ABSTRACT
The scope of infrastructure development is growing larger
and more complex as time goes on making the various resource inputs – human,
material and plants and machinery – required for their successful completion
large as well. It is therefore essential that the entire process be properly
planned and controlled in order to ensure this. Computer-Aided Project Planning
and Control Systems (CAPPCS), software, provides the various mechanisms for the
effective coalition of all the resources required for the planning and control
of projects. This in turn serves as the basis for management decisions that
ultimately leads to the success of projects. This research was aimed at
determining the extent of use of CAPPCS in the Ghanaian construction industry.
A descriptive survey was used to solicit information from professionals in the
industry. This was done through self-administered questionnaires. The survey
population was made up of professionals from construction consulting and
professionals working with D1 construction organisations in Ghana. The data
garnered was analysed using descriptive statistics, a quantitative approach.
The findings of this research indicated a general awareness and use of CAPPCS
by the respondents and the organisations that they worked for. The use was
however limited to basic scheduling functions. It was evident that more needs
to be done in terms of training and sensitising of professionals on the use of
CAPPCS.
CHAPTER ONE
INTRODUCTION
1.1 Background of the Study
Construction projects are becoming increasingly complex.
Developments now require the input of huge resources - human, material, plants
and machinery, if they are to be successful. Effective planning and control is
therefore essential if the various resources are to be properly allocated, made
use of and optimised. Over the years, in the construction industry, this has
been executed mostly through manual means. Kim et al. (2013) suggests this
approach for managing and controlling projects is considered unreliable and not
effective.
This manual and increasingly quasi-automated means of
planning and controlling projects within the construction industry poses some
challenges to the project manager; especially when they are not proactively and
effectively managed. Time and effort which could have otherwise be used in
achieving other project deliverables has to be now spent repeating tasks and
rechecking activities. Also important information that could help in effective
and timely decision making may be omitted or incorporated in the programme at a
time that renders it useless insofar as safeguarding the project from negative
impacts is concerned. Managers and decision makers are now using information
management systems and tools to bring up the levels of project management
efficiency and control and to also increase the chances of achieving project
objectives.
A combination of techniques, tools
and systems for the gathering of project data and its analyses in order to help
in the making of choices for efficient project execution known as Project
Management Information Systems (PMIS) - a subset of which is computer-aided
project planning and control systems (CAPPCS) - helps managers to do this in
the construction industry. Through PMIS, the stage is set for the correct amalgamation
of the various project aspects – processes, tools, resources and techniques -
to shape a system of information which can then be used for the effective
management of the project by the various stakeholders which then leads to the
achievement set-out project objectives and thus project success.
From the different forms of keeping records, information
systems have evolved into complex corporate systems such as Enterprise Business
Solution systems. According to Ahlemann (2009), project management information
systems have also evolved from just focusing on the project scheduling and
sometimes resource management to becoming comprehensive systems that support
projects through their entire life cycles and even entire project portfolios.
Information systems play vital roles and these roles as
posited by O’Brien and Marakas
(2010) are listed below:
Provision of support to business processes and operations.
Provision of support to decisions made by management and
employees.
Provision of support to approaches that lead to competitive
advantages.
Support activities required for project progress.
Support for decisions made by the various stakeholders of the
project.
Support for the proper planning and control of the project to
meet set targets.
Despite the various benefits of the successful deployment and
use of information systems in the running of projects, the use of such systems
in the Ghanaian construction industry, from casual observation, is seemingly
limited. Though several factors may be deterring its use, the final cost to
projects and the total failure of some project as due to the actions of
stakeholders, arising from the absence of clarity of project linkages and
dependencies makes this a worthwhile undertaking. The incorporation of project
information systems in project execution will enable project participants to
have greater visibility of project variables and make informed decisions on the
proper application of project resources to ensure that projects are successful.
This paper will seek to find out the extent of the use of
computer aided project planning and control systems in the construction
industry of Ghana. This dissertation will seek to establish how widespread the
use of computer aided project planning and control systems is in the Ghanaian
construction industry. In addition, it will seek to establish which of the
software among the suite of computer programmes available is mostly used.
Furthermore, this paper will explore which of the tools available in the
software are usually used.
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===================================================================Item Type: Ghanaian Topic | Size: 62 pages | Chapters: 1-5
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