Impact of Information Technologies on Performance: Cross Study Comparison

Kang, Youngcheol; O’Brien, William J.; Thomas, Stephen R.; Chapman, Robert E.

doi:10.1061/(asce)0733-9364(2008)134:11(852)

Cited by 50 publications

(29 citation statements)

References 6 publications

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“…On the other hand, improving the information exchange and communications in projects by adopting ICTs in construction projects has been confirmed by other studies (Adriaanse et al, 2010). Although, some of the studies in developed countries state the positive effect of ICTs on the performance of construction firms as well as on the projects level (Kang et al, 2008), but some of them debate the positive impact of ICTs utilisation on customer satisfaction (El-Mashaleh et al, 2006). The success stories of utilising ICTs in developed countries have drawn the attention of researchers in developing countries regarding the beneficial effects of diffusion of ICTs into construction processes.…”

Section: Advantages Of Utilising Icts In the Construction Industrymentioning

confidence: 65%

“…Brief description References Productivity Increasing the level of productivity in construction processes (Ruddock, 2006) (Milana and Zeli, 2002) (Kang et al, 2008) Globalisation The necessity of overcoming the fierce competition due to the pervasive globalisation trend (Duarte and Snyder, 2006) (Rezgui and Zarli, 2006) Idiosyncrasies of construction industry Tight Scheduling necessity (Chen and Messner, 2010) High dependency on Information and communication (Ahuja et al, 2009) (Huang et al, 2002, Huang et al, 2007 Being Comprised of SMEs (Rezgui and Zarli, 2006) (Zarli et al, 2004) Geographical and organisational proximity issues (Peansupap and Derek, 2006) (Vachara and Derek, 2005) ( Rezgui and Zarli, 2006) Project orientation of the industry (Gann, 1996, Gann and Salter, 1998, Peansupap and Derek, 2006) (Rezgui and Zarli, 2006) Multi-organisational structure (Love et al, 2004) Visualisation necessity (Brandon et al, 2008) (Sarshar et al, 2002, Sarshar andIsikdag, 2004) Necessity to gather multi-disciplinary skills (Vorakulpipat et al, 2010) (Zhang et al, 2007) Temporary and often short-term nature of business relationships (Rezgui and Zarli, 2006) …”

Section: Driving Forcementioning

confidence: 99%

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Approaches of Implementing ICT Technologies within the Construction Industry

Hosseini

Chileshe

Zou

et al. 2013

AJCEB-Conerence Series

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Industry in general has seen many technological developments in recent decades. However, the construction industry has not kept pace particularly within the area of information and communication technologies (ICTs). This could be for many reasons notably including the fragmented structure of the industry. Many studies regard the construction industry's failure to keep pace with ICTs as a major problem affecting its performance. Hence, they have tried to diagnose the problem in this regard. Many drivers have seen the successful adoption of new ICTs within other industries with this trend now emerging within the construction industry. Because of the increasing awareness among practitioners of the benefits of utilising ICTs within construction, the recent decade has seen many construction projects harnessing ICTs methods and strategies in construction. This paper has an exploratory approach with the aim of reviewing the existing research publications on the subject, describing the current state of ICTs in construction industry, and introducing some successful methods. The presented discussions will provide guidelines for practitioners and policy makers in the construction industry regarding the advantages of adopting ICTs for enhancing the efficiency of the construction industry. The methods introduced could be beneficial for key construction stakeholders in developing countries by presenting the advantages gained from merging ICTs into construction projects processes based on methods previously tested in developed economies.

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Section: Advantages Of Utilising Icts In the Construction Industrymentioning

confidence: 65%

Section: Driving Forcementioning

confidence: 99%

Approaches of Implementing ICT Technologies within the Construction Industry

Hosseini

Chileshe

Zou

et al. 2013

AJCEB-Conerence Series

View full text Add to dashboard Cite

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“…Over the past two decades, many State Departments of Transportation (DOTs) have explored the use of digital information systems for highway management decision support (Kang et al 2008;Lee et al 1996). Accordingly, TxDOT relies on several information systems; these include but are not limited to the Pavement Management Information System (PMIS), a Maintenance Management Information System (MMIS) referred to as COMPASS, and the Design and Construction Information System (DCIS).…”

Section: Introductionmentioning

confidence: 99%

GIS-based visualization of integrated highway maintenance and construction planning: a case study of Fort Worth, Texas

et al. 2017

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Background: This paper reports on a case study of the use of visualization of geospatial data that is distributed across data sets and requires integration over time and space to aid decision makers. Like many State Highway Agencies (SHAs) in the United States, the Texas Department of Transportation (TxDOT) is organized along the traditional functional lines of planning, design, construction, maintenance, and operations. It has historically relied on experience and longevity of its staff to efficiently and effectively plan its construction and maintenance projects. Although functional boundaries of maintenance and construction are fairly clearly defined, there tends to be some overlap in projects that can be executed by either of the functional groups. The department currently does not have a robust integrated information system for identifying potential planning conflicts between its construction and maintenance projects. This has led to suboptimal use of resources, including overlapping plans for maintenance and mobility enhancement projects.

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“…The analysis showed that one unit of technology improvement can increase schedule performance by 5% and cost performance by 3%. Kang et al (2008) concluded that owner companies experience 2% improvement in cost growth and 17% improvement in schedule growth through the incorporation of information technologies. Zhai et al (2009) showed that construction labour productivity is positively related to the use of automation and integration technologies.…”

Section: Introductionmentioning

confidence: 99%

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

Grau

Abbaszadegan

2015

OTMCJ

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

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Impact of Information Technologies on Performance: Cross Study Comparison

Cited by 50 publications

References 6 publications

Approaches of Implementing ICT Technologies within the Construction Industry

Approaches of Implementing ICT Technologies within the Construction Industry

GIS-based visualization of integrated highway maintenance and construction planning: a case study of Fort Worth, Texas

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

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