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This paper presents the methods used and a case study of a project management system PMS to manage daily progress in the construction of multiple apartment buildings in South Korea. A dilemma encountered in previous research in the field of progress management is that efforts to enhance data accuracy cause the data handling workload to soar. A main...
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Context 1
... basic attribute for scheduling was a higher level of activity with basic floor units of each apartment as seen in Fig. 1 e.g., 2-3 floors of concrete work abbreviated as "2-3F Con'c" in Fig. 1. Schedules at the sites are generally expressed using Microsoft EXCEL bar ...
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... basic attribute for scheduling was a higher level of activity with basic floor units of each apartment as seen in Fig. 1 e.g., 2-3 floors of concrete work abbreviated as "2-3F Con'c" in Fig. 1. Schedules at the sites are generally expressed using Microsoft EXCEL bar ...
Context 3
... the BCWS and the BCWP are measured, the plan-result comparison can be for a particular point in time. The site manager can check the progress in real time on the PMS. Fig. 10 shows the planned and actual progress in terms of overall progress status and the progress status of individual control attributes i.e., the activity name in Fig. 10. The progress of each multiple apartment construction project is gathered and monitored on a single win- dow of the PMS. The headquarter management team can monitor all ...
Context 4
... the BCWS and the BCWP are measured, the plan-result comparison can be for a particular point in time. The site manager can check the progress in real time on the PMS. Fig. 10 shows the planned and actual progress in terms of overall progress status and the progress status of individual control attributes i.e., the activity name in Fig. 10. The progress of each multiple apartment construction project is gathered and monitored on a single win- dow of the PMS. The headquarter management team can monitor all projects which are currently undergone. Fig. 11 shows the BCWS and BCWP measured monthly. In the chart, the weight value of the work group i.e., masonry is dis- ...
Context 5
... progress in terms of overall progress status and the progress status of individual control attributes i.e., the activity name in Fig. 10. The progress of each multiple apartment construction project is gathered and monitored on a single win- dow of the PMS. The headquarter management team can monitor all projects which are currently undergone. Fig. 11 shows the BCWS and BCWP measured monthly. In the chart, the weight value of the work group i.e., masonry is dis- tributed by month. The ACWP are recorded along with the BCWS and BCWP. The derived measures i.e., SV, CV, SPI, and CPI are calculated from BCWS, BCWP, and ACWP. The derived mea- sures are displayed in an integrative analysis ...
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Citations
... Duration data of structural works in residential building projects were used to test the validity of the ADSM. Structural work was targeted because it is the most representative activity in the critical path in residential building construction projects and exhibits similar process flows regardless of project details (Ji et al. 2010;Lee et al. 2009;Yang et al. 2007;Yoon and Yu 2017). The cross-validation procedure was as follows (Fig. 7): (1) collect activity durations of the structural work for each floor of the residential building; (2) split the data into two groups randomly and separate WDs and NWDs from the data; (3) conduct a chi-square test to ensure homogeneity between the two groups; (4) derive the discrete probability distribution of WDs in Group 1 to examine the pattern and distribution of WDs; (5) predict activity durations of the second group using the ADSM with the WD data from the first group and the environmental conditions from the second group (i.e., region, start date); (6) conduct a chi-square test (to verify that there is no difference between the predicted and actual project durations); (7) perform a Monte Carlo simulation by grouping activity durations of the structural work of each floor into building units; and (8) conduct a MAPE analysis to confirm the robustness of the forecasting model (Nguyen et al. 2013;Yoon and Yu 2019). ...
Determining a reasonable construction time (RCT) is crucial in project planning and schedule management. Construction projects are exposed to the external environment, including rainfall, extreme temperatures, snowfall, and high wind speed, and the RCT should be evaluated considering these risks. The risks can be reflected by activity duration using nonworking days (NWDs). However, current construction planning and scheduling practices are ineffective for dealing with of NWD characteristics because working days (WDs) and NWDs are mixed in most schedule performance data used for schedule development. Activity durations estimated using historical performance data may not appropriately reflect the activity characteristics (work type, region, and work timing), leading to an unreasonable construction time for a project. Here, we propose an activity duration segmentation method (ADSM) for determining the RCT. The ADSM can evaluate the combined effects of weather factors according to work type and determine the operation rate, which depends on start date, work type, region, and activity duration. This leads to the separation of WDs and NWDs for determining the RCT. Case-based and comparative analyses were conducted to validate the proposed method. The mean absolute percentage error (MAPE), used to validate the ADSM, was 5.79%. The results of the present study show that NWDs can be determined by considering the characteristics of the various activities (e.g., sensitivities toward environmental conditions, start date) and the environmental conditions of the project (weather conditions at the project location, working hour patterns). The ADSM suggests an integrated framework for combining activity characteristics and project environmental conditions when determining NWDs of each activity. The ADSM can be used by project owners for determining the RCT or the contract time, which varies according to activity characteristics. Also, a construction scheduler can assess to what extent the construction schedule will be influenced by NWDs.
... Duration data of structural works in residential building projects were used to test the validity of the ADSM. Structural work was targeted because it is the most representative activity in the critical path in residential building construction projects and exhibits similar process flows regardless of project details (Ji et al. 2010;Lee et al. 2009;Yang et al. 2007;Yoon and Yu 2017). The cross-validation procedure was as follows (Fig. 7): (1) collect activity durations of the structural work for each floor of the residential building; (2) split the data into two groups randomly and separate WDs and NWDs from the data; (3) conduct a chi-square test to ensure homogeneity between the two groups; (4) derive the discrete probability distribution of WDs in Group 1 to examine the pattern and distribution of WDs; (5) predict activity durations of the second group using the ADSM with the WD data from the first group and the environmental conditions from the second group (i.e., region, start date); (6) conduct a chi-square test (to verify that there is no difference between the predicted and actual project durations); (7) perform a Monte Carlo simulation by grouping activity durations of the structural work of each floor into building units; and (8) conduct a MAPE analysis to confirm the robustness of the forecasting model (Nguyen et al. 2013;Yoon and Yu 2019). ...
Determining a reasonable construction time (RCT) is crucial in project planning and schedule management. Construction projects are exposed to the external environment, including rainfall, extreme temperatures, snowfall, and high wind speed, and the RCT should be evaluated considering these risks. The risks can be reflected by activity duration using nonworking days (NWDs). However, current construction planning and scheduling practices are ineffective for dealing with of NWD characteristics because working days (WDs) and NWDs are mixed in most schedule performance data used for schedule development. Activity durations estimated using historical performance data may not appropriately reflect the activity characteristics (work type, region, and work timing), leading to an unreasonable construction time for a project. Here, we propose an activity duration segmentation method (ADSM) for determining the RCT. The ADSM can evaluate the combined effects of weather factors according to work type and determine the operation rate, which depends on start date, work type, region, and activity duration. This leads to the separation of WDs and NWDs for determining the RCT. Case-based and comparative analyses were conducted to validate the proposed method. The mean absolute percentage error (MAPE), used to validate the ADSM, was 5.79%. The results of the present study show that NWDs can be determined by considering the characteristics of the various activities (e.g., sensitivities toward environmental conditions, start date) and the environmental conditions of the project (weather conditions at the project location, working hour patterns). The ADSM suggests an integrated framework for combining activity characteristics and project environmental conditions when determining NWDs of each activity. The ADSM can be used by project owners for determining the RCT or the contract time, which varies according to activity characteristics. Also, a construction scheduler can assess to what extent the construction schedule will be influenced by NWDs.
... Furthermore, because large-scale apartments include multiple buildings, framework construction exhibits complex relationships between activity units [25]. Moreover, because frame construction utilizes underground spaces for parking lots and community facilities, such spaces are of high importance in South Korean apartments [18,26]. In addition, large-scale apartment construction requires a large amount of resources, and the construction period is relatively short considering the construction size. ...
... Because an estimated 120 m 3 can be processed per hour by each server, there is sufficient room for processing the planned daily volume. Zones 2,4,7,9,18,19,20,21 + 22, and 23-29, like Zone 1, comfortably allow the concrete pouring server team to handle their daily workload. ρ in zones 3, 6, and 12 is less than 1.0, indicating that stable services can be provided. ...
Resource management can determine the success or failure of construction projects and is indispensable in frame construction owing to the numerous resources allocated. Various research methodologies have been proposed for successful resource management, but they have not been conducted from a microscopic point of view such as activity. This paper quantitatively analyzes the impact of a concrete pouring team allocation on the project from a microscopic point of view, and proposes a framework for allocating the optimal team. Firstly, a time-dependent queueing model-based method is proposed for evaluating the influence of the pouring team for foundation concrete pouring. Data from large-scale apartment project cases in South Korea were used to verify this framework. Using time and cost metrics, the impact of the pouring team on the project was quantitatively analyzed. Finally, comparative analysis was performed to compare the concrete pouring team costs, including the average server cost and waiting cost before and after optimization. The proposed method reduced the total pouring team cost by 26.27% (KRW 35,547,600); it can help determine the optimal number of concrete pouring teams required for frame construction and improve the performance of construction projects from the process planning stage itself, by ensuring appropriate resource planning. However, since a single case was used, it is necessary to apply the proposed framework to actual construction after analyzing various cases in future studies.
... Carr (1993) presented equations that described parallel hierarchical cost and schedule control systems that calculate cost, schedule, and time variances at different levels of detail (Yang et al. 2007;Chen et al. 2013;Xu et al. 2014). Integration has been one of the key objectives of project control systems (Carr 1993) because it provides not only a solution to the numerous problems facing construction managers but also a systematic performance measurement (Chen et al. 2011(Chen et al. , 2013. ...
Changes in projects often affect planned performance. Earned value management (EVM) is a performance measurement methodology to control costs and scheduling by evaluating project progress using monetary values. Complementary methods to control project duration in time units were developed. This study contributes to project management by showing how to control costs, schedules, and time variances, given changes in quantity, resource costs, and productivity to identify the responsibilities of a contractor and owner for variations in time and cost. This study addresses the main methods for controlling project time variance in time units, as obtained through an extended literature review, and utilizes these methods by applying data from a real-life project. The findings indicated that in the case of a linear distribution of planned values, four of the five methods yielded identical values for the time variance to date and one of the methods depends more on the number of parallel activities in progress or completed.
... The users could move with a tablet in the construction site and record, take snapshots and also hand written comments about activities on site. Work-packaging model was also designed to enable project managers to acquire and process data for progress management at various levels of detail [14]. ...
Progress tracking is an essential management function for successful delivery of Liquefied Natural Gas (LNG) projects. It relies on accurate and prompt data collection from construction sites and project participants, which is then used to early detect actual or potential schedule delay. Currently, many Information Technology (IT)-supported methods have been implemented to improve progress tracking. However, none of them has been able to deliver satisfactory and reliable information. This paper aims to develop an integrated approach for construction progress tracking by integrating laser scanning, Building Information Modeling, mobile computing and Radio Frequency Identification. The approach consists of three modules: milestone progress tracking, onsite activity/Task progress tracking, and supply chain tracking. Finally, a pilot LNG project was selected to validate this approach.
... Paolini and Glaser in 1977 [14], DeCotti and Dyer in 1979 [15] and Pinto and Slevin in 1988 [6], denoted the customer satisfaction as the other project success factor. Type of the projects and human factor are the other critical factors that affect the project success [1,5,16]. Shenhar et al. [3] in 1997 introduced thirteen success measures in four groups and some researchers denoted that a payment to contractors is the other project success factor [17,18,19,20]. ...
This paper combines a group analytic hierarchy process (GAHP) and technique of order performance by similarity to ideal solution (TOPSIS) in fuzzy or non-fuzzy form to define project activities weight factors. For this purpose, a project with 121 activities is proposed as a case. Critical parameters that are affecting the priority of each activity are recognized and weighted by GAHP in its fuzzy or non-fuzzy forms. These weights are subsequently used as the inputs for TOPSIS in its fuzzy or non-fuzzy forms to define the project activities weights. Then activities are affected by the weights and the S-curves of the two new fuzzy and non-fuzzy methods are drawn to compare with the two accepted traditional ones – Bill of quantity (BOQ) and Milestones methods. Finally for mathematical comparing the two new methods and the two traditional ones, analyze of variance method is used. The results are shown that the two new methods are valid and the non-fuzzy one is better than the fuzzy one.
... The new system must be compatible with their normal work routines and easy to use because SMEs have limited resources for training and time. Yang et al. (2007) found that most field managers prefer to use Excel for recording and processing cost data, notwithstanding the introduction of specialized computer applications for project management. Cumbersome workloads associated with data update in the commercial project management applications make managers hesitant to use. ...
... The information exchanged among the multi-party was identified such as scheduling, cost control, quality assurance, and contract management. Yang et al. (2007) have developed a new method to maximize the practicability of progress management of multiple apartment buildings construction projects. They designed a work-packaging model based on the Cost Breakdown Structure which has the lowest level is the cost items shown on the bill of quantity. ...
Construction business comprises a number of small and medium-sized contractors which form the major part of the industry. The existing research on the new ICT development is creating more and more sophisticated and complex systems which may not be applicable to the construction industry. With regard to general limitations as design criteria, this research used a collaborative approach to develop a cost control system for small and medium-sized contractors. Five suitable contractors were selected to participate in this research study. The new efficient cost control system can be developed using available ICT tools which are familiar and easy-to-learn. A collaborative approach can ensure the diffusion of technology to these companies.
... Eldin (1989) proposed a practical procedure for evaluating work progress in a quantitative manner by employing the WBS and earned value. Yang et al. (2007) attempted to calculate a budgeted cost work schedule by allocating the project budget into a work-packaging model. Chou et al. (2010) developed a management information system that provided an objective measure of completed work by integrating an earned value analysis and database management system based on a multiple criteria decision-making process. ...
... This technique is generally adopted in Korea to measure progress and determine payments to contractors. The ratio of the completed quantities against the total planned quantities is calculated using individual items on a contractual bill of quantities (BOQ) (Yang et al., 2007). However, this may cause an additional workload. ...
In this paper, the authors present the concept of a progress management system that synchronizes the quality inspection process with integrated cost-schedule information in construction projects. In general, construction progress has been measured using subjective judgments by field managers or extensively processed cost data. A practical progress management system should be able to maintain and provide objective and reliable progress data on time without extra data processing. The quality inspection process can produce appropriate data for this purpose. However, in conventional construction management practices, progress measurement and quality inspection have been separated. In order to design and implement a system that synchronizes them, the available information that can be provided from current processes were identified and connected using the following steps: 1) analyzing the quality inspection process, 2) identifying the means for measuring progress, 3) determining identical elements in various schedules, and 4) linking quality inspection lots to the means for measuring progress. An on-line system was developed and applied to a nuclear power plant construction project in Korea. The results from operating it show that the conflicts in progress determination between clients and contractors were reduced, and the costs and time for administrative tasks involving the processing of progress management and quality inspection data were saved.
... Typically, the WBS is prepared to manage the construction sequencing and duration of activities, while cost accounts cascade from grouping construction elements in systems and subsystems. Yang et al. (2007) make a review of the various models available to measure progress based on the WBS and the related cost accounts. The challenge is to make accurate measuring of progress at the lowest level of the scope breakdown without incurring cumbersome data-handling workloads that may result in impracticability of the method. ...
Performance measurement is a helpful tool for taking corrective actions and controlling a project as far as this enables accurate time and cost forecasts during the first stages of the construction effort when the management team still has opportunities to make adjustments. This paper overcomes the dilemma of practicability and predictability of traditional estimates at completion based on early progress measurement by presenting the empirical results from the construction project of an industrial facility. The case may be a reference practice for assessing time and cost performance measurement of any building, whose layout can be reasonably partitioned into repeatable portions. In such circumstances, an effectively-managed traditional earned value method and appropriate metrics for computing performance provide project managers with accurate forecasts as useful tools for successful project management and control.
... As ferramentas informáticas de orçamentação estão tipicamente associadas a outros módulos ou aplicações que, em fase de obra, permitem monitorizá-la, ou seja, fazer a comparação entre os custos e receitas previstos com a medição do que já se encontra realizado (Carr, 1993). Isto pode ser feito através da comparação da quantidade de trabalhos orçamentados com a quantidade de trabalhos efectuados (Yang, Park, Kim & Kim, 2007). A utilização de ferramentas informáticas na construção civil tem aumentado consideravelmente nos últimos anos (Allouche et al., 2003), nomeadamente as que se destinam à execução da monitorização (Liberatore, Pollack-Johnson, & Smith, 2001). ...
