.3...i.fi.i|
.. ti .xa!.::a§5.

3.2. "1:32:53 h
.5.
.:
5!
= 335:} 1..wfiu#\.
u:
.§:..x.fi§.
\. N...“
“33:3
3.3.3:.

5 5R5...
.‘Sflkzgmufi. hi“?
1:. :nnxafiun

.

1:... r .5
RYE}: Larry. :
.X“; ‘-
233....
c}? .
J. “1
: .ruuflJc.4. 5» av. . . .ti
_ . r: z... . 3!. 5:1 . 1
t..l.z}3tvnm«xx.n it 1.. La:
:33. , 3“

:35 .:...\ 5:
2?: 23.33;

. Em“. a
r151”.

a.....

‘32:?

55...: 31

. . 5:. 3.:
P

 

 

2.1.;flfli....n

.r
3.34 y
. I 12.5... I.) :-

:Hul if)?

9.... if. ;..1..
a. .1517: fr..h.(li.[.£9.l
:lf!.3¢lu§1l((lll(.y

at}. 241
3! (1-215? It... I. 1! 1|}!
111.. {in . £5! 7..

 

7.7. I
.41.}..{1vlaffthr
itilit.

. ...£:.t:r.91.. ..I..
.2.?.21.it§.!s¥
1:31;? .3

THEStS

llllllltlllllllll||||||lllll|lllllllllllltllll|l|||||||l||

193 02079 9551

This is to certify that the
thesis entitled
An Information System Model
For Construction Project Management

In University Facility Departments

presented by

William J. Whitbeck

has been accepted towards fulfillment
of the requirements for

MS . BCM
degree 111 _____ ,,__,_,_

 

 

Major professor

Date M—

0-7639 MS U is an Affirmative Action/Equal Opportunity Institution

 

PLACE IN RETURN BOX to remove this checkout from your record.
TO AVOID FINES return on or before date due.
MAY BE RECALLED with earlier due date if requested.
DATE DUE DATE DUE DATE DUE

012-1 03

MAY 2 9 2003
JUN 24 JUngzlzgiog'

JUL
APR ] ,9

 

11/00 cJCIRC/DateDue.p65~p.14

AN INFORMATION SYSTEM
MODEL FOR CONSTRUCTION PROJECT
MANAGEMENT IN UNIVERSITY
FACILITY DEPARTMENTS

By

William J. Whitbeck

A THESIS

Submitted to
Michigan State University
in partial fulfillment of the requirements
for the degree of

Master of Science

Building Construction Management

May 5‘“, 2000

ABSTRACT
AN INFORMATION SYSTEM
MODEL FOR CONSTRUCTION PROJECT
MANAGEMENT IN UNIVERSITY
FACILITY DEPARTMENTS
By

William J. Whitbeck

Information systems serve as a critical medium in many industries, providing
management with information necessary to make and support decisions. This research
develops an information system model for construction project management in university
facility departments. The information system model is developed and documented using
a data flow diagraming methodology that provides a tool to document the essential
information that must be captured and stored for a system of this nature to be effective.
Additionally, the information system model includes a recommended list of events that
must be undertaken in order to satisfy the information needs of a typical university
facility department. The information system model is validated in a case study of four

construction projects and shown to reduce schedules and lower costs.

Dedication
This thesis is dedicated to my wife, Dina ,my mother-in-law and

my wonderful children Alex and Lydia

-iii-

ACKNOWLEDGMENTS

I would like to express my sincere gratitude to my major Professor, Mr. Timothy
Mrozowski, for his assistance and guidance throughout my graduate studies.

I would like to thank the advisory committee, Dr. Matt Syal and Dr. Severin
Grabski for advice and support throughout this project.

I would like to thank the Division of Housing and Food Services, Department of
Construction, Maintenance and Interior Design for allowing me the time and resources to
complete this project. Specifically, Mr. Barry Latoszewski and Mr. Bob Wiltsie.

Finally I would like to extend a sincere thank you to all of the faculty, staff and
students of Michigan State University that have assisted me in the completion of this

project.

-IV-

TABLE OF CONTENTS

 

LIST OF TABLES .......................................................................................................... viii

LIST OF FIGURES .......................................................................................................... ix

CHAPTER ONE

OVERVIEW ....................................................................................................................... 1
Introduction .............................................................................................................. 2
1.1 Problem Statement .............................................................................................. 3
1.2 Objectives ............................................................................................................ 4
1.3 Summary of Proj ect ................................................................................................ 5
1 .4 Output and Results .................................................................................................. 6

CHAPTER TWO

LITERATURE REVIEW .................................................................................................. 7
Introduction .............................................................................................................. 8
2.0 Information Systems ............................................................................................ 9
2.1 Information System Owner Needs ..................................................................... 13
2.2 Costs and Problems of Poorly Designed Information Systems .......................... 14
2.3 Information Systems Modeling Techniques ........................................................ 15
Summary ................................................................................................................. 20

CHAPTER THREE

SURVEY METHODOLOGY ...... - ........ - -- - ............ - 21
Introduction ............................................................................................................ 22
3.1 Survey and Data Gathering Methods ................................................................... 22
3.2 Decision Making and Development in the Data Flow Diagraming Process ....... 24
3.3 Case Study Methodology ................................................................................... 27
3 .4 Methods for Development ................................................................................... 28
3 .5 Methods for Predicting the Effectiveness of the Model ...................................... 32
3 .6 Summary .......................................................................................................... 33

CHAPTER FOUR

 

 

RESULTS OF THE SURVEYSW ............................................................... 34
Introduction .............................................................................................................. 35
4. 1 Survey of APPA Administrators and Managers .................................................. 35
4.2 Follow up Survey Results .................................................................................... 3 7
4.3 Telephone Survey and Interview Results ............................................................ 40
4.4 Further Discussions with Facilities Administrators ............................................ 41
4.5 Summary .............................................................................................................. 45
CHAPTER FIVE
DEVELOPMENT OF THE INFORMATION SYSTEM MODEL .............................. 46
Introduction .............................................................................................................. 47
5.1 System Background ............................................................................................. 47
5.2 Development of the Event List .............................................................................. 5 1
5 .3 The Context Level Diagram ................................................................................. 53
5.4 The Zero Level and One Level Diagrams ......................................................... 55
5.4.1 The Client Service Request Process .................................................... 5 5
5.4.2 The Design Process .............................................................................. 55
5.4.3 The Budget Process .............................................................................. 5 8
5.4.4 Project Administration ........................................................................... 59
5.4.5 Project Startup ...................................................................................... 5 9
5.4.6 The Project Management Process .......................................................... 60
5.4.7 The Closeout and Review Process ......................................................... 61
5.4.8 Final Approval Process ........................................................................ 62
5.5 Summary .......................................................................................................... 63
CHAPTER SIX
Introduction ............................................................................................................ 65
6. 1 Physical Plant Engineering and Architecture Services ........................................ 65
6.2 The Department of Construction, Maintenance and Interior Design ................... 67
6.3 Case study— Dining Hall Renovation .................................................................... 70
6.4 Case study- Multi Unit Apartment Renovation .................................................... 71
6.5 Case study-Office Renovation ............................................................................. 72
6.6 Case study-Office Renovation ............................................................................... 73
6.7 Summary .............................................................................................................. 76
CHAPTER SEVEN
SUMMARY and CONCLUSIONS ................................................................................. 77
7 .1 Conclusions ...................................................................................................... 78
7.2 Limitations .......................................................................................................... 80
7.3 Areas for Future Research ..................................................................................... 81
7.4 Summary ........................................................................................................... 83

-vi-

APPENDICES _ - - 85
Appendix A Michigan State University-Physical Plant Division ............................. 86
Request for Pr0posal-Faci1ities Management System
Chapter Eight-Functional Needs

 

Appendix B Survey of 94 University and College Physical Plant Officers ........... 100
Appendix C Survey of five Universities ................................................................ 101
Appendix DData Dictionary ................................................................................... 106
Appendix E Model Information System
Data Flow Diagrams for Levels Below Zero level ......................... 1 12
Appendix F Data Flow Diagrams
for five Surveyed University Facility Departments ...................... 121
LIST OF REFERENCES ............................................................................................... 127

-vii-

LIST OF TABLES

Table 4. 1 Interest Level in Facility Management Information Systems ................................. 3 5

Table 4.2 Comments Regarding Integration of Facilities Project

Management Mnformation ............................................................................ 36
Table 4.3 Software Solutions for Essential Project Functions ................................................ 3 8
Table 4.4 Survey Results of F ive Universities ........................................................................ 39
Table 4.5 Comments of Administrators from Five Universities ............................................. 42
Table 4.6 Matrix of Functions of Five Universities ................................................................ 43
Table 5 .1 Recommended List of Events ............................................................................ 52
Table 6.1 Work scope for Electrical Re-work ........................................................................ 75

-viii-

LIST OF FIGURES

Figure 2.1 Example of Cardinality

 

Figure 2.2 Example of Data Flow Diagram

 

Figure 3.1 Flowchart of Event List Devel opm Pnt
Figure 3 .2 Detail of Data Flow Diagram Develoriment

Figure 3 .3 Information and Event Relationships Atmbntion

76

30

31

48

 

Figure 5 .1 Organization Chart for Typical Facilities Department
Figure 5 .2 Typical Construction Process Flow
Figure 5.3 Context Level Data Flow Diagram
Figure 5 .4 Zero Level Data Flow Diagram
Figure 6.1 Physical Plant Organizational Chart

Figure 6.2 Organizational Chart for Construction,
Maintenance and Interior Design

Figure A.l Sub Processes for Design Process

 

Figure A.2 Sub Processes for Design Production Process

 

 

Figure A.3 Sub Processes In House Design Process

Figure A.4 Sub Processes for Budget Process

 

 

Figure A.5 Sub Processes for Produce Budget Process

 

Figure A.6 Sub processes for Start Up
Figure A.7 Sub Processes for Project 7‘ ‘ U ‘

Figure A.8 Sub Processes for Closeout

 

-ix-

66

69

113

114

115

116

117

118

119

120

 

 

Figure A.9 Data Flow Diagram for Michigan State University Department of
Construction, Maintenance and Interior Design ......................................... 122

Figure A.10Data Flow Diagram for Michigan State University
Physical Plant Engineering and Architecture Services ............................... 123

Figure All Data Flow Diagram for Miami University
Physical Facilities Department .................................................................... 124

Figure A.12 Data Flow Diagram for University of Michigan
Plant Operations Department ...................................................................... 125

Figure A.13 Data Flow Diagram for Columbia University
Department of Planning Construction and Design ...................................... 126

 

CHAPTER ONE

OVERVIEW

 

Introduction

Many universities have facilities departments that administer, manage and inspect
construction projects. The proper flow of information through these departments is
critical to the effectiveness and efficiency of a typical facilities department.

This project is focused on the information needs of large facilities and property
owners and their construction project management departments in particular. These
departments typically perform the following services; programming, design, budgeting, !
administration, project management and record keeping. These functions, together with
the research, define the scope of this project.

Approval of the contractor’s request for payment is generally considered a
function of the owner, architect and engineer. Because of this, information flow affects
project fimding, financing and payment. There is considerable need for an effective and
efficient flow of information within any project. Information is a valuable resource to
any business enterprise. Effective management of information has become important for
all business enterprises. An information system consists of components that collect,
process and dispense data and information. A proper information system will also
provide a method of feedback for evaluation. Information systems can be automated,
semi-automated or manual.

Most large universities employ architects, engineers, designers and project
managers. These positions are actively involved in all phases of the construction process
from conceptual estimating and design thru construction, project closeout and record
keeping. These departments employ administrators, managers and clerical staff to
provide support and decision making capability. Positions and departments of this nature

2

exist in the organization for a number of reasons. The foremost reason being the financial
interests of the owner. Approval of payment and construction processes are completely
under the owner’s control in this arrangement. All other approvals typical of an
architectural function such as shop drawings and other items submitted for approval are
the owner’s direct responsibility. The results of this are two fold. On one hand, the
owner has more control over the project. This control affects the entire construction
process. This is especially true in the design, construction and final approval phases. On
the other hand the owner has a great deal more responsibility in the construction process.
As in any contractual arrangement, with increased responsibility goes increased
culpability. When considering these facts, it becomes evident that a well designed and
applied information management system can be invaluable to an owner that performs
design and construction management functions.
1.1 Problem Statement

University facilities departments design, construct and maintain facilities for large
building and land owners. These departments provide a variety of services to their
organizations. Among these services are design and layout of new construction, plan
review, inspection and payment approval for new construction. Additionally, a typical
university facilities department provides design, construction management and inspection
of remodeling and renovation projects. Facilities departments also are typically
responsible for service and preventive maintenance of equipment and facilities. These
departments need an effective information system to manage, store, process and retrieve
information related to projects. The problems resulting from the lack of a proper
information management system are inaccuracies in reports and supporting systems,

3

duplicate efforts and duplicate information. Information systems need accurate, up to
date information so that decision makers can rely on accurate and current information.

Existing information systems include a variety of electronic and manual systems
to track and manage information related to projects. Typical applications include spread
sheets for accounting, word processing for document management, spreadsheets or
scheduling software for scheduling and job progress and project management software for
project administration. These tools perform their functions very well and provide great
benefit. However they are not without problems.

The problem with the use of these kinds of isolated, dis-integrated systems is that
data is stored in multiple places, multiple times. This leads to data redundancy and
inconsistency. This is a fundamental mistake in data and information management.

Data should be stored in one place, one time. (Codd, 1972)

The information systems that exist for facility departments tend to be informal
and rely on the experience and knowledge of the staff. These methods are dynamic and
are rarely standardized. This causes the information inputs, processes and outputs to be
dis- integrated, redundant and often inaccurate. These problems lead to construction
projects with longer schedules and cost overruns.

1.2 Objectives

The goal of this project is to provide a standard method for managing information
flow in construction projects for university facilities departments. This will enable
projects to be designed, funded, constructed and turned over to operations in the most cost
effective and expedient fashion.

The objectives of this project are as follows; 1) Document the information inputs,

4

processes, and outputs of a typical facilities department; 2) Develop an information system
model for facility departments that incorporates the information that must be captured,
processed and accessed for construction project reporting and decision making in the
organization; 3) Validate the information system model in a case study.

These objectives will lead to shorter schedules, fewer cost overruns and the return
of spaces to operating status more quickly. Funding dollars will be accounted for more
accurately and resources will be more effectively planned and utilized.

1.3 Summary of Project

This project includes a review of the existing literature in the area of information
systems, information systems modeling techniques, costs associated with inappropriate
information flow and other available literature related to information systems and
construction project information systems.

4 A survey of 94 facilities officers and administrators of universities was performed
in order to gather data on the information management practices of existing universities.
From this initial survey, five universities were chosen for a follow up survey and
interviews. The data from these instruments was used to document existing information
systems and their associated problems as well as to develop the information system model.
The data from the surveys was then cataloged and analyzed first to validate the problem as
defined previously and then to determine problem areas within the information system of
each organization.

The information system model was developed based on the survey results,
combined with practices recommended by the sources cited in the literature review and the
references. The information system model was developed using the data flow diagraming

5

method as outlined in chapter three. This method was also used to document the existing
information systems of the surveyed facilities departments. Following development of the
information system model, a case study of four construction projects was done to validate
the information system model and define the limitations.
1.4 Output and Results

This project provides an event list and a data flow diagram modeling information
management in construction projects in university facility departments. This method will
enable more effective management of the information flow within 3 facilities department
of a university. This method documents the steps in the information and work flow
processes that will provide for the most effective and efficient system of managing a
project for facilities departments. This results in an information system model that
facilities administrators can apply to their respective departments. When developed this
information system model will yield construction projects that are more likely to be on

budget as well as on time.

CHAPTER TWO

LITERATURE REVIEW

PF”.

Introduction

Information systems have been in place for as long as facilities have been built.
The design and implementation of the system is dependent on the available technologies
and the existing systems in place within the organization. As technology has advanced
and technical abilities have become more common in personnel skill sets, information
systems have advanced. Advancement in this area has been fragmented (J agtap 1998)
and rarely has the benefit of integration of all aspects of the information been realized.

Systems essentially have grown from the ground up in many cases as various
electronic media have become available. The advent of spread sheets in the construction
industry in the 1980's (Paulson 1995) , email in the 1990's (Froese 1992) and the Internet
in the late 1990's ( Ziga and Vanier 1996) have provided a certain level of electronic
information management and accessibility.

The literature review on information management systems provides a wide
background of supporting concepts. The author also researched the current literature
regarding information systems as applied to the field of Construction Management, in
order to draw parallels with the topic area.

The portion of the literature review covering facility owner’s project
administration system needs is studied to enable development of the most effective model
for managing the information flow.

Further study of the literature covers the topic of potential costs of poor
information management, in an effort to identify costs and problems that could be
avoided by implementing a proper information system.

The researcher also studied the existing methods of documenting information

8

systems models .
2.0 Information Systems

Information systems are defined as “an interrelated set of elements that collect
(input) manipulate (process), store and disseminate (output) data and information.” (Stair
and Reynolds 1998) Many researchers have worked on and supported the concept of
information systems. An information system should consist of a consistent method of
input, appropriate processes to generate needed information and a graphical user interface
to support the needs of the system users. (J agtap 1998) and (Brisbane 1995)

Data is the basic building block of information systems and is a valuable resource
for any organization or business. Data is organized from the smallest piece, a bit, to the
largest which is a data warehouse. One of the most basic fundamentals of effective
information systems is the concept of one fact stored in one place . (Codd 1972) This
concept is expressed by Codd as the theory of normalization of the database. It was
developed to address problems with data management. This concept is critical to
effective information management. Normalization enables records to be input, processed,
stored and output in a very efficient fashion while eliminating redundancy. A database
system differs from a file system in that the data is integrated into a common storage
medium. File systems typically store information necessary for that application only and
do not offer integrated storage. File systems have been historically easier to implement
and have required less processing power. (Whitten and Bentley 1998) A database is
typically organized in a tabular format with the individual records having a primary key
which is a unique identifier for that record. Records are defined as a collection of fields

that store business data.

A data base is a collection of files and records that are stored in such a fashion as
to allow easy access to the stored data. The traditional method of managing data has been
a file system. This type of system is typically implemented with paper files filled with
records or with an electronic file system of records. These electronic records are
generally word processing files or spread sheet file. The concept of an integrated
database of electronically linked records was developed to reduce redundant data,
improve consistency, make updates of data uniform and allow for standardization of data
access. (Codd 1972) All of these benefits are realized in a typical implementation of an
electronic data base. Additional benefits of a database approach to information
management are ease of modification and updates to the information, this is because the
users do not have to know or remember where data is stored. Data integrity is also
greatly improved. In a file system changes are not always reflected in all copies of the
files. Changes in a database are made in one location, at one time. This greatly reduces
the potential for errors. Data is more accessible for all parties. Each different party can
look up the necessary data via a desk top client computer in a client server computing
environment . A data base approach also by nature enables better security of the data
since storage is physically in one location. Security codes and passwords can insure that
personnel have appropriate access to the data (Johnson 1989).

Normalization can be broken into inter-operability and integration. (Hilentzaris
1997) Inter-operability is defined as the capability to communicate and exchange
information between the various parts of the system. Integration is the complete
unification of the overall system where the majority of the information and functions are
shared. Integration is ideal, but may be more costly and may not be cost justified.

10

Normalization of the database can be achieved thru electronic solutions. Research has
found that the implementation of an Intranet has improved project communications
(Hannah 1998). This was achieved thru normalization of the data via an Intranet.

Information systems consist essentially of input processes, processing of
information and output or reporting processes. Input processes provide the backbone and
support for the processing and reporting functions. Processing involves calculating,
organizing, forecasting, and making decisions based on rule-based logic programmed into
the system. Reports can take a number of forms and perform a variety of functions.
(Stair and Reynolds 1998)

Integrated information systems provide fast, accurate and consistent information,
(Liu, Syal and Spearnak 1995) . Information technology can reduce the need for
bureaucracy and can improve organizational communication in an architecture,
engineering, or construction organization. (Ahmad 1999).

Management information systems provide routine, daily information to managers
and decision makers. These reports generally consist of information concerning the
operational issues of the organization. Many of these types of reports are published on a
scheduled basis. Others are published on demand or on exception to a rule or condition.
Another form of management information system is a transaction processing system. A
transaction processing system consists of support for business related exchanges of value.
These exchanges consist of payment or receipt of funds from employees, clients,
suppliers, contractors or any other party in the supply chain. Classic transaction
processing functions are payroll, accounts receivable and accounts payable. These
systems are very usefirl and are usually among the first to provide positive return on

11

investment (Whitten and Bentley 1998).

A third kind of information system is a decision support system. These systems
provide excellent, problem specific tools for decision making. Effective decision making
is the emphasis of these reports. This type of information is used to support the decisions
of higher level executives in the organization. Typically involving large, complex
projects, these kinds of decision making tools often have if/then and what/if logic
statements built into them.

Beyond management information systems, transaction processing systems and
decision support systems lies artificial intelligence. Artificial intelligence encompasses a
variety of technologies such as neural networks, robotics, vision systems, learning
systems, expert systems and natural language processors. These technologies are rapidly
developing and will greatly affect information systems of the firture. However, artificial
intelligence is outside of the scope of this project.

Information systems successes are dependent on the personnel involved in the
organization. The concept of information systems literacy (Stair and Reynolds, 1998) is
the knowledge of how data and information are used by organizations. Knowledge of
effective uses of information systems is critical when considering the implementation of
an information system. (Graham, 1997) Examples include increasing sales, decreasing
costs or increasing customer satisfaction.

Many researchers have documented the need for organizations to use technology
to automate their existing processes (Forbes 1998) , instead of re-thinking and re-
engineering the organizational processes. This concept has been in existence for a long
period and the advent of technology has simply automated and computerized the existing

12

processes (Hammer and Champy 1993).
2.1 Information System Owner Needs

Facility owners, managers and administrators have needs for an effective and
efficient information system. Research in the area of construction project management
information system needs has shown that timeliness, quality, integrity, value and
effectiveness are critical information system needs. (J agtap, 1998) These needs are some
what generic and can be paralleled to the facility management field as system needs.

Some trade articles have documented the need for integration of “islands” of
information (Johnson 1989). Industry experts have written of the need for data to be
available to all parties to 3 facilities project for maximum success to be achievable.
(Kimmel 1998). Other industry experts point out the need for a single point of access to
the data (normalization) and a high level of interoperability among applications
(integration). (Brisbane 1995). Facilities management systems analysts have developed
requests for proposal for facilities management information systems that speak to these
needs and also document additional needs of an information system for facility owners.
(Michigan State University 1998) (See appendix A)

Research into the integration of the functional areas typical to a construction
project has determined that most computer applications provide abundant functionality
(Froese 1996). However the same research found that integration, interoperability and
intelligence (historical data retrieval) were areas identified as needs.

Some researchers have broken the needs down into the typical functional areas of
a construction project. As an example, in the planning stage needs arise for historical
data and reduction of repetitive data exchange (Liu, Syal and Speamak 1995) . This

13

research also identified needs in the design and specification phase as development and
storage of common standards for facilities projects within a school district. Other
identified needs in this research include storage of historical “as built” drawings, file
organization for retrieval, and general creation of an organized system for planning,
scheduling and budgeting for current and future projects.

Research has found the need for flexible and dynamic connections between
software applications and product models (Ito 1995). This research has also shown that
domain specific product and process models are very useful in modeling information
integration.

2.2 Costs and Problems of Poorly Designed Information Systems

“The current practice in facility delivery is a disjointed process whereby islands of
information are created and data is lost or misinterpreted when communicated”
(Lawrence etall 1995)

The value of an information system increases by the data stored in it being current
and available to the users. The more available the information is the more valuable the
system. (Cleveland 1996)

The costs of poorly designed and developed information systems can be broken
into three distinct areas. These are training and personnel costs, computing costs and
project costs. The literature in each of these areas was reviewed and is summarized
below.

Research has been performed in the area of increased training and personnel costs
as related to poorly designed information systems. Researchers have found that poorly

designed systems can cause inefficiencies and duplicate training costs (Paulson, 1995).

14

Some researchers have also found that personnel costs are negatively impacted by poorly

designed systems. Researchers have found that benefits of proper information system
design are realized as reduced costs of data capture, better use of computer storage,
reduced turn around times of data processing, and increased data consistency (N dekugir,
1986). Research has also found that computer support systems can provide several forms
of assistance in employee training, particularly in information contained in relational
databases. (Issa and Duvel 1996).

Some researchers have studied the savings realized when portions of an
information system have been implemented. (Paulson 1995) This research has shown
that implementation of estimating software in an earthwork contracting office will likely
allow increased productivity. This can result in the ability to bid more work or reduce
staff. Others have identified the results of computer systems that are not properly
integrated as “inefficiencies resulting from inaccurate, untimely “or missing information”
(Russell and Froese 1996).

The researcher has observed that much research has been done on information
systems in the construction field. At the same time little research has been done in
facilities management information systems and into the costs of poorly designed
information systems.

2.3 Information Systems Modeling Techniques

From this research it should be understood that integrated computer systems can
provide benefit to the organization. A critical portion of this technology is information
models thru which computer systems can exchange information. (Froese 1996).

Information systems are an abstract concept and as such are difficult to visualize.

15

The concept of modeling an information system is critical, so that the various elements
are able to be documented in the systems analysis process. Systems analysis is the
systematic study and breakdown of the business processes to the finest detail necessary to
implement at a task level. (Stair and Reynolds 1995).

Systems analysis and information system modeling has been performed
electronically since the advent of computer aided systems engineering (CASE) ,
attributed to John Manley, circa 1981. Case tools are based on methodologies as

discussed in the following sections.

 

The author studied two methods of information systems modeling and systems
analysis needs. These methods are entity relationship diagrams (ER diagrams) and data
flow diagrams (DFD diagrams). ER diagrams rely on a resource, event and agent
methodology (McCarthy 1982 and Smith-David 1997.) Data flow diagrams model the
information input, storage, processes and output in the system. (Whitten and Bentley
1998)

The REA methodology models the physical entities and relationships in the
system thru the use of cardinalities or occurrences between the entities and relationships.
An example of REA modeling is shown in figure 2.1. Entities are modeled as resources,
events or agents. The relationship between these entities is then specified as one to one,
one to many or many to many. In figure 2.1 the event “request for quotation” (RF Q) is
related to the event “change order” thru the approval process. Each RFQ is related to one
and only one change order, however each change order may involve many RFQ’s.

Additionally each of these events is related to a resource (cash) and an agent (project

16

/\ CHANGE
1 W N 1 ORDER

RFQ

L—

 

 

 

PROJECT ARCH
MGR ENG.

Figure 2.1

Example of Cardinality

17

manager or architect). The REA methodology places an emphasis on the design and use
of the conceptual database for the business. The REA method is frequently referred to as
data modeling. It is focused on data as opposed to process and information flow. Data
flow diagraming or process modeling is used to specify the information flow of a given
organization. There are a few key elements in understanding data flow diagrams. DFD’s
are first developed based on a list of events that must be satisfied for the system to meet
the needs of the organization or its clients. These events then become high level
processes. One should understand that these processes are able to occur in parallel, as
opposed to the sequential occurrence modeled in a flow chart. Processes are critical in
data flow diagraming, processes are where data is transformed into information and
information into a format that can provide value to the organization. An example of

a data flow diagram is contained in figure 2.2.

At the elementary level all processes should perform some kind of basic activity
essential to the system. Examples of these kinds of activities are computations, decisions
(on a limited, rule-based, basis), filtering and sorting data, organizing information into
reports or other tools and performance of a process involved with stored data.

Other researchers have modeled information flow in construction management
using object oriented tools. (Aoud etall 1996 and Chin etall 1995) This research models
the physical objects in a construction projects and their relationships. This method has
also been applied using process modeling or data flow diagraming. (Rivard, Bedard and

Fazio 1995)

 

 

WORK
DESIGN IN
CLIENT —PROCESS_ OleIG-ER

 

 

 

 

 

 

DESIGN APPROVED
APPROVAL DESIGN

Figure 2.2

Example of Data Flow Diagram

19

 

Summary

The literature review describes and summarizes the literature that exists relating to
the scope of this thesis project. It provides support and background for the remainder of
this research.

Information systems is a large and far ranging field of research. This literature
review covers the existing literature in the area of information systems on a broad level,
so that appropriate concepts could be brought into the topic area. This researcher believes
that the existing research in the area of information systems, information system owner
needs and costs of poorly designed systems can be applied to the subject matter of this

thesis to advance the body of research.

20

CHAPTER THREE

SURVEY METHODOLOGY

21

Introduction

This chapter consists of a summary of the methods used to gather data and
develop the information system model for construction project management in a typical
university facilities department. The researcher used two surveys and a series of
interviews as instruments to gather data. The data was analyzed in a qualitative fashion
in order to draw some conclusions about the surveyed institutions. A case study of one
university was selected. From this university, four projects in two separate departments
were examined to explore the validity and effect of the implementation of the model
information system.

3.1 Survey and Data Gathering Methods

An initial survey of ninety four college and university administrators was done to
determine current project management technologies in place in facilities departments and
to identify organizations willing to participate in a second, more in depth, survey as well
as a series of follow up interviews.

The initial survey was done via electronic mail. Electronic mail was chosen as the
survey medium because of the small size of the survey instrument (See appendix B) and
the efficiencies of this medium. The surveyed group consisted of directors and
coordinators of construction and design departments of member institutions of the
Association of Higher Education Facilities Officers. (APPA). This group was selected
for the survey based on similarities to the department that the author is employed in. This
questionnaire consisted of the question

“Have you or your organization used any formal information system (IE

software) for project management. Specifically for scheduling, estimating and

22

contract administration.”

The data from this survey was tabulated and characterized based on the software
solutions that were specified in the responses and the interest in the application of
information systems in the project management field. The interest levels of the
respondents were categorized by analyzing the response and categorizing them as
follows; little interest, moderate interest, very interested. The software solutions
specified by the respondents are tabulated in chapter four.

From the respondents that were interested in further research, five institutions
were chosen for the second survey. These institutions were chosen based on their
demographic similarity to the author’s employer, a division one research university, their
interest in information systems as determined by the initial survey and their willingness
to participate. Each of these were contacted via electronic mail to explore their
willingness to participate in the survey.

The follow up survey of five facilities administrators was performed via facsimile
and electronic mail according to the wishes of the parties to be surveyed. These
individuals were directors of construction and design departments or construction
information systems departments. A survey was written with a combination of open
ended questions and yes or no questions. The survey consisted of sixteen questions, three
related to demographic information and thirteen related to project management processes
and information systems. A complete copy of the survey is in appendix C.

This survey was done in order to gather detailed data on the information
management practices of their organizations. Specific areas that were addressed in the

survey were standards for project management, data storage standards, standards for

23

historical project information storage and integration of the various functional areas of the
construction management process such as estimating, scheduling and project control.

A series of telephone interviews with the same individuals discussed above were
conducted as well. Telephone interviews with project managers were conducted as well
in order to determine information systems needs. Telephone was chosen as the medium
for convenience and scheduling. This researcher had a pre designed series of questions
relating to the use and application of information systems. The researcher used the
telephone interviews to question the managers and administrators of the respective
organizations as to the particular information needs of their departments, particular
attention was given to the precise pieces of information related to the basic construction
processes previously identified. The researcher also used the telephone interviews to
develop a list of processes and events each organization used to accomplish a complete
construction project. The results of these telephone interviews are summarized in
chapter four.

3.2 Decision Making and Development in the Data Flow Diagraming Process

The researcher developed the information system model, in the form of a data
flow diagram, based on the survey results, telephone interviews, the author’s professional
experiences and the literature review. This section will explain the steps through which
the data flow diagram (DF D) was developed.

The information systems of the five institutions that participated in the follow up
survey were modeled as DFD’s in order to provide a method of documenting existing
systems. The DFD’s for the existing systems were based on the essential information

needs of the organizations. These needs are documented as “events” that occur in order

24

 

 

for the organization to have the information it needs to properly function. These events
were identified thru surveys and discussions with the universities. The events (or high
level processes) of each organization were documented using the selected DFD software.
The steps undertaken to develop the event list are documented as a flow chart in figure
3.1.

The basic processes of each organization were analyzed and broken into needs.
From these information needs a model event list was developed. The events are
tabulated in chapter four. Many of these events are very basic to the project management
process, these were considered as “given” events for the model. Estimating, design, and
construction events were analyzed and discussed with administrators as to the need for
the event and the use of the information generated by the event.

The events of all the organizations were cataloged and these events were analyzed
and discussed in the course of the telephone survey because they provide the essential
information needs of the surveyed organizations. The events in this list were then
characterized as processes in the first level of the data flow diagram. The processes were
analyzed and diagramed in an ongoing iterative fashion.

The next step in the development of the model is the assignment of appropriate
information flow to the processes. These decisions were made based on the information
requirements identified in the survey, interview data and the author’s observations of
these systems.

The processes in the first level of the DFD were studied and analyzed to identify
problems in the information flow as determined by the case studies. The processes

associated with the problems as identified in the case study were further broken down

25

 

A

 

 

 

Survey of 94 AP

Organizations ’

 

PA

 

 

 

 

Survey of
five organizatio

 

 

 

 

Interview five

organizations

\

(Tables

4.1, 4.2

& 4.3)
e

_/ Tables 4.4
/ and 4.5

 

\

 

 

 

 

 

Develop

event list

 

Tables 4.5
4 and 4.6
o

 

 

 

 

 

Develop
DFD model

00
Event list

 

 

 

A

DFD model /

I Figure 3.1 Flowchart of Event List Development

26

into sub processes in order to study them in more detail. This allowed the author to
pinpoint the proper information flow necessary to alleviate the problems as identified in
the case studies.

3.3 Case Study Methodology

A case study of one university was selected to examine the effectiveness of the
information system model. Four construction projects from two facilities departments
were studied. This section will explain the methods used in selection of these cases and
the methods used to gather and analyze the data concerning the background facts of these
cases.

The case study was selected based on the survey and interviews with the
administrators and managers of the five organizations. A portion of the telephone
interview questions were used to identify projects that the administrators had been
involved with that may have had problems that could be traced to improper information
flow. The method selected by the researcher to identify the problem areas consisted of
an if/then question methodology, i.e. if this information had been properly recorded or
processed then certain costs or time delays may have been avoided. If the project
discussed met this test then it was considered for inclusion in the case study. This
method was chosen to select the projects because the author wanted to select projects that
had a clearly identifiable problem, that could be quantified in terms of time or dollars.

At this point in the case study selection process eight projects were identified as potential
projects for examination. From these eight projects, the projects to be studied were
selected based on data gathered from the interviews relating to specific information flow

problems with the projects studied. Although the selection method used has limitations,

27

these projects serve to provide a degree of validation for the model.
3.4 Methods for Development

The information system model was developed using a structured system
requirements development methodology. The methodology chosen was an iterative
assurance process. (Davis and Olson 1985) There are four distinct strategies for systems
requirements development. These strategies are acceptance assurance strategy, linear
assurance process, iterative assurance process and experimental assurance process. The

selection of the appropriate strategy is based on the following contingencies. Project size,

 

degree of structure, user task comprehension and developer task proficiency. For this
project, developer task proficiency was disregarded as systems development is outside of
the project scope. The iterative assurance process was chosen because the project
characteristics fit the contingencies of this strategy. These characteristics being a
relatively high level of uncertainty and a large multi-user environment that requires
iterative development of the system needs. The iterative, correcting nature of this
strategy accounts for these characteristics.

As discussed in section 3.3 the information system model begins with the list of
events that must occur in order for the basic information needs of the organization to be
satisfied. The event list was developed as discussed in section/3.3 . The remainder of
this section will discuss the methodology for development of the data flow diagram.

The data flow diagram for the information system model was first developed on
the context level, as recommended by the DFD methodology as discussed in the literature
review. The context level diagram was developed by consideration of the necessary

information flow to satisfy the events in the model event list.

28

The specific pieces of information were identified and then validated thru the
interviews and surveys as discussed previously. Most of this information consists of
common information in the industry such as contract documents, estimates, schedules,
designs, invoices and approvals for these documents. The need for information of this
nature is inherent in the construction project management process. The needs of each
entity (client, supplier, accounting and the organization) for the particular information
inputs and outputs was deterrrrined thru the literature review, surveys, interviews, course
work and the author’s professional work experience in the industry.

In order to properly document the needed information, the author first developed a
list of all processes performed throughout a construction project by systematically
working thru the model event list. The author then logged all necessary information and
attributed it to each respective event. This is shown in figures 3.2 and 3.3. A number of
iterations of this process were performed by the author to enable the particular
information flow and its relationship with each event to become clearly associated with
that event.

After the relationship between each piece of information and the related events
was established, the context level data flow diagram was generated. From the context
level diagram, the zero level diagram was developed. This portion of the information
system model was developed thru the data flow diagraming methodology as outlined in
the literature review. Each of the events in the event list was modeled as a process with
corresponding information inputs and outputs as discussed previously in this section.
Each process was then broken down further into sub processes in order to identify

problem areas with the information flow as determined by the case studies. Each process

29

 

 

Develop
context level
diagram

O

 

 

 

 

Log information
and associate
with events

 

/

/ Tables 4.6

 

 

 

 

 

 

Develop
zero level
diagram

 

 

 

 

Develop
levelone
diagram

 

 

/
/

 

Iterative process

 

 

 

/ Figure 5.4

 

A.1-A.8

/
/

 

Figure 3.2 Detail of DFD DevelOpment

 

 

Generate

 

 

 

 

 

 

 

 

event list Table 5'1
Develop Reconcile
typical information information
flow needs to events

 

 

Is this informati

nece eet needs
?

Figure 3.3 Information and event relationship attribution

31

was treated separately and analyzed for discrepancies as related to the proper
information management practices found in the literature review.
3.5 Methods for Predicting the Effectiveness of the Model

The effectiveness of the information system model was explored thru the
application of the model to the existing information systems used in the construction
projects referenced in the case study. This section will explain the methods used. to
predict the effectiveness of the information system model as applied to the case study.

The researcher documented the existing information systems of the organizations

 

involved in the case study using the DFD methodology as discussed previously. The
existing information systems were analyzed to determine areas where potential
information flow problems occurred. These problem areas were identified by comparison
with the information system model as initially developed. The specific information flow
and information management practices that were divergent from the model system were
identified. These practices were then analyzed and compared to the shortcomings
associated with the project, as determined thru the interviews. The appropriate practices
were then selected based on the model and applied to the existing information system of
the organization. The information practices that affected the problems as identified in the
case studies were implemented. Due to the nature of the case studies as historical
projects, it becomes difficult to predict with absolute accuracy the results of the
implementation of the information system model. The author believes that the method of
applying the information system model practices where there are identified shortcomings
in the existing system is the best method for a project of this nature. This method was

chosen to explore the effect of the model because of the dynamic and unique nature of

32

construction projects. This provided a necessary measure of control, in that all other
concerns and issues with the case studies were unchanged. This allowed the author to
speculate that differing project outcomes in terms of time and costs were reflected by the
application of the information system model.
3.6 Summary

This chapter provides the reader with background information as to the methods
used in data gathering, development of the information system model and methods for

conducting the case study.

 

The researcher used two surveys and a series of interviews as instruments to
gather data for development of the information system model. The data flow diagram
method was discussed as the tool used to develop the information system model. The
case 'study was selected based on the data gathered in the survey. The application of the
information system model to the case study was also discussed, relative to the study of

construction projects with shortcomings that were identified in the data gathering process.

33

CHAPTER FOUR

 

RESULTS OF THE SURVEYS

34

 

Introduction

This chapter will report the results of the surveys and interviews as discussed in
the previous chapter. The results of these data gathering exercises will contribute to the
design and exploration of the affect of the information system model developed in
chapter five.
4.1 Survey of APPA administrators and managers

This survey consisted of an electronic mail survey of ninety four college and
University administrators. The surveyed group consisted of member institutions of the
Association of Higher Education Facilities Officers. (APPA). Thirty four responses were
received from the survey. The general tone of the response is characterized in table 4.1

Table 4.1
Interest level in Facility Management Information Systems

from Initial Survey October 1998

 

Little interest Moderate Interest Very Interested
9 l 8 8

 

 

 

 

 

 

Twenty six of the thirty five survey respondents were categorized as “moderately
interested” or “very interested” in the subject matter. The respondents categorized as
“very interested” responded by offering additional information or offering to discuss the
topic personally via a phone call or meeting. Many of the respondents were also
interested in the integration of all project information as well. Table 4.2 provides

comments taken from the survey that address this topic. This survey was undertaken to

35

 

investigate the need for research and development of a information system model for
owners. This survey particularly addressed the need for an integrated construction

project management system.

 

Table 4.2
Comments Regarding Integration of
Facilities Project Management Information
“We are looking at various types of software to integrate these kinds of
functions”
“There exists 3 facilities information systems committee which has been
investigating integration of all facilities data”
“We recently purchased and are implementing a software program that will
integrate”
“Each area is separate, however we would love integrated project information”
“We are currently looking at to integrate the areas you addressed”
“The value of integrated information would be well worth the cost, I believe”
“We are studying this topic, in an effort to cost justify integration”
“To interface our internal scheduling effort with the PM software, we had

to switch to the same manufacturer’s scheduling software. This was necessary to

integrate the two”

 

 

 

36

 

 

The author believes that the results as depicted in tables 4.1 and 4.2 reflect this
need and also prove the willingness of a percentage of the respondents to participate in an
additional survey as well as interviews.

The survey also addresses the topic of particular types of software used for the
basic activities in the construction management process. The results of this portion of
the survey are tabulated in table 4.3 . The results of the survey categorized in table 4.3
reflect the differing solutions and dis-integrated nature of applications to perform the

basic construction management functions of estimating, scheduling and project

 

management. This survey revealed that the respondents used seven different software
solutions for scheduling, four different software solutions for estimating and six
different software solutions for project management. This researcher believes that these
results point to the need for an information system model for construction project
management for facilities owners.

From this survey one can conclude that facilities owners are performing
estimating, scheduling and project management processes electronically. One can also
conclude that owners are using a variety of systems to perform these functions. The
researcher developed a second, follow up survey based on these conclusions.

4.2 Follow up Survey Results

The researcher conducted a follow up survey of administrators and managers of
five selected universities as discussed in the methodology section. The results of this
survey are tabulated in table 4.4. The results of this survey were used by the researcher to
further validate the need for an information system model, to develop interview questions

that pinpoint precise information flow needs, and to identify

37

Table 4.3

Software Solutions for Essential Project Functions

from Initial Survey October 1998

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

APPLICATION SCHEDULING ESTIMATING PROJECT
SOFTWARE MANAGEMENT
PRIMAVERA 4

TIMBERLINE 4

MS PROJECT 9 2

MS ACCESS 4 4 2

F AMIS 2

EXCEL 6

CUSTOM 2

DEVELOP

NO SOFTWARE 6 8 6

TMA 2
EXPEDITION 2 2
SURETRAC 2

TOTALS 23 16 10
DIFFERENT 7 4 6
SOLUTIONS

 

 

38

 

 

 

 

Table 4.4 Panel A
Survey results of five Universities

 

 

 

 

 

 

Question Yes No Comments
Is there a documented 3 2 None
method of project mgt?
Is there a standard 5 0 None
method of proj ect mgt?
Are there standard forms 5 0 None
for PM process?
Are these forms 4 l Depends on
always used? Project scope
Yes No Comments
Is past project info 5 0 None
stored?
Is past info used 5 0 Used to generate
on future projects? rules of thumb
Is past project info 2 3 Plans are in place
stored electronically? benefit is realized
Would electronic integration 5 0 Very much
of the above be of value?
Has the Internet been 5 0 4 considered
considered or implemented? 1 implemented
Table 4.4 Panel B
Estimate and Schedule development
In house Others Both
Are estimates developed 0 0 5
in house or by others?
Are schedules developed 0 0 5

in house or by others?

 

39

 

 

 

fundamental project management processes. See figure 3.1, a flow chart outlining the
development process.

The first issue that this survey addresses is the question of whether facilities
owners see a need for electronic integration of the basic construction project management
functions. The author believes that the response to the two questions on this topic
validates the need for an information system model in facilities construction management
organizations.

The first four questions on the survey determine the need for a standard method of

 

project management. The strong affirmative response to the questions regarding
standardization of methods and forms points toward a legitimate need for a standard
system. This type of standard system lends itself to a normalized database.

The survey next indicates the number of organizations that are performing the
estimating and scheduling processes in house as opposed to using information prepared
by others. (Typically contractors and suppliers) All organizations are using in house and
outside services for these areas. One should understand that these results further the
need for integration of this information due to the strong possibility of redundant
information.

Finally the survey addresses storage of submittal and historical data in an effort to
further validate the need for an information system model. The survey data reflects the
need for integrated storage. Particularly in the area of historical information and records.
4.3 Telephone Survey and Interview Results

The researcher used the telephone interviews to discuss in detail with managers

and administrators of the respective organizations the particular information needs of

40

 

 

 

their departments, specifically how precise pieces of information were related to the basic
construction processes previously identified. The researcher also used the telephone
interviews to develop a list of processes and events each organization used to accomplish
a complete construction project.

Table 4.5 summarizes the comments taken from discussions of the various
functional areas with facilities administrators as they relate to the context of this project.
The data from the above table further indicates the need for an information system model.
It also provides the background for the researcher to begin development of the event list,
which is the initial step in the development of the model system.

4.4 Further Discussions with Facilities Administrators

Beyond the structured telephone survey, the researcher had numerous discussions
with the administrators at the five surveyed institutions regarding information systems
and information flow within their organizations. The following section relates these
conversations to the scope of this project.

The second portion of the telephone survey specifically asked the question “which
event(s) or process(es) are performed by the respective institutions in the construction
management process. A matrix of the respective events and which organizations they are
attributed to is contained in table 4.6. This data was used to develop the model event list.
Each process or event that any organization performed was studied and integrated into
the model system, either in the event list or as a child process.

The construction project manager for one of the organizations surveyed told of a
recent complete systems implementation. This individual believes very strongly in the

Concept of an electronic repository of information related to a particular project.

41

 

 

 

 

 

Table 4.5
Comments from Administrators of Five Universities Surveyed
Broken up by Topic Area for Analysis.

l-Proiect Management
“We are developing our administrative information system to be more user

friendly”

“Our project managers are using an intranet effectively to store and retrieve
information”

“It would be useful to have PM notes integrated with AE notes electronically”
“We have a PM manual, however it rarely gets used”

“We have a PM manual on our intranet that flowcharts the PM process”

“All major projects are scheduled using MS Project”

“Our system is under development and study currently, considering many items
addressed”

“It would be beneficial to have communications, eg bulletins and RFI’s
electronically linked”

 

2-Estimating '

“Not currently integrated with cost accounting, would like to perform variance
analysis”

“Estimates are done on Excel, not linked to other systems”

“Some estimates are manually developed”

3-Scheduling
“We use Primavera for client displays only”

“Contractors are required to furnish graphical schedules”

“All scheduling is not performed electronically in our system”

“We develop schedules using MS Project, no integration with other functions,
however”

4-Integration of all functions

“We currently are using a web client to access our intranet. This technology has
been in place for about one year and has proven very beneficial. Only certain
items are integrated”

“It would be very useful to have all functions integrated, so information would be
updated accurately on an ongoing basis”

“We realize the value of integrated storage and update of project data”

“Our department is currently in the process of evaluating proposals to provide an
Integrated facilities management system that will do this”.

 

 

¥

42

 

 

 

TABLE 4.6

Matrix of Functions of Five Surveyed Universities

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

FUNCTIONS #1 #2 #3 #4 #5
CUSTOMER REQUEST x x x x
PROGRAMMING x x
DESIGN x x x x x
DESIGN APPROVAL x

ESTIMATING x x x x
ESTIMATE APPROVAL x
PROCUREMENT x

SCHEDULING x x x x
CONSTRUCTION/PM x x x x x
EXPEDITING x
PAYMENT APPROVAL x x x x
CLOSEOUT x x x

RECORDS X x X x x
AFTER ACTION REVIEW x

 

43

 

 

The system at this institution was implemented as a relational data base with a
series of report modes and other interface features to provide the necessary fimctionality
for the department. A number of the essential processes were analyzed and restructured to
best take advantage of the existing technology available. These changes resulted in less
physical file space, less time Spent tracking, finding, sorting, organizing and retrieving
files, better coordination of information and an overall more efficient document
management process. One of the organizations interviewed recently undertook an

information systems project and implemented an information system via a web client

 

and TCP/IP Internet technology. Project files are stored electronically and accessed by
any party to the project via a web browser. Technology is in place to control access Via a
password system. The department also implemented an Intranet to provide further
security. An Intranet allows access to a web site or series of web sites only to those with
the proper permissions. This is typically performed via the Internet Protocol address
number for the network interface device. The department has a substantial database of
information available Via this technology about any project currently in construction as
well as information about completed projects. The information systems manager
believes very strongly in the benefits of this technology. He claims it has saved his
department time and reduced duplication of documents and redundant information.
Another university surveyed undertook a full scale implementation of an
information system for the facilities department. This information system contains
standard procedures and methods for documenting the information inputs for their
system. This has enabled the department to standardize the format of the information

input which provides a successful platform for the remainder of the information system.

44

 

 

 

Standardized formats and inputs allow the development of standard processes that in turn
yield consistent and meaningful reports and outputs.

One university interviewed undertook a systems analysis project. This project
produced a request for proposal, soliciting vendors to propose software solutions for the
Specified needs. The fimctional needs portion of the request for-proposal in contained in
the appendix of this paper. This document provides very specific documentation of the
fiinctional needs of the department. These needs relate very closely to the fundamental

input, processes and output necessary to satisfy them. The information contained in this

 

document together with the information generated from the interviews and the authors
experience was used to formulate the information flows and their relation to processes.
4.5 Summary

The data gathered and summarized in this chapter provide the necessary
information to validate the need for an integrated information system for facilities
owners. The data also provides insight into the basic processes that most facilities
organizations perform to accomplish construction projects. These fundamental processes
are critical in the first stage of development of an information system model. This is the
development of the event list. The data gathered and reported in this chapter will be used
in the following chapter to develop the event list and to attribute information flow to the
processes dictated by the event list. This will form the first level of the information

system model, using the data flow diagraming methodology.

45

 

 

CHAPTER FIVE

 

DEVELOPMENT OF THE

INFORMATION SYSTEM MODEL

46

 

 

 

Introduction

This chapter will develop the information system model and will document the
model thru the data flow diagraming method discussed in chapter three. This information
system model will provide a method of planning and managing the information in a
university facilities department. This information systems model will increase the
likelihood of reduced project costs and shortened project schedules.

The information system model will be broken into sub processes as discussed in

the previous chapters. This chapter will discuss each process and its associated sub

 

processes. The parent process will first be described, then the child processes, then the
recommended information flow for each process.
5.1 System Background

One must first understand the organization and the construction management
system fiinctions of a typical university facilities management department in order to
develop and fully understand the information system model for such a department.

Figure 5.1 represents a typical organizational chart for a university facilities
department. The organization consists of a layer of management staff to administer the
departmental functions and provide oversight. Staff positions consist of designers,
architects, project managers and clerical staff necessary to accomplish the functions of the
organization. The staff positions provide information and data input into the system and
rely on output from the information system for decision making and control purposes thru
out the construction project. The management staff generally rely on information
produced by the system to support decision making needs. The management staff may

also use information for monitoring and controlling projects.

47

 

 

 

 

Manager

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Ass't
Manager
Design Office . Project
Supervisor Supervisor Arch Itect(s) Manager(s)
. Clerical
Desrgner(s) Personnel

 

 

 

 

 

Figure 5.1 Organization chart for typical facilities department

48

 

 

 

 

A typical University facility department will provide design, construction
management and other services such as maintenance and planning for physical facilities.
Most Universities have design staff (architects and engineers), construction managers and
administrative and clerical staff to support them. Projects can range in size from
relatively minor interior renovation projects up to construction of new buildings.

These organizations generally provide review and oversight of functional areas such as
estimating and scheduling as opposed to detailed development of estimates and
schedules. The facilities organization usually provides review of outside design and
architectural services as well. The typical facilities department approves shops drawings
and other submittal items. These departments generally provide complete inspection,
payment approval, closeout and record keeping fimctions for the client.

These organizations are structured such that the department is able to provide
programming and design, conceptual cost estimating, project management, construction
project oversight, accounting and record keeping services. These services are usually
provided upon receipt of an initial request for services from the client department. This
request triggers the system. Such a system is represented in figure 5.2. The request for
serViCCS triggers the facilities department that a client has requested the services of the
department, At this point a designer or architect is assigned to the project and a design is
developed. The design can be generated by the departmental staff or let to an outside
firm. After completion of the design, an estimate is produced. The project budget iS
generally developed based on this estimate. The estimate may be developed in house or

by an outside firm. After the estimate has been produced, a budget is developed and

forwarded to the client for financial approval. After this approval is received the project is

49

 

 

 

 

 

Request for
services

 

V

Design

 

 

 

 

Schedule

 

 

 

Construct

\ /
<...>
\ /
\ /

 

 

l
l

 

 

Close out
and Billing

 

 

Project Records

 

 

 

 

 

 

\/_\

Figure 5.2 Typical construction process flow

50

Historical record
Storage

 

 

 

 

let out for bid and contracts are generated. This function is typically performed by a
separate department from the facilities department. The system in this paper is based on
this model of proj ect procurement. After a contract is awarded the startup functions take
place and appropriate information is exchanged amongst all parties to the project. At this
point the construction phase begins. This portion of the project is critical in that decision
making needs arise ahnost daily, these decisions can have great affect on costs and
schedules (Paulson 1995). AS the project matures thru the construction phase,

accounting and record keeping needs arise and these fimctions occur. AS the project

 

nears completion, records are compiled, the closeout activities are undertaken and input is
solicited for final approval of the completed project. After the project is completed, this
author recommends a review of all the activities of the project with the contractor(s),
suppliers, client and project management team. This review serves the purpose of
documenting the successful and less than successfiil practices for the benefit of future
projects. Documentation of the existing information systems of the surveyed universities,
in the form of data flow diagrams is contained in appendix F.
5.2 Development of the event list

The event list for the information system model provides a list of events or
functions that must take place in order for the essential needs of the organization to be
satisfied. In the case of the system discussed in this paper the needs to be met are those
of a facilities management department of a large university. The first step in the
identification of these needs iS a survey of the system users. The author performed this
survey as a subset of the follow up survey and interviews discussed previously.

The event list was generated from this research and is documented in table 5.1

51

III I . i II I

 

 

 

 

TABLE 5.1
Recommended List of Events
for Facility Owners Information Systems

 

1)
2)
3)
4)
5)
6)
7)

8)

Submission of request for service from client.
Produce design for project.

Produce budget estimate for project

Perform project administration

Perform start up activities

Manage the construction of the project
Closeout and review the project

Obtain all necessary approvals for the project.

 

52

 

 

 

 

These events become the parent processes from which all sub processes and
information input and output are generated in the development of the model system.

The next portion of development of the model system is the creation of the
context level diagram. The context level diagram defines the scope of the system and
also provides an overview of the entire system, including entities within the system,
external entities and documentation of information flow into the system and information
flow out of the system.

5.3 The Context Level Diagram

 

The context level diagram provides documentation of the scope of the system.
This diagram provides an overview of the entire system, necessary information input and
output. The context model contains, by definition, one process which represents the
scope of the entire information system. This iS represented in figure 5.3 as “ Facilities
Construction System.” The context model contains entities which are typical to a system
of this nature. These entities consist of clients, contractors, architects, engineers,
administrative areas and outside references. Each of these entities interact with the system
and provide input as well as receive output. The final piece to the context level diagram
is the representation of the information flow at this level of the system. The information
flow at this level is modeled as a series of arrows with the description of the information
listed near the arrow. The Data Flow Dictionary (see appendix D) provides a definition

of all data flow items in the information system model.

53

 

   

 

Figure 5.3 Context Level Data Flow Diagram

 
 
     
  
   

Client

 

 

 

 

/—

Conuador_mviaw’/' \

Contractor

 

 

Roquest_tor_paymont

Design_input

 

Contract_dosign

‘ ArdLong ‘/

 

54

.Approved_invoice

F acilities_lnfom\ation_system'

Cost info

  
      

Administration

 

NoTEe_to_proceed

Request_lor_estimare

 

OutsideJeleronoes

 

 

 

 

 

Contractor

 

 

 

 

 

5.4 The Zero Level and One Level Diagrams

The zero level diagram represents the major subsystems of the information
system model and is contained in figure 5.4 This diagram reflects the events listed in
table 5.1 as processes in the data flow diagram. The zero level diagram also depicts the
information flow of each process. Each process in the zero level diagram is known as a
parent process with child processes “beneath” the parent process, providing the detail of
the information flow model which are modeled in the level one diagram. The level one
diagrams and the information flows attributed to them are discussed in the subsequent
sections, along with the zero level diagrams. This is done for clarity. The data flow
diagrams for levels below the zero level are contained in appendix E.
5.4.1 Client Service Request Process

This process is critical to the system and triggers the beginning of each project.
The information flow “client service request” provides a tremendous amount of
information for the system. Typical data items for this information flow are account
numbers, building identifiers, signatures for approval, dates and contact information.

After the client has requested services, the facilities department should assign a
unique non redundant number, to the project. This task is critical in a database
application because it assures that the information associated with any project has an
identifier electronically “attached” to it. This unique, non redundant, identifier is then
used to organize the information in a data base format.
5.4.2 The Design'Process

The design process for the information system model consists of two sub

processes. These sub processes are the production of the design, labeled as con docs, and

55

 

 

 

 

3min mb N08 fio<9 USS EOE USmBB

n3m_Imuu3<»L

 

 

   

 

moiochmocma -
\I A

0:02
$952533: BaaruoiooIsncs:
nmmruqoboo. 883m

/ 3373222
036339:
036: 3227'

 

   

22m. 5 c.
Infilmuoqog. u o__m=.lo:m6mm

I II 0.32 .

139783 I

25:02.3 82.8I3ncom.

  

          

                

002329

  

gaimggos

/ mmooam
+003§20P8<a£

92362

 

 

 

 

 

 

 

 

 

pawnICBFQISooam

 

 

                  

25.389838 Encam—

 

 

mmgnmiancmgm moooam

 

 

 

H Dommocrasmi

   

 

0852 teams; .

)8: I25 _— - meésI Sec.

O_I|—\onau Iqoou

 

26839

 

003508

/

 

 

56

 

 

  

II]

naedoramamomaoa

Zo:noI8IeSnmma #

mmncmfllaalogaaa

002829 I<<\oqxi EN:
0023.22

IuIIIII'

         

>33<3Iacaoo~

 

 

 

 

>ee~o<enlccnomu r

nmmreaiofaooau

 

Can—Iwi—\aoI838:omm

_ L vqo.oo.Iun3.:_m=m:o= 9358' ma non»

ma 3an

 

 

>eeqo<aalacno£

    

2.223103
manonm

maonaalaa _II|I—
o5.8-3.23ooqllooarss 2033232
. I L
’ 0.63 0.5:.Iumox

‘I‘e’

     

  

oiEQIamzamS

 

 

     

noncofiIAoPOuaams

535.2820:

 

 

 

 

  

 

 

 

 

 

 

the approval of the design, by the client.

The approval process generates the client approval of the design, which is
necessary before proceeding with the project. This process requires as input, a schematic
design, contract design, rejected design(s) and approved designs. The corresponding
output then becomes the approved design.

The process labeled ”produce design” is further broken into two child processes.
These consist of in house design which is the generation of a complete design by staff of

the facilities organization, and outside design, which is the subrrrittal and review of a

 

design by an outside architectural or engineering firm. The design process produces a
design (con docs) which is stored in the system. In order to produce this design,
information inputs are required. Design input consists of client input into the project as
well as codes and regulations.

Within the in house design process lie two child processes. These are
architectural design and interior design. Architectural design consists of that portion of
the design containing demolition plans, architectural plans, electrical plans, mechanical
plans and other technical plans. Interior design is that portion of the design consisting of
finish selections and typical interior design elements. Because these design processes are
often performed by separate staff, the common storage of the client design input becomes
critical. With this procedure in place information is available to each designer working
on the project. Each of these processes produce designs which are stored in the design
data store. The information in puts for these processes are similar to the parent in house
design process.

The critical output of the design process is labeled “con docs”. This information

57

 

 

consists of drawings, specifications and other typical contract documents. It also includes
all information related to the change order process. This flow of information consists of
all necessary information to prepare bidding documents for a hard bid project.
5.4.3 The Budget Process

The process of preparing the budget estimate provides an estimated cost of
constructing the project, given the approved design. This estimate is used to set up
project budgets and to control the project, cost wise, from the owner’s perspective. AS

seen by the research, facilities departments utilize their own staff to generate estimates

 

and also request estimates from outside firms. For this reason the information system
model separates the estimating process into in house estimates and outside estimates.

. Estimates prepared by the facilities department staff are used to develop project
budgets as discussed in the previous section. Estimates are developed based on the
project design. The project design provides the background to develop material and labor
quantities. The next phase of this process is the assignment of costs to these material and
labor quantities. This cost information comes from historical project cost information
and from outside references sources. The historical information can be very valuable in
this phase of the estimating process. The output of this process is the tentative budget.

The outside estimate is prepared by a contractor or architect. The purpose of the
outside estimate is to provide cost information regarding the designed project and to set
up budgets. The facilities department generates a request for estimate based on the
design and transmits this to the contractor or architect. The contractor or architect then
returns the outside estimate. This estimate is reviewed and if necessary combined with

other outside estimates to develop the tentative budget. It is the sum total of all estimates

58

 

 

from outside entities plus overhead and fees.

The final phase of the budget process is the approval of the budget. This function
is typically performed at a high level in the organization. The input necessary to produce
the approval include the tentative budget and the contract documents.

5.4.4 Project Administration

This process consists of the preparation of the appropriate authorizations and

documents to release the project for bidding as well as administrative approval of the

successful bidder. The contract documents are a necessary input as well as information

 

relating to account number and Signatures of approval. The outputs of this process are
the bid docs and approved bid which are transmitted to administration and are stored in
the bid docs data store. The transmission of the bid documents to the contractor is not
modeled as part of this information system, however it is shown as a dashed line on the
zero level diagram, so that this relationship is understood by the reader. Additional
information flows in this process are the bid information input and the rejected bid
output. These items are defined in the data dictionary in appendix B.
5.4.5 Project Startup

The process of starting the construction of the project requires three sub processes
that are necessary in order to provide the information for the appropriate decision to
made, triggering the beginning of the project.

The first process is labeled as the procurement summary and consists of the
transmission of the contractor name and the contractor plan into the system. This
information is used to generate the client pack and is also transmitted to the data store

labeled plans. The contractor name includes basic data such as addresses, telephone

59

 

 

numbers, fax numbers, email addresses and other background information. The
information flow “plan” consists of a list of the contractor staff that will manage the
project, the schedule for the project, the schedule of values, the list of sub contractors and
suppliers, minority owned businesses, women owned businesses and other pertinent data
required of the contractor by the facility owner. The information flow labeled as client
pack consist of that set of information taken from the plan and relayed to the client. The
data in this information would likely consist of a sub set of the plan. The level of detail

transmitted to the client may depend on internal policies and procedures. It is

 

recommended by the author that the maximum amount of information be included, this
would serve to open communications and may provide benefit over the course of the
project.

A second sub process of the start up function is the recording of the plan. The
plan is appropriately documented and recorded in the records data store.

The third sub process is the generation of the notice to proceed. This item is
critical to the commencement of the project. After receipt and review of the plan and
contractor information, the facility department generates a notice to proceed which is
transmitted to the contractor, providing written docmnentation of the owner’s order to
begin construction.

5.4.6 The Project Management Process

This process consists of the reporting, control and payment approval functions of
the project. The construction of the project requires record keeping and reporting in order
to properly control the project from a time and cost View point. There are two sub

processes of the parent construction process. These are project reporting and payment

60

 

 

approval. Each of these processes has a critical role in the control of the project.

The process of project reporting consists of the gathering and storage of
information relating to the project is being constructed. This information enters the
system as records, which are the contractor and supplier project notes and other
information, submitted to the owner. Additionally the approved payment is an input of
this process. This information leaves the system as cost records which is the record of all
costs of the project to date. The project notes are also generated within this process. This
information is documentation of the various and on going activities of the project as
prepared by the owner’s staff. This item is stored in the records data store.

The payment approval process is triggered by the receipt of the request for
payment from an outside entity. This entity could be a contractor, supplier or
architectural firm. In order to approve the invoice, certain information is necessary. The
contract documents are necessary to review the labor or construction that payment is
requested for. Project notes are necessary to validate that the work that is being
invoiced has been completed and the approved budget is necessary to verify the funding
for the payment. The approved payment is the output of this process. This information
is forwarded to administration for processing and stored in the records data store. The
actual payment frmction is outside of the scope of the system discussed in this paper.
There is further discussion of this area in chapter seven.

5.4.7 The Closeout and Review Process

After the contractor has achieved substantial completion of the project as defined

in the contract documents, three needs are triggered.

First the need to charge back the appropriate items to prOper accounts, per the

61

 

 

 

 

 

service request and approved budget is realized. The cost records are necessary to
provide the amounts paid out on the project, information regrading the overhead to be
applied to the charge is necessary and the approved budget is necessary to validate the
charges. These charges are labeled as client charges and are transmitted to the client as
well as stored in the records data store.

Secondly the need to properly prepare all of the project notes and cost records for
storage and retrieval also arises at this point in the project life cycle. These items are
inputs into the process, the information item labeled as past project records is the output
and is stored in the records data store.

Thirdly the need to review the project after completion and document the
successful and less successful practices performed over the course of the project occurs at
this stage. In order for this process to produce useful output, information from the
contractor (contractor review) and the client (client review) is required as well as the
project notes. These items are combined and the resulting review documents are stored in
the records data store.

5.4.8 Final Approval

After the project has achieved one hundred percent completion, it is necessary to
obtain final approval of the completed project from the client, prior to turning the
structure over for operations. Past project records are required as well as final input of

the client. This information should provide the impetus for the client to submit the final

approval of the project.

62

 

 

 

 

 

5 Summary

The information system model is developed through generation of a list of events
rat trigger the system to produce appropriate information that satisfies these events.
‘hese events are represented as processes in the zero level diagram of the model. These
Irocesses are in turn broken down into sub processes. This allows for the identification
)f information input necessary to provide output as dictated by the processes. Each
process is broken down until a level is reached where the process becomes a task that can

be performed in an understandable fashion

 

 

 

63

 

 

 

CHAPTER SIX

 

CASE STUDY

64

 

 

'oduction

This chapter will explore a case study of four projects fiom one of the universities
:yed. These projects were analyzed with regard to the flow, storage and access of
mation. The information system model was applied to these specific problems to
.ate the information system model.

The case study university is a large division one, public research university with
)ximately forty four thousand students. Within the university are two departments

h perform facilities management fiinctions. The author selected projects from each

 

adepartments for this case study. In order to understand the scope of the case study
Ithor will first describe each department. After the background of the two
tments is understood by the reader, the author will describe each of the projects and
)plication of the model to the problems in the cases.
hysical Plant Engineering and Architecture Services

This department (physical plant) provides construction and engineering services
ch Of the one hundred twenty plus buildings on the campus. Included among these
JCS are prograrnrrring, design, estimating, project management and record keeping.
Unstruction management process for this department follows the basic flow as
l in chapter five. The department consists of architects, engineers, project
{ers and administrators. Figure 6.1 is an organizational chart for this department.
E31331‘t1‘nent constructs approximately fifty projects annually with a budget of one
3d seventy million dollars. These projects range in scope from entire buildings to

r renovations and build out projects.

65

 

 

 

Assistant Vice President

 

 

 

 

 

University Engineer

 

 

 

 

 

Records and University
Clen'cal Architect

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Architectural & .
ystems Records En ineerin Estimatin Constructlon
lanning and CADD gesign g 9 Inspection

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Figure 6.1 Physical Plant organizational chart

66

 

 

 

Design work is done in house or contracted to outside architects and engineers.
projects are assigned a project manager. This person coordinates and communicates
a the architect, appropriate engineers, the contractor(s) and the owner. Physical Plant
a variety of software systems in place to perform the various project management
:tions. Spread sheets are used for scheduling and estimating as well as job costing.
rd processing is used for document management and tracking, email, facsimile,
)hone, US mail and other private courier services are used for communications .

:ad sheets are used for local, departmental accounting. The university has a

 

ralized accounting system, in the administration building, that serves the accounting

tion for the overall project budget. This system is beyond the scope of this case

Beyond the functions discussed above, a mixture of software is used to

nplish the daily tasks. Spread sheets and word processing software accounts for a
percentage of the project related information. The office staff has networked
op computers. However the critical project information such as budgets and
mting information, payment histories and schedules are not implemented as a
alized database. Each person largely keeps the information they need to do their
'nforrnation that is commonly known as essential for a given subset of personnel is
1. However, it is not stored in a centrally located, normalized database.
ire Department of Construction, Maintenance and Interior Design

This department (CMID) exists within the division of Housing and Food services.
) provides renovation and remodeling services for the forty buildings within the

)n. The department annually completes approximately one hundred fifty projects

67

 

 

h a total budget of twelve million dollars. Projects consist of predominantly
ovation and remodeling of interior spaces within the division of Housing and Food
vices. A small percentage of proj ects are performed outside of the division. CMID is
fed and organized in a Similar fashion as physical plant. Figure 6.2 represents the
mizational chart for CMID. The basic project functions and processes of CMID are
same as those presented in chapter five.

The existing information system in CMID consists of a series of decentralized

.mation storage centers. These consist of file cabinets, word processing files, spread

 

t files and electronic mail storage files. Typically each staff member working on a
set will have their own folder with information that they have decided is necessary
rem to accomplish their responsibilities for that project. AS an example, if a project
Iger needs information on the budget for a particular project, they will request a tally
: costs incurred and forecasted for the project. If a designer needs information

mg to the clients needs, they will look up their notes from the meeting with the

. This is done both manually and with word processing systems.

Estimating is performed manually and with Spread Sheet software. There is no
ated database ofpast project cost information. A system of stand alone files of past
t information is used to provide historical cost information. Data for the estimate
:5 is taken from these files or from outside reference sources. Scheduling is
rned manually, Via a calendar and word processing software. Project management

ms are done manually. Payment approval is performed manually as well.

68

 

 

 

Manager

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Ass't
Manager
Desi n Planner Pro'ect
g Office Manager Inspector J
SuperVIsor Manager
Analyst
Designers Clerical

 

 

 

 

 

Figure 6.2 CMID organizational chart

69

 

 

 

 

To summarize, CMID performs all construction functions in a manual fashion.
record storage is based on a file system, either thru use of word processing and spread
:t software or paper files and file cabinets.

Four projects were evaluated in order to apply the information system model.
3e projects were selected fi'om CMID and one from Physical Plant. The method for
sting these projects is explained in chapter three.

Case Study-Dining Hall Renovation

This project involved the development of the design and estimate for the

 

Ideling of a campus dining facility. The project was designed and estimated by the
within CMID. The information gathered by the planner, analyst, inspector (PIA)
stored only in personal files. This designation (PIA) represents one individual who
vrms many of the functions typical of the architect. Information gathered by the
.or designer was stored only in the interior designers files.

During the project the interior designer had Spoken to the client about a removable
for the Space. This was desired by the client to increase the functionality of the
,. The PIA had no knowledge of this request, the client had not brought it up in the
opment meeting with the PIA. The PIA developed the design and the project budget
on the information available. This information included nothing about the
able wall. The resulting estimate was approximately twenty five thousand dollars

than necessary to fund the project, including the removable wall.

 

Considering the information system model, information regarding the client

 

1 input would be stored in the design database. Ideally all parties to the project

have the necessary access to the information. This is documented in the data flow

70

 

 

 

rgram as an information input into the design process. It then becomes part of the

sign which is stored in the data store “contract docs”. At this point the information is
tof the design and would be automatically included in any information output or
uests regarding the project. This example clearly Shows the ability of the model to
actively store and process information so that it is available to all necessary parties.

5 in turn increases the accuracy of the estimating process. In this example, the
Innation system model has identified the budget shortage, and the project could have

n redefined.

 

Case study- Multi Unit Apartment Renovation

This CMID project concerned the renovating of a twelve unit apartment building.
I separate departments in the division of Housing and Food Services were involved in
ring materials for the remodeling project. As a consequence, the schedule for
.llation of the materials was greatly affected by two departrirents. The second
rtrnent involved in the ordering of materials, University Apartments, was involved
rse they had historically taken on this role in remodeling projects. This was done in
ast to insure standardization of materials throughout the complex.

All information for the project was stored locally by the department generating the
ular piece of information. Storage was performed both electronically and Via a
ional paper and file system. These information storage practices led to many
ommunications and mis-representations over the course of the project. For example
partment ordering the doors for the project failed to communicate that the doors

not be received as indicated in the project schedule. CMID was responsible for

fling the painting and finishing contractor for the doors. CMID did not have access

71

 

 

 

0 information on the delivery of the doors. Therefore the schedule for this trade was not
tdjusted. The painting and finishing contractor had mobilized their workforce and
:tocked materials to begin staining and finishing the doors on the original date for the
Irrival of the doors. Because the doors were delayed, the contractor had to demobilize
Lnd find temporary storage for the materials. Informal conversations with this contractor
"evealed that this event would be reflected in future quotations for projects of this nature.
The cost increase would be approximately five percent to “cover” for the possibility of
:vents such as this occurring in the future. The staining and finishing portion of this
)roj ect was eight thousand five hundred dollars.

The events and information flow in this case are reflected in the data flow diagram
if the model system in the sub process “project reporting.” Project reporting is a sub
process of the “project management” process. It is assumed by the author that the
purchase order for the doors would be updated with the “new” delivery date as part of the
Information identified as “records.” This information originates from the “contractor”
entity, enters the system in the project management process and is transmitted to the
records database, providing a uniform data record of the delivery date for all parties to
review.

6.5 Case study- Office Renovation

This case involved a flooring project, managed by CMID. The project involved
asbestos abatement and demolition, new finished flooring, and other architectural trades.
Typically on a project of this nature the CMID assigns a project scheduler for the
flooring trades and a project manager for the overall project. If all pertinent information

is not Shared between the staff, problems can occur and be exacerbated.

72

 

 

 

 

In this case, the abatement and demolition of the flooring fell behind schedule.
It: project manager did not communicate this information to the person doing the
reduling. Therefore the scheduler did not contact the finished flooring contractor to re
redule. The finished flooring contractor was unaware of the schedule change,
thing in an increase in the cost of their work to the owner. For this project, the cost
case was five hundred dollars, incurred for additional storage and re mobilization.
This office renovation project is concerned with the project management process

its information flow. The output of the project management process, labeled project

 

3, includes both the information received from the contractor “records” and
mation generated by the owner’s staff. It is believed by the author that the
nation discussed above relating to the progress of the project would be stored in the
is database as part of the records information flow. This normalized storage of the
vould enable the scheduler and the project to access the information, in order to

the appropriate contractors of changes in the schedule.

The implementation of the information system model in this case would decrease
: costs by five hundred dollars, provided the information was properly updated and
I. There are also hidden costs in this miS-communication such as the time of the
3 staff taken to correct the problem and time taken up by other trades during the
on of the project.
e study-Office Renovation
This project involved the renovation of a large office area. The problems studied
.‘Oj ect occurred in communication and information management during the design

act administration phases.

73

 

 

 

During the design phase; electrical, telephone and data outlets were designed to be
nstalled at the standard eighteen inches above the finished floor. The office systems
irmiture for the area was ordered as if the outlets were to be at desktOp height of thirty
nches. This office area consisted of fifteen work stations with three outlets each for a
otal of forty five outlets. The problem was not realized until the firmiture arrived on the
ight. At this time, all finished materials had been installed and the construction was
ubstantially complete. The least expensive alternative at the time of fumishing was to

move the forty five outlets to the height required by the office furniture. The work

 

recessary to relocate the outlets is detailed in table 6.1.

The electrical contractor quoted five hundred dollars per outlet for this work. The
ost to the project for this work was twenty two thousand five hundred dollars to relocate
ifteen data outlets, fifteen telephone outlets and fifteen electrical outlets.

Application of the information system model in this case occurs in the design and
Iroj ect administration processes. The lack of coordination of information between the
taff ordering the furniture and the architect/designer was the principle cause of this
Iroblem. The information output generated of the design process “con docs” should
ontain the data specifying the outlet heights. This information would then be stored in
he contract docs data base, for retrieval by the staff member ordering the furniture. This
Irdering function is part of the “project administration” process. Within the information
low “con docs” is the information regarding the outlet heights. This information could

Ie reconciled against the furniture requisition prior to transmittal to administration, where

74

 

 

 

 

 

 

1)
2)
3)
4)
5)
6)
7)
8)
9)

10)

Table 6.1 Work scope for electrical re work
Remove trim
Pull wire back to termination point
Pull raceway back to point of access
Cut raceway to new length
Rough cut access for new outlet height
Re feed raceway to new location
Re feed wire to new location
Patch, paint and repair original outlet opening
Make final connections and trim new outlet

Test outlet

 

75

 

 

 

 

 

the purchase order is generated. At this point the error in the coordination of the design

and the furniture order could be corrected, eliminating the cost expenditure described

above.

6.7 Summary

This chapter presented a case study which included four construction projects
from two departments in one of the universities surveyed. These projects were selected
because they exhibited flawed information flow that could be attributed to problems with
the information system in place. Specific attention is drawn to the information flow for
these cases and the effect of poor information flow on the problem areas. The problems
and effects of the problems were documented in each case. The application of the
apprOpriate portions of the information system model was discussed, as related to the
identified problems. This application of the information system model, in each case, was

shown to potentially reduce costs incurred and or Shorten project schedules.

76

 

 

 

 

CHAPTER SEVEN

 

SUMMARY and CONCLUSIONS

 

77

 

 

 

7.1 Conclusions

The objectives of this project as defined in chapter one are as follows; 1)
document the information inputs, processes, and outputs of a typical facilities
department; 2) develop an information system model for facility departments that
incorporates the information that must be captured, processed and accessed for
construction project reporting and decision making in the organization; 3) validate the

information system model in a case study.

From the data collected it is apparent that facilities management departments in

 

most universities perform very similar functions. The essential business needs that drive
these functions are very Similar. These business needs can be satisfied thru an
information system model such as the one developed in this paper. Most universities
have a common need for a standard method of managing information. The
implementation of a database approach, together with a standard method of classifying
information can lead to more effective project management.

The research Shows that there are a readily identifiable set of inputs, processes
and outputs for most facilities departments. These components are documented in this
thesis and are included in the appendix. This data provides the background for the
development of the information system model. The inputs, processes and outputs are
incorporated into the data flow diagram portion of the model. These information flows
are typical to the surveyed universities.

The information system model is developed in the form of an event list and data
flow diagram depicting the information flow as well as the processes necessary to satisfy

the information needs. These needs are driven by construction project reporting and

78

 

 

decision making. The information system model, together with the data dictionary in
Appendix D, provides a detailed specification of the data necessary to support the
information system needs. The information system model is structured around a
normalized database of proj ect information. This database meets a common need of all
the surveyed universities. This is the need for a single, central storage point for all of the
data.

The information system model is validated in chapter six thru a case study
which included four construction projects from one surveyed university. Each of the
projects studied reflected either a potential cost reduction, a shorter schedule or a
combination of the two. The case study shows the information system model can reduce
costs and shorten schedules, given the limitations discussed in this chapter.

A normalized database provides a central point of storage for all information.
This enables data to be entered, stored and accessed from one point. The elimination of
redundant data entry and duplicate data storage will reduce the likelihood of incorrect
data. This concept is critical to the success of the information system. The alternative to
a normalized database system is a file system. In a file system records are duplicated and
stored in paper or electronic files for reporting needs. The database system, around which
the information system model is developed, electronically links all of the data records for
a given construction project.

Very little research was found in the area of information systems for facilities
owners. Because of this a parallel was drawn between construction management
information systems, where much research was found, and facility owner construction

management information systems. This research, together with the data from the surveys

79

 

 

 

allowed the author to develop and validate the information system model in this paper.

The information system model developed in this thesis identifies the information
that must be captured, processed and stored for the reporting and decision making needs
of a university facility department to be met. This information system model provides a
method of organizing and classifying the information necessary for the reporting and
decision making needs of a typical construction management department within a
university to be met. This will enable construction projects to be completed in a more
cost efficient and timely fashion.

7.2 Limitations

 

The validation of the information system model is limited in that the case studies
were selected based on existing, identifiable problems. This limited the validation to
pre- selected problems. Because of control and time frame issues the author was unable to
implement the model information system in an actual construction project, prior to the
project beginning. It should be understood that the method of case study selection was
undertaken so that the author could gain the necessary measure of control over variables
in the project management process.

The application and validation of the information system model was also limited
throughout this paper by the assumption that personnel have the proper training to fully
use the system. It was assumed by the author, in the case study, that the staff performing
the discussed processes were correctly using all of the information available to them via
the model information system. Training and use of the system and its output are without
a doubt critical to the success of an information system such as the one discussed in this

paper. Without support of this nature the information system model will lose value.

80

 

 

Another lirrritation of this information system model is the failure to include
administrative departments such as Purchasing, Accounts Payable and Accounts
Receivable in the scope of the system. Some of the universities surveyed include these
departments within the scope of their facilities system, by necessity including a great deal
more information management needs. The information system model developed in this
paper represents these departments as entities outside of the scope of the system. These
processes were not modeled. This was done because the basic needs of the system did
not require the detailed information produced in these kinds of processes.

7.3 Areas for future research

 

Advancements in information systems are racing far ahead of the ability of
organizations to properly apply these advancements to their fundamental business
processes. There is a need for research into the use and application of information
systems in the facilities management field.

A number of specific topics that have a direct relationship to the subject matter of
this paper have been identified. The remainder of this section provides a baseline for
others to follow up in conducting further research in order to advance the knowledge in
this area

The integration between enterprise wide information systems and construction
project specific information systems is a natural progression of organization wide
information integration. There are a number of enterprise wide information systems
currently on the market. These systems provide a completely integrated information
system for the entire organization. All business functions are generally integrated

including payroll, human resources, accounting, manufacturing, inventory, sales,

81

 

 

 

marketing, communications and other functions. The benefits of these systems are along
the same lines as the benefits of the system described in this. paper. Duplicate and
redundant information is eliminated, accuracy and currency of information is increased
greatly.

Another area of future research involves the extension of the project management
information system to entities outside of the scope of this paper. Specifically contractors,
suppliers, administrators and others involved in the construction project. The

proliferation of the Internet and the World Wide Web will likely provide the technology

 

and support for a system of this nature. This author firmly believes systems of this nature
are likely to be prevalent in the future. Research into the cost structures and
information needs is necessary to support this technology.

Cost based research into the impact of information system implementations on
administrative and other organizational costs is necessary to provide return on investment
and Other financial analysis. Financial analysis of the cost savings of a project of this
nature is needed to provide the fiscal support to secure funding for these systems.
Technology can be a costly proposition and the support for expenditure of these costs is
necessary for the commitment of funds to undertake projects of this nature. Research and
financial analysis is necessary from the facility owner perspective as well as the
contractor and supplier perspective.

There are a number of sub topics and areas for research as well. Included among
these are the costs of hardware, software and training. All of these issues must be
evaluated from the standpoint of the facility owner as well as the contractor and others.

The area of information systems literacy is ripe for future research. Information

 

82

 

*

‘

 

systems literacy is the knowledge of how information and data are Used by the
organization to better accomplish the fundamental business processes. Research into the
application of innovative technology to the core business is necessary to Show that the
technology has application and can improve the business in a measurable fashion.
Research into the application and systems implementation of the information
system model presented in this paper is necessary to develop the needs analysis and
resulting request for proposal. The reconciliation of the information system model with

the functional abilities of current software is necessary to develop the appropriate

 

implementation plan. Typically there is a compromise between the developed
information system model and the available commercial software solutions. Research
into the gap between the model and the available solutions is necessary to define the need
for firrther software development. This research will also help firrther refine the
information system model as proposed in the paper. This area of research will also
provide documentation of the existing solutions available for an information system of
this nature.
7 .4 Summary
This thesis consists of a review of the existing literature and research into information
systems in the field of facilities project management. This research was undertaken in
order to develop an information system model that may be applied to university facilities
departments.

The information system model was deveIOped using the data flow diagraming
method as discussed throughout this paper. This provides a standard method of

documenting the events and information flow necessary to accomplish these events. This

83

 

 

 

information flow model was developed based on the literature review, the surveys,
interviews and conversations with facilities administrators. The application of this
information system model, together with the suggested list of events provides a
framework for information management within the construction management area for a
facilities department.

The concept of a central, normalized, database of all construction project
information is presented in this paper. This concept is Shown to potentially reduce

project costs and schedules. The concept is presented as a data flow diagram depicting

 

the information inputs, processes and outputs necessary to satisfy the information needs

of a typical college or University facilities department.

84

 

 

 

 

APPENDICES

 

85

 

 

Appendix A
Michigan State University-Physical Plant Division
Request for Proposal-Facilities Management System

Chapter Eight-Functional Needs

8 FUNCTIONAL REQUIREMENTS
8.1 WORK ORDER MANAGEMENT
Work Order Management includes several types of projects including planned

customer and maintenance projects; recurring preventive maintenance projects, minor

 

work and trouble call items and verbal request customer jobs. The system will

involve a variety of supporting functions including Contracts and Contractor

monitoring, Billing and Account distribution, Materials Management, Estimating,

Scheduling and Web and E-Mail Customer interfaces.

8.1.1 The system must provide automatic project identification numbers within a
variety of categories .

8.1.2 Entry screens must provide for entry of projects of diverse complexity and
magnitude including large multi-craft alteration projects, minor maintenance
and trouble calls, recuning preventive maintenance tasks and standing order or
verbal request miscellaneous small volume customer work.

8.1.3 Distributed on-line entry of data at each stage (customer request, review and
assignment, estimate development, scheduling and change orders) by a variety
of locations and personnel.

8.1.4 Date and Time stamps Should be automatically applied by the system.

8.1.6 The system must have the ability to both reference for access and provide in

pull down lists authorization files including access authority, account master,

86

 

 

 

and request authorizations.

8.1.7 The ability must exist to access a project by a variety of keys such as project
number, customer account number, department name and orderer.

8.1.8 The system must be able to access detail transaction files from a header screen
as well as accessing other related data bases from the work order screen.

8.1.9 The system must include the ability to add projects by cloning other work
orders (including archived records).

8.1.10 The system must include the ability to process change orders against a project

while maintaining the original request data for historical and audit purposes.

 

8.1.11 The ability should exist to automatically alter the status of a project based on
the calendar as well as activity transactions.

8.1.12 The ability should exist to distribute work orders electronically as well as
allowing users/customers the ability to print work orders at their own location.

8.1.13 The ability must exist to have work orders automatically issued and/or printed
at a designated lead time prior to the actual date due.

8.1.14 Status and management reports should be automatically generated in
predetermined Situations such as "no action in xx days" based on control
parameters.

8.1.15 The ability must exist to maintain both charge and no-charge activity against a
project and change no-charge activity to charge basis depending on job status.

8.1.16 The ability Should exist to automatically batch work orders or trouble reports
for assignment.

8.1.17 The system Should have the ability to interface with the paging system for
purposes of issuing assignments.

8.1.18 The customer will be automatically notified via E-Mail when the service

87

 

request is received, a job number is assigned and when the project is complete
or other significant changes in the status or composition of the project occur.

8.1.19 The customer will be able to access the system via the web for submitting
project requests as well as following the status of their existing project(s).

8.1.20 The system Should have ability to interface with a Pr0perty database to provide
building location information as well as to flag the property database that
alterations have occurred.

8.1.21 The system should have the ability to access a CADD system for purposes of
part and building drawing images.

8.1.22 The system Should provide the ability to use WordPerfect or Microsoft Word
templates or custom templates created by the users.

8.1.23 The system should allow the use of Engineered Performance Standards and
Preventative Maintenance Standards in scheduling PM assignments as well as
allowing the standards to be modified to reflect MSU standards and
experience.

8.1.24 The system Should provide the ability to copy a PM task from one piece of
equipment to another.

8.1.25 The PM system must allow for assigning frequencies on a variety of bases
including yearly, seasonal, monthly, mileage, meter readings, etc.

8.1.26 The PM system Should automatically prioritize frequencies to avoid multiple
frequency assignments to be issued at the same time.

8.1.27 The PM system should keep track of warranties on equipment as well as a
history of PM activity on the particular item.

8.1.28 The system Should allow the integration of the PM function with the inventory

function to allow material lists to be automatically generated and facilitate

88

 

 

 

 

8.2

8.3

costing of the work,

8.1.29 The system Should provide for multiple account distributions, utilizing both
percentage and amount splits as well as prioritization of cost assignment.

8.1.30 The system should allow for assigning costs based on the crafts performing on
the project and should be able to differentiate between labor, supplies, and
service expenditures for purpose of account assignment.

8.1.31 The system should allow for the application of multiple markups at differing
rates based on the type of charge, trade performing the work or the customer
being charged.

8.1.32 The system should allow for check-sum editing on the project number.

 

8.1.33 The ability Should exist to establish a work order but have it issued at a future
date.

ESTIMATING

The system Should provide an estimating function integrated with the Work

Management function to provide estimating and design personnel with tools to

facilitate the project estimating process.

8.2.1 The estimating process must make use of line-item estimating catalogs
including facilities cost data from R. S. Means, Engineered Performance
Standards (EPS) in addition to standards provided by MSU.

8.2.2 The system must allow a project to be estimated with line items from different
cost standards in the same estimate.

8.2.3 Unit prices in the standards must be localized to the MSU area rather than a
generic national average.

8.2.4 The system must include contractor/project management functions to allow
comparison of estimates vs actual cost and performance dates as well as
tracking contractor payments based on job completion stages.

SCHEDULING

89

 

 

 

8.4

8.3.1 The system should provide the ability to interactively schedule work
assignments.

8.3.2 The system should include the ability to establish multiple criteria for job
scheduling including due date, access schedule for facility, priority, batching
of assignments, etc.

8.3.3 The system should provide on-line craft loading reports including
commitments and availability.

8.3.4 On—line job schedule reports should be available to managers with the ability
to modify to accommodate labor and/or material availability.

8.3.5 Historical craft loading data should be available to aid in staff analysis and
project estimating for contract volume.

MATERIALS MANAGEMENT

The Materials Management function must facilitate effective and timely procurement

and management of materials for Physical Plant functions. The primary components

of this function are purchase order development and tracking and inventory control
and management. These functions must also be an integral part of the Work Order

Management function.

Purchase Order Development and Tracking must provide the ability to enter and

retrieve requisition and purchase order information, monitor and track expenditures

and commitments on-line. The Inventory Control fmetion will monitor and help
manage the parts in stock.

8.4.1 Requisitioning: the system must provide the ability to enter requisition
information for purchasing on-line and to create an active order record directly
from that requisition information.
8.4.1.1 The system must have the ability to generate a unique requisition

number with a variety of prefixes for each new requisition added.

90

 

 

 

8.4.1.2

8.4.1.3

8.4.1.4

8.4.1.5

8.4.1.6

8.4.1.7

8.4.1.8

8.4.1.9

8.4.1.10

8.4.1.11

8.4.1.12

8.4.1.13

The system must have the ability to enter a requisition number based
on information received from the Michigan State University
Purchasing/ Stores Department system.

The system must have the ability for updating through down-load of
purchase order data from the Michigan State University

Purchasing/ Stores Department system.

The ability must exist to enter and track information about items on
orders by item.

Receipts when posted to the line item must decrement the amount
outstanding, update the inventory and/or project data and generate
the appropriate billing records.

The system must maintain full receipt detail for each line item.

The system must be able to track, flag exceptions and create
exception reports or E-mail notifications to appropriate persons.
The system must generate a commitment record against the relevant
project or an outstanding order posting for the inventory.

The system must allow access by a variety of keys including
requisition number and purchase order number.

In addition to direct input descriptions must allow cut and paste
from word processors or previous orders or retrieval from the
inventory based on part number.

The system must provide screens customized to the type of purchase
transaction (purchase order, Stores open order, General Stores stock,
Purchasing Card, Campus sub-contractors)

The system must allow for negative and zero prices.

The system should allow for identification of and processing of

material returns and/or exchanges.

91

 

 

 

 

8.4.1.14

8.4.1.15

8.4.1.16

8.4.1.17

8.4.1.18

8.4.1.19

8.4.1.20

8.4.1.21

8.4.1.22

The system must compute a total order price based on accumulation
of line item amounts.

The system should generate Email notification of material receipts
to the orderers.

The system should automatically generate exception reports on
conditions such as overdue shipments or significant price variations.
The system must allow scheduled arrival dates to vary by item.

The system must be able to record item "complete and waiting for

invoice" in the case of a non-material order and not create a billing

 

or modification to project commitments.

The system should provide a mechanism for renumbering line items.
The system must provide for splitting each line item between
multiple project numbers.

A cloning function must be provided to facilitate using a previous
order as a template for a new order.

The system should provide the capability of keeping notes relative to

the order and also notes relative to the supplier.

8.4.2 Open Order Purchase Orders: the system must have a reference master file in

which authorizations for releases against Open order purchase orders can be

checked and status information maintained and updated.

8.4.2.1

8.4.2.2

8.4.2.3

The reference file must be easily and quickly accessible from the
purchase order function Via screen lookups or pull-down lists to
check status and authorizations.

Remaining Open order budgets will be updated real-time based on
new releases and posting of vendor shipments and updated invoices.
The system will create reminder messages when the available

budget is getting low or the order is nearing expiration.

92

 

 

8.4.2.4 The system will produce exception reports based on user defined
criteria regarding outstanding releases.

8.4.2.5 The system will reference the work order module to identify whether
a valid project number is being committed.

8.4.2.6 The system should automatically generate a release number unique
to the particular vendor and/or trade.

8.4.3 Contracts and Contractors Orders: the system should provide a module to
manage major construction project contracts, contractors and sub-contractors.
It Should allow for recording of appropriate insurance, waiver, affidavits and

other bid documents.

 

8.4.3.1 This module Should interface with the service request and work
order management functions for tracking estimate and expenditure
data.

8.4.3.2 It should interface with the key module to track contractor issued
keys.

8.4.3.3 The module should record bid information and track change orders.

8.4.3.4 The module should provide a means of tracking contractor’s
performance for the purpose of reviewing and approving contractor
invoices.

8.4.3.5 The module should track expenditures by contract phase and

identify project status.

 

8.4.4 Vendor Directory: the system must have a directory master file in which vendor
ordering and vendor performance information can be maintained and
referenced.
8.4.4.1 The vendor directory must be accessible from both the inventory and

purchase order functions.

8.4.4.2 The vendor record must be accessible by multiple keys.

93

 

 

 

 

8.4.4.3 Vendor performance and volume information should be updated
automatically from the material ordering functions.

8.4.4.4 The vendor records will have a unique alphanumeric mnemonic
primary key.
8.4.5 Material Returns: the system must provide a means of managing material
returns whether to a campus vendor, off-campus vendor or to our own inventory
from a project. The system should allow for firll identification of the item
through either copying original order information or as an unidentifiable source.
It Should record reason for the return, replacement value of the items, and
provide a means of tracking the item until a refund or replacement is received.
The system must allow for updating project or inventory data through an
interface with the appropriate module in order to maintain a full audit trail of
the item.
8.4.6 Inventory Control: the ability must exist to maintain a perpetual inventory
which records disbursements from sales transactions and replenishments of
stock through the various material ordering functions. The system must be fully
integrated with the Work Management and Purchasing functions.
8.4.6.1 The system must proVide for an alphanumeric part number and
should provide the ability for checksum editing.

8.4.6.2 Reorder points must be maintainable based on economic order
quantity, maximum stock quantity, or reorder quantity.

8.4.6.3 The system must support multiple locations in multiple warehouses
and track activity for each location (on-order, committed, on-hand).

8.4.6.4 A monthly item summary must be available for a minimum of 36

months.

94

 

 

 

 

 

 

8.4.6.5

8.4.6.6

8.4.6.7

8.4.6.8

8.4.6.9

8.4.6.10

8.4.6.11

8.4.6.12

8.4.6.13

8.4.6.14

The system Should maintain a parts catalog with a history of
transactions for non-inventory items for purpose of analyzing items
for stock.

The system should be able to flag possible shelf life problems based
on item movement.

The system Should calculate and maintain an average order lead time
based on Shipments from particular vendors.

The system must have the ability to calculate item average price by
weighted average of quantity on hand plus new purchases. The
system Should also have the ability to use other methods should it
become necessary.

The system Should also have the ability to include in average price
calculation a factor for item Specific costs such as scrap allowance
or shelf life. There should also be provisions for markup rates
unique to a particular item.

The system Should maintain the most recent purchase price as well
as average billable cost.

The system should allow for identification of preferred and multiple
alternate suppliers.

The system must provide ability for manual adjustments to the
inventory.

The system should automatically generate reorder reports and
exception reports based on problems such as low stock and out-of-
stock.

The system should allow quantity on hand including commitments

to be negative and Should create a message identifying the condition.

95

 

 

 

 

 

 

8.5

8.6

8.4.6.15 The system must allow item descriptions to be multiple line.
8.4.6.16 The system should be capable of generating a list of stock items
added and/or deleted from the stock master within the fiscal year.

8.4.6.17 The system should support cycle counting of stock.

TOOL AND EQUIPMENT MANAGEMENT

The system Should provide a module(s) to manage centrally controlled tools and

major equipment.

8.5.1 An equipment inventory record will be provided including tool/equip id,
description, location, purchase data and replacement value.

8.5.2 A checkout system will be provided including issued to/by/date in/date out as
well as condition out and in.

8.5.3 The system will maintain expense records and usage data for each piece of
equipment for purposes of determining billing rates and projected replacement
budgets.

8.5.4 The system will generate billings based on either usage (days, hours, etc.) or
negotiated rates.

8.5.5 The system will provide for damage deposit/charge and replacement billing.

8.5.6 The system will monitor warranties relative to required repair or replacement.

VEHICLE MANAGEMENT

The system should provide a module to maintain inventory data about vehicle fleets

including descriptive data, ownership, registration, preventive maintenance standards,

etc.

8.6.1 The system Should allow for recording of inspection records and repair and
mileage data through interface with the billing system.

8.6.2 The system should provide for generation of maintenance reminders.

8.6.3 The system Should automatically update PM data based on maintenance

96

 

 

 

 

8.7

billings.

8.6.4 The system should provide analytical reports to evaluate profitability of
vehicles and replacement projections.

8.6.5 The system will monitor warranties relative to required contractual service
through usage and mileage data.

8.6.6 Vehicle PM Should interface with inventory to identify availability of required
materials and identify suppliers when needed.

8.6.7 The system should identify vehicle assignment and type and length of
assignment.

KEY AND LOCK MANAGEMENT

 

The system should have a module to provide for key, lock and hardware management

including key description, cut code, building/room identification, checkout, billing

and inventory.

8.7.1 The module should interface with the inventory module to provide a complete
key and hardware stock parts inventory.

8.7.2 The module Should interface with an authorization file to determine who may
request and receive keys.

8.7.3 The module should provide the ability to identify unused series and cut codes
on-line.

8.7.4 The module should interface with the work order module as well as billing to
record key assignments and generate billings.

8.7.5 The module should provide the ability for markups and standard delivery

charge billings.

 

8.7.6 The module should provide on-line inquiry on name/location/key id.
8.7.7 The module should interface with our CADD system for physical building

locations and document updating.

97

 

 

 

 

8.8 FINANCIAL

8.9

The system should provide a module for billing of labor, materials, service and

equipment and maintains current actual and budget balance for each account and

project.

8.8.1 The module should provide cost accounting by project, cost center and location.

8.8.2 The module should be able to generate charges by project and distribute project
charges to multiple accounts according to criteria assigned to the project header.

8.8.3 The module should be able to identify and track costs by subprojects or project
phases within an overall project header.

8.8.4 The module Should provide mechanisms that enable transactions to be
electronically interfaced to other University systems.

8.8.5 The module Should provide for accumulating non-billable charges that may be
later changed to billable as well as for evaluating total project expenses.

8.8.6 The module Should have the ability to distribute individual overhead expenses
based on a variety of markups or based on the distribution of direct expenses,
i.e., distribute supervision based on what supervisor’s employees charge to,
distribute uniform costs based on employee, distribute supply charges based on
volume of labor charges, etc.

8.8.7 The module Should have the ability to create an invoice to an outside agency at
time of completion of project.

8.8.8 The module Should be able to interface with related labor and supply transaction
processing systems to accumulate project expenses and billing records.

PROPERTY MANAGEMENT

The system should provide a module to create and maintain a detailed database of

campus prOperties which interfaces with the other facilities management modules as

well as CADD.

98

 

 

 

Information maintained should include name, number, location, area, volume, cost,
year built, use, utilities, architect, alteration history, etc.
8.9.1 The module should provide replacement value costing based on selected cost indices.

8.9.2 Reports Should be available to identify construction history, utility load, air
conditioning volume and capacity.

8.9.3 It Should be able to do age analysis by construction phases.

8.9.4 The module should provide the ability to build up a record from a variety of
locations over time beginning with original proposal to the point of occupancy.

8.9.5 The module Should provide projections of new space and funding requirements.

 

8.9.6 The module Should be able to identify changes to the data base on request for
publication and budget reporting purposes.

8.9.7 The module Should interface with CADD to provide detailed area and volume
during construction as well as for alteration and maintenance project estimating.
This interface would also provide for detailed drawings of building areas being
studied.

8.9.8 The module should interface with the work management function to provide
both an indication of possible data base updates as well as providing for an

analysis of work history in the facility.

99

Appendix B

Survey of 94 University and College Physical Plant Officers

Hello, My name is Bill Whitbeck. I am a graduate student at Michigan
State University in Building Construction Management, My focus is on
information systems in project management. Have you or your
organization used any formal information system (IE software) for
project management. Specifically for scheduling, estimating and contract

administration. Any input would be appreciated. Thanks.

100

 

 

 

 

Appendix C

Survey of five Universities

INTRODUCTION TO PROJECT

Many building and land owners and administrators (Universities, State and
Federal agencies and other similar organizations) have facilities departments that
administer, manage and inspect construction projects. These departments are crucial to
the success of any construction project. The flow of information through these
departments is a large part of a construction project. Financial approval is generally
considered a function of the owner and the architect and or engineer, because of this,
information flow affects project funding, financing and payment. There is considerable
need for an effective and efficient flow of information within any project. Information is
a valuable resource to any business enterprise. Effective management of information has
become important for all business enterprises.

This project will consist of research of existing methods of information
management, deveIOpment of an effective method for information management, based on
this research and finally application of this method to past projects.

The objective of this project is to provide owner’s facilities departments with a

proper and effective method of managing information flow in construction projects.

101

 

 

 

 

 

CONSENT

AS a part of this project you are being asked to participate in a survey and
interview regarding the information management processes of your organization.
Additional conversation may take place, at your discretion, regarding your survey
response. The purpose of this information is to deduce practices which lead to the
relative success or failure of the projects in order to develop the most effective method of
information management.

It is estimated that this survey will take approximately 30 rrrinutes to complete. It
is estimated that project record retrieval would take an additional 30 minutes.

Your decision to participate in the project is entirely at your discretion. You may
refuse or discontinue involvement at any time without any penalty real or otherwise.

All findings and results will be held in strict confidence and subjects will remain
anonymous in any report of findings.

You indicate your voluntary agreement to participate by completing and returning

this questionnaire.

CONTACT

For questions regarding this survey:
BILL WHITBECK
MICHIGAN STATE UNIVERSITY
(517) 355-7466 PHONE

102

 

 

 

'~‘

 

 

 

 

(517) 432-2077 FAX

WHITBEC2@PILOT.MSU.EDU EMAIL

For questions regarding participants rights:
UCRIHS CHAIR
DAVID E. WRIGHT

(517) 355-2180 PHONE

SURVEY QUESTIONS
1)Please provide the following background information.
IS your University public or private
How many students are enrolled currently +/- 1,000

Provide any other descriptive information.

2) How many projects does your organization build annually?
3) What is the total dollar volume of the projects built by your organization
annually?

A)What percentage (dollar volume) of these projects are new construction

and what percent is renovation or remodeling?

These questions relate to the steps undertaken in the project management process in your
organization. Example; after receipt of the initial work order what happens to this piece
of information, is this step or process documented? Is it the same for each project? Is

there a standard form for this step?

103

 

 

 

 

 

4)
5)
6)
7)
8)

9)

10)

11)

12)

13)

14)

15)

16)

Does your organization have a documented method for project management?
Does your organization have a standard method of managing projects?

Does your organization have standard forms for this process?

Are these forms and methods used for every project?

Can you briefly outline this process?

Does your organization develop estimates or does it record and monitor estimates
developed by others?

Does your organization develop project schedules or does it track project

 

schedules developed by others?

A) Is resource leveling used as a scheduling function?

B) Is cost management used as a part of scheduling software?
Does your organization store past project information? Is this information used to
plan new projects? Are these fimctions performed electronically?
How does your organization store, retrieve and track submittals? (Electronically
or manually)
How does your organization store and retrieve information necessary to make
decisions on contractor payments? Is there a need for a technology solution in
this area?

Has your organization considered or implemented intemet technology to allow

 

contractors and other parties to the project access to project information?
Does your organization perform design services or are designs completed by firms
outside of your organization? Or are both systems in use?

Would it be useful to have an integrated project management process that

104

 

 

 

electronically linked all of the functions mentioned in this survey?

 

 

105

Appendix D

Data Dictionary

Processes- Processes are represented in the data flow diagram by circles. Processes are
those functions and tasks which respond to the needs generated by the event list.
Processes are explained further in Chapter three of this paper.

Approve Budget-This represents the approval of the tentative budget, by the
client.

Approve Design-This represents the approval of the design, by the client.

Architectural design- That portion of the design consisting of demolition plans,
architectural plans, electrical plans, mechanical plans and other technical plans.

Budget— This process represents the compilation of the estimates from various
sources into a complete budget estimate of the project cost.

Charge back-This is the process of preparing the charge back to the client
account for the total cost of the project. Includes overhead and other additional project
costs.

Client service request- This process represents the receipt, log and unique, non
redundant numbering of the request for service.

Closeout review-This is the process of producing the past project records and
reviewing the project after completion to provide input for future projects.

Design- This process represents the sub processes necessary to produce the
construction drawings and specifications.

Document filing-This is the process of producing the past project records.

106

 

 

 

Facilities construction system- This process represents the entire construction
management process for the organization in question. This process consists of all of the
sub processes that respond to the needs as generated by the event list.

Final Approval—This is the process of obtaining and producing the final approval
for the project.

Interior design- That portion of the design process consisting of finish selections
and typical interior design elements.

Notice to proceed-This is the generation of the notice to proceed.

Outside design-This represents the process of transmitting the design
requirements to an outside firm, receiving the outside design and reviewing it.

Payment approval-This is the process of approving the contractor or supplier
request for payment.

Procurement summary-This is the process of compiling the contractor’s plan
and background information for use by the client and the project management team.

Produce budget— This is the process of producing and gaining approval for the
project budget.

Produce design-This is the process of producing and gaining approval for the
design.

Project administration- This is the process of preparing the final bid documents
and managing the administration of the bid process.

Project management— This process represents the monitoring , control and record
keeping processes thru out the construction of the project.

Project reporting-This is the process of generating the project notes, collecting

107

 

 

 

 

 

 

 

 

and distributing the cost records.

Project review-This is the process of compiling the contractor review, the final
review and other information. This process produces the review docs.

Start up- This is the process of notifying the contractor to begin work,
distributing the client pack and recording the contractor plan.

Record plan- This is the process of recording the contractor plan.

Information flow— Represented in the data flow diagram by a vector with the arrow in
direction of the flow of the particular information specified.

Approved invoice- This data flow is the contractors request for payment, after it
has been approved for payment by the appropriate owners staff.

Approved budget-This is the final approval of the project budget, prior to
procurement.

Architectural design-This data flow consists of that portion of the design
consisting of demolition plans, architectural plans, electrical plans, mechanical plans and
other technical plans.

Bids-This is the bid, as submitted by the contractor, to build the project. This
information flow is outside of the proposed system. It is modeled in order to show the
relationship between administration, the contractor and the proposed system.

Bid Approval-Formal acceptance of the successful bidder for the project.

Bid docs-The contract documents together with account numbers and
authorizations to release for bidding.

Bid information-This is the list of all bidders and the associated information such

108

 

 

as pricing and other information requested as a part of the bid package. Includes apparent
successful bidder, submitted for approval.

Bid rejection-Rej ection of the apparent or proposed bidder. Usually requires
some form of documentation of reason for rejection.

Client pack-The set of information, pulled from the plan that is released to the
client.

Codes and regs- This data flow represents building codes and regulatory
information necessary to complete the design of the project.

Con Docs-This information includes the following data items. Design,

 

specifications and other typical contract documents. This is the final complete design. In
the change order process, this item would include bulletins and other information. This
item includes quotations, change order pricing and other cost estimates.

Contractor-This is the name and background information on the contractor(s)
building the project.

Contractor Review-Post project contractor, sub contractor and supplier input.

 

Contract design-This represents the design of an outside architectural firm.

Contract estimate-This represents the estimate developed by an outside firm.

Contractor Work Plan-This consists of the following information, the schedule
(as developed by the contractor), the schedule of values, a list of sub contractors and any
other information required by the bid package.

Cost Info-This is the information from out side references, used to produce the
estimate.

Cost records-This is the record of all costs from any given project, to date.

109

 

Design approval-This data flow is the clients affirmative approval of the

proposed project design.

Final approval-The complete and final, authorized approval for the project.
Final input- The final client input into the project.

Final review— The post project, client input.

Interior design- This data flow is that portion of the design consisting of finish

selections and typical interior design elements.

 

Notice to proceed-Fonnal notice to the contractor to commence construction.

Numbered service request— This data flow is the request for service with a
unique, non redundant identifier.

Past project records- These records are all project records, arranged for storage
and retrieval for future use.

Project notes- This data flow consists of the documentation of the various and on
going activities of the project. Consists of superintendent notes and project manager
notes and documentation. Includes records.

Records- This data flow is the contractor and supplier project notes and other
information, submitted to the owner. Subset of project notes.

Rejected budget- Information originating from the client, rejecting the tentative
budget.

Rejected design-Information originating from the client, rejecting the design in
progress.

Request for estimate-This is the request of the contractor to prepare an estimate,

110

 

 

 

based on the transmitted design.

Request for payment- The contractor’s request for payment.

Review docs- The summary of the contractor review, final review and project
management team input.

Schematic design- This data flow is the project design, including drawings and
specifications, generated by the designer for client approval.

Service Request— This data flow is the clients initial request for service, includes
the following data; building name, account number, date, project description, date and
authorizing signature.

Statements-These are accounting statements providing summary activity of the
ledger accounts, received from the administration.

Tentative budget— The budget, as proposed to the client, for approval.

Terminators- Represented in the data flow diagram by a rectangular box. These entities
are outside of the SCOpe of the model system.

Administration- This entity represents the department(s) responsible for
producing payments, statements summarizing those payments, purchase orders and
contracts.

Arch Eng-This entity is the outside architect and or engineer, producing the
contract design.

Client- This is the entity requesting service of the representative facilities
department.

111

 

 

Appendix E
Model Information System Data Flow Diagrams

for levels below Zero level

 

 

112

 

 

 

 

 

 

cgmourfigcoo

     
     

cgwou veto?“

. 3686993111
3235156980 iv 3331055.?

cgmmcloszocow

 

.533 3352

 

c980 'cafioulfisugfii

cQwouluotes/

cgmouloszocom 4......» .

 

     

 

11...}. .
:9me 69:50 inv fen... ..

32 $80

/

52.1.5.6

\

$805 2980 you mommouem sum

3. 25mm

 

 

 

 

 

Susie—mama

   

332913.830 55% 692.6011

NFN

 
   

\

cgmoclfigcoo

cgmmuloovo—om

 

1111111111
338 /
/4/ca_8uo=meocom
36315202286. / 3331030215
/7 :N

33315225 v

        

 

/

man. 380

/

sacflcgo

888m cwfiom oosuem pom mommooofi 92m

.2 £ng

114

 

 

 

 

Sas c980

/.

 

«ZN

cmfimtdotefi

 

c930

A/

38315562203

/

29931-830220;

rva

53.1: .30

\

888m :3me 850m 5 co.“ mommoooi 92m

3. £ng

     

532913.32.

[921830

 

 

Alimmmulmouoo

 

«wmvandcgoaud‘

             

033183531 _ “mmnznluoaomvmi
$mu:ato>oia<
«v
563102.053

/7
63319.55»

 

£33m

 

\
/

    

633102.25»

/
\

animal—Egan?

\

«omusnlooauoi
3

888m Howvsm you 838on nzm

3.. 8&5

11(1

 

 

3893913550

 

 

88158.80
881:0)

c joudoo/V

 

mEEzwo1oEmSO
.wansn1mé2cw »

 

zomuam

 

888m Howvsm 8:on Sm mommooofl paw

n< 2&5

295.8 2550

         

«3.

33313350

moon :8

117

 

A.1uoooo31218zoz
0305183282 Aiuoomzcoo

 

 

880312 8:02

 

5512003...

A1\11cm_n_ an «5111
mcmE

 

£81226

 

11Lo~om=coo baesstceEfiaoSM cmE

E
681525
‘\

.Sogcoo

/

a3 28m Sm mommoooi nsm o.< oaswi

118

 

 

/ \

EwEmeIoo>oag< mooulcoo

 

\IIII‘

 

A111Lomuzn1um>oaq<

fi>oEaaIEoE>mn
«w

   

  

muaoomm ‘JcoEEalugSaa/x

AIEoE>mQ1§Jmm=oom11

 

 

119

      

r 8.81.865

Emciwalugoa?‘

/Ileooom

mEoomquooiV

astanJoe—oi
5

EoEommcmZ 80.85 8m mommoooi 92m

3‘ 2:5

 

 

 

 

 

 

 

6925 1163313353
cmmEgO/

 

ummfigo

 

  

[189201255 £313.20

2.

 
   

 

   

mwao:1.ow_o_d111111

A1111

 

mEEJcoEzooo
«5

£308”. A

  

mEoochofioaJmmd

 

 

A! 1

$.89 “woof

      

8.0: 639d

. 30321 cm. 111
TIC . a ._0
303218391 .

E.

8on13£>oa

  
 

41532156230111

30820 now mommoooi 92m w.< onswfi

120

 

 

 

Appendix F
Data Flow Diagrams for five

Surveyed University Facility departments

121

 

 

 

       

‘

.3203 $331
a.

  

.EocSaaI 5.1.3.63.

/ a8_o>c_10o>o.a.<

     

 

      
    
   

 

 

 

 

 

 

    

 

 

 

 

 

  

 

  
    

 

m8_o>c_1uo>oaa<
.cozoabmcoo t\\\\
o.
. 1 ._a>o.aaa1ucoE>ad 1
. m86>£ uo>oaa< .36: 335200
.3800”.
_ .mESQm
411111111111 1 1 / \
.mmmamcolEmfiu m8_o>c. uo>oaa<
ac c3000 1
. = < .mo. 5.52.300
2
\2
1 .2823
35833 68:80 N 1 ofiezmmlsoaeoo
no; mm A1 .saefim
«Eoeaooulfigcoo n. \
$891,012 8.62 \ /
V\ .mosaomlooiom 25883 38200 Swimmdofizoaomm
/’

«moaaom18_z}

.33.... 83:62 35330

C
:930 55:: 28 8220282 doze—.5800 .«o 0580.8qu 383225 035 ammEomE not“ EEwEQ 30E 9mm

m.< oSwE

 

 

55:69.8
m

  

.asuofiw

  

.cmamo

.3.mna.avloc=suocoaJmE|U£2a

.co;mE._2c_Jmoo .umansmulmczmcczmw
£930

 

.c 38

.3300

    

.omansaulcmioo

\ulllll

.mBEESaancgmuo

 

 

 

    

.2328

    
       

.oSuozomeounvoou

  

.»E8om

.mu..8o.l£o_ano

 

  

\

            

.mu.8o..l.=owmo.u
3328313300”. I x o
398$

 

.»8_o>c_lvu>oaa<

 

36228..“8

.ooapsauuuczcaoooTIY ..:.H h: .. a

/

LcmExmaISDmoaaom

  

L966? EuExma
n

 

 

  

muoEum 2382554. can wccooEmcm ENE Rommxflfiwfloch 23m qawEumE .8.“ gamma EOE Sam

8.< 2am

23

l

 

 

 

 

 

35331283.
w.

 

Losgcoo

.mu..8c..lco=u§mcoo

 

 

.cozogmcoo

LoEBmao v

 

 

.ommnfimuJooFE

 

.EQEIESmoE I

.mEoEo.__=c£Joc_oE

mEEEEmoE
v.

EoEtmaoQ 8:50am $2;an bwwuwiicD .2:me no.“ 8335 30E «:5

H 2 2&5

 

 

  

Lowowhcoo

     

ofiEzmoloEEEoo

 

easamwdedmmacmm

8.. mm

 

«$3833.:
2930

N.“

 
 

“mmsummlonww‘

\wEmEzoouJomzcoo

.moacomloova
_ . .4

  

m.

    

.0220

  

m

  

oQ mcocfimmo ENE cmwwflgmo 365323 he.“ SSMEQ 32m Sam

 

EOEEW

NH .< 8sz

 

 

 

 

 

 

  

   

.w—avozow
.cm_mevuvo>oaa<
_

.cm_mwutuo>oaa<

          

 

Seymo—olmUBoum
a

      

  

.mEBSIcofiazmcoQ

  

.oEooo.Jo£o..m

  

32:13.8me

    

         

.fimoonozoEE

  

       

.mOIcofiazmcoo|ucmumc==oosum
‘ l
.mSuoEA‘ .mEooS cozuszmcoo ..m>o.uachwE>mu
.mEooBEoEEficoo w
.mczsgzom .co.mwu|co>oaa<V|||\\|l\nl
c
J 6
.530 .omanlgmv‘cmfiuo .3293 52884 LSESJOngSm W.
\\ \I\\.|\\I\
.oman|231mc=ae_.mm
.22330 .378 LancjoEofiao
..\II\|||\I\
.esoeeanxcmfioo
.ouEamJoDmaagm
(

.gaefim

 

cocoaumcoo was $609

$8.955 («0 808530 36

   

.mnouoalcmfico
u

     

S>ED «58200 u

34 oSmE

 

o.“ Eapwflw Boc Ema

LIST OF REFERENCES

 

127

 

Abu—Hijleh, Samer. “A Model for Variance-Based Exception Reporting with
User— Defined Criteria.” University of California Berkeley 1991.
Ahmad, Irtishad. “Managing, Processing and Communicating Information: What
A/E/C Organizations Should Know.” Journal of Management in

Engineering. J uly/August 1999. 33-36.

AIA Journal. “Linking Up the Building Team”. NA11.A4521.

Aoud, G., Child T.M., Betts, M., Brandon, P., C00per, G., and Kirkham J.”
“Modeling Construction Information Using 00 Tools” Second
International Congress on Computing in Civil Engineering, ASCE. 1521 -
1528.. 1995.

Brisbane, Ray. “Computer Aided Facility Management, On the Age on a
Renaissance? November/December 1995.

Chin, Sangyoon. “ An Integrated Life Cycle Information Framework for
Construction Project Management.” . University of Illinois. 1997.

Chin, Sangyoon, Stumpf, Annette L. and Liu, Laing Y. “Object Oriented
Construction Information Framework for Construction Management.”
Third International Congress on Computing in Civil Engineering, ASCE.
786-792.. 1996.

Cleveland, A.B. Jr. “Harvesting the Value of Information” Journal of
Management and Engineering. J uly/August 1999. 37-42.

Codd, HF. 1970. “A relational model of data for large shared data banks.”

Communications of the ACM (June): 377-387.

128

 

 

Codd, E.F. 1972a. “Further normalization of the data base relational model”. In R.
Rustin. Data Base Systems. Englewood Cliffs, NJ: Prentice-Hall, 33-64

David, Smith Julie. “Three Events That Define an REA Methodology for
Systems Analysis, Design and Implementation”. Arizona State
University. 1997.

Davis, Gordon B. and Olson, Margrethe H. “Management Information Systems
Conceptual Foundations, Structure and Development. Second Edition.
McGraw Hill Book Company 1985

Douglas, David E. “Management Information System for the Construction
Industry” University of Arkansas. 1979.

El-Bibany, Hossam, Vande, Matt, Gowda, Punta, Branch, Ben, Groth, John and
Schuld, Katharine. “ Information Technology and Education” Towards the
Virtual Integrated Architecture/Engineering Construction
Environment.”Second International Congress on Computing in Civil
Engineering, ASCE. 420-424.. 1995.

Feldman, William. “Improve communication, put job on an intranet.” Contractor
magazine.com. 1998.

Forbes, Bruce Kenneth. “ Pitfalls and Dead Ends of FM Automation.” ARCHIBUS
Inc. Boston, Mass. April 1998.

F roese, Thomas Micheal. “Integrated Computer-Aided Project Management
Through Standard Obj ect-Oriented Models.” Stanford University 1992.

Froese, Thomas Micheal. “Project Modeling in Construction Applications” Third

International Congress on Computing in Civil Engineering, ASCE. 572—578.

129

w?#’ '

 

 

 

1996.

Froese, Thomas Michael. “Models of Construction Process Information” Second
International Congress on Computing in Civil Engineering, ASCE. 5-12.
1995.

Graham, L. Thomas. “ Maximizing the Power of Information.” Facilities Solution
Inc. Fort Washington, MD. June 1997.

Gregorson, John. “How important is a Web presence? ” Building Design
Construction. August 1999.

Hammer, Michael and Champy, James. “Reengineering the Corporation A
Manifesto for Business Revolution” Harper Collins Publishers. 1993.

Hannah, Robert Todd. “A Functional Intranet for the United States Coast Guard”
September 1998. United States Navy, Naval Post Graduate School.

Hernandez, Tomas Jr. “Hop online or fall behind.” Kohn, Pederson, Fox and
associates. Building Design Construction. August 1999.

Hilentzaris, Sofia. “The foundation of an enterprise wide total integration system. ”
Quality Maintenance and Engineering. FM Journal January/February

1997.Hoots Michael. “IDQLI Contracting.” FM Journal March/April 1996.

lssa, R.A. Raja and Duvel, Charles S. “Application of Expert Systems to Workflow
In Construction Management” Third International Congress on Computing
in Civil Engineering, ASCE. 781-785. 1996.

Ito, Kenji. “General Product Model and Domain Specific Product Model in the
A/E/C Industry.” Second International Congress on Computing in Civil

130

 

Engineering, ASCE. 13-16. 1995.

Ito, Kenji. “Object Oriented Scheduling Model for Integrated Schedule Information
from Design to Construction Management” Second International Congress
on Computing in Civil Engineering, ASCE. 497-502. 1995.

J agtap, Pankaj A.. “Structured Methodology for Developing Construction
Management Construction Management Cost Control System. " Michigan
State University 1998.
Johnson. Robert E.. “ The Impact of Information Technology on Facility
Management Practice.” CRS Center, Texas A&M University. 1989.
Journal of Construction and Engineering Management. “Process Model for Public
Sector Design Build planning. ” TA1.A5234 Dec 1994 pg 857.

Journal of Performance of Constructed Facilities. “Interface Problems between
building owners and designers.” TA630.J 6 AUG 1996.

Jung, Yungsoo. “Information Systems Planning Methodology for the Construction
Industry”. University of Texas 1997.

Kimmel, Peter S. . “Maximizing use of Today’s Automation Tools for Facility
Managers.” Kimmel and Associates. June 1998. Bethesda, MD.

Lawrence, Phillip, etall. “Application of Integrated Product and Process Development
in Facility Delivery”. Second International Congress on Computing in Civil
Engineering, ASCE. 139-146.. 1995.

Liu, Yi, Syal Matt and Spearnak, Mike. “ Integrated Computer Information System
in Facility Service Department of a School District.” Second International
Congress on Computing in Civil Engineering, ASCE. 351—357.. 1995 .

131

 

 

 

Martin J. “Information Engineering” Vol 1-4. Savant, London. 1986.

McCarthy, William E. “The REA Accounting Model: A Generalized Framework for
Accounting Systems in a Shared Data Environment,” The Accounting
Review, Vol. LVII, No.3, July 1982.

Michigan State University. “Facilities Management System-Request for Proposal”
Physical Plant Division. June 1998.

Navarette, George. “In the Palm of Your Hand: Digital Assistants Aid in Data
Collection” Journal of Management in Engineering. July/August 1999. 43-
45.

Ndekugri, Issaka E.. “Construction Contract Information Management: An
Integrated Systems Approach.” (Volumes I and II). . University of
Technology, Loughborough, United Kingdom. 1986.

Paulson, Boyd C. “Computer Applications in Construction”. McGraw-Hill Series
in Construction Engineering and Project Management. New York, New
York. McGraw Hill. 1995 .

Penniman, David W. “Electronic Libraries and the Engineering Professions” 1993
ASEE Annual Conference Proceedings. 1993.

Rivard, Hugues, Bedard, Claude, Kinh, Ha H.and F azio, Paul M. “An Information
Model for the Building Envelope” Second International Congress on
Computing in Civil Engineering, ASCE. 302-309. 1995.

RS. Means Company. “Building Construction Cost Data 54th Annual Edition.” R.
S. Means. Company, Kingston, MA. 1995.

R0 spond, Kathryn. “Exploring Extranets” Building Design and Construction. 1 O/ 99.

132

 

 

Russell, Alan and Froese Thomas. “Design Challenges for Contractors Integrated
Management Systems” Second International Congress on Computing in
Civil Engineering, ASCE. 487-493. 1995.

Shi, Hongying. “Database Management System Modeling for Construction Project
Cost and Time Data Process.” Michigan State University. 1998.

Shook, Phil. “Moving Project Development to the Intemet ” Inside Track
magazine. Active Software. 3/99.

Stair, Ralph M. and Reynolds, George W. “Principles of Information Systems, A
Managerial Approach.” Course Technologies, New York, New York. 1998.

Tenah, Kwaku Amofah “Construction Management Information Control Systems.”
Texas A&M University 1979.

Turk, Dr Ziga. and Vanier, Dr. Dana J. “Delivery of Building Codes and Standards
Using the Internet” Second International Congress on Computing in Civil
Engineering, ASCE. 1651-1658. 1995.

Whitten, Jeffrey, L. and Bentley, Lonnie, D. “Systems Analysis and Design
Methods.” Irwin McGraw Hill. Boston, MA. 1998.

Woo, Michael H. “Application of a Relational Database Management System for
Information Tracking and Analysis” Second International Congress on
Computing in Civil Engineering, ASCE. 1375-1379. 1995.

Yamazaki, Yusuke and Ibbs, William C.. “Process model for Time dependent
Evolution of Project Work Packages Planning” Second International

Congress on Computing in Civil Engineering, ASCE. 1529-1536. . 1995.

133

 

 

 

    

IIIIIIIIIIIIIIIIIIIIIIIII

IllllllllWilliWWllHllllHllllHllHllllllllHUI »