. More accurate version to get the extent of completion, 46% of C1
& 27% of C2 companies use entering quantity of work done to the program to get
overall completion of the project. One of the most important activities to track the
project throughout its entire execution, tracking using base lines, that is assigning a
baseline during planning stage & take it as reference to monitor the progress, was
only applied by 54% of C1 & 64% of C2 firms.

Usage of software for cash flow monitoring & controlling, measuring performance
using S-curve were below 38% for C1 firms & below 27% for C2 firms. Usage of
earn value techniques to measure performance were 31% for C1 firms & 18% for C2
firms. This was comparatively a lower usage, as the C1 & C2 are the leading
categories in the industry.

62
The generating reports through project management software were as follows for both
firms;

Activity Software Usage (%)

C1 C2
Generating reports on cost 31% 36%
Generating reports of time 54% 27%
Generating reports on resources 23% 9%

C3& C4 firms

100%
90%
80%
70%
60%
50%
40%
30%
20% C3 - Software Usage
10% C4 software usage
0%
Trendline C3
Trendline C4

Figure 4.15: Extent of Software usage for Monitoring & Controlling (C3 & C4)

The usage figures of C3 & C4 firms were at a minimum level as shown in the above
graph. Except the item monitor progress using percentate complete, all the activities
were below 50% level & most of them were even below 25% usage level.

The usage & satisfaction figures calculated through this research for all four
categories of firms are tabulated below:

63
 % usage of PM software Level of satisfaction (%)
# Activity Description
C1 C2 C3 C4 C1 C2 C3 C4
Monitor Progress: using % 100 100 100 100 62 71 71 70
1 complete % % % % % % % %
Monitor Progress: using qty 46 27 23 57 51 54 46
2 of work completed % % % 7% % % % %
54 64 46 29 63 67 65 51
Tracking using base lines
3 % % % % % % % %
15 38 33 23 27
Delay Analysis
4 % 0% 8% 0% % % % %
Measure performance using 31 18 23 62 35 58 37
5 Earn Value (EV) % % % 7% % % % %
Measuring performance 31 27 15 60 35 49 26
6 using S-curve % % % 0% % % % %
Cash flow monitoring & 38 27 23 65 60 57 54
7 controlling % % % 0% % % % %
Cost Histograms 31 49 33 31 23
8 % 9% 8% 0% % % % %
46 36 15 63 53 48 26
Resource Re-scheduling
9 % % % 0% % % % %
31 36 15 52 44 46 43
Generating reports on cost
10 % % % 0% % % % %
54 27 23 21 63 62 55 61
Generating reports of time
11 % % % % % % % %
Generating reports on 23 42 40 31 23
12 resources % 9% 0% 0% % % % %
Sharing project data with 26 27 20 20
13 other applications 8% 0% 0% 0% % % % %
Importing & exporting 28 20 22 20
14 information 8% 0% 0% 0% % % % %

Table 4.8: Summary of usage of PM software & level of satisfaction

64
 100%

10%
20%
30%
40%
50%
60%
70%
80%
90%

0%
100%

10%
20%
30%
40%
50%
60%
70%
80%
90%

0%

C2 firms
C1 firms

Monitor Progress: using… Monitor Progress: using…

Monitor Progress: using… Monitor Progress: using…
Tracking using base lines Tracking using base lines
Level of Satisfaction

Delay Analysis Delay Analysis

Measure performance… Measure performance…
Measuring performance… Measuring performance…
Cash flow monitoring &… Cash flow monitoring &…
Cost Histograms Cost Histograms

satisfaction in particular activities (C2)

satisfaction in particular activities (C1)
Resource Re-schedulling Resource Re-schedulling
Generating reports on… Generating reports on cost

65
Generating reports of time Generating reports of time
Generating reports on… Generating reports on…
Sharing project data… Sharing project data with…
Importing & exporting… Importing & exporting…
Trendline Usage

Trendline Usage
level of satisfaction

C2- software Usage

C1- Software Usage

Level of Satisfaction
Trendline Satisfaction

Trendline Satisfaction
Figure 4.16: Extent of Software usage for Monitoring & Controlling Vs level of

Figure 4.17: Extent of Software usage for Monitoring & Controlling Vs level of
 100%
100%

10%
20%
30%
40%
50%
60%
70%
80%
90%
10%
20%
30%
40%
50%
60%
70%
80%
90%

0%
0%

C4 firms
C3 firms

Monitor Progress: using %… Monitor Progress: using…

Monitor Progress: using… Monitor Progress: using…
Tracking using base lines Tracking using base lines
Delay Analysis
Delay Analysis
Measure performance…
Measure performance…
Measuring performance…
Measuring performance…
Cash flow monitoring &…
Cost Histograms Cash flow monitoring &…
Resource Re-schedulling Cost Histograms

satisfaction in particular activities (C4)

satisfaction in particular activities (C3)
Generating reports on cost Resource Re-schedulling
Generating reports of time Generating reports on cost

66
Generating reports on… Generating reports of time
Sharing project data with… Generating reports on…
Importing & exporting…
Sharing project data with…
Importing & exporting…

satisfaction)
Usage)

Linear (level of
satisfaction)

C4 software usage

level of satisfaction
Linear (Level of
Level of satisfaction
C3 - Software Usage

Linear (C3 - Software

Linear (C4 software usage)

Figure 4.18: Extent of Software usage for Monitoring & Controlling Vs level of

Figure 4.19: Extent of Software usage for Monitoring and Controlling Vs level of
4.7 User Satisfaction of Project Management Software Features

Time Management:

The satisfaction level of time management facilities available in project management

software were measured through a scale provided in the questionnaire. The outcome
is as follows;

Category Satisfied Not Satisfied

C1 92% 8%

C2 82% 18%

C3 92% 8%

C4 86% 14%
Table 4.9: Satisfaction with time management facilities

Further, the reasons for the satisfaction or non- satisfaction were taken in to
consideration. Following the information & experienced gained in pilot survey &
literature review, a list of reasons were included in the questionnaire, where a
provision was also made to add if any other reason existed in firms, apart from the
reasons mentioned.

The reasons mentioned for satisfaction of time management facilities are shown
below;

No of respondents
Contribution factor %
C1 C2 C3 C4

Straight forward application 4 1 4 3 27%

Easy & Quick execution 7 6 3 9 57%

Technical support available 1 1 4 0 14%

Flexibility to various requirements 0 1 0 0 2%

Table 4.10: Satisfaction indicators for time management facilities

67
 100%
90%
80%
70%
60% C1
50%
C2
40%
30% C3
20% C4
10%
0%
Straight forward Easy & Quick Technical support Flexibility to various
application execution available requirments

Figure 4.20: Responses for satisfaction of time management facilities

When consider all the construction firms subjected to this study, 57% (refer table
4.10) of sample has selected Easy and Quick execution as the 1st reason for
satisfaction of time management facilities available. Straight forward application has
been selected as 2nd most common reason for satisfaction, with 27% overall respond
rate. C1, C2 & C3 firm’s behaviour was also the same as described above. Technical
support available & straight forward applications were the main reasons for their
satisfaction on time management facilities of dedicated project management software.

One of the C2 firms had mentioned that, flexibility to various requirements of the
organization in time management aspects of a project as the main reason for their
satisfaction & mentioned it at the provision made to specify any other reasons than the
options available in the questionnaire.

Among the firms, responded as they do not satisfy with the time management
facilities available in software, 83% of firms indicated that, lack of experienced
people with particular software as the main reason for their non-satisfaction. The rest
of the firm’s position was, the return from software usage was comparatively low &
as a percentage, number of companies was 17% of non-satisfied firms.

68
All the C1, C2 and C3 firms and one C4 firm indicated the lack of experienced people
as main reason while only one C4 firm said that comparably low return from software
usage as their cause for non- satisfaction.

4.8 Difficulties faced by companies in usage of project management software

Some specific reasons were included in the questionnaire, which were abstracted &
summarized from literature review, where it provided the interviewee to answer easily
regarding the difficulties faced by their organization in using project management
software. The responses are summarised in below table which include the number of
responses by each category & overall percentage of each factor, considering all the
firms subjected to this study. In addition, a graphical view presents the individual
percentages of all four firms separately, of their difficulties faced, while using
software.

No of companies responded
Contribution factor %
C1 C2 C3 C4
High cost 2 2 2 1 14%
Non availability of trained staff 6 5 5 7 45%
Lack of interest among top
management 3 2 6 5 31%
Lack of interest among the staff
involving in PM activities 1 1 0 1 6%
Fear of change to new systems
from staff of long tenure 1 1 0 0 4%
Table 4.11: Responses for difficulties faced by contractor firms

Considering all the firms subjected to this study, 39% of firms had mentioned non
availability of trained staff as the main difficulty faced while using software for
project management. Lack of interest among top management had become as the 2nd
most influencing factor for contracting firms.

69
 100%

90%

80%

70%

60%

50% C1

40% C2
C3
30%
C4
20%

10%

0%
High cost Non availability Lack of interest Lack of interest Fear of change
of trained staff among top among the to new systems
management staff involving from staff of
in PM activities long tenure

Figure 4.21: Responses for difficulties faced by contractor firms:

Non availability of trained staff was marked as the difficulty faced by C1 firms to 1st
place & lack of interest among top management has become the 2nd reason. Lack of
interest among the staff involving in project management activities & higher cost
were the next most influencing factor for C1 firms. A similar responses have been
made by C2 & C4 firms as C1 and only C3 firms has mentioned lack of interest
among top management as the most critical factor in their software usage.

4.9 Benefits gained using project management software

The results obtained through questionnaire survey were summarised & shown in the
below table & graph. The table presents the number of responses & percentage figure
for each reason, considering all the firms subjected to the study, irrespective of type of
firm. The graph presents the individual respond rates of each type of firm, for the
reasons mentioned as benefits gained through project management software usage.

70
 No of companies responded
Contribution factor %
C1 C2 C3 C4
Easy for management &
9 9 6 10 67%
administration works
Increase of profit margins 1 0 2 0 6%

Generating Quality reports 2 2 5 2 22%

Increase company reputation
1 0 0 2 6%
(image)
Table 4.12: Responses for benefits gained by contractor firms

100%
90%
80%
70%
60%
50% C1
40% C2
30%
C3
20%
C4
10%
0%
Easy for Increase of profit Generating Quality Increase company
management & margins reports reputation (image)
administration
works

Figure 4.22: Responses for benefits gained by contractor firms:

All the firms have responded that easy for management & administration works at
first place in benefits gained list, with overall percentage of 67%. This condition was
similar for each individual firm as shown in the above graph. Generating quality
reports has become to 2nd place in the list with 22% respond rate.

4.10 Future Development

In section 07 of the questionnaire, it was asked by all firms whether they have any
plan of improving the project management software usage in the organization in
future. The responses received are tabulated below. Only 33% of firms replied that

71
they have a plan for future improvement where rest of firms (67%) did not have any
plan for future development in software usage for project management activities.

Future development plan available

Type of firm
Yes No
C1 5 38% 8 62%
C2 4 36% 7 64%
C3 4 31% 9 69%
C4 4 29% 10 71%
Total 17 33% 34 67%
Table 4.13: Availability of future development plan

Majority of firms have responded that they will trained their staff to make them
capable of handling the software, to meet their business requirements in project
management activities & it was 65% as a percentage. Introducing latest versions has
become the 2nd most responded action as the future plan for development and as a
figure, 28%.

No of companies responded
Method to be adopted %
C1 C2 C3 C4
Introducing latest versions 1 1 1 2.75 28%
Introducing new software
packages 1 0 0 0 5%
Recruiting trained people 0 0 0 0.5 2%
Training relevant staff 3.5 4 4 2 65%
Introducing company policies 0 0 0 0 0%
Table 4.14: Future development in software usage for project management: methods

The following graph presents the individual components of each category of

contractor firms for their future developments activities. This is a more detailed
version of the above table.

72
 100%
90%
80%
70%
60%
50% C1
40% C2
30% C3
20%
C4
10%
0%
Introducing Introducing Recruiting Training Introducing
latest versions new software trained people relevant staff company
packages policies

Figure 4.23: Future development actions by each category of contractor firms

4.11 Summary

The extent of software usage in construction project management by building

contractor firms in Sri Lankan construction industry were analysed & presented in this
chapter. Mainly the firms registered in ICTAD as building contractor firms of grades
C1, C2, C3 & C4 were subjected for this analysis. The data were gathered through a
questionnaire survey & analysed to get the extent of dedicated software usage for
project management activities & the level of satisfaction of each PM activity,
irrespective of software usage. The findings were presented in graphical, tabular &
descriptive formats for easy understanding.

The building contractor firms use the initial planning techniques, such as creating
work breakdown structure, find start, finish dates & durations etc of a project & use
approximately by all firms, as per the results obtained through questionnaire survey.
The usage of software to find critical path, critical activities, assigning base line for
planning were not fully used & the usage was around 50% of the firms, subjected to
study. Construction firms subjected to study have shown very less concern for
monitoring & controlling functions available in the project management software.
Only the firms C1 & C2 showed considerable usage of software facility for report

73
generation, cash flow monitoring & controlling, measuring performance using S curve
etc, rest of firms are with less usage of facilities available in software.

Non availability of trained staff has become the most significant reason, appeared as
difficulty faced by the construction firms of usage of dedicated project management
software. Only around 35% of construction firms in the industry have a plan to
develop their software systems in future to facilitate the project management
requirements. The rest, 65% does not have any plan of improving their systems. Easy
management & administration activities and generating quality reports through the
software within short period of time has become most attractive reasons under
benefits gained through software usage by contractor firms.

The graphical views in each stage show a pattern of decreasing the usage of software
facilities by firms, along with the complexity of management activities.

74
 CHAPTER 5

5. CONCLUSIONS & RECOMMENDATIONS

5.2 Conclusions

a) The first objective of the research was to find out to what extent the project
management software are being used in the construction industry for their
planning, scheduling and monitoring / controlling activities. The building
contractor firms use the initial planning techniques, such as creating work
breakdown structure, to find start, finish dates & durations etc of a project &
use approximately by all firms, as per the results obtained through
questionnaire survey. The usage of software to find critical path, critical
activities, assigning base line for planning were not fully used & the usage was
around 50% of the firms, subjected to study. Usage for cash forecasting,
resource planning & allocation, planning multiple projects were at a minimum
level, of the industry. Only fractions, approximately less than half of the
facilities available in PM software for planning activities were utilized by
construction companies in their planning of projects.

b) Scheduling activities were also used by firms fully in the area of linking tasks,
but gradually decreases with the density of the activities. Creating calendars
for project, resource calendars were used average 70% by C1 & C2 firms, but
very less use by other type of firms in the industry. Utilization of software for
resource levelling, sharing resources in multiple projects, adjusting different
working times for resources was below 50% for all firms in the construction
industry & even below 20% for C3 & C4 category firms. Even though most of
the firms handling several projects simultaneously, the facility linking between
projects were hardly used by the construction firms & limited only to C1 & C2
category.

c) Construction firms subjected to study have shown very less concern for
monitoring & controlling functions available in the project management
software. Only the firms C1 & C2 showed considerable usage of software
facility for report generation, cash flow monitoring & controlling, measuring
performance using S curve etc, rest of firms are with less usage of facilities
available in software. Still some traditional methods, using ordinary software

75
 are being used in the industry to manage such monitoring & controlling tasks.
One of the reason for less usage of these monitor & control facilities is since
the construction firms do only the basic activities in planning & scheduling
stages & avoid utilizing middle & more detailed parts of the software features
where it will lead to lack of information available in latter stages for a proper
monitoring & controlling mechanism.

d) Through the satisfaction indicators, a pattern can be identified that, high level
of satisfaction has been reached by all firms when the software usage for that
particular area was high. Even without software, medium level (around 60%
satisfaction in the scale used) can be achieved for most of the activities, but
possibility is there to increase the efficiency of activities through software
usage & as a result, to gain an increase in profit.

e) The usage of software for cash forecasting/ controlling, resource planning &
controlling are poor in Sri Lankan building construction industry. Lack of
experienced staff & less interest from higher management may be the reasons
for this situation, but this will lead to unnecessary losses in both financial &
other resources, especially of a construction project due to this matter.

f) The building construction firms are using project management software for
their projects mainly since the facility provide easy administration of works,
integration & approach to repetitive tasks. One important finding of this study
was the contractor firms have mentioned that, force due to competitors,
project teams & consultants as the second most important factor for usage of
project management software.

g) Non availability of trained staff has become the most significant reason,
appeared as difficulty faced by the construction firms of usage of dedicated
project management software. Though most of their staff has some basic
knowledge over the software, going deeper & handling latest facilities are not
possible. Lack of interest among top management of utilizing latest project
management software within their companies has become the second most
responded reason, as the difficulties faced.

h) Easy management & administration activities & generating quality reports

through the software within short period of time has become most attractive

76
 reasons under benefits gained through software usage by contractor firms.
There were very few responds to the increase profit margins & increase
company reputation through the usage of dedicated software for project
management.

i) Only around 35% of construction firms in the industry have a plan to develop
their software systems in future to facilitate the project management activities.
The rest, 65% does not have any plan of improving their systems. Among the
firms who have a plan to develop the usage of project management software,
getting trained the staff has become the 1 st place activity, mentioned by firms
as future development area. As a percentage, it was 65% of the companies
who have a future plan to develop their software usage. A 28% of firms in a
place to introduce latest/ newer versions of software to their firms, to enhance
the productivity & efficiency.

5.3 Recommendations

The following recommendations are based on the results obtained through the study
conducted among building contractors in the industry:

a) The contractor firms should conduct a self study to identify the areas where
they can increase the usage of software & take measures to utilize the software
more than what they do at the moment.

b) Since the “lack of interest among top management” has became the second
most responded reason for difficulties faced by firms, of using PM software an
awareness programs can be arranged to senior staff of firms where the higher
management of firms have the opportunity to understand the importance of
usage of dedicated software for project management, what are the benefits
they can gain, how the loses can be minimized through managing activities
using software.

c) Relevant staffs who have engaged in project management activities in the

construction firms to be trained to get the maximum usage of the available
software facilities, since there is a clear shortage in the industry of trained
staff. This can be arranged individually by contractor firms and through the

77
 relevant engineering institutions where they also have certain responsibilities
to train the people to cover up this gap in the industry.

d) The contractor firms should concern more to utilize the software facilities
available over the cash & resource management areas while managing
projects. Currently the attitude of firms is to use only the basic features of
software, just to initiate the plans & schedules, but not to create a plan which
will enable proper monitoring & controlling base in the execution stage. The
recommendations made in previous section (C) will provide the basis to
initiate the expanding since the relevant staff will get training.

5.4 Recommendations for Future Research

a) A general overview of the concern objectives were resulted from the study
since it was spread among large number of contractor firms, several areas of
PM activities in planning, scheduling and monitoring & controlling.
Conducting a study in future with case study basis will provide the researcher
to study the results obtained from this research further & investigate in depth
and with meticulous attention to each and every fact.

b) Narrow down the study area only to Cost & Resource aspects of project
management will facilitate future researcher to investigate further on the usage
& areas of usage to be improved in construction industry since one of the
conclude of this study was that the usage of PM software for cost & resource
managing in the industry is comparatively low.

c) Similar study conduct among engineering consultancy firms will provide the
basis to compare where the consultants & contractors in the industry stands in
dedicated project management software usage & can seek a solution to fill the
industry shortage of trained staff through the involvement of experts in
consultancy firms (conducting training/ workshops etc).

78
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Battersby, A. (1964). Network Analysis for Planning and Scheduling. London:

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Clarke, A. (1999). A Practical use of key success factors to improve the effectiveness
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G.P.Jeyaweerasingham. (1996). Effectiveness of Computer Applications in

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ICTAD. (2008). Sri Lanka Country Report-Asia Construct Conference, Tokyo, Japan.

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 APPENDIXES

1.0 Questionnaire format

QUESTIONNAIRE
(Survey to find out how effective the usage of Project Management Software in Sri Lankan
Building Construction Industry)

Notes:
1. It will take only avg. 20 minutes time to fill up this questionnaire.
2. The questionnaire have to be answered in the following ways,
(1) Yes / No (ticking or underline)
(2) Ticking on alternatives
(3) Word answers
(4) Answers to be marked on a scale
3. Please add remarks where useful to expand answers.
4. Information obtained in this questionnaire will be used collectively with other responds.
5. This questionnaire is consisting of mainly seven sections, 18 nos questions to be answered.

Section 01
General Organizational Information
Name of Organization (not compulsory) :
1) ICTAD grading:

New category (pervious grading)

C1 (M1)
C2 (M1)
C3 (M3, 150≥ X ≥ 100 million finance limit)
C4 (M3, 100≥ X ≥ 50 million finance limit)
2) No of building projects handling simultaneously (average) by the organization

≤2 betn 3 & 4 betn 5 & 6 betn 7 & 8 9≤

3) No of Planning Engineers or Qualified project planners working in the organization?

Nos

4) Average Project completion as scheduled % (percentage)

Section 02
Software Usage for Project Management: General (PM software, office packages, data
bases etc...)
5) How long the company has been using software for Project management?

80
 0-5 years 6-10 years 11-15 years 16-20 years 20<
years

6) Reasons for using software for Project Management (if more than one, put them in
priority order)

Easy Administration works, Integration & approach to repetitive tasks

Standardizing company formats
Forced due to Competitors, Project teams, consultants
To reduce cost
Desire to keep up to date with development
Other (please specify)

Section 03
7) Usage of Dedicated Project Management Software
MS Project

MS Project Server
Primavera Project Planner
Other (PM software, database,
Office packages etc)

Scale to be used:
1 : none 2 : poor 3 : average 4 : good 5:
Excellent

Activity Description Software Usage the Quality of Output

(Not depends on Software usage)
8) For Planning
To find start/finish/durations Yes / No 1 2 3 4 5
To find floats of activities Yes / No 1 2 3 4 5
1 1 1 1 1
Create WBS/OBS Yes / No 2 3 4 5
11 1 1 1 1
To find critical path Yes / No 1 2 3 4 5
1 1 1 1 1
To find critical activities Yes / No 1 2 3 4 5
1 1 1 1 1
To check alternative techniques & Yes / No 1 2 3 4 5
1 1 1 1 1
methods
Resource allocation for tasks Yes / No 11 1 2 1 3 1 4 1 5

Resource planning Yes / No 1 2 3 4 5

1 1 1 1 1
Assigning Base line for planning Yes / No 1 2 3 4 5
1 1 1 1 1
Assign responsibilities Yes / No 1 2 3 4 5
1 1 1 1 1
Cash flow forecasting Yes / No 11 22 13 14 15
Enterprise Resource pool Yes / No 1 2 33 4 5
1 1 1 1
Planning multiple projects Yes / No 1 2 3 4 5
1 1 1 1
4 1
1 1 1
1
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1
9) Scheduling
Linking tasks (dependency) Yes / No 1 2 3 4 5

Linking between projects Yes / No

11 12 13 14 15
Create calendars Yes / No 1 2 3 4 5
1 1 1 1 1
Usage of resource calendars Yes / No 1 2 3 4 5
1 1 1 1 1
Resource adjustments of Critical path Yes / No 1
1 12 13 14 15
Resource leveling Yes / No 1 2 3 4 5
1 1 1 1 1
Sharing resource in multiple projects Yes / No 1 2 3 4 5
1 1 1 1 1
Adjusting different working times Yes / No
11 12 13 14 15
for resources
11 12 13 14 15
Resource substitution (Enterprise projects) Yes / No

1 1 1 1 1
10) Monitoring & Controlling
Monitor progress: using % complete Yes / No 1 2 3 4 5
Monitor progress: using qty of
1 1 1 1 1
work completed Yes / No 1 2 3 4 5

To check alternative techniques Yes / No 1 2 3 4 5

1 1 1 1 1
Tracking using Base Lines (using actual dates) Yes / No 1 2 3 4 5
1 1 1 1 1
Delay analysis Yes / No 1 2
1
3
1
4
1
5
1 1
Measuring performance using Yes / No 1 2 3 4 5
1 1 1 1 1
Earn Value (EV)
1 1 1 1 1
Measuring performance using S-Curve
Cash flow monitoring & controlling Yes / No 1 2 3 4 5
Cost Histograms Yes / No 1 2 3 4 5
1 1 1 1 1
Resource re-Scheduling Yes / No 1 2 3 4 5
1 1 1 1 1
Generating reports on cost Yes / No 1 2 3 4 5
1 1 1 1 1
(EV, Cash flow, Budget, Over budget etc)
11 12 13 14 15
Generating reports on time Yes / No
(Started works, completed works, not started works etc)
1 1 1 1 1
Generating reports on resources Yes / No 1 2 3 4 5
Sharing project data with other Yes / No 1 2 3 4 5
1 1 1 1 1
Applications (ex: cash flow in Excel)
1 1 1 1 1
Importing & Exporting Information Yes / No 1 2 3 4 5

1 1 1 1 1

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Section 4
User Satisfaction
11) Satisfaction level for Time management facility available in Project Management
software:
Scale: 1 2 3 4 5

12) If satisfied, 1Contributing

1 1 factors
1 1 for satisfaction (if more than one, put them in
priority order)
Straight forward application
Easy & Quick execution
Technical support available
Other (please specify)

13) If Not satisfied, Contributing factors (if more than one, put them in priority order)
Comparably low return from software usage
Available software does not fulfil the needs
Insufficient time for planning
Lack of experienced people with software
Other (please specify)

14) Satisfaction level for Cost management facility available in Project Management
software:
Scale: 1 2 3 4 5

15) Satisfaction1level1 for 1Resource

1 1 management facility available in Project
Management software:
Scale: 1 2 3 4 5

1 1 1 1 1
Section 05
Difficulties faced
16) What are the difficulties faced by Organization of using PM Software? (if more than
one, put them in priority order)

High cost
Non availability of trained staff
Lack of interest among top management
Lack of interest among the staff involving in PM activities
Fear of change to new systems from staff of long tenure

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Section 06
Benefits gained
17) What are the benefits gained using PM software? (if more than one, put them in
priority order)

Easy for management & Administration activities

Increase of profit margins
Generating Quality reports
Increase company reputation (image)

Section 07
Future Development
18) Any plan of expanding Project Management Software usage within the organization?

Yes No

19) If yes, how? (If more than one, put them in priority order)

Introducing latest versions

Introducing new software packages
Recruiting trained people
Training relevant staff
Introducing company policies (ex: software usage is a must)
Other (please specify)

84