DOCUMENTATION AND MONITORING
OF CONSTRUCTION PROJECTS
BY
RICHARD UZONNA AKAIGWE
Department of Building,
Nnamdi Azikiwe University, Awka. Nigeria
July, 2009
TABLE OF CONTENTS
Title page ………………………………………………………………….i
Certification ……………………………………………………………..ii
Dedication ……………………………………………………………….iii
Acknowledgement ……………………………………………………..iv
Table of contents ……………………………………………………….v
List of tables …………………………………………………………...viii
Abstract …………………………………………………………………..x
CHAPTER ONE: INTRODUCTION
1.1 Background to the study…………………………………..1
1.2 Statement of the problem………………………………….3
1.3 Aim and Objectives………………………………………….4
1.4 Significance of the study…………………………………..4
1.5 Research Questions………………………………………...5
1.6 Scope and delimitation……………………………………..6
CHAPTER TWO: LITERATURE REVIEW
2.1 Introduction…………………………………………………….7
2.2 Project Production Information……………..……………12
2.2.1 Contract Document……………………………..………….13
2.2.2 Production Management Documents……………………16
2.3 Architects Instruction………………………………………18
2.4 Records Management……………………………………....19
2.4.1 Document Control…………………………………………..20
2.5 Information Management using Computers…………..21
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2.5.1Information Systems and Technology…………………..22
2.5.2Computer Integrated Construction……………………...22
2.5.3The Internet and Web………………………………………23
2.5.4Building Information Modeling (BIM)……………………24
2.5.4.1 Anticipated Future Potential of BIM…………………….25
2.5.5The concept of Interoperability…………………………..26
2.5.6Benefits of interoperability………………………………..27
2.5.7Data sharing and exchange ...……………………….…..28
2.5.8Potential of interoperability….………………………..….29
2.5.9The future of interoperability in the construction
industry…………………………….……..…………………..29
2.6 Application of documentation…….………………………30
2.6.1 Documentation for claims purposes…………………….30
2.6.2Documentation for changes……………………………….32
2.6.3Documentation for reference purposes…………………33
2.6.4Documentation for dispute resolution………………….33
2.7 Roles of construction professionals in monitoring a
construction project…………………………………………34
2.7.1The Architect………………………………………………….34
2.7.2Engineering consultants ..………………………………...34
2.7.3The Builder……………………………………………………35
2.7.4The Quantity Surveyor……………………………………..35
2.8 Areas of monitoring…………………………………………35
2.8.1 Monitoring quality…………………………………………..36
2.8.2Monitoring cost………………………………………………36
2.8.3Monitoring time………………………………………………37
2.9 Monitoring techniques……………………………………..37
2.9.1Work Breakdown Structure (WBS)……………………...38
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2.9.2The Gantt chart………………………………………………38
2.9.3The Critical Path Method…………………………………..39
2.9.4Progress curves………………………………………………40
2.10 Progress Report ……………………………………………..41
2.10.1 Summary of project status………………………………..41
2.10.2 Construction status…………………………………………41
2.10.3 Schedule status………………………………………………42
2.10.4 Cost report status……………………………………………42
CHAPTER THREE: RESEARCH METHODOLGY
3.1 Introduction…………………………………………………..43
3.2 Area of study………………………………………………….43
3.3 Population…………………………………………………….43
3.4 Sample and sampling technique…………………………44
3.5 Method of data collection………………………………….44
3.6 Instrument for data collection……………………………44
3.7 Validity and reliability………………………………………45
CHAPTER FOUR: DATA PRESENTATION AND ANALYSIS
4.1 Introduction…………………………………………………..46
4.2 Data Presentation……………………………………………46
4.3 Data Analysis…………………………………………………46
4.4 Findings……………………………………………………….58
CHAPTER FIVE:
5.1 Conclusion…….………………………………………………59
5.2 Recommendations…..………………………………………59
5.3 Further studies………………………………………………60
iv
References…………………….………………………………61
Appendices……………………………………………………64
LIST OF TABLETable 4.2.2 Important of documentation and
monitoring of construction projects…......
……….47
Table 4.2.3 Necessity of keeping records of all information that proceeds from a construction project………………………….
……….48
Table 4.2.4 Awareness of Computer Integrated Construction…………………………………. ……….4
8Table 4.2.5 Employment of information technology
in the management of construction projects………………………………………….
……….48
Table 4.2.6 Necessity of checking performance of a construction project against set standard/plan………………………………… ……….4
9Table 4.2.7 Documentation as an evidential or
reference material. ……….……….………..
……….50
Table 4.2.8 Commencement of Monitoring in a construction project. ……….……….……..
……….50
Table 4.2.9 Adherence to the information contained in the contract document and production management document. ……
……….51
Table 4.2.10 Relationship between documentation, accountability and financial discipline in a construction project….……….……… ……….5
1Table 4.2.11 Documentation, monitoring and waste
reduction in a construction project……..
……….52
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Table 4.2.12 Monitoring of a construction project and the quality of personnel in a construction project. ……….………………
……….52
Table 4.2.13 Reduction of corrupt practices, over invoicing, dubious manipulation and other vices in a construction site………. ……….5
3Table 4.2.14 Effect of documentation and
monitoring on the time budget………………………….
……….53
Table 4.2.15 Documentation and monitoring as tools to reduce delays, abandonment and non-completion of a construction project…………………………………………. ……….5
4Table 4.2.16 Influence of documentation and
monitoring of quality, time and cost to the successful completion of a project….
……….54
Table 4.2.17 Involvement of site foremen should in the documentation and monitoring of a construction project………………............
……….55
Table 4.2.18 Effect of documentation and monitoring of construction project to the commitment and efficiency of tradesmen and artisans……………………………………
……….55
Table 4.2.19 Keeping of record of all contract documents, production management documents, architects instructions, change orders and all other site activities and transactions by the contractor………
……….56
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Table 4.2.20 Documentation of a construction project as tools for achieving a just, equitable and fair resolution of disputes…………….
……….56
Table 4.2.21 Documentation of a construction project as tools for establishing the validity of a contractual claim……………………………
……….57
Table 4.2.22 Difficulties experienced in the documentation and monitoring of construction projects……………………….. ……….5
7Table 4.2.23 Impact of documentation and
monitoring of construction project on effective project delivery……………………
……….58
ABSTRACT
This study deals with the documentation and monitoring of
construction projects. To achieve the research objectives, the
study extensively reviewed written literatures on the subject.
Questionnaires were also distributed and oral interviews
conducted. The research respondents were asked questions
relating to the importance, impacts and effects of
documentation and monitoring of construction projects. They
were also asked on their application of information technology
to the documentation and monitoring of construction projects.
Data obtained were analyzed through simple frequency
distribution table. Among major findings of the research is that
documentation and monitoring contributes in meeting defined
needs to the required standard and the budget. The research
also revealed that the use of information technology in the
documentation and monitoring of construction projects is
under-exploited. Based on the above findings, the study
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recommends the design of standard format and template for
the documentation and monitoring of construction projects
should and that the use of information systems and technology
in the design and management of construction should be
encouraged.
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CHAPTER ONE
1.1 BACKGROUND TO THE STUDY
Over the years, there has been a significant demand for
a positive attempt to ensure that construction projects
are executed in accordance with the original intention
for which such projects were conceived. Project
documentation and monitoring has been identified as
management tools for achieving the above objectives
and ideals. For the avoidance of doubts, documentation
is defined as:
The process of providing written information
Document provided as a reference or evidential
material.
Monitoring on the other hand is defined as the process
that ensures that actual performance proceeds
according to plan and that any deviation from plan is
communicated to management and required actions
undertaken to restore it to the original plan.
Documentation plays a major role in every construction
project. The nature of a construction project is such that
necessitates the generation of a wide range of
information. These information must be collected and
stored not only because they define the unique nature
of a construction project, but also to preserve memory
and act as a reference or evidential material.
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A construction project is such that it cannot be totally
defined at pre-construction stage. Contingencies arises
everyday that could not have been foreseen and may
disrupt the original plan and schedule (Kamang, 1992).
This could lead to deviation from the original plan,
disputes, variation and sometimes, claims. Experiences
in the past concerning disputes and contractual claims
and its effects on the parties to a construction project
has made it necessary to identify documentation as a
prominent aspect of a construction project.
Monitoring on the other hand is one aspect of
construction management that cannot be avoided if a
construction project is to meet defined needs to the
required standards within time and to budget. This is
because monitoring involves the measurement of actual
performance against planned performance. Effective
monitoring will therefore provides management with up-
to-date information on the construction project cost,
stage of work performance as performed by the
contractor from which decisions can be made.
The advent of information systems and technology is
changing the face of documentation and monitoring of
construction projects. According to Ajator (1999), the
present millennium presents a glimpse of greater
challenges to the construction professionals than ever
before. The tempo of technological advancement will
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therefore compel the use of a more accurate, detailed,
efficient and advanced management and monitoring of
information than the conventional method presents.
The need for an accurate and detailed documentation
and monitoring of construction project cannot be over
emphasized. Their presence in most cases determines
the success level of construction project and they should
therefore be taken seriously.
1.2 STATEMENT OF THE PROBLEM
Most construction project departs from the original
objectives for which they were conceived and this has
exposed clients and contractors to risks. It is known
that some clients and contractors have forfeited the
employment of construction and project managers in a
bid to cut cost. Even when they do employ construction
managers, these managers have little or no knowledge
in the areas of documentation and monitoring. If these
managers become responsible for the production of a
construction project, they may have problems in the
documentation and monitoring aspects of construction
management. When this occurs, the project from
inception has a higher probability to deviate from
prescribed quality, time and cost.
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It is also known that despite the uniqueness of each
construction project and its participants, there are
certain recurring problems that cause disputes and
misunderstanding. Such recurring problems which lead
to disputes and misunderstanding among project
participant can be traced to improper, poor or under-
documentation and monitoring of construction projects.
1.3 AIM AND OBJECTIVES
The aim of this study is to highlight the importance of
documentation and monitoring of construction projects.
This aim will be realized through the following
objectives:
i. To identify how the application of documentation
and monitoring of construction project affects the
quality, cost and timely completion of construction
projects.
ii. To identify documentation as a tool for establishing
the validity of a contractual claim and in resolving
disputes.
iii. To examine the ways in which construction project
information are collected and stored.
iv. To examine the ways project cost, stage of work and
quality of work are monitored.
1.4 SIGNIFICANCE OF THE STUDY
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Through this study, it is believed that awareness will be
created and construction managers and professionals
will have a better understanding on the importance of
documentation and monitoring of construction projects.
The content of this research also stands beneficial to
government agencies and sponsors of all types of
project. They will be equipped with the necessary
knowledge to exercise a measure of control over the
quality and financial expenditures of sponsored projects.
Although much of the materials in this project are
particularly applicable to construction projects,
managers of projects other than construction will find
the materials contained in this study helpful.
1.5 RESEARCH QUESTIONS
The following questions are constructed as the research
questions for this project:
i. How does documentation and monitoring of
construction projects contributes in meeting
defined needs to the required standards within
time and to budget?
ii. What role does documentation play in resolving
disputes among parties to a contract and how does
it support contractual claims?
iii. How are the information generated during a
construction project collected and how are they
stored?
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iv. What are the likely difficulties that may arise in the
documentation and monitoring of construction
projects?
v. Is documentation and monitoring of construction
project factors necessary for effective project
delivery in Nigeria?
1.6 SCOPE AND DELIMITATION
This study covers the way in which construction project
information are collected and stored. It also considers
the way construction projects are monitored. Lastly, it
covers the role documentation play in resolving
disputes and establishing the validity of a contractual
claim.
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CHAPTER TWO
LITERATURE REVIEW
2.1 INTRODUCTION
In line with the view developed so far, documentation
and monitoring of construction projects can be seen as
revolving around information. According to Nziwu (2003),
documentation can be defined as evidence or proof for
recording, storing, retrieving and using information for
building production. Also, Ejike (2005) quoted Male and
Taylor as defining documentation as the group of
techniques necessary for the ordered presentation,
organization, communication and record of specialized
knowledge in order to give maximum accessibility and
ability to the information contained. Relating the above
definitions of documentation to construction, the primary
concern of documentation is in providing management
with information from which creative decision can be
made.
As defined by Microsoft Encarta (2008), documentation
is:
The process of providing written information
Document provided or collected together as an
evidential or reference material.
Documentation involves the process of providing written
details or information about a construction project. It
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covers the collection of information from the client’s
brief through the pre-construction stage to the
construction stage.
Documentation also serves as an evidential material. As
a reference material, it must be intended to be used for
looking up facts, definitions or other information relating
to activities or work sections in a construction project.
This calls for a detailed and accurate collection and
recording of construction information.
Also, documentation as an evidential material should
give a sign or proof of the existence or truth of
something. Documentation should serve in resolving
disputes and supporting contractual claims. As noted by
Okoye (2005), documents are one of an engineer’s most
important lines of defence against risks because if a
dispute arises, the documents contained in a firm’s file
will almost certainly make or break its case.
Documentation as an evidential material also establishes
the validity of a contractual claim. Depending on the
quality of documentation, good or bad claim is produced.
According to Obiegbu (2003), the best claims are
produced by management who appreciate that loss and
expense situations are likely to arise on all contracts and
accordingly, set up procedures to locate and identify all
xvi
relevant information and data in order that an accurate
and well founded evaluation can be made.
On the other hand, Obiegbu (1988) defines monitoring as
the continuous or periodic review and overseeing by
management at every level of hierarchy of the
implementation of an activity to ensure that input
deliveries, work schedule, target output and other
required actions are proceeding according to plan.
Buttressing this, Wahab (1999) stated that monitoring
can be likened to a certificate of compliance or otherwise
of previous planning target through systematic recording
of progress, noting variance and instituting remedial
actions to put the project on course as may be required
during project execution. Monitoring therefore involves
the act of recording actual performance of a particular
project in the form that facilitates subsequent planning
and management activities.
A construction project is carried out in an environment of
ceaseless variation. This may lead to deviation in the
quality of construction, delay in the project and
inordinate costs increases. As a consequence, the focus
of project monitoring is in fulfilling the original plan.
According to Onwualu et al (2005), the aim of monitoring
is to continuously check performance with set targets
and objectives. Also, Obiegbu (1996) stated that the
purpose of monitoring is to achieve efficient and
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effective project performance by providing feedback to
project management at all levels. Ezeokonkwo (2003)
and Wahab (1999) went further and stated that for
monitoring to be efficient and effective, the following
objectives must be followed:
i. Ensure that original project forecast and plans
(targets) are met during project implementation.
ii. Record progress in relation to work programme and
determine adequacy or otherwise of initial planning
exercise.
iii. Show divergence if any and reason for same.
iv. Bring the project on course.
v. Ensure logical, partial or total completion within the
time limit.
vi. Ensure that quality standards are adequately put in
place.
vii. Ensure that funds are tied to specific tasks to be
sure that the cost of project is not exceeded.
viii. Ensure accountability and financial discipline in
project execution so as to uphold the integrity of the
construction profession.
ix. Ensure cost minimization.
x. Ensure compliance with relevant regulations,
byelaws and codes of practice, safety and insurance
requirements.
xi. Re-evaluate records previously compiled by project
consultants and internal project officers.
xviii
xii. Facilitate the preparation of project completion
reports for the use of the client.
xiii. Learn previous mistakes made either individually or
collectively and use them as guide in any future
project.
xiv. Provide documented evidence on erring consultants
and forward such to the management or client or
regulatory bodies for proper action.
Monitoring of construction projects is a continuous
activity that begins with a successful tender and ends
with a satisfactory final account. Monitoring involves a
careful study of production information to identify
intentions contained. Effective monitoring also entails a
regular comparison of actual performance against pre-
determined intentions to achieve or maintain the desired
objectives.
Monitoring should be proactive in nature. Effective
monitoring should control the quality, costs and time of
construction operations so that they do not deviate from
plan rather than waiting for the deviation to take place
and then reacting to them to bring them on course. This
may require extra time and finance.
Ejike (2005) quoted Okoro as stating that for monitoring
to be effective, the standard must be stated clearly and
related logically to the objective of the unit. Standards
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are the criteria against which future, current or past
actions are compared and information must be provided
that report actual performance and permits appraisal of
the performance against standards.
The task of project monitoring is similar to an auditor in
ensuring that established processes are adhered to by all
concerned during project implementation. The services
of project monitoring will include the following:
i. Assisting in appraisal of contract documents,
drawing up concepts and initiating monitoring
strategies;
ii. Identification of project objectives;
iii. Assisting in identifying the range of participants, in-
house or external, for project monitoring;
iv. Compilation of project information requirements;
v. Design of standard monitoring forms;
vi. Preparation of Action Plan/Milestone;
vii. Assessment of project performance through
random site visits and comparing this with original
targets;
viii. Preparation of Project Monitoring and Evaluation
Report periodically;
ix. Presentation to client the Project Monitoring and
Evaluation Report.
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2.2 PROJECT PRODUCTION INFORMATION
Production information is the major source of information
in any construction project. Production information is the
necessary news or knowledge designed and required for
the successful completion of a project. This information
is contained in the contract documents and production
management documents. This information is used for
documentation and monitoring purposes.
2.6.2 CONTRACT DOCUMENTS
The National Building Code (2006) defines contract
documents as including the following:
i. Contract drawings and specifications prepared by
registered architects and registered engineers;
ii. Priced bill of quantities prepared by a registered
quantity surveyor;
iii. Construction programme, project quality
management plan, project health and safety plan
prepared by a registered builder;
iv. Conditions of contract;
v. All risk insurance for the building works, personnel
and equipment.
Contract Drawings:
The contract drawings include the architectural
drawings, the structural/geotechnical engineering
drawings and the building services engineering
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drawings. These drawings provide information regarding
the arrangement of spaces, structural components,
electrical and mechanical installations.
Specifications:
This amplifies the information given in the contract
drawings and bill of quantities. It describes in details the
work to be executed under the contract and the nature
and quality of materials, components and workmanship.
Priced Bill of Quantities:
A priced Bill of Quantities is a Bill of Quantities that has
its rate and amount column filled by a contractor. A Bill
of Quantities consists of a schedule of items of work to
be carried out under the contract with quantities entered
against each item, prepared in accordance with the
Standard Method of Measurement of Building Works
(Seeley and Winfield, 2005)
Construction programme:
This is a document that is prepared in order that the
project participants may have a thorough appreciation of
the work involved, to allow the site production team to
sort out its main constituent and decide how, in what
order and at what time to do them; and to ensure
adequate co-ordination of the labour, materials and
machinery requirements (Bamisile, 2004)
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Project Quality Management Plan:
The Project Quality Management Plan defines the various
quality related activities and procedures which will be
implemented on the project. It sets down requirements,
gives guidelines, provides information and indicates to
appropriate personnel, the procedures to be followed
with respect to the Project Quality Management Plan. A
sample outline of the Project Quality Management Plan is
referred in the appendix.
Project Health and Safety Plan:
The Project Health and Safety Plan is a document
developed to secure the health, safety and welfare of
persons who will work or visit the site. It was also
developed to control the emission of toxic substances
into the atmosphere and control the keeping and use of
substances that might be hazardous to health. An outline
of the Project Health and Safety Plan is contained in the
appendix.
Conditions of Contract:
The conditions of contract define the terms, under which
the work is to be undertaken, the relationship between
the client, architect and contractor, the duties of the
architect and contractors, and the terms of payment
(Seeley and Winfield, 2005)
All Risk Insurance:
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This is a contract document that is developed and shows
that all the personnel and equipment associated with a
construction project has been insured against loss or
damage. By insurance, all the risks associated with
personnel and equipment in a construction project is
transferred to a third party.
2.6.2 PRODUCTION MANAGEMENT DOCUMENTS
Production Management Documents (PMD) is also known
as the Builder’s document. Production Management
Documents are detailed production information which
assists the builder in managing the production process of
a construction project and they include the following:
i. Construction Methodology
ii. Construction Programme
iii. Project Quality Management Plan
iv. Project Health and Safety Plan
v. Early Warning Systems Chart
vi. Information Requirement Schedule
The preparation and subsequent use and
implementation of these Production Management
Documents are so important that it plays a major role in
the monitoring and successful site execution of
construction projects.
Construction Methodology:
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The construction Methodology, though not part of the
contract documents listed in the National Building Code
2006, is an important document in any construction
project. Bamisile (2004) sees Construction Methodology
as a professional thought out synthesis of the
construction of a building project on site, with the
minimum cost and with the objective thought to
minimize cost and optimize use of resources, to give a
suitable level of production flow.
A Construction Methodology states and defines the best
ways, processes or methods to be employed in the
construction of a project. Each operation in a
construction project is studied carefully and critically and
the most optimum method of carrying out the operation
is adopted and included in the Construction
Methodology. An outline of a construction methodology
is presented in the appendix.
Early Warning Systems Chart:
The Early Warning Systems Chart is a technical method
of monitoring and coordinating all ‘off-site activities’. It is
a document that is prepared by a builder ad contains a
graphical representation of the period of receipt of
production information by the constructor to the
operation commenced date on site; as it would have
been shown on a construction programme (Bamisile,
2004). The Early Warning Systems Chart will show the
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events, which will need to be carried out prior to the
start on site, against individual elements taken from the
construction programme.
Information Requirement Schedule:
The Information Requirement Schedule is a prompt, in
the form of a schedule, for the constructor to advise the
design team of the information requirements and release
dates. The Information Requirement Schedule is
prepared by a builder and the elements, as shown in the
Early Warning Systems, are used to compile the list of
the items of information which are required, together
with the date by which they must be received if the start
date of each operation is to be met. An efficient,
effective and detailed Information Requirement Schedule
therefore enables a construction project to proceed
unhindered in the prescribed quality, time and cost. A
sample outline of an Information Requirement Schedule
is seen in the appendix.
2.3 ARCHITECT’S INSTRUCTION
Despite the production information contained in the
contract document and production management
document, it may become necessary for the architect to
issue instruction. This information may be in the form of
further drawings, details or instructions. The Condition of
contract lays down those matters in connection with
which the architect is empowered to issue instructions.
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The procedure for the issue of instructions must be in
writing and it is essential that instructions be clear and
precise, and where revised drawings are issued, the
revision should be specifically referred to. This is done to
facilitate documentation and monitoring of information,
and moreover, to comply with the terms of the
instructions.
2.4 RECORDS MANAGEMENT
Record Management is the practice of identifying,
classifying, archiving, preserving and sometimes
destroying records. The ISO 15489:2001 defines record
management as the field of management responsible for
the efficient and systematic control of the creation,
receipt, maintenance, use and disposition of records,
including the processes of capturing and maintaining
evidence of and information about business activities
and transactions in the form of records.
The ISO defines a record as information created,
received and maintained as evidence and information by
an organization or person, in pursuance of legal
obligations or in the transaction of business. Records are
information derived, accumulated or received in the
preliminary, execution or completion of an activity and
that constitutes constituent sufficient composition,
structure and significance to provide an attestation to
the activity.
xxvii
The management of records from a construction project
should begin at the tender stage of the project. At the
construction stage, the contractor should keep records
of:
i. work carried out on day work basis;
ii. all deliveries to site;
iii. materials and component issued for assembly;
iv. progress of all site fabrication;
v. items before they are covered up.
In order to keep proper records and make sure that
project participants and workers get what they want, it is
necessary to understand the concept of document
control.
2.1Document Control
Document control procedures for a construction project
include provision for review and approval of designated
document. It also includes a means of ensuring that
pertinent documents on appropriate issues are available
when needed and obsolete documents are removed. In
all cases, persons either sending or receiving documents
are required to check that they are accurate and current
(Bamisile, 2004). He further stated in that document
control procedures are:
Written:
Fax, letters, email, memos and instructions.
a) Incoming – all incoming correspondence will be
date receipt stamped. The original will be filed by
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the Senior Quantity Surveyor and all relevant
parties will receive a copy in accordance with the
distribution schedule. The recipients of copies will
clearly understand from the receipt stamp who has
to take action and respond.
b) Outgoing – the Senior Construction Manager and
the Senior Quantity Surveyor must be copied with
all outgoing correspondence. Additional distribution
will be made for other parties as necessary. The
Senior Construction Manager or in his absence, the
Senior Quantity Surveyor or the Planning and
Resources Manager must sign outgoing
correspondences.
Verbal:
Telephone calls and oral communications.
All such communications in so far as they affect a project
shall be recorded using ‘WHILE YOU WERE UNAVAILABLE
FORM’ and distributed as appropriate but in all cases,
copied to the Senior Construction Manager and the
Senior Quantity Surveyor. Where they have quality/cost
consequences, a written confirmation (response) shall be
made.
Filing:
An orderly filing system shall be adopted which would be
followed and understood by the Senior Construction
Manager and the Senior Quantity Surveyor which will
xxix
enable all records and correspondences to be kept and
retrieved quickly and efficiently.
2.5INFORMATION MANAGEMENT USING
COMPUTERS
The advent of computers is revolutionalizing the
construction industry through a more accurate and
detailed data processing, documentation and record
management systems. However, it is not possible to
discuss computers in the construction industry without
first understanding the concept of information systems
and technology.
2.5.1 Information Systems and Technology
An information system is a set of interrelated
components that collect, process, store and distribute
information to support decision making and control in an
organization while Information Technology can be
defined as the use of technologies from computing,
electronics, and telecommunications to process and
distribute information in digital and other forms. It
therefore covers the field of documentation and
monitoring of construction projects.
2.5.2 Computer Integrated Construction
Computer Integrated Construction is characterized by
both the use of computing for all kinds of applications
and by the integration of these applications by data
xxx
transfer networks and transfer standards (Mitchell et al,
1999)
Integration in this concept can primarily be understood
to mean efficient information sharing and data exchange
using information technology as the enabling
technology. Data are shared over communication
networks (internet, WANs and LANs) using centralized
and distributed databases.
Mitchell and Miller (1999) went further and stated that
the requirements Computer Integrated Construction shall
include:
Widespread computer literacy (e-mail, digital
documents)
Industry wide standards for information exchange
Communications infrastructure (internet and
external networks)
Discipline specific application software
Work practice changes (‘re-engineering’
construction)
2.5.3 The Internet and the Web
The use of the internet for exchanging information in a
collaborative work environment (like the construction
industry) has become very important and more so in
years to come, (Swee-Lean et al, 2003). The World Wide
Web and the Internet are based on a number of
xxxi
standards, but these standards do not relate to file
formats or data structures, (Mitchell et al, 1999).
However, both are significant in the electronic transfer of
project information because they are:
Inexpensive to acquire and operate
Very fast, compared with traditionally transfer
method
Universally available, both locally and international
Easy to use and reasonably reliable
Make information transfer largely hardware and
software dependent
Projects websites that provides services such as
production information, progress and cost information,
document registers, contact lists, project news pages
and invitations to tender can also be provided. Project
websites can be used to send information and transmit
copies of production information to project participants.
However, transferring information from one application
to another does not make it immediately useful.
Significantly higher levels of standardization are required
(Mitchell et al, 1999). The applications must be
‘interoperable’. This concept will be discussed later.
Computers are changing the face of construction project
documentation and monitoring. Production information is
no longer in their conventional forms. It is now possible
to present a multiple view of production information
xxxii
including 2D, 3D images, and text in a single platform.
This leads us to the concept of Building Information
Modeling (BIM) and Interoperability.
2.5.4 Building Information Modeling (BIM)
Building Information Modeling can be defined from both
a technological and process point of view. Norbert et al
(2007) quoted the National Institute of Building Science
as defining BIM as ‘a digital presentation of physical and
functional characteristics of a facility. Coleman et al
(2005) stated that every element in a BIM functions as
an ‘intelligent’ object with established relationships to its
surrounding. As such, the BIM serves as a shared
knowledge resource for information about a facility
forming a reliable basis for decision during its life-cycle
from inception onward.
According to Coleman and Jun (2005), the BIM manages
much more than graphics but also information that
allows the automatic generation of drawings and reports
(i.e. quantities, cost, schedules, bills of materials),
extraction of analysis data (i.e. structural, cooling loads),
interference detection, schedule simulation and facilities
management. All this information is stored in a relational
database developed to help the building team make the
most informed decision possible. Relating to this, Norbert
et al (2007) noted that the BIM as a database contains
the physical and functional characteristics of a structure
composed of intelligent objects rather than lines, arcs,
xxxiii
and text. The BIM can render multiple views of data
including 2D drawings, lists, 3D images, animation, as
well as elements of time/schedule (4D) and cost (5D).
2.5.4.1 Anticipated Future Potential of BIM
According to the online encyclopedia, Wikipedia, BIM
proponents claim that BIM offers the following:
improved visualization;
improved productivity;
increased coordination of construction documents;
embedding and linking of vital information such as
vendors for specific materials, location of details
and quantities required for estimation and
tendering;
increased speed of delivery and reduced costs.
2.5.5 The Concept of Interoperability
Interoperability issues are gaining attention with
increased use of BIM (Norbert et al, 2007).
Interoperability can be viewed from different point of
view. From a purely technological-based view, Norbert et
al (2007) defined interoperability as the ability to
manage and communicate electronic product and project
data among collaborating firms. Also, Coleman and Jun
(2005) quoted the National Institute of Standards and
Technology (NIST) as stating that interoperability relates
to both the exchange and management of electronic
xxxiv
information, where individuals and systems are able to
identify and access information seamlessly, as well as
comprehend and integrate information across multiple
software systems.
According to Mitchell and Miller (1999), efficient
information transfer using modern object technology
would enable secure, consistent and accurate access
and sharing of common data between project
participants, so that:
Information is created once and is then available
over the life of a project. This same information can
be used in different project phases.
The same information can support different
discipline processes, and be used by applications
from a number of vendors.
The focus of the design and documentation process
moves to incremental refinement of project
information by successive project groups.
This capability is called interoperability because it allows
data access operations across different software
applications and network computers. Also, Norbert et al
(2007) stated that Interoperability eliminates the
following:
Manual re-entry of data
Duplication of business function
xxxv
Continued reliance on paper-based information
exchange.
2.5.6 Benefits of Interoperability
According to Norbert et al (2007), the benefits of
interoperability include the following:
Increased speed of overall project delivery
Reduced infrastructure vulnerability
Greater reliability of information through the
lifecycle
Expanded markets for companies
Decreased supply-chain communication costs
Improved to value customers
2.5.7 Data Sharing and Exchange
Achieving interoperability is dependent on being able to
successfully exchange information across a wide variety
of processes and systems. A large majority of project
participants frequently share data across a wide variety
of different software applications. A lack of
interoperability hampers the exchange, leading to
redundant work and a need to invest time and money in
non-standard solution that drive up project costs
(Norbert et al, 2007). They went further and identified
the following as factors impacting data sharing:
Software incompatibility issues
Industry partners
Training
xxxvi
Time spent on data translation
Expenses related to sharing data
Incomplete data standards
Relating to this, Coleman et al (2005) identified three
methods of achieving software interoperability. These
are:
Developing point-to-point data translator;
Mandating the use of proprietary tools across all
industry;
Establishing neutral data standards.
Point-to-point customized integration requires an
expensive pair of interactive systems to provide a
dedicated solution. Proprietary solutions are often used
in large supply chains dominated by an original
equipment manufacturer that mandates supply partners
conform to a particular software solution while neutral
data standards work as translators across platforms and
offer stability in the representation of information.
2.5.8 Potential of Interoperability
Interoperability between software and the effective use
of networks make sharing of information fast, cheap and
error free. It also allows analyses and simulations that
would otherwise be precluded by cost or time
constraints. This results in projects that more closely fit
the clients’ needs, (Mitchell et al, 1999).
xxxvii
Interoperability also has the potential to reduce dispute
and misunderstanding. This is because information
transmitted are stored, can be traced and duplication of
data entry and manipulations is reduced.
2.5.9 The Future of Interoperability in the Construction
Industry
Universal interoperability between all applications will
not be a near-term solution. Interoperability within the
construction industry can be achieved through a
combination of solutions spurred by people and
technology. Changes in how project participants work
together and how they identify the tools needed to
promote better collaboration are cultural changes that
will promote a more interoperable work environment.
With demand in place, the technology marketplace will
work to deliver those tools and develop future paths to
interoperability.
5.6 APPLICATIONS OF DOCUMENTATION
According to Barrie and Paulson (2006), changed
conditions, changed orders, delays, claims and disputes
occur in some measure on almost all projects of
significant size. These areas are now discussed in this
section:
2.6.1 Documentation for Claims Purposes
xxxviii
Obiegbu (2003) defines a claim as any as anything -
measurements, quantities, rate, delays, disruption or any
other matter - not agreed between the contractors and
the architect/engineer/quantity surveyor at any given
time, and one party wishes to pursue it, either for
financial recompense, or on the other hand, release from
the liability for liquidated and ascertained damages, or
even unliquidated damages. A claim may also be defined
as a right or policy of assurance which becomes a claim
when the event insured against it happens.
A claim begins when someone who suffers a loss
completes and signs a statement describing exactly
what happened that led to the loss. Most claims require
additional supporting evidence as well. Claims in the
construction industry can be related to delay, variations
or fluctuation. Whatever ground the claim is founded, a
contractor must give notice, usually in writing, of his
intention to claim as soon as the necessity to do so
becomes apparent. Failing to do this will not only
prejudice the establishment of claims and the ability of
the architect/engineer/quantity surveyor to consider and
evaluate them properly, but also damages and seriously
impairs the credibility of such claims (Obiegbu, 2003).
Obiegbu (2003) went further and stated that in compiling
a claim, the contractor may need to thoroughly examine
and quote from the following:
xxxix
i. Correspondences
ii. Minutes of site meetings
iii. Architect’s instructions
iv. Clerk of work’s directions
v. Contract and working drawings
vi. Labour Allocation Sheets
vii. Correspondence with Sub-contractors and suppliers
viii. Site diary
ix. Daily weather reports
x. Receipt of drawing schedule
xi. Progress photographs – dated by photographer not
in ink on the back
xii. Site level details – accurate grid of site to be taken
xiii. Effect of artists’ and tradesmen work – employed
by the client
xiv. Photographs and report giving state of site and
date of possession
xv. Records showing time period between date of
tender and date of possession, or order to start
work
xvi. Build-up of tender
xvii. Extension of time claims and allowances
xviii. Materials schedule – original tender schedule
should be update
xix. Invoice lists
xx. Plant records
xxi. Scaffolding records and day work authorized
xxii. Borehole logs
xl
Examination of all these documents and papers will
enable the claim to be compiled, quotations to be made
by abstracting and a clear picture built up. If the
documentation is sketchy or has been destroyed, the
claim will become weak and unsupported (Obiegbu,
2003).
2.6.2 Documentation for Changes
According to Barrie and Paulson (2006), changed
conditions occur when the nature of the work
encountered on a project is significantly different from
that described in the contract documents. Change
orders, which are directives from the owner or his agent,
and which usually result from negotiations with the
contractor, can alter the terms and conditions of the
contract. Change orders can thus provide an equitable
means of dealing with changed conditions arising from
unforeseen events, such as an unexpected bad
foundation problem. Change orders can also be used;
however, when an owner simply wishes to alter some
part of the facility after the contract has started (Barrie
et al, 2006).
2.6.3 Documentation for Reference Purposes
Documentation as a reference document should serve as
a source of information. A source that is intended to be
used for looking up facts, definitions, or other
xli
information relating to a construction project. The nature
of a construction project is such that every operation is
defined in the production information i.e. contract
documents and production management documents. The
content of these documents must be in such form that
permits ease of use and comprehension. They must be
able to tell managers and all those involved in a
construction project what is expected of them in precise
and exact terms.
2.6.4 Documentation for Dispute Resolution
Documentation as evidence or proof for recording also
serve in resolving disputes in a construction project for
Knowles (2004) quoted Max Abrahamson as stating in his
book, Engineering Law and the ICE contract that ‘a party
to a dispute, particularly if there is an arbitration will
learn three lessons (often too late): the importance of
records, the importance of records, and the importance
of records’.
2.7 ROLE OF CONSTRUCTION PROFESSIONALS IN
MONITORING A CONSTRUCTION PROJECT
xlii
A construction project is a product of different
information and designs from different professionals. If
these information and designs are to be adhered to, the
presence of their producers and designers are required.
2.7.1 The Architect
According to Bamisile (2004), the architect should be
visiting site periodically for inspections to ensure that in
general, the work being carried out on site is in
compliance with architectural designs and specifications.
2.7.2 Engineering Consultants
Bamisile (2004) noted that during the construction
phase, engineers (geotechnical, structural, electrical and
mechanical) should visit the site regularly for inspections
to ensure that in general, is in compliance with their
engineering drawings, schedules and specification.
A Structural Engineer should be concerned with the
monitoring and ensuring that the design (structural)
performance criteria are met in the construction
methods and materials. Similarly, the mechanical and
electrical engineer should monitor the type and ways of
installing mechanical and electrical installations so as to
ensure that it complies with their designs and
specifications.
2.7.3 The Builder
xliii
The core function of a builder in any construction project
is Building Production Management. An integral part of
management is monitoring. A builder should be
concerned with monitoring and evaluating the
construction project. He should be able to apply the
different monitoring techniques to achieve the
objectives. A builder needs to be fully aware and
conversant with the different construction professionals
and their corresponding contract documents so that their
implementation can be properly monitored.
2.7.4 The Quantity Surveyor
A Quantity Surveyor is concerned with the quantities and
cost associated in a construction project. As a cost
expert, the Quantity Surveyor monitors the cost of every
aspects of a construction project. He does this so that
the total cost of production does not exceed the
estimated cost.
2.8 AREAS OF MONITORING
A construction project is considered successful if it meets
defined needs to the required standard (quality) within
the time and cost budget. These parameters – quality,
cost and time are critical and should therefore be
monitored as they define the success level of any
construction project.
2.8.1 Quality
xliv
For monitoring of quality to be effective, it must be
measured against a standard. The Project Quality
Management Plan serves as a standard against which
the quality of a construction project can be measured.
Quality in a construction project depends on a range of
variables and involves much more than the simple
parameters such as the visible standard of finishes,
structural soundness, or making of components fit within
close tolerances. The monitoring of quality should
embrace all the aspects by which a construction project
is judged including spatial arrangement, circulation,
efficiency, aesthetic(s), flexibility as well as its functional
ability as a climate modifier and as a suitable structure.
Besides the Project Quality Management Plan, contract
and job specifications also provide a criterion by which to
assess and assure the quality of a construction project.
2.8.2 Cost
For control and monitoring purposes, the detailed cost
estimate should be converted to a project budget, and
the project budget is used subsequently as a guide for
management. The detailed cost estimate should provide
a baseline for the assessment of financial performance
during a construction project. Expenses during the
course of the project should be recorded in specific job
cost accounts and this should be compared with the
original detailed cost estimates. When the cost are
xlv
within the detailed cost estimate, the cost and finance of
a construction project is thought to be monitored and
under control.
2.8.3 Time
Construction typically involves a deadline for work
completion, so construction managers must force
attention to time. More generally, a delay in construction
represents additional costs due to late facility occupancy
and other factors. The duration of activities must
therefore be monitored and compared to expected
durations so that the project is completed within the
time required.
2.9 MONITORING TECHNIQUES
The method of ensuring that an accurate check is kept
upon progress in a construction project is very
important, depending as it does upon frequent
comparisons between work done and programme. Such
comparisons can be made in a simple visual manner, so
as to throw into prominence any divergence between the
two by plotting the progress on the construction
programme (Bamisile, 2004).
According to Olorunoje et al (2004), monitoring tools will
involve recording techniques such as the use of network
diagrams like:
i. Gantt chart
xlvi
ii. Arrow diagram or critical path analysis
iii. Progress curves
Before any of the above monitoring techniques can be
implemented to monitor a project effectively, a thorough
knowledge of the entire work associated with the
construction project must be known. This leads us to the
concept of Work Breakdown Structure.
2.9.1 Work Breakdown Structure (WBS)
According to Payne et al (1996), a Work Breakdown
Structure provides a rational subdivision of the work in
hierarchical form down to the lowest level of discrete
work packages from which estimates of resources
requirements, duration, linkages and costs can be
determined. From the Work Breakdown Structure, a list
of activities and precursor activities can be produced for
the purposes of network analysis, from which
programmes and chart flow.
2.9.2 The Gantt Chart
This is a simple and effective way of illustrating progress
or status of an entire project or its individual status. A
Gantt chart, also known as a bar chart, graphically
describes a project consisting of a well defined collection
of tasks or activities, the completion of which marks its
end. An activity is a task or closely related group of tasks
whose performance contributes to completion of the
overall project.
xlvii
The Gantt chart is generally organized so that all
activities are listed in a column at the left side of the
diagram. A horizontal time scale extends to the right of
the list, with a line corresponding to each activity on the
list. A bar representing the duration of each activity is
drawn between its corresponding scheduled start and
finish times along its horizontal line (Barrie et al, 2006).
Gantt charts can be modified in order to show planned
progress as well as to report progress. According to
Barrie et al (2006), in order to report progress, a parallel
bar is sometimes placed below the plan bar, and it is
initially left open. Then, as the job progresses, it is
shaded in direct proportion to the physical work
completed on the activity.
The Gantt chart is an effective way to monitor the
duration and cost associated with a construction project.
A sample of the Gantt chart is contained in the appendix.
2.9.3 The Critical Path Method (CPM)
The Critical Path Method is the systematic representation
of a project by means of a diagram called network
depicting the sequence and interplay of various
components/units that go to form the project.
xlviii
According to Arora et al (2005), the Critical Path Method
is activity based. This does not take into account of the
uncertainties involved in the estimation of time for the
execution of an activity. The times are related to costs.
The activities are represented by arrows. These arrows
are connected in order of sequence of operations. The
nodes which represent events are attached to the
beginning and end of each arrow.
The Critical Path Method provides a powerful means of
documenting and communicating project plans,
schedules and performance to managers. It also
identifies the most critical elements in the project
schedule and thus, allows management to set priorities
and focus attention on them (Barrie et al, 2006).
2.9.4 Progress Curves
Progress curves, also called S curves, graphically plot
some measure of cumulative progress on the vertical
axis against time on the horizontal axis. Progress can be
measured in terms of money expended, quantity surveys
of work in place, man-hours expended, or any other
measure which makes sense (Barrie et al, 2006); and
this can be expressed either in terms of actual units
(naira, cubic meters, etc) or as a percentage of the
estimated total quantity to be measured.
xlix
Progress curves can express some aspects of project
plans. Once the project is underway, actual progress can
be plotted and compared with that which was plotted. It
is then possible to make projections based on the slope
of the actual progress curve, (Barrie et al, 2006).
2.10 PROGRESS REPORT
According to Barrie et al (2006) in the book titled
Professional construction Management, a progress report
should convey essential information on:
i. Summary of project status
ii. Construction status
iii. Schedule status
iv. Cost report status
2.10.1 Summary of Project Status
This item should represent a short, overall summary of
project status. It may contain a brief narrative
description of the status of each major phase, provide
quality information such as the physical percentage
complete compared with scheduled completion and
forecast ‘at completion’ costs against budget.
2.10.2 Construction Status
This unit of the project report should provide a
description of works accomplished during the period,
significant work to be accomplished in the next period
l
and a discussion of the major problems with solutions or
proposed solutions.
2.10.3 Schedule Status
This item should contain the summary of control
schedules by contract and by facility showing actual
progress compared to early and late start schedule
where contracts or facilities are behind schedule, an
explanation of the problems and the indicated solution or
measures being adopted to solve the problem should be
included.
2.10.4 Cost Report Status
This summary should show actual recorded costs,
committed costs or estimated costs-to-complete. It
should compare ‘at-completion’ costs with budgets and
identify and explain changes from the previous report.
An evaluated contingency should be included so that an
overall estimate of actual costs at completion is
provided.
li
CHAPTER THREE
RESEARCH DESIGN AND METHODOLOGY
3.1 INTRODUCTION
Data used in the study were sourced from various client
organization, consultants, contractors and construction
managers in the south-east geopolitical zone of Nigeria.
Questionnaires and oral interviews were used to collect
data (primary) for this research work. Also secondary data
were collected in the area of record management, claims
and dispute resolution. This has been extensively
discussed in the literature review while further discussions
are also made in the data analysis part of this project.
3.2 Area of Study
The study was carried out in Anambra State. The area was
chosen because of its proximity to the researcher and
because Anambra State presents an area of rapid
construction development in the south-east geopolitical
lii
zone as can be seen in the on-going construction projects
in the State’s capital.
3.3 Population
The population of the study was made up of stakeholders
(i.e. clients, construction project managers, construction
project professionals, users of construction facilities,
public authorities and agencies) in Anambra State.
3.4 Sample and Sampling Technique
Thirty questionnaires were administered to randomly
selected project stakeholders in Awka, the capital city of
Anambra State. Twenty five completed questionnaires
(representing 83% responses) were retrieved. Hence, the
sample size for the study is 25 respondents.
3.5 Method of Data Collection
Data for the research was collected through two medium:
i. Primary source:
Data collected through the primary source was through
the administration of a questionnaire and through
discussions with the respondents.
ii. Secondary source:
Secondary data was collected through the review of
literature comprising of textbooks, journals, technical
reports, seminar/conference papers and unpublished
liii
Architect
Builder
Quantity Surveyor
Engineering Consultants
works. The internet also offered an avenue where
secondary data were sourced for this research work. A
copy of the questionnaire used in this research work is
referred in the appendix.
3.6 Instrument for gathering data – The Questionnaire
The design of the questionnaire for this study was tailored
towards the research questions. A questionnaire
consisting of two sections was self administered to the
respondents. Section A of the questionnaire contained
questions about the respondent’s personal profile. Section
B requested information on the importance, impacts and
effects of documentation and monitoring on a construction
project. Also contained are questions that relates to claims
and dispute resolution. The questions were clear, precise
and polite. They consist of open-ended and close-ended
questions. Some questions required the respondents to
add relevant information.
3.7 Validity and Reliability
The researcher was mindful of content validity of the
instrument. The reason for this is that the questions
contained in the questionnaire spreads evenly through the
documentation and monitoring of construction projects. In
other words, the content of the questionnaire was
structured in such a way that all aspects of documentation
and monitoring of construction project were fully
represented.
liv
Architect
Builder
Quantity Surveyor
Engineering Consultants
In establishing the reliability of the questionnaire, the test-
retest technique was used. In this, some respondent who
has completed the questionnaire were asked to complete
it again and the choices they made were compared. From
the comparison, similar results were produced, thus,
justifying the fact that if the instrument is employed to
draw data for similar work, the instrument will produce
similar results.
CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
4.1 INTRODUCTION
The data collected for this study were analyzed
statistically and presented in this chapter. Pie chart,
frequency and percentage tables were used in the
presentation. Each table contains information on the
responses to the questions in the questionnaire.
4.2 ANALYSIS OF DATA
SECTION A
Percentage of professionals in the sample studied
20%
28% 24%
lv
Architect
Builder
Quantity Surveyor
Engineering Consultants
28%
The chart above shows that 24% of the respondents are
architects, 28% are builders, another 28% are quantity
surveyors and the remaining 20% of the respondents are
engineering consultants.
Table 4.2.1
Years of Experience and sex
Table 4.2.1 shows that 20 of the respondents are male while
the remaining 5 are female stakeholders. 36% of the
respondents have less than 5 years experience, another 28%
have between 6-10 years experience and another 12% have
between 11-15 years experience. 16 % of the respondents have
between 16-20 years experience and the remaining 8%
respondents have 21-25 years experience in the construction
industry.
Years of Male Female Total %0-5 7 2 9 366-10 4 3 7 28
11-15 3 0 3 1216-20 4 0 4 1621-25 2 0 2 8
Total 20 5 25 100
lvi
Source: Researcher’s field survey, 2009
SECTION B
Table 4.2.2
Do you think that documentation and monitoring of
construction projects is important?
The above table shows that all the respondents accepted that
documentation and monitoring of construction projects is
important.
Table 4.2.3
Do you think that it is necessary to keep a record of all
information that proceeds from a construction project?
From Table 4.2.3, all the
respondent believes that it is important to keep a record of all
information that proceeds from a construction project.
Table 4.2.4
Are you aware of Computer Integrated Construction?
The above table shows that 18 of the respondents representing
72% agreed that they are aware of Computer Integrated
Responses Frequency Percentage (%)
Yes 25 100
No 0 0
Total 25 100
Responses Frequency Percentage (%)
Yes 25 100
No 0 0
Total 25 100
Responses Frequency Percentage (%)
Yes 18 72
No 7 28
Total 25 100 lvii
Source: Researcher’s field survey, 2009
Source: Researcher’s field survey, 2009
Source: Researcher’s field survey, 2009
Construction while the remaining 28% are not aware of
Computer Integrated Construction.
Table 4.2.5
Does your firm employ information technology in the
management of construction projects?
From the above table, 14 of the respondents representing
77.78% of the respondents who agreed that they are aware of
computer integrated construction employ information
technology in the management of construction project. The
other 22.22% do not employ information technology in the
management of construction project. The 77.78% of the
respondents who employ information technology do so in the
following ways:
Communication (E-mailing and Telephone services)
Storage of information
Processing of design information using AUTOCAD
Contract execution and management using Microsoft project
Table 4.2.6
Do you think that it is necessary to check performance of a
construction project against set standard/plan?
Responses Frequency Percentage (%)
Yes 14 77.78
No 4 22.22
Total 18 100
lviii
Source: Researcher’s field survey, 2009
From Table 4.2.6, all the
respondents agreed that it is necessary to check performance
of a construction project against set plan.
Table 4.2.7
Documentation of a construction project serves to provide
information that acts as an evidential or reference material; do
you think this is true?
From table 4.2.7, 22 or 88% of the respondents believe that
documentation of a construction project serves to provide
information that acts as an evidential or reference material.
Table 4.2.8
Monitoring of a construction project should begin with the
appraisal of contract document and production management
document; do you think this is true?
Responses Frequency Percentage (%)
Yes 25 100
No 0 0
Total 25 100
Responses Frequency Percentage (%)
Yes 22 88
No 3 22
Total 25 100
Responses Frequency Percentage (%)
Yes 18 72
No 7 28
Total 25 100lix
Source: Researcher’s field survey, 2009
Source: Researcher’s field survey, 2009
Source: Researcher’s field survey, 2009
The above table shows that 72% of the respondents agreed
that monitoring of a construction project should begin with the
appraisal of contract document and production management
document while the remaining 28% reasoned otherwise.
Table 4.2.9
Does documentation and monitoring of a construction project
ensures that the information contained in the contract
document and production management document are adhered
to?
From Table 4.2.9, all the 25 respondents agreed that
documentation and monitoring of a construction project
ensures that the information contained in the contract
document and production management documents are
adhered to.
Table 4.2.10
Do you think that documentation and monitoring of a
construction project ensures accountability and financial
discipline in a construction project?
Responses Frequency Percentage (%)
Yes 25 100
No 0 0
Total 25 100
lx
Source: Researcher’s field survey, 2009
Source: Researcher’s field survey, 2009
From Table 4.2.10, 96% or 24 respondents think that
documentation and monitoring of a construction project
ensures accountability and financial discipline in a construction
project while the remaining 4% think otherwise.
Table 4.2.11
Does documentation and monitoring of a construction project
reduces wastage of materials on site?
From the above table, 88% of the respondents said that
documentation and monitoring of a construction project
reduces wastage of materials on site while the remaining 12%
did not reason that way.
Table 4.2.12
Do you think that monitoring of a construction project should
ensure that only the right and qualified personnel(s) are
allowed to carry out construction operations?
Responses Frequency Percentage (%)
Yes 24 96
No 1 4
Total 25 100
Responses Frequency Percentage (%)
Yes 22 88
No 3 12
Total 25 100
lxi
Source: Researcher’s field survey, 2009
From Table 4.2.12, all the 25 respondents think that only the
right and qualified personnel(s) should be allowed to carry out
construction operations?
Table 4.2.13
Do you think that documentation and monitoring of a
construction project reduces corrupt practices, over invoicing,
dubious manipulation and other vices in a construction site?
Source: Researcher’s field survey, 2009
From table 4.2.13, 24 or 96% of the respondents think that
documentation and monitoring of a construction project
reduces corrupt practices, over invoicing, dubious manipulation
and other vices in a construction site while the remaining
respondent thought otherwise.
Table 4.2.14
Do you think that documentation and monitoring ensures that
construction project is completed within the time budget?
Responses Frequency Percentage (%)
Yes 25 100
No 0 0
25 100
Responses Frequency Percentage (%)
Yes 24 96
No 1 4
Total 25 100
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Source: Researcher’s field survey, 2009
Source: Researcher’s field survey, 2009
From the above Table 4.2.14, 68% of the respondents think
that documentation and monitoring ensures that a construction
project is completed within the time budget.
Table 4.2.15
Do you see documentation and monitoring as tools to reduce
delays, abandonment and non-completion of a construction
project?
Source: Researcher’s field survey, 2009
From Table 4.2.15, 24 of the respondents see documentation
and monitoring as tools to reduce delays, abandonment and
non-completion of a construction project while the remaining 1
respondent thought otherwise.
Table 4.2.16
Responses Frequency Percentage (%)
Yes 17 68
No 8 32
Total 25 100
Responses Frequency Percentage (%)
Yes 24 96
No 1 4
Total 25 100
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Do you think that documentation and monitoring of quality,
time and cost contribute to the successful completion of a
project?
Source: Researcher’s field survey, 2009
From Table 4.2.16, all the 25 respondents think that
documentation and monitoring of quality, time and cost
contribute to the successful completion of a project.
Table 4.2.17
Do you think that site foremen should be involved in the
documentation and monitoring of a construction project?
Source: Researcher’s field survey, 2009
Table 4.2.17 shows that 88% of the respondents said that site
foremen and artisans should be involved in the documentation
and monitoring of a construction project while 12% of the
respondents thought otherwise. The 88% of the respondents
believed that during construction, the site foremen should be
involved in the following:
Supervision of gangs on site;
Responses Frequency Percentage (%)
Yes 25 100
No 0 0
Total 25 100
Responses Frequency Percentage (%)
Yes 22 88
No 3 12
Total 25 100
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Proper checking and handling of materials;
Keeping records of site operative diary;
Passing of instruction.
Table 4.2.18
Do you think that effective documentation and monitoring of
construction project increases the commitment and efficiency
of tradesmen and artisans?
Source: Researcher’s field survey, 2009
From Table 4.2.18, all 25 respondents think that effective
documentation and monitoring of construction project
increases the commitment and efficiency of tradesmen and
artisans.
Table 4.2.19
Should a contractor keep a record of all contract documents,
production management documents, architects instructions,
change orders and all other site activities and transactions?
Source: Researcher’s field survey, 2009
Responses Frequency Percentage (%)
Yes 25 100
No 0 0
Total 25 100
Responses Frequency Percentage (%)
Yes 25 100
No 0 0
Total 25 100
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From the above table, all the respondents said that a contractor
keep a record of all contract documents, production
management documents, architects instructions, change orders
and all other site activities and transactions.
Table 4.2.20
Can documentation of a construction project be used to achieve
a just, equitable and fair resolution of disputes?
Source: Researcher’s field survey, 2009
From the above table, 96% of the respondents agreed that
documentation can be used to achieve a just, equitable and fair
resolution of disputes while 1 respondent thought otherwise.
Table 4.2.21
Does documentation of a construction project helps to establish
the validity of a contractual claim?
Source: Researcher’s field survey, 2009
From Table 4.2.21 shows that documentation of a construction
project helps to establish the validity of a contractual claim.
Table 4.2.22
Responses Frequency Percentage (%)
Yes 24 96
No 1 4
Total 25 100
Responses Frequency Percentage (%)
Yes 25 100
No 0 0
Total 25 100
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Do you experience any difficulty in the documentation and
monitoring of construction projects?
Source: Researcher’s field survey, 2009
From the above table, 36% of the respondents experience
difficulty in documenting and monitoring of construction
projects while the remaining 16 respondents (64%) do not
experience difficulties in documenting and monitoring projects.
Among The difficulties experienced are:
Incomplete project information
Discrepancies between professional documents
Loss of information in whole or in part during
transit
Delay in receiving project information.
Table 4.2.23
Do you think that documentation and monitoring of
construction project have an impact on effective project
delivery?
Source: Researcher’s field survey, 2009
Responses Frequency Percentage (%)
Yes 9 36
No 16 64
Total 25 100
Responses Frequency Percentage (%)
Yes 24 96
No 1 4
Total 25 100
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From Table 4.2.23, it can be seen that 96% of the respondents
think that documentation and monitoring of construction
project have an impact on effective project delivery while the
remaining 4% do not think so.
4.3 SUMMARY OF FINDINGS
From the above presentation and analysis of data from the
questionnaire, the following findings can be extracted:
That construction stakeholders appreciates the value
and importance of documentation and monitoring in
meeting defined needs to the required standard and
to budget;
That the use of information technology in the
construction industry is low and hopelessly under-
exploited;
That documentation and monitoring of construction
project helps in resolving disputes and establishing
the validity of a contractual claim;
That documentation and monitoring of construction
projects have an impact on effective project delivery.
CHAPTER FIVE
CONCLUSION AND RECOMMENDATION
5.1 CONCLUSION
This detailed research justifies the contribution of
documentation and monitoring to the success of any
construction project. It also shows that effective and
efficient project documentation and monitoring will help
ensure that:
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i. Quality standards are met;
ii. The cost of construction projects is minimized;
iii. The original project plan and forecast is met;
iv. Disputes among parties is minimized;
v. Clients and project participants are satisfied.
Outside the above circle, the construction industry
remains naïve in the exploitation of information
technology in.
5.2 RECOMMENDATION
From the findings and discussions in Chapter 4, the
following recommendations are hereby made:
i. Standard format and template for the documentation
and monitoring of construction projects should be
designed.
ii. The use of information systems and technology in the
design and management of construction should be
encouraged to help shed its image as unprogressive
sector.
iii. Contract documents, production management
documents, architects instructions, change orders and
all other site activities and transactions should be well
documented.
iv. As construction is a team work, all project participants,
foreman and artisans must be actively involved in the
documentation and monitoring of construction
projects.
lxix
5.3 RECOMMENDATION FOR FURTHER STUDIES
The following suggestions are made for further studies in
the areas of documentation:
i. Relevance of Information Technology to the
documentation and monitoring of construction
projects.
ii. A further research on Building Information Modeling
(BIM) and Interoperability in the construction industry
in Nigeria should be conducted.
REFERENCES Ajator, U. (1999). Inter-relationship of Builders and other
Stakeholders. A 21st century perspective. Paper presented at the 29th AGM/Conference of the Nigerian Institute of Building held in Awka, Nigeria, 20th-25th July, 1999.
lxx
Arora, S. P., & Bindra, S. P. (2005). The Textbook of building Construction, (5th Ed.) India: Dhanpat Rai Publication (P) Ltd.
Bamisile, A. (2004). Building Production Management. Lagos: Foresight Press Limited.
Barrie, S. D., & Boyd, C. P. (2006). Professional Construction Management: including CM, Design-Construct, and General Contracting. London: McGraw-Hill, Inc.
Coleman, S. C., & Jun, J. W. (2005). Interoperability and the Construction Process. A White Paper for Building Owners and Project Decision Makers. Retrieved July, 2009, from http://www.aisc.org/
Ejike, F. (2005). Documentation and Monitoring of Building Projects. Unpublished HND thesis, Department of Building Technology. Federal Polytechnic Oko, Anambra State.
Ezeokonkwo, J. U. (2003). Delays and disruption in Construction Project-Effects on Project Cost and Quality. Effective building procurement and delivery in Nigerian Construction Industry. Anambra State: Rex Charles and Patrick Ltd,
Federal Republic of Nigeria (2006). National Building Code. London: LexisNexis Butterworth.
International Standards Organization. 15489:2001.Retrieved June 10, 2009, from http://www.iso.org/management
Kamang, E. (1992). Effective Project Management in the construction industry. Lagos: The Builder’s Magazine, Vol. 4. Builders Magazine Limited.
Knowles, R. (2004). Records, Records, Records. Journal of the
Nigerian Institute of Quantity Surveying, Vol. 48. No. 7, Pg. 10.
Microsoft Encarta Dictionary (2008).
lxxi
Mitchell, J., & Miller, R. (1999). Information and Information Management. Building in Value - Pre design issues, edited by Rick Best & Gerard de Valence (1999). London: Arnold Publishers.
Norman, W. Y., Jones, S. A., & Bernstein, H. M. (2007). Interoperability in the Construction Industry. Smart Market Report, Design and Construction Intelligence. Retrieved July, 2009, from http://www.construction.com/
Nziwu, C. (2003). Impact/Relevance of Effective Documentation in Successful Building Production. A Text presented at a seminar of the Nigerian Institute of Building on Effective Building Management-An imperative in Nigeria’s Building Project Delivery, Enugu.
Obiegbu, M. E. (1988). Monitoring and Accountability in Project Execution. Journal of the Nigerian Institute of Building, Vol 1.
Obiegbu, M. E. (1996). Documentation, Monitoring and Cost Analysis of Project. A paper presented at the 26th AGM/Conference of the Nigerian Institute of Building on Effective Management of Capital Projects.
Obiegbu, M. E. (2003). Contractual claims in Nigerian Building Industry. Effective building procurement and delivery in Nigerian Construction Industry. Anambra State: Rex Charles and Patrick Ltd.
Okoye, C. (2005) Risk Management in Engineering Practice. Enugu: Benalice Publication.
Olorunoje, G. S., & Olotuah, A. I. (2004). Construction Planning of Building Project. International Journal of Environmental Issues, Vol. 2, No. 1&2.
Onwualu, A. P., Oluka, S. I., & Offiong A. (2002). Principles of Engineering Project Management. Enugu: Snaap Press Ltd.
Paterson, J (1997). Information Methods for Design and Construction. London: John Wiley & Sons Ltd.
lxxii
Payne, A., & Chelsom, J. V. (1995). Management for Engineers. London: John Wiley & Sons Ltd.
Seeley, I. H., & Winfield, R. (2005). Building Quantities Explained (5th Ed.). London: Palgrave Macmillan Publishers.
Swee-Lean, C., & Nga-Na, L. (2003). State-of-the-Art Internet Technology in Singapore’s Construction Industry. Retrieved July, 2009 from http://itc.scix.net/paper.w78-2003-378.content
Wahab, K. E. (1999). Project Monitoring Services. A paper presented at a 2-day National Workshop organized by the Nigerian Institute of Building in Collaboration with Council of Registered Builders of Nigeria on Professional Builders in practice held in Enugu, October 27th-28th
APPENDICES
APPENDIX A.
Questionnaire
lxxiii
Department of Building,
Faculty of Environmental Sciences,
Nnamdi Azikiwe University,
P.M.B 5025,
Awka.
Dear Sir/Madam,
REQUEST FOR INFORMATION
I, Akaigwe Uzochukwu Richard, a final year student in the
Department of Building, Nnamdi Azikiwe University, Awka is
writing a research on the topic: documentation and monitoring
of construction projects.
I humbly request for answers to the following questions in the
questionnaire. All responses shall be treated with utmost
confidentiality and used for the purpose of this research only.
Yours faithfully,
Akaigwe Uzochukwu Richard.
SECTION A
(Please tick as appropriate)
1. Profession…………………………………….…………………………
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2. Years of working
experience………………………………………..
3. Highest educational qualification……..
…………………………..
4. Gender…………………………………………………………………
…
5. Age bracket (21-30) (31-40) (41-50) (51-60)
SECTION B
1. Do you think that documentation and monitoring of a
construction project is important?
YES NO
2. Do you think that it is necessary to keep a record of all
information that proceeds from a construction project?
YES NO
3. Are you aware of Computer Integrated Construction?
YES NO
4. Does your firm employ information technology in the
management of production information?
YES NO
5. If ‘yes’ how are they employed?
..........................................................................................
……………………………………………………………………………
6. Do you think that it is necessary to check performance of
a construction project against set standard/plan?
YES NO
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7. Documentation of a construction project serves to provide
information that acts as an evidential or reference
material; do you think this is true?
YES NO
8. Monitoring of a construction project should begin with the
appraisal of contract document and production
management document; do you think this is true?
YES NO
9. If ‘No’, when should monitoring begin?
……………………………………………………………………………
……………………………………………………………………………
10. Does documentation and monitoring of a construction
project ensures that the information contained in the
contract document and production management
document are adhered to?
YES NO
11. Do you think that documentation and monitoring of a
construction project ensures accountability and financial
discipline in a construction project?
YES NO
12. Does documentation and monitoring of a
construction project reduces wastage of materials on site?
YES NO
13. Do you think that monitoring of a construction project
should ensure that only the right and qualified personnel(s) are
allowed to carry out construction operations?
YES NO
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14. Do you think that documentation and monitoring of a
construction project reduces corrupt practices, over invoicing,
dubious manipulation and other vices in a construction site?
YES NO
15. Do you think that documentation and monitoring ensures
that a construction project is completed within the time
budget?
YES NO
16. Do you see documentation and monitoring as tools to
reduce delays, abandonment and non-completion of a
construction project?
YES NO
17. Do you think that documentation and monitoring of
quality, time and cost contribute to the successful completion
of a project?
YES NO
18. Do you think that site foremen should be involved in the
documentation and monitoring of a construction project?
YES NO
19. If ‘Yes’, how should they be involved?
……………………………………………………………………………
……………………………………………………………………………
20. Do you think that effective documentation and monitoring
of construction project increases the commitment and
efficiency of tradesmen and artisans?
YES NO
lxxvii
21. Should a contractor keep a record of all contract
documents, production management documents, architects
instructions, change orders and all other site activities and
transactions?
YES NO
22. Can documentation of a construction project be used to
achieve a just, equitable and fair resolution of disputes?
YES NO
23. Does documentation of a construction project helps to
establish the validity of a contractual claim?
YES NO
24. Do you experience any difficulty in the documentation and
monitoring of construction projects?
YES NO
24. Do you think that documentation and monitoring of
construction project have an impact on effective project
delivery?
YES NO
lxxviii
APPENDIX B.
OUTLINE OF PRODUCTION MANAGEMENT DOCUMENTS
1. Project Quality Management Plan
1.0 Quality Policy Statement2.0 Introduction3.0 Definitions4.0 Site Management’s Responsibility5.0 Project Appraisal6.0 Document Control7.0 Purchasing8.0 Product Identification and Traceability9.0 Handling. Storage, Packaging and Delivery10.0 Process Control11.0 Inspection and Testing12.0 Control of non-Conforming Products13.0 Corrective Actions14.0 Quality Records15.0 Internal Quality Audits
Source: Bamisile (2004). Building Production Management
2. Project Health and Safety Plan
1.0 Health and Safety Policy2.0 The objectives of the Plan3.0 Assessment of Hazards and Risks4.0 Duties of Contractors Company5.0 Duties of Site Personnel6.0 Health and Safety Briefing7.0 Health and Safety Committee8.0 Site Accommodation and Welfare Facilities 9.0 Accident Prevention Measures10.0 Protective Clothing and Equipment11.0 Permit-to-Work12.0 Access and Egress from Work place13.0 Underground Construction and Buried Services14.0 First Aid15.0 Erection and Inspection of scaffolding16.0 Fire Prevention and Protective Procedure17.0 Control of Substances Hazardous to Health (COSHH)18.0 Emergency procedure19.0 Health and safety training20.0 Health and safety records
Source: Bamisile (2004). Building Production Management
lxxix
3. Construction Methodology
1.0 Project details2.0 Brief description of project3.0 Basis of construction programme4.0 Analysis of construction limitations5.0 Details of personnel6.0 Details of statutory notices7.0 Construction site layout8.0 Temporary works9.0 Material handling and distribution10.0 Key operations11.0 Details of plant and equipment12.0 Production methods:
12.1 Sequence of operations12.2 Outputs/floor cycles12.3 Demolitions12.4 Substructure12.5 Reinforcement12.6 Concrete works12.7 Basement construction12.8 Superstructure – wing A12.9 Superstructure – wing B12.10 Roofing and cladding12.11 Stonework12.12 Curtain walling and window12.13 Mechanical and Electrical services12.14 Internal blockwork12.15 Plant room12.16 Lift installation12.17 Rendering12.18 Screeding12.19 Wall and floor tiling12.20 In-situ marble flooring12.21 Raised access floor12.22 Suspended ceiling12.23 Demountable partition12.24 Handrail and balustrade12.25 Doors and ironmongeries12.26 Painting
13.0 External works14.0 Cleaning and handover
Source: Bamisile (2004). Building Production Management
lxxx
4. INFORMATION REQUIREMENT SCHEDULE
Project: SouthEast Guest House Issue No.: 01
Sheet No.: 1 of 8 Date of update: 12/06/09
Note
The production information required is to include fully dimensioned general
arrangement drawings, sections, elevations, details, specifications, schedules and
builder’s work details as applicable for key subcontractors and materials to be
placed, and to enable construction to proceed as per our project construction
programme.
lxxxi
MM
Appendix C.Monitoring Tools.s1. The Progress ‘S’ Curve
Ref
No.
Production Information
Required
Latest
Date
Required
Date
Received
Variance
(week)
+or-
Action
by
Comment
A
A.1
A.2
A.3
A.4
A.5
A.6
A.7
A.8
A.9
A.10
A.11
A.12
A.13
A.14
A.15
A.16
A.17
A.18
ARCHITECTURE
Details of Architectural
drawings of the existing
building
Site Plan
Setting out drawings
Topographical survey
Scheme design
Substructure
Architectural production
information
Ground floor production
information
Stone work
Curtain wall and window
Demountable partition
Suspended ceiling
Roof Architectural
Production information
Internal Finishes
schedules
External finishes
Doors and ironmongery
schedule
Security post
External works
Features and fittings
6/06/09
6/06/09
6/06/09
6/06/09
6/06/09
7/11/09
8/01/10
4/02/10
2/03/10
2/03/10
7/04/10
2/05/10
9/05/10
9/05/10
6/06/10
6/06/10
6/06/10
6/06/10
lxxxii
MM
Figure showing the Progress Curve.
2. CRITICAL PATH METHOD
Activity Predecessor FollowersA - D,EB - G,H,K
lxxxiii
A
B
C
F
EG
7
64
853 10
92
1
K
MM
D
H
L
Planning and Reporting Progress using Progress curve
0
10
20
30
40
50
60
70
80
90
100
0 50 100 150Time
Pro
gre
ss (per
cen
t co
mple
te)
Current lead in progress
Actualprogress
CurrentTime lead
PlannedCompletion date
Projected completion date
(weeks)
Plannedprogress
C - FD A LE A G,HF C KG B,E L,MH B,E L,MK B,F -L D,G,H -M G,H -
Network Logic Definition.
Appendix D.Building Information Models.
lxxxiv
Figure: BIM relationship with project participants
Source: - www.virtualbuild.com/images/spoke.jpg
Source: www.xscad.com/images/Building_models_home.jpg
lxxxv
Source: www.xscad.com/images/Building_models_home.jpg
Source: www.xscad.com/images/Building_models_home.jpg
lxxxvi
lxxxvii