24821238 Documentation and Monitoring of Construction Projects

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DOCUMENTATION AND MONITORING

OF CONSTRUCTION PROJECTS

BY

AKAIGWE UZOCHUKWU RICHARD

2004284154

A RESEARCH PROJECT PRESENTED TO

THE DEPARTMENT OF BUILDING

FACULTY OF ENVIRONMENTAL

SCIENCES

NNAMDI AZIKIWE UNIVERSITY, AWKA


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JULY, 2009

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DOCUMENTATION AND MONITORING OF

CONSTRUCTION PROJECTS

BY

AKAIGWE UZOCHUKWU RICHARD

2004284154

A RESEARCH PROJECT PRESENTED TO THE

DEPARTMENT OF BUILDING

NNAMDI AZIKIWE UNIVERSITY, AWKA

IN PARTIAL FULFILLMENT OF THE REQUIREMENTSFOR THE AWARD OF A BACHELOR OF SCIENCE

(B.SC.) DEGREE IN BUILDING

JULY, 2009


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CERTIFICATION

This is to certify that that this research work is original and was

carried out by Akaigwe Uzochukwu Richard, of the Department

of Building, Nnamdi Azikiwe University, Awka.

... ..

Bldr. M.E. OBIEGBU Date

Project Supervisor

... ..

Bldr. M.E. OBIEGBU Date

Head of Department

... ..

Prof. C. C. Egolum Date

Dean

... ..

External Supervisor Date

DEDICATION

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This work is dedicated to the glory of God le Tout-Puissant

and in honour of the Blessed Mother Mary

ACKNOWLEDGEMENTS

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This research work could not have been written without

indebtedness to a number of people. Prominent among these

are my parents, Mr. and Mrs. Matthew Akaigwe, for their love

and support throughout the duration of my studies.

I also wish to acknowledge with thanks, the efforts of my

lecturer and project supervisor, Bldr. M.E. Obiegbu in going

through this research work and making corrections where

necessary. Other highly appreciated lecturers are Bldr. J.U.

Ezeokonkwo, Bldr. Ogunoh, Bldr. Obodoh and Bldr. Okolie. Their

ideas and thoughts have a lot of imprint on this work.

Thanks are also due to Bldr. Pat Muo and Bldr. S.O. Okafor for

discussing and providing useful literatures for this research

work. My interaction with them have really enriched my

experience and coloured my perception on the research topic.

My course mates and friends: Chinedu, Onyeka, Oguns,

Umeibe, Agugoesi, Mc Parrot, Ngozi, Dorathy, Chidi, Esther,

Nekky and Kaycee have all been wonderful. The warm

relationship I enjoyed with them made my days in school

memorable.

Finally and above all, without whom nothing could have been

achieved, is God Almighty. To him be all glory and honour

forever more. Amen.

TABLE OF CONTENTS

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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 Documents16

2.3 Architects Instruction18

2.4 Records Management....19

2.4.1 Document Control..20

2.5 Information Management using Computers..21

2.5.1Information Systems and Technology..22

2.5.2Computer Integrated Construction...22

2.5.3The Internet and Web23

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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 purposes33

2.6.4Documentation for dispute resolution.33

2.7 Roles of construction professionals in monitoring a

construction project34

2.7.1The Architect.34

2.7.2Engineering consultants .....34

2.7.3The Builder35

2.7.4The Quantity Surveyor..35

2.8 Areas of monitoring35

2.8.1 Monitoring quality..36

2.8.2Monitoring cost36

2.8.3Monitoring time37

2.9 Monitoring techniques..37

2.9.1Work Breakdown Structure (WBS)...38

2.9.2The Gantt chart38

2.9.3The Critical Path Method..39

2.9.4Progress curves40

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2.10 Progress Report ..41

2.10.1 Summary of project status..41

2.10.2 Construction status41

2.10.3 Schedule status42

2.10.4 Cost report status42

CHAPTER THREE: RESEARCH METHODOLGY

3.1 Introduction..43

3.2 Area of study.43

3.3 Population.43

3.4 Sample and sampling technique44

3.5 Method of data collection.44

3.6 Instrument for data collection44

3.7 Validity and reliability45

CHAPTER FOUR: DATA PRESENTATION AND ANALYSIS

4.1 Introduction..46

4.2 Data Presentation46

4.3 Data Analysis46

4.4 Findings.58

CHAPTER FIVE:

5.1 Conclusion.59

5.2 Recommendations..59

5.3 Further studies60

References.61

Appendices64

LIST OF TABLE

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Table 4.2.2 Important of documentation andmonitoring of constructionprojects......

.47

Table 4.2.3 Necessity of keeping records of all

information that proceeds from aconstructionproject.

.48

Table 4.2.4 Awareness of Computer IntegratedConstruction. .4

8Table 4.2.5 Employment of information technology

in the management of constructionprojects

.

.4

8Table 4.2.6 Necessity of checking performance of aconstruction project against setstandard/plan .4

9Table 4.2.7 Documentation as an evidential or

reference material. ....

.50

Table 4.2.8 Commencement of Monitoring in aconstruction project. ....

.50

Table 4.2.9 Adherence to the information containedin the contract document andproduction management document.

.51

Table 4.2.10 Relationship between documentation,accountability and financial disciplinein a construction project.. .5

1Table 4.2.11 Documentation, monitoring and waste

reduction in a constructionproject..

.52

Table 4.2.12 Monitoring of a construction projectand the quality of personnel in aconstruction project. .

.52

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Table 4.2.13 Reduction of corrupt practices, overinvoicing, dubious manipulation andother vices in a construction site. .5

3Table 4.2.14 Effect of documentation and

monitoring on the timebudget.

.53

Table 4.2.15 Documentation and monitoring astools to reduce delays, abandonmentand non-completion of a constructionproject. .5

4Table 4.2.16 Influence of documentation and

monitoring of quality, time and cost tothe successful completion of aproject.

.54

Table 4.2.17 Involvement of site foremen should inthe documentation and monitoring of aconstruction

project............

.5

5

Table 4.2.18 Effect of documentation and monitoringof construction project to thecommitment and efficiency oftradesmen andartisans

.55

Table 4.2.19 Keeping of record of all contractdocuments, production management

documents, architects instructions,change orders and all other siteactivities and transactions by thecontractor

.56

Table 4.2.20 Documentation of a constructionproject as tools for achieving a just,equitable and fair resolution ofdisputes.

.56

Table 4.2.21 Documentation of a constructionproject as tools for establishing the

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validity of a contractualclaim

.57

Table 4.2.22 Difficulties experienced in the

documentation and monitoring ofconstruction projects.. .5

7Table 4.2.23 Impact of documentation and

monitoring of construction project oneffective projectdelivery

.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 ofdocumentation 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

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

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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


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


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 clients

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 engineers most

important lines of defence against risks because if a

dispute arises, the documents contained in a firms 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

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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.

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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 Builders 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 ARCHITECTS 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.

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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

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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

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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

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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

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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,

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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 deliveryandreduced 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

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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

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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

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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).

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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

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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:

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i. Correspondences

ii. Minutes of site meetings

iii. Architects instructions

iv. Clerk of works 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

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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

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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

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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

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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

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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

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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

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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.

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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.

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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.

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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

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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.

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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

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zone as can be seen in the on-going construction projects

in the States 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. Primarysource:

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

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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 respondents 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.

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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%

Architect

Builder

Quantity

Surveyor

Engineering

Consultants

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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 36

6-10 4 3 7 2811-15 3 0 3 1216-20 4 0 4 1621-25 2 0 2 8

Total 20 5 25 100Source: Researchers field survey, 2009

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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


Yes 25 100

No 0 0

Total 25 100

Responses Frequency Percentage (%)Yes 18 72

No 7 28

Total 25 100

Source: Researchers field survey, 2009



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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 informationProcessing 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?


Yes 14 77.78

No 4 22.22Total 18 100


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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 provideinformation 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?


Yes 25 100

No 0 0

Total 25 100


Yes 22 88

No 3 22

Total 25 100


Yes 18 72

No 7 28

Total 25 100


Source: Resea

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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 4.2.10Do you think that documentation and monitoring of a

construction project ensures accountability and financial

discipline in a construction project?


Yes 25 100

No 0 0

Total 25 100

Source: Rese

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66/92

From Table 4.2.10, 96% or 24 respondents think that


ensures accountability and financial discipline in a construction

project while the remaining 4% think otherwise.

Table 4.2.11Does documentation and monitoring of a construction project

reduces wastage of materials on site?

From the above table, 88% of the respondents said that


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?


Yes 24 96

No 1 4

Total 25 100


Yes 22 88

No 3 12

Total 25 100 Source: Resea

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67/92

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: Rese

From table 4.2.13, 24 or 96% of the respondents think that


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?


Yes 25 100

No 0 025 100


Yes 24 96No 1 4

Total 25 100

Source: Rese

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68/92

Source: ReseFrom the above Table 4.2.14, 68% of the respondents thinkthat documentation and monitoring ensures that a constructionproject 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: ReseFrom 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


Yes 17 68

No 8 32

Total 25 100


Yes 24 96

No 1 4

Total 25 100

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69/92

Do you think that documentation and monitoring of quality,

time and cost contribute to the successful completion of a

project?

Source: ReseFrom 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: ReseaTable 4.2.17 shows that 88% of the respondents said that siteforemen and artisans should be involved in the documentationand monitoring of a construction project while 12% of therespondents thought otherwise. The 88% of the respondentsbelieved that during construction, the site foremen should be

involved in the following:

Supervision of gangs on site;


Yes 25 100

No 0 0

Total 25 100


Yes 22 88

No 3 12

Total 25 100

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70/92

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: ReseFrom Table 4.2.18, all 25 respondents think that effective

documentation and monitoring of construction projectincreases 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: Rese


No 0 0

Total 25 100


Yes 25 100

No 0 0

Total 25 100

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71/92

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: Rese

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: Rese

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


No 1 4

Total 25 100


Yes 25 100No 0 0

Total 25 100

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72/92

Do you experience any difficulty in the documentation and

monitoring of construction projects?

Source: Rese

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: Rese


No 16 64

Total 25 100


Yes 24 96

No 1 4

Total 25 100

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24821238 Documentation and Monitoring of Construction Projects

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