E tools

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Republic of india

Introduction of e-Tools in Management of Construction Projects

.June 2013

SASDT

SOUTH ASIA

Gu idance note foR implement inG aGenc i e s

DRAFT

intRoduction of e-tools in manaGement of constRuction pRojects

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Republic of india

Introduction of e-Tools in Management of Construction Projects

June 2013

SASDT

SOUTH ASIA

Gu idance note foR implement inG aGenc i e s


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Copyright StatementThe material in this publication is copyrighted. Copying and/or transmitting portions or all of this work without permission may be a violation of applicable law. The International Bank for Reconstruction and Development/ The World Bank encourages dissemination of its work and will normally grant permission to reproduce portions of the work promptly.

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ACknowledgment ................................................................................................................................................................6

liSt of AbbreviAtionS ........................................................................................................................................................7

1. the guidAnCe note: bACkground, PurPoSe And StruCture ..................................................9

Background ........................................................................................................................................................................................9

Purpose ........................................................................................................................................................................................... 11

Structure ......................................................................................................................................................................................... 11

2. ConStruCtion ProJeCt mAnAgement: iSSueSAnd ChAllengeS ........................................ 12

Project Management ..................................................................................................................................................................... 12

Types of Construction Projects ................................................................................................................................................. 12

Key Stakeholders in a Construction Project........................................................................................................................... 13

Project Lifecycle ............................................................................................................................................................................ 15

Key Challenges in Project Implementation (Construction) Phase ..................................................................................... 17

3. e-toolS: SolutionS for Some of the ChAllengeS ......................................................................... 21

What are e-Tools? ......................................................................................................................................................................... 21

Available e-Tools for Construction Project Management .................................................................................................... 23

e-Tools as a Solution to Challenges in Construction Project Management .................................................................... 25

4. e-toolS imPlementAtion – roAdmAP for imPlementAtion .................................................... 31

Stage I: Framework for Selection of E-Tools ........................................................................................................................... 31

Stage II: Implementation Roadmap ............................................................................................................................................ 44

Other Considerations .................................................................................................................................................................. 51

5. ConCluSion ......................................................................................................................................................................... 54

ANNEx 1: e-TOOLS RESOURCES ............................................................................................................................................... 56

ANNEx 2: SUggESTED STANDARD CLAUSES FOR CONTRACTOR AND CONSULTANT CONTRACTS ...... 73

ANNEx 3: TyPICAL ICT POLICy CONTENTS ...................................................................................................................... 74

BIBLIOgRAPHy ................................................................................................................................................................................. 75

Table of Contents


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Acknowledgment

The guidance note has been prepared by the South Asia Sustainable Development Transport (SASDT) unit of the World Bank under DFID-World Bank Partnership for India, Phase III Trust Fund.

The Task Team would like to acknowledge the overall guidance and support from Mr Nilaya Mitash, Joint Secretary, Department of Economic Affairs, Ministry of Finance, government of India, Onno Ruhl, Country Director, India, John Henry Stein, Sector Director, South Asia Sustainable Development, and Karla gonzalez Carvajalr, Sector Manager, SASDT. The task team wishes to thank Kulwinder S Rao, Senior Highway Engineer, AFTTR, Christopher R Bennett, Senior Transport Specialist, EASNS and Kevin McPherson (Bank’s Consultant) for qualityand peer-reviews.

The task team would like to thank Total Synergy Consulting and IMC Worldwide, who were engaged for developing a major part of this guidance Note. The task team highly appreciates support from Jill Armstrong, Roland Lomme, Michael Haney, Santhakumar Sundaram, Shashank Ojha, Fernanda Ruiz Nunez and Mandakini Kaul. Kumudni Choudhary and Rajesh B. S. Dongol provided excellent administrative and logistical support.

rajesh rohatgiSenior Transport Specialist

The World BankSouth Asia Sustainable Development Unit (Transport)

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BOOT Build-Own-Operate-TransferBOQ Bill of QuantitiesBOT Build-Operate-TransferBPR Business Process Re-engineering CAD Computer Aided DesignCES Cost Estimation SystemsCM Contract ManagementCMS Content Management SystemCOTS Commercial Off-the-ShelfCPM Construction Project Management/Critical Path MethodCS Communication systemsDBFO Design-Build-Finance-OperateDSS Decision Support System DGS&D Directorate General of Supply and DisposalsDMS Document Management SystemDFID Department for International Development EDI Electronic Data InterchangeEDM Electronic Document Management System EP&C Engineering, Procurement & ConstructionERA Ethiopian Road AuthorityERAMS Ethiopian Road Authority Management SystemERP Enterprise Resource Planning EA Executing AgencyFICCI Federation of Indian Chamber of Commerce and IndustryFM Financial ManagementFMS Financial Management SystemGDP Gross Domestic ProductGIS Geographic information system GPMS Global Project Monitoring SystemHVAC Heating, Ventilation, Air ConditioningICT Information and Communications Technology IPC Interim Payment Certificates IA Implementing AgencyIS Implementing SystemIT Information Technology KSHIP Karnataka State Highway Improvement ProgrammeM&E Monitoring and EvaluationMB Measurement BookPaaS Platform as a Service (PaaS) PMC Project Management ConsultPERT Program Evaluation and Review TechniquePMDU Project Management Development Unit PMI Project Management InstitutePMIS Project Management Information SystemPMP Project Management PlanPMS Project Management SystemPPP Public Private PartnershipPQ Pre-qualificationQMS Quality Management SystemRFI Request for InspectionRFP Request for Proposals RHD Roads and Highway DepartmentRMIS Risk Management Information System SaaS Software as a Service SASDT South Asia Sustainable Development TransportSLA Service Level AgreementSBD Standard Bidding DocumentsSLA National Informatics CentreSOR Schedule of RateTCO Total Cost of Ownership

List of Abbreviations


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This Note contains names of several e-tool products developed by specialised software firms. These names are trademarks or registered trademarks of respective firms which developed these products. Although the Note lists some of the COTS software/e-tools available in the market pertaining to specific aspects of CPM, this list is neither intended to be prescriptive nor is it based on any comprehensive market study. The e-tools list included in this Note is simply intended to illustrate the point that several e-tools options, each with its own unique set of features, functionality and pricing, are readily available in the market. The World Bank and the authors of this Note do not assume any responsibility for the usefulness, appropriateness or quality of any of these products. Any organization which intends to use any of these e-tools is expected to exercise due diligence and seek professional advice after a thorough examination of their particular situation. The authors of this Note also do not recommend any particular COTS/bespoke e-tool.

The information contained herein is of a general nature and is not intended to address the circumstances of any particular entity. Although we endeavour to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act on such information without appropriate professional advice after a thorough examination of the particular situation.

This volume is a product of the staff of the International Bank for Reconstruction and Development/ The World Bank. The findings, interpretations, and conclusions expressed in this paper do not necessarily reflect the views of the Executive Directors of The World Bank or the governments they represent. The World Bank does not guarantee the accuracy of the data included in this work. The boundaries, colors, denominations, and other information shown on any map in this work do not imply any judgment on the part of The World Bank concerning the legal status of any territory or the endorsement or acceptance of such boundaries.

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backgroundThe infrastructure sector has seen unprecedented growth in India during the last decade. This trend is likely to continue as India targets to achieve US$1 trillion investment in the infrastructure sector during the 12th Plan (2012-17)(more than twice the 11th Plan figures with five sectors – electricity, roads, telecom, railways and Mass Rapid Transit System – accounting for more than 78 percent of the total spend) to remove infrastructure deficit in the country. A similar trend is also seen elsewhere in the South Asia Region. These investments are required to be made across a range of infrastructure sectors such as power, ports, roads, railways, and aviation.

There is also growing public scrutiny, particularly on public-sector led infrastructure projects, mandating a greater need for improving accountability in terms of ‘value for money’ and reporting on efficient utilization of public resources. Achieving transparency in all aspects of infrastructure projects, including greater consultation and participation of stakeholders, especially the beneficiary community and the citizens at large, and delivering projects within the stipulated time, budget and specified quality standards has assumed paramount importance.The complexity and scale of these infrastructure projects have increased significantly as there are more stakeholders involved in a typical project now than there were before, thereby necessitating greater need of collaboration and clarity on the role and responsibility of the various actors.

In addition to the complexity, the infrastructure construction projects are also often associated with cost and time overruns, disputes, lack of transparency and real as well as perceived fraud and corruption risks. According to McKinsey, government data suggest that close to 60 percent of infrastructure projects are plagued by time and cost overruns. If the current trends continue over the 11th and 12th Plan periods (2008 to 2017), it is estimated that India could suffer a gross Domestic Product

1. the guidAnCe note BACKGROUND, PURPOSE AND STRUCTURE


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(GDP) loss of US$200 billion (around 10 percent of India’s GDP) in the fiscal year 2017.”1 A report by Federation of Indian Chamber of Commerce and Industry (FICCI)2

states that out of 1,032 infrastructure projects completed in India from April 1992 to March 2009, 42 percent faced cost overruns and 82 percent faced time overruns.

Although project management as a discipline is not new, there is a renewed focus and attention on project management of construction/infrastructure projects as well as on the application of professional project management techniques to better manage these projects. Many management research studies have shown that in the construction industry – which is grappling with serious human resource constraints – there is a severe lack of project management capacity and use of Information and Communications Technology (ICT) tools to enhance project management are not practiced widely, in comparison with other industries, e.g., IT , Manufacturing, Automobile, Banking and Tourism.

The growth of the ICT sector has opened up opportunities for improving project management processes for infrastructure projects and has led to the availability of a plethora of e-tools in the construction industry. Technological advances in computer hardware and software provide an excellent opportunity for innovative approaches to be adopted for collection, compilation, processing and sharing of relevant data and assessment of constructional and environmental impacts. New technologies such as geographic Information System (gIS), Computer Aided Design (CAD), RFID and handheld devices (such as tablets and smart phones) make it more efficient and convenient to collect, manage, analyze and visualize data and to convert it into meaningful information which can enhance the decision maker’s knowledge and assist in resolving conflicts and mitigating project risks.

Although some progressive public-sector agencies including public works departments have initiated the introduction of ICT tools in construction projects, largely these remain absent.

With this backdrop, the South Asia Sustainable Development Transport (SASDT) unit of the World Bank undertook a study “Introduction of e-Tools in Management of Construction Projects” under the Department for International Development (DFID)-World Bank Partnership for India, Phase III Trust Fund. The objective of the study was to introduce and enhance the use of IT based interventions/solutions in the management of construction projects and programs to enhance efficiency, transparency and governance in delivery,

1Building India—Accelerating Infrastructure Projects by McKinsey (2009) 2 Project Management in India: Insights from Six Key Sectors by the FICCI and PMI India

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thereby increasing their success and impact potential.The scope of the study included an “As Is” study of three projects to fully understand and document the current project/program management practices of public sector construction projects; stakeholder consultations; site visits; and market survey of existing IT based project/program management systems/solutions. This guidance Note is the output of this study.

PurposeWhile the benefits of e-tools for more effective Construction Project Management (CPM) are well known, implementing them painlessly and in a cost-effective manner continues to be a challenge for most organizations. This Note provides a broad framework and roadmap for how executing agencies, regardless of their current level of computerization, can initiate a structured approach for introducing or improving their usage of e-tools.

The guidance Note is designed for Implementing Agencies (IAs) of construction projects in the public sector and aims to provide knowledge and resources to introduce/integrate e-tools in construction project management. At a broader level, the Note also advocates and promotes the usage of ICT tools in the construction industry.

The Note can be used by Senior Executives, Chief Engineers and Project Managers of IAs, who would like to gain information on the availability, options, risks and implementation process for e-tools that they can opt for and the likely benefits of automating construction project management functions, that their organizations can accrue.

The Guidance Note does not recommend a particular e-tool or approach to a specific project, program or agency, considering their unique mandate, scope, objectives and scope.

StructureThis Note describes key CPM issues and challenges during the project implementation (construction) phase; provides information on available e-tools and; how can e-tools address these challenges.

The Note finally recommends simple and practical approaches to e-tools implementation and provides guidance and information that can support any IA to identify the most suitable path for achieving improved CPM through e-tools.

The Note also provides e-tool resources in Annexes.

the guidAnCe note bacKGRound, puRpose and stRucutRe


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2. ConStruCtion ProJeCt mAnAgement

Project managementProject Management is the discipline of planning, organizing, securing and managing resources to bring about the successful completion of specific project goals and objectives.3 Construction

Project Management (CPM) is project management that applies to the construction sector.

Project management aims to execute a project while ensuring that the scope is controlled, particularly during implementation, the deliverables meet scope requirements on budget and schedule, and at acceptable risk, quality, safety, and security levels.

Key aspects of project management include time, cost, and quality (Figure 1)within which the scope of the work being performed needs to be addressed. For public sector projects, transparency assumes significance since it is public funds that are being utilized.

Box 1 defines the key dimensions of project management and highlights the need for ensuring that unless all aspects of project management are addressed, the project is unlikely to meet either its target and deadlines or its eventual goals.

types of Construction ProjectsThere are different categories of infrastructure projects. A common approach to classifying infrastructure projects is based on horizontal and vertical construction as explained below.

Horizontal construction involves repeated construction of a typical cross-section where construction is parallel to the ground over or under. It includes construction of roads, railways, and Metro Rail. Vertical construction involves construction from ground upwards and comprises residential construction; construction for commercial buildings, such as offices,

ISSUES AND CHALLENGES

3Source : Project Management Institute (PMI).

Time

Cost Quality

Transparency

Scope

figure 1 Aspects of Project management

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warehouses, retail outlets; and industrial construction which includes small and large manufacturing units and manufacturing complexes. Vertical projects executed by public sector agencies include low-rise buildings such as small schools, hospitals, residences and offices and high-rise buildings such as large schools and hospitals, government buildings, office blocks, residential apartments, etc.

key Stakeholders in a Construction ProjectThere are multiple stakeholders in a typical public sector construction project. Figure 2 shows the key stakeholders that have a role in CPM. Depending on the type of procurement, the stakeholders may vary slightly but the general principle is as indicated in this figure.

The Implementing Agency (IA)/Executing Agency (EA) (Ccient) is responsible for the overall management of the project and is answerable to a government department and ultimately to the general public. It is responsible to ensure that the overall justification, financing, planning co-ordination and implementation of the project is carried out according to government regulations and in a fully transparent manner. In the procurement of consultants and contractors, it must ensure that it achieves value for money, that the quality of the deliverables – be it design or construction – meets international quality standards and those set by the government. The client must manage and coordinate with other government departments and stakeholders to ensure the smooth execution of the project, in a cost-effective and timely manner.

Dimensions of Project Management

In order to successfully implement and achieve any project’s objectives, it is important that the following key dimensions of project management are managed appropriately:

a integration management: Ensure effective coordination of all project elements among all project stakeholders

a variation/Scope management: Ensure that variations or scope changes are minimized

a time management: Maintain schedule control

a Cost management: Maintain budget control

a Quality management: Ensure all standards are met and all requirements are complete

a resource management: Effectively employ and manage, equipment, labor (professional and labor force) and materials

a Communications management: Maintain effective internal and external information sharing and communication flow to build accountability and transparency

a risk management: Assess, detect and mitigate potential risks

a Procurement management: Obtain goods and services externally with value for money

box 1

Citizens

Executing Agency (Client)

Design Consultants

Project Mgmt. Consultants

Field Supervisors

Local Bodies Community

Govt. Departments

Funding Agency

Utilities

Contractor

figure 2 key Stakeholders in CPm


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Various government departments are responsible for providing approvals such as land clearances, social environmental permits, etc. Local bodies are responsible for providing the required clearances, under the respective jurisdictions. The community and civil society is expected to provide feedback on project design or progress and alert the client on any negative aspects during construction. Utility companies refer to third party agencies providing power, gas, water, fire safety, etc. Citizens are the main target of a development activity and often the basis for project justification. Funding agencies include development donors, and public and private sector agents investing resources in a project.

Design consultants undertake all necessary surveys, develop engineering drawings, develop particular specifications, Bill of Quantities (BOQs), other bidding and contract documents, prepare cost estimates and assist the executing authority in liaising with other stakeholders.

Supervision consultants, depending on the form of works contract adopted, either act as the EA’s agent or act as independent supervision consultants, ensuring that both executing agencies and contractors deliver.

Under the works contract, the employer (the client) and the contractor carry out their responsibilities depends on the form of contract issued. On a conventional Design, Construct and Supervise contract, their respective roles, during the construction stage, can generally be summed up as follows:

employer: Provide design, drawings and specifications to the contractor, approve and monitor the contractor’s works program, arrange third party agreements for utilities and other services, obtain approvals (land) and permits, review where appropriate and approve variation orders and claims, verify quality and workmanship of the works and review measurement of the same by the supervision engineer and issue payment certificates.

works Contractor: Construct and supervise the works according to the contract, adhere to site and public safety measures, ensure compliance with environmental standards, prepare daily field updates, as-built reports, act on variation orders and make payment requests. The contractor will coordinate, within the contract limitations, with utilities and third parties identified in the contract that also have access to the site.

Supervision engineer: Review and accept the contractor’s resourced program, monitor the program, look ahead to ensure sufficient resources are available and take action as necessary, verify the quality of materials and workmanship, and approve, measure and value the works. The supervision engineer has to be forward thinking in looking for potential problems ahead, continually identifying risks and be ready with mitigations options.

15ConStruCtion ProJeCt mAnAgement issues and cHallanGes

Project lifecycleA project is conceived through the organization’s strategic planning process and documented in a plan. A project begins its lifecycle when it is authorized to move from the plan to implementation. A project lifecycle involves six key phases as explained below. These phases overlap to some extent. The project implementation phase involves the physical works and three important tasks.

The Project launch/initiation Phase involves the preparation of a conceptual plan for the project by analyzing requirements, organization needs and vision, assessing potential risks, formulating an initial budget and obtaining the authorization of the project by the IA’s Board.

The Project Planning Phase focuses on how the authorized project would be implemented. Key activities include fleshing out what the project is to deliver, documenting the final output and outlining the project delivery method, identifying the resource requirements and the project management arrangements. These details should ideally be consolidated into a Project Management Plan (PMP).

Project Launch

Project Planning

Project Implementation

Design Works

Asset

Project Closure Maintenance

Project Development

Procurement

figure 3 Project lifecycle


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The Project development Phase focuses mainly on the translation of the project requirements into preliminary engineering and designs that will be used for the construction. The preliminary design is where the concepts are developed. In the case of horizontal projects, this would be the various surveys; traffic, soils, crude topographic and hydrological and environmental surveys are carried out. The need and financial justification are assessed with the design standards and general layout of the project. On vertical projects, the need and financial limits are assessed, the floor area and usage are established and general building concept designs and estimates are developed. This phase may also include preparing financial justification and comparison with initial budget estimates. The main aim is to put the steps in motion to implement the project. A procurement strategy is developed and third party arrangements for utilities are made. This phase also involves getting the necessary clearances from government authorities and potentially conducting a public consultation with key stakeholders.

The Project implementation Phase, the main area of focus of this Note, is sub-divided into Project Procurement, Design Stage Works and Construction Stage. The sequencing of these stages varies depending on contract types highlighted above.

Project Procurement Stage: The scope of procurement depends on the contract method (Box 2) and the scope of work that is to be contracted out. Key tasks include preparation of a detailed Project Report including complete design, engineering drawings, BOQ and realistic cost estimates, pre-qualification (PQ) of contractors, pre-bid discussions with PQ contractors, drawing up of an equitable and clearly worded contract document, developing a cash flow schedule and making timely decisions after receipt of tenders.

design Stage: Detailed drawings and specifications are developed further based on preliminary designs to a more explicit level during this stage. Utility works are designed, estimated and possibly advanced works are implemented to avoid delays. As the scheme is developed, land acquisition and resettlement plans need to be completed before construction commences. The agency must ensure that preliminary designs and later detailed designs are developed by the consultant to the required specifications and that they are costed. At this point the client should be aware of the project cost within 10-20 percent variation. The culmination of the detail design stage is the preparation of a full design report including a detail risk assessment to ensure all parties know their responsibilities and the mitigation measures necessary to reduce risk of additional funding or late completion.

Construction (works) Stage: This stage mainly involves the physical works which will result in creation of the asset/infrastructure. This stage involves day-to-day supervision of

Contract Methods

a item rate: Specified works are contracted for fixed rate

a engineering, Procurement and Construction (eP&C): Contractor designs, procures and builds

a Public Private Partnership (PPP) Contracts: Build-Operate-Transfer (BOT), Build-Own-Operate-Transfer (BOOT), Design-Build-Finance-Operate (DBFO) – the contractor finances, builds and manages asset

box 2


the contractor, field supervision, monitoring and ensuring designs are followed rigorously and the work schedule is adhered to. It is during this stage that sharing of information is essential, as poor communication can potentially leads to additional costs and time. Quality assurance through checks and audits as well as contractor performance monitoring are essential parts of this stage. This stage is concluded on hand-over of the asset to the client, after ensuring that all necessary documentation is complete and verifying that the asset is ready for use.

Project Closure Phase: This phase involves closing contractual activities, final settlement of project contracts, acceptance of contract deliverables, collection of contract documents and records, approval of final payments and demobilizing the project team.

The maintenance Phase involves developing and executing a maintenance plan. good, timely maintenance considerably prolongs the life of the asset.

key Challenges in Project implementation (Construction) PhaseThe major challenges faced during the construction phase of a project or program are discussed below.

Policy issues – delays in Approvals, Clearances and Permits: For public sector projects, a multitude of approvals are required, i.e., environment, forest, etc., which in most cases, take much longer to resolve than anticipated, thereby delaying contracts at many stages of its development and procurement.

Poor risk Assessment: Insufficient understanding of risk and risk mitigation and preparedness to handle issues arising during the construction stage often leads to inappropriate choice of contract modality and time/cost over-runs.

Procurement: Delay in evaluation and awarding of contracts, procurement complaints, and fear of audit among staff of IAs as well as perceived lack of transparency.

inadequate Performance monitoring of bidders: Lack of a transparent monitoring of performance of contractors and due diligence checks on contractors financial standing can lead to award of work to less than competent Contractors, thereby resulting in construction delays and difficulty in maintaining quality of work.

Quality of Planning, inadequate Surveys and engineering design: Poor quality of designs and engineering that lacks attention to detail often results in scope changes/


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variations during project execution. Inadequate hydrological, geotechnical and topographical surveys lead to major construction delays, additional costs and shorter life cycles. More often than not, project owners fail to define the complete scope of work upfront, which tends to evolve during the execution phase, resulting in changed scope of work.

Pre-construction Activities: Delays and coordination issues with various government entities for Land acquisition, Rehabilitation and Resettlement and utility shifting are common. Projects are often awarded with only part of the land physically available for handover to the contractor, sometimes as low as 30% of the total land requirement. This poses a major risk of project getting delayed due to lack of timely availability of land.

Poor Construction Planning and monitoring: Lack of well thought through resourced based planning process. Since plan are not realistic and adequate, its monitoring is frequently ignored, which in turn leads to several other problems such as inefficient use of plant, materials and labour, delays and additional cost.

Poor Quality of Supervision: Traditional construction supervision based on ‘paper’-based information exchanges and management of records, including lack of collaborative methods or use of any project management tools. Such practices pose the following challenges, whichare commonly seen in construction projects

lIneffective documentation and record control; lengthy time taken in finding, validating, and accessing project information

lIncreased project risks with multiple sources of project information in physical form and upkeep challenges

lAd-hoc decision making in absence of s reliable and structured decision support system

lInconsistent project information and deliverableslUndue discretion available to supervision consultant staff and absence of adequate

internalcontrol and monitoring mechanisms to examine their quality of supervision.lIneffective implementation of quality assurance plan

Slow approval/decisionmaking resulting in frequent disputes: Poor delegation of responsibility leads to slow approval of variations and claims. This leads to lengthy dispute resolution, uncertainty and delay.

lack of Coordination: Lack of coordination among stakeholders leads to misunderstand ing, resulting in delays and additional costs.


inadequate reporting and Poor Communication: Poor regular reporting to management results in key issues developing on site not being addressed quickly at an appropriate level.

Lack of Participation by Benefiting Communities, End-users and Citizens leading to lack of support for the project.

integration management

Coordination between field supervisors and project personnel, between •client and utilities. Stakeholders not updated on design or scope changesThird party coordination and approvals (utilities, fire safety)•

Scope management Early detection of poor designs or scope changes and timely response •to scope changes inadequate. Disputes due to delays and damages claims

time management Time lags between authorization and implementation on the ground, •schedule control, backlog of issues and lack of accountability for delays

Cost management Cost effective designs and value engineering not considered, contingency •funds not available and lack of valid justification for cost variations

Quality management Findings of audits not communicated adequately, lack of documentation •on contractor non-performance or delays, limited capacity to detect performance and re=programme promptly

risk management Lack of risk management tools and practice, limited capacity to identify •common risks and mitigate them, and limited capacity to document, assess and monitor risks

Procurement management

Lack of contract monitoring, clarity on contract terms and openness and •fairness of tendering process and award

human resource management

Adequacy of manpower, lack of performance monitoring of project •personnel and limited sharing, knowledge transfer and learning

Communication management

Clarity on communication flow, reporting arrangements, right level of •information sharing and inefficient document control and sharing

figure 4 Aspects of Project management


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In addition to the project specific challenges highlighted above, the following are some of the program (portfolio) management challenges/issues relevant to senior management:

lLack of effective monitoring of overall progress (physical and financial) on projects; lBudget control, clearance/approval of projects;lCitizen involvement;lTimely response to assembly/legislative questions; lProgram reporting; and lImpact evaluation.

The challenges discussed above broadly highlight some key gaps in the project management for infrastructure projects. Information Technology (IT) will not in itself tackle these issues but, if developed well, can highlight areas of concern and quantify the consequential vast sums of money lost through poor performance.

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Key Benefits of e-tools

a Efficiency gains – business process re-engineering

a Better quality, speed end effective flow of information to support coordination and informed decision making

a Improved accuracy and consistency of documentation to support estimation, designs and plans

a Paperless interaction – environment friendly

a Innovation – virtual modelling and designs

a Supports knowledge sharing and cross learning.

a Builds transparency and accountability at all levels

what are e-tools?e-Tools or electronic tools imply the application of modern Information and Communications Technology (ICT) tools to automate certain tasks. e-Tools is a generic term which covers usage of a combination of computer hardware, software, communication tools and technologies for a specific purpose or application. There is increasing evidence of the usage of e-tools in the construction industry to manage the various stages and aspects of construction project lifecycle with a view to address some of the challenges mentioned in the previous section. e-Tools facilitate minimization of cost and time overruns, provide ‘actionable’ information at all levels, and provide a mechanism for smooth exchange of data and information across different project stakeholders (Box 3).

e-Tools range from simple spreadsheets which will assist a junior engineer in preparing a BOQ to sophisticated software packages through which detailed and accurate engineering estimates can be prepared for a major flyover or

road, a school or a hospital building; an electronic Measurement Book (MB) can be prepared based upon BOQ specified in the contractor’s contract; physical, financial and temporal progress of all works contracts tracked; a mechanism for the community to provide feedback on on-going infrastructure projects provided, etc. The range of areas where e-tools can be used for improving operational efficiency, staff productivity, transparency and accountability, covers the entire life cycle of infrastructure projects.

e-Tools options4 for CPM can broadly be categorised into the following major groups (Figure 5):

3. e-toolS SOLUTIONS fOR SOmE Of THE CHALLENGES

4 There are also profession-specific/technical software packages for architects, town planners, engineers (civil, structural, mechanical and electrical). Since the Guidance Note focuses on project management, domain specific softwares are not considered.

box 3


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Simple Spreadsheets/database Systems: Simple templates created in a word processing tool used for preparing standardized documents such as Standard Bidding Documents (SBDs), Request for Proposals (RFPs), contracts, etc.; spreadsheets or databases for creating a simple Standard Schedule of Rates (SOR), BOQs, Request for Information/Inspection (RFI), etc., can automate repetitive tasks and cumbersome manual calculations.

Commercial off-the-Shelf (CotS) e-tools: These are solutions developed, tested and available in the market. COTS e-tools have less flexibility but some customization options are available depending on specific requirements of the Client. It may be noted here that for the purposes of this Note, COTS is taken to include: a) ‘box’ software packages which can be directly purchased from the market (such as MS Project, Primavera, SAP R3, etc., developed by large software companies such as Microsoft, Oracle, SAP, etc.); and b) software solutions or products developed by smaller software development firms for a specific industry or market segment. The second category, also called hybrid software,often starts as a project/client specific application developed by a software vendor who then later converts this ‘project assignment’ into a ‘COTS product’ which the vendor can sell to several similar clients.

bespoke Systems: Brand new, bespoke systems are customized to an organization’s needs and to a particular task or business process. They can be developed in house or outsourced to a software developer. There are many excellent bespoke solutions which have been developed by EAs internationally and in India. These solutions are developed as

figure 5 Categories of e-tools

enterprise resource

Planning (erP)

CotS/bespoke e-tools

Simple Spreadsheets/ database Systems

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per the unique requirements of the client and therefore enjoy a very high ‘fit’ factor. Some of these examples are presented in the later section of this Note.

enterprise resource Planning (erP): Entity-wide systems available in the market integrating all key business functions including procurement, finance, supply chain, personnel, and communications.

Available e-tools for Construction Project managementDifferent types of COTS e-tools are available in the market as are bespoke solutions (developed on/by other projects) for deployment. Each of these e-tools is designed to solve specific problem(s) or automate specific processes of CPM. The following section gives a brief overview of different categories of e-tools available and how they can potentially be used by EAs.

Project Management SystemProject Management Software (PMS) has the capacity to help plan, organize, and manage resource pools and develop resource estimates. Depending on the sophistication of the PMS, it can also do resource planning including estimation, scheduling, cost control and budget management and resource allocation.

e-Procurement System‘e-Procurement is the business-to-business or business-to-consumer or business-to-government purchase and sale of supplies, work, and services through the Internet as well as other information and networking systems, such as Electronic Data Interchange (EDI) and Enterprise Resource Planning (ERP)’.

Content Management System/Website‘A Content Management System (CMS) is software that allows publishing, editing and modifying of semi-structured content, as well as its updation from a central and user friendly interface. A CMS provides procedures to manage workflow in a collaborative environment’. A website developed on a CMS is very easy to update and maintain.

Communication System/Communications Management SystemCommunication systems (CSs) range from emailing, online timesheet entry and system moderated communication that can occur in specific formats. A database system can facilitate real-time communication from the field, coordination between multiple agencies, public interface, feedback and summary reports in text and graphical forms.

e-toolS solutions foR some of tHe cHallenGes


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Document Management System‘A Document Management System (DMS) is software used to track and catalogue, store and share electronic documents.’

Computer-Aided Design System‘Computer-aided design (CAD) is the use of computer systems to assist the creation, modification, analysis and/or optimization of a design. CAD software is used to increase the productivity of the designer, improve the quality of design, and improve communications through documentation’.

Works Estimation System/BOQ AutomationA works estimation system (and/or BOQ automation) can estimate and track production/unit rate, labor and material costs and allow modifications of estimates based on any changes. A works estimation system will automate the process of preparing cost estimates, the schedule of rates by the contractor and the BOQ by the EA.

Measurement SystemAn e-measurement book system allows capture of actual measurements right at the source and in real time. This ensures permanent record which is non-editable and can be used as reference at a later point of time. e-Measurement books allow the ready recording of times, dates and quantities in a format that can be used to compare actual progress with predicted progress.

Quality Management SystemA Quality Management System (QMS) manages all quality management information and

initiatives, automates tracking and notifications on the quality of implementation of projects. The system allows analysis of quality processes, centralizes management of quality-related activities such as quality checks and audits, and supports document control of quality-related procedures and policies.

Performance Monitoring and Evaluation SystemThe Monitoring and Evaluation (M&E) system describes how the performance and quality will be continuously monitored and how the outcomes and impact of the intervention will be periodically evaluated. In construction, a M&E system can support contractor monitoring, computerized benchmarking to compare performance of contractors, timely response to delays or non-performance. The regular tracking can also support fair and transparent action against contractors. The system can generate standardized Planned Value Curve and Bar Chart Plan on project status.

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Decision Support System‘A Decision Support System (DSS) is a computer-based information system that supports business or organizational decision-making activities. DSS serves the management, operations, and planning levels of an organization and help to make decisions, which may be rapidly changing and not easily specified in advance’.

Grievance Redressal SystemA grievance Redressal System allows online handling of complaints. Such a system can receive and record complaints, allow efficient acknowledgement, investigation and response to complaints online, link to other responsible agencies for action, and produce a grievance register which summarises the lists of complaints and actions taken.

Financial Accounting and Cost Management System‘Accounting software is an application software that records and processes accounting transactions within functional modules such as accounts payable, accounts receivable, payroll, and trial balance’.

Scope Management SystemA Scope Management System can mainly capture physical progress (overall actual achievement of work), financial progress (financial payments made and invoices received) and temporal progress (time elapsed and remaining compared to project plan). For all these dimensions the system can produce graphical analysis, bar charts, S curves and summarize data in a dashboard format.

Risk Management Information System‘A Risk Management Information System (RMIS) is an information system that assists in consolidating asset values, claims, policy, exposure information and provides the tracking and management reporting capabilities to enable the user to monitor and control the overall cost of risk’.

For further details, e-tools (COTS) available in the market as well as some innovative bespoke e-tools developed by some agencies are described in Annex 1.

e-tools as a Solution to Challenges in CPme-Tools in themselves cannot address challenges of the construction projects described in the previous chapter. However, it has been established that automization of CPM and use of e-tools can greatly reduce risks associated with these challenges. The matrixes (Tables1-3) in the following pages depict how the introduction of e-tools can address some of these challenges for various level of management in IAs, primarily at Principal Secretary, Chief Engineer and Supervision Engineer levels.



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table 1: Problem-Solution matrix: Supervision engineer levelKey Challenge / Problems Faced

Main Reason(s) for Problem Faced

Type of E-Tool(s) Required

Key Functionality Required

Key Data to be Captured

Poor adherence to work plans and delays. Time management and schedule control

Lack of a clear contractor’s master plan with planned value curve/labor/materials; Delayed designs and drawings due to multiple level of approvals; Inaccurate record of unplanned work/unexpected variations, e.g., weather and that of rescheduling and revised works; lack of regular field monitoring and early detection of variations; time lags between project authorization and implementation on the ground

Project Management System; Time Management System

Generate templates for contractor estimates; online design reviews and comments submission to design concepts, drawings, track design progress, update design estimates and drawings

Contractor master plan, SOR, contractor accounts; design concepts, drawings, design approvals, estimates approvals

Inadequate resource allocation

Poor resource planning and system for field checks/site inspections; inadequate skills on site for work content

Project Management System

Allows works planning, scheduling and project updates

Work order RFIs, MB, planned vs. actual progress reports, contract bill, contract certificate, completion certificates.

Incorrect works estimation

Estimates done on rule of thumb without detailed calculations and no verification or ‘sanity checks’; manual BOQ preparation raises inconsistency and validity issues; market rates for high value materials (e.g., steel, bitumen) not used

Works Estimation System/BOQ automation; Measurement System (e-MB)

Estimate templates and track production rate, labor and material costs, verify estimates, carry out abstract calculations such as that for overheads, predict SOR vs. market rates variations, track and customize estimate approval process

SOR, non SOR, detailed vs. abstract estimates, sanity checks on estimates, terms of tender, financial terms of contract, BOQ, BOQ validation document, work order

Difficulties in correct and timely measurements

Manual RFI and measurements subject to paperwork, inaccuracy and delays

Measurement System (e-MB)

Abstract MB based on approved rates and BOQ, adjust measurements based on variations approved, automated billing based on measurements

RFIs, estimated vs agreed vs actual measurements, guidelines, GIS data, payment certificates approval

Ensuring timely and fair payments to contractors

Delays/errors in measurement data; lack of timely decisions to respond to scope changes; inadequate documentation of scope changes

Financial Accounting & Cost Management System; Measurement System (e-MB); Scope Management System

Document, assess and analyze variations

Variation claims, variation orders, MBs

Challenges and Solutions

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Key Challenge/ Problems Faced


Type of E-Tool(s) Required



RFIs and scope disputes resolution

Poorly worded contracts leading to multiple interpretations for scope of work/variations; lack of standardized contracts (such as FIDIC)

MS Office templates based standard documents; Works Estimation System/ BOQ automation; Scope Management System

Provide contract templates

RFC, change notice, variation orders, supporting correspondence, cost/ schedule/scope impacts, meeting minutes, and negotiation records

Maintaining appropriate and adequate documentation

Enormous amounts of documents and manual record keeping; inadequate control of variations

Content Management System/website; Document Management System; Performance M&E/ BME System

Track and store electronic documents, history, search

Contracts, approvals, site photographs, reports, permits, asset verification. etc.

Scope management Lack of high quality environmental and hydrological data; Poor documentation of designs leaving room for varied interpretation by supervisor or contractor and lack of early detection of poor designs

MS Office Templates based standard documents; Works Estimation System / BOQ automation; Scope Management System

Standardised data collection and analysis, GIS information, geotechnical environmental investigations; Allows wireframes, mockups, modfications to designs, documentation of designs

Environmental, hydrological data; preliminary specifications, engineering drawings, design reviews, final designs and specifications

Keeping all parties informed & timely reporting

Lack of systematic information collection and sharing; delayed reporting due to compilation from different data sources and formats; lack of clarity about communication flow/ arrangements; right level of information sharing (inadequate vs. overload).

Content Management System (CMS)/ Website; Document Management System; Performance M&E/ BME System

Emailing, timesheet entry, track site hand over to contractor, work commencement, real time communication from site; contractor performance tracking, generating billing and payment history, works status reports, budget reports vs. appropriations

Correspondence, public notices, presentations, milestone reports, financial reports, complaints and claims register, summary reports in graphical format; suggested vs approved work plans, budget requests, budget reports



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key Challenge / Problems faced

main reason(s) for Problem faced type of e-tool(s) required*

key functionality required

key data to be Captured

Difficulties in tracking physical progress

Lack of simple but accurate and timely executive dashboard showing project progress; overload of unimportant data

Project Management System; Performance M&E/BME System

Provides an overview of project progress highlighting key markers, dashboard format

Physical progress reports

Difficulties in tracking financial progress

Lack of appropriate accounting and cost management systems showing up-to-date information on invoicing and payments


Provides an overview of financial progress in graphical format

Budgets, budget requests, invoice, payment certificates

Difficulties in tracking temporal progress

Weak project management and monitoring; lack of schedule control, particularly for CPM tasks; establishing accountability for delays; lack of decisiveness and timely response to problems and backlog of RFC/RFI issues

Project Management System; Time Management System; Decision Support System

Provides detailed progress information allowing problems to be detected at an early stage.

Physical and financial progress reports, record of instructions

Challenges faced for ensuring high quality or works

Inadequate competency checks on contractors; findings of quality checks and audits not adequately communicated; lack of documentation for contractor non-performance and cause of NCRs; limited capacity to detect performance gaps and re-programme promptly

Quality Management System; CAD System

Allows the system to be followed in a standard way and records the checks and audits carried out.

Inspection reports, testing records, As-Built drawings

Managing scope & variation orders

Poor planning and design; inadequate surveys and engineering design; ineffective dispute resolution process

CAD System; Scope Management System; Integration Management System

Allows variations to be processed quickly by providing access to base information and applying change controls

Surveys, technical feasibilities, drawings, specifications, designs; variation claims

Integration and liaison with other govt. agencies

Poor quality of planning; lack of shared information and shared systems

Integration Management System

Allows access to shared information to all parties involved in the planning and implementation process

Project and program reports covering a range of topics from planning to implementation

Procurement delays Manual tendering subject to delays in contract award; faulty choice of contract type/package; openness and flexibility of tendering process/ identifying suitable contract modality and terms; lack of consistency in application of tender rules

e-Procurement System Bidding document preparation, online bid submission and bid negotiation, standardized evaluation calculations and comparisons, contract award and approvals, invoicing and payments, track tender progress and stages

Tender notices, SBDs, RFPs, contracts, evaluations and approvals

Managing project risks

Lack of understanding on risk scenarios and ‘what ifs’; lack of risk management tools and practice; limited capacity to identify common risks and common approaches to mitigation; limited capacity to monitor, assess and document risks

Risk Management System

Record, assess, quantify enumerate risk occurences and predict risk scenarios

Risk assessments, risk recurrence data, risk reports

Effective communication & coordination between all actors

Inadequate reporting and poor communication from lower levels; lack of an updated common view of the project progress, available to all key actors

Communications Management System; Content Management System/Website

Systematic contract monitoring, computerized benchmarking to compare performance of contractors, standard Planned Value Curve and Bar Chart Plans, online billing and payment approvals

Schedule, daily and weekly updates, As-Built drawings, RFI, quality audits, contractor statements, maps, gIS data, Interim payment certificates, completion certificates, no objection certificates

Lack of coordination between field supervisors and project personnel

Lack of effective communication and project management systems; efficient document control and ensuring availability of updated documents to all key actors

Project Management System; Communications Management System; Content Management System/ Website

Provides updated data, analysis, reports generation

Status updates and reports

table2 Problem-Solution matrix: Chief engineer level

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table 3 Problem-Solution matrix: Principal Secretary level

Key Challenge / Problems Faced


Type of e-Tool(s) Required



Program management Lack of timely and accurate progress reporting; timely communication of likely time over-runs and mitigating measures; poor planning, design and contract terms leaving scope for ambiguity and interpretation; lack of timely and updated documentation for establishing accountability for cost control and overruns


Real time communication, document sharing, report generation, dashboard features, program overview

Progress status reports

Where to intervene - too much vs. too little oversight and control

Lack of well-designed Decision Support System highlighting areas for management escalation and intervention

Decision Support System

Provides updated data, analysis, reports generation

Status updates and reports

Minimizing litigation & ensuring efficient grievance redressal

Cumbersome and poor grievance redressal; lack of system for dealing with project affected people

Simple Spreadsheet for Legal Cases Monitoring; Grievance Redressal System; Risk Management System

Provides an online grievance and grievance redressal mechanism

Complaints register, damage claims, mitigation measures and responses

Poor public opinion & media perception

Weak information sharing with public and media; lack of transparency; shortage of information in suitable format

Communication System; Content Management System/ Website

Platform for public feedback and disclosure

Progress, site photographs, public notices, tender notices, expenditure and payment data

Accurate and timely information for Right to Information/Assembly questions

Lack of systematic and comprehensive MIS and reporting systems

Content Management System/Website; Document Management System; Performance M&E/ BME System

Generates progress reports, summary data, overall progress in graphical form

Progress reports, site photographs, budget and expenditure reports

Managing political interference

Manual systems leaving scope for discretion and manipulation

All e-tools collectively

Ensuring transparency and accountability at all levels

Lack of file management systems and documented procedures to be followed at all levels

All e-tools collectively

Demonstrating real impacts of project(s)

Lack of readily available information about project beneficiaries, cost benefit analysis, value for money, etc.

Performance M&E/ BME System

Generates reports and data on project impact and benefits

Impact evaluations, maintenance register, economic evaluation

Challenge in institutionalizing learning

Lack of information sharing, knowledge exchange on project implementation and broader lessons and best practice from the ground

Performance M&E / BME System; Quality Management Systems, Content Management System/Website, Decision Support System

Provides a repository of documented learning, lessons and best practices, project management tools, online learning

Lessons learnt and best practice documents, learning toolkits



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4. e-toolS imPlementAtion ROADmAP fOR ImPLEmENTATION

The benefits of using e-tools for improving efficiency, transparency and accountability are so self-evident that many IAs are keen to adopt various ICTs as soon as possible. However, since specialised ICT professionals are not always available within these organizations, they often struggle to identify which e-tools to select and how to integrate these with each other and in the work flow of the organization.

This section provides two stage implementation roadmap to help the agency choose the right set of e-tools for their specific needs; and to effectively integrate them with each other and in the work flow.

Stage i: framework for Selection of e-toolsAs evident from the previous section, there is a plethora of e-tools available in the market. In addition to the COTS software, the IAs also has the option of using bespoke solutions

developed by other similar IAs and projects. The choice of identifying the e-tools which will be most relevant and appropriate in their context, though difficult, is not beyond reach. While planning to adopt or upgrade existing e-tools, IAs will have to make some strategic decisions based on their primary concerns, context, IT capacity, available systems and their flexibility. Essentially the following six key factors will have to be considered in making the choice in order to select and successfully roll out e-tools:

A. level of functionality and sophistication desired and feasible.b. Custom built (bespoke) or CotSC. CotS : buy or Subscribed. Custom development(bespoke): build in-house or out-source e. incremental or big-bang implementation f. level of integration desiredg. funding available

31e-toolS imPlementAtion Roadmap foR implementation

A. levels of Sophistication and functionalityWhen an organization decides to introduce or upgrade its e-tools, one of the first questions it has to answer for itself is – what is the level of ICT sophistication that it should aspire for. On one hand of the spectrum is the use of simple spreadsheets which help an engineer to prepare engineer’s estimates for various project components. On the other end of the spectrum, there are fully integrated ERP systems which cater to all the functions and dimensions of CPM. While Figure 5 suggests a sequential evolution in terms of ICT maturity and sophistication, current developments allow organizations to “jump” to another level of their choice. The level of data and applications integration increases as one moves from one level to the other in the systems evolution. This ensures that data once entered at one point, are available across applications and users and adequate security is in place so that appropriate users can access only their part of the systems. However the implementation cost increases as one goes to a higher level of sophistication. Scaling up to a higher level therefore makes sense if the rewards outweigh the additional costs of more sophisticated systems.

Where the IA should begin and how much it should invest in e-tools will depend upon the unique situation of each implementing agency. In theory, all organisations want to implement cutting edge and latest technologies so as to get the maximum benefit from them. In practice, however, all organizations are constrained by budget, availability of senior management time (required for ICT implementation), availability of ICT skills and capacity within the organization, level of ICT adoption within other major stakeholders (such as

figure 6 Sequence of iCt maturity


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contractors, consultants, other government/regulatory bodies with which the organization has to deal) and level of technical support (for e-tools) locally available. A combination of these constraints decides what level of automation and ICT sophistication is realistically feasible. For instance, if the organization predominantly deals with small Class II or III contractors (let us say, for tertiary and minor road works), it cannot realistically expect them to use high tech handheld devises to prepare an eMB. Similarly an IA which does not have CAD trained staff, will find it difficult to implement a full electronic engineering design approval process.

It is often the case that different key stakeholders (IA, consultant and contractor) have a different mix of IT sophistication (in terms of software, hardware, people-ware and process-ware). In such a case, some common ground would need to be evolved so that the IA can utilize the higher capability available with other stakeholders (such as the contractor who is often technologically more advanced than the EA, especially large contractors) and use it to ramp up its own ICT preparedness. For this to happen, simple but suitable contractual provisions need to be included in the contracts of all contractors and consultants, to ensure easy data and information access and exchange.

e-Tools Readiness: A Simple Self-appraisalOnce an organization has decided to introduce or upgrade its e-tools, the first step would be for it to do a simple self-appraisal to find out the level at which the organization currently is (called the ICT maturity level), so that it can decide which is the next step to take, or how many steps it needs to ‘leap frog’ to move to its desired maturity level.

In order to assess the ICT/e-tools readiness of an organization, one can use fairly complex assessment frameworks available, all of which require specialized ICT professionals to administer. Presented in Box 4 is a simple framework that any IA could use easily. This framework identifies four key dimensions – Business Processes, Capacity of People, Hardware and Software Availability and Usage. Once the organization determines its ICT maturity level, it can then use Box4 to know the e-tools options to move to the next stage.

It may be kept in mind that the classification of organizations presented here is deliberately a simplistic process, aimed to help IAs identify which level (Basic, Experimenting, Evolving and Expert) their respective organization belongs to. In reality, most organizations may share characteristics of different levels. For instance, an IA/EA may have a very sophisticated computerized financial accounting system which takes care of all contractor bills and payments, project expenditure, etc., but the same agency may have primitive project management systems. The simple aim of the ICT maturity matrix is to provide you a ready reckoner for knowing where your organization exists, and, therefore, what is realistically possible to implement, given your current level.


Basic (no or fww e-Tools)I. : Paper-based processes; documents managed/au-

thenticated manually. People not aware of, or do not use, ICT. Hardware such

as desktop computers and printers non-existent or minimal. If hardware exists,

software includes an operating system such as Word or Spreadsheet.

Experimenting with e-ToolsII. : Processes and document management mostly

manual, data transferred through computer systems. People aware of computer

systems and can work on a computer. Generally uses desktops, printers and

scanners. Some intranet connection may be visible and Internet could be used for

emails and browsing. Use of word processing and spreadsheet software promi-

nent for documentation and calculations (e.g., preparing BOQ).

Evolving with e-ToolsIII. : Processes are increasingly systemized for automation.

People have an understanding of the benefits of e-tools and depend on computers

for work. Routine tasks are performed with computer without any alternative.

User equipments and hardware exists. Experimenting with new equipments vis-

ible. Servers, intranet and Internet available, possibly with broadband connection.

Many software applications are run on a web server. A website exists, enabling

pubic interface.

Expert with e-Tools: IV. Highly evolved processes that are re-engineered towards

automated systems, there is a movement towards a “paperless office” and full

electronic communications. Majority of routine tasks are organized as work-flows

and physical movement of files is reduced to a minimum. Technical experts are

engaged to assist with IT issues. A full range of end-user hardware equipment is

present. Server equipment may be in-house or rented. Have either developed or

use a comprehensive set of software to manage tasks which could include special-

ist software and/or general project management software. Integration of software

is considered or developed to allow easy import and export of data.

Box 4 where is my organization on the iCt maturity matrix

iii. evolving iv. expert

Continuous updating and integration of e-tools and work process automation

Integration to fully automated processes and systems for the organization – ERP

ii. experimenting

Bespoke or COTS solutions for parts of routine tasks and functions

1. basic

Basic tools: spreadsheet and word processing


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Which Type of e-Tools to UseJust as different organizations exist at different ICT maturity level, similarly different e-tools require different levels of organizational competence and preparedness for implementation. As explained in the previous section, e-tools range from simple spreadsheet-based applications to fully integrated ERP solutions. Figure 6 provides a very rough idea of different types of e-tools with varying levels of sophistication. It may be noted that the specific e-tools mentioned in Figure 6 simply illustrate that there is an e-tool available for your organization, irrespective of your current ICT level. Also the classification is not intended to communicate the usefulness, appropriateness or quality of any of these products. The same e-tool used to its full potential, and integrated with all other related e-tools, would allow an organization to move from one level to the next one.

Six factors typically distinguish one e-tool from another e-tool designed for the same purpose:

1. range and depth of functionality provided;

2. degree of user-friendliness;

3. level of integration and interoperability (between its own modules and with other external third party software system);

4. level of security and collaboration features;

5. level of technical support and customisation potential; and

6. Pricing model and total cost of ownership.

The degree of importance (weightage) of each of these factors varies from client to client. For instance, for a particular client with a severe budgetary constraint, the pricing model and total cost of ownership, may be the may factor affecting the decision of which e-tool to choose.

b. Custom build (bespoke) or buy CotSThe next decision that needs to be taken is: whether to develop the software (Bespoke) or to buy a COTS solution from an outside ICT vendor(s). Simple rules on deciding whether to develop a customized software or to opt for a COTS system depends upon various factors (Figure 7) such as:

SAP ERP, Oracle ERP, MS, Dynamics,

CRM, etc.

Micro Strategy, ArcgIS, google Maps, NICE

E-Tendering, Estimate Master, Peachtree,

ProContractor, Coupa, 3PL, central, PT Inc,

Job PAC, HP-TRIM, MS SharePoint, Jasper

Microsoft project, Primavera, Web Portals, CMS based websites,

AutoCAD, Revit, Chrystal Reports, Tally, Busy, etc.

MS Word and Excel-based

templates, static websites Ba

sic

Expe

rim

entin

g Evol

ving

Expe

rt

figure 7 types of e-tools at different levels of Sophistication


Cost: initial capital investment versus operating costs. generally, the number of COTS software licenses required to be purchased (typically) is huge. In developing Bespoke, there are serious time and cost implications. IAs can often get maximum of their functional requirements through COTS immediately.

System flexibility: the ease (or difficulty of making changes) and the likelihood of future changes and expansion of user requirements.

Scope of functional requirements: the larger and more complex the requirements, the greater the saving in time (and cost) in buying COTS solution.

Available timeframe: to implement the system plays a key role in making the choice. Buying / subscribing to a COTS solution is much faster than developing the solution.

iCt capacity, knowledge and skills of the staff: the more tech-savvy the staff, the easier is it to develop (either in-house, or to get an external software development firm to do it) as well as to implement sophisticated systems.

Scope of functional requirements: of the particular system or business process – very complex processes are much better handled by readymade COTS software, rather than by custom developed software.

Degree of customization

Cost of development and deployment

Suitability of software for customer needs

Time to deployment

Low

Low

Low

Low

High

High

High

High

Commercial off-the-shelf

Completely Custom

figure 8 Software Customization Continuum


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The advantages of a Bespoke system include: having a glove fit, specific to the organization’s needs; low upfront costs; enables immediate bug fixing and enhancements; functional obsolescence is minimized (not technological obsolescence) as long as the system is maintained, investments in upgrades can be controlled and scope for innovation exists.

The advantages of COTS include: quick deployment; meeting of the majority of organization’s functional requirements, little organization skills and support required for implementation. Popular COTS solutions meet international quality standards and facilitate knowledge sharing and learning across many users.

As a simple rule of thumb, custom development should be considered only if COTS solutions are not easily available or feasible.

Selection framework: CotS versus bespokeTable 4 provides a simple framework which the IAs can use to decide if they should go for a COTS or a Bespoke solution. The framework provides a list of key factors (Selection Criteria) which the IA needs to consider in order to take an informed decision about whether to go for readily available COTS solution or to embark upon a custom development (Bespoke) project. The Selection Criteria have not been listed in any order of prioritization, and that is why the Weightages column has been deliberately left blank. Depending upon the e-tools readiness and unique requirements of the particular IA, each agency can assign relative weightage to each Selection Criteria presented in Table 4 (so that the total of weightages of all Selection Criteria adds up to 100). These weightage should be filled up in the Weightage column. Against these weightages, the agency may then evaluate a COTS, Hybrid and Bespoke solution option and award scores for each options, i.e., prepare a score card for each of the three options. Comparing the total scores for each option will allow the IA/EA in deciding, based on an objective and systematic manner, which option would be the most optimal for their case.

For instance, you may choose to assign 8 marks (weightage) to each of the first five Selection Criteria (serial number 1 to 5), totalling to 40 marks (5 * 8 = 40) and 6 marks (weightage) to each of the last 10 Selection Criteria (serial number 6 to 15) totalling to 60 marks (10 * 6 = 60). Against this total marks of 100, you can then award objective scores (using the Low , Medium and High ) as a guide in deciding how many marks to award for each of the three (COTS, Hybrid and Bespoke) option. The option with the highest total marks scored, will indicate the best option for you.


C. CotS: buy or Subscribe

Selection Criteria COTS Hybrid Bespoke Weightage(Marks)

Score

Time required for solution development/ 1. customization

Time required for solution deployment/ 2. operationalization

Fitness of solution as per specific needs3.

Range of functionality provided4.

Degree of user-friendliness5.

Flexibility of customization in future6.

Integration and interoperability7.

Security features8.

Collaboration features9.

Cost of acquisition10.

Cost of maintenance11.

Cost of adding new users12.

Level of technical support13.

Dependence on vendors14.

Ownership of IPR/source code15.

Total Weightage 100 Total Score

High Medium Low

Score Card

table 4 framework for Choosing between CotS, hybrid and bespoke Solutions


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Once an IA/EA decides to buy a COTS package, a common and straightforward option is to buy the required number of licenses of the software package from the market. Typically, software companies promote the notion of ‘one user-one license’; however, for most expensive software packages this is rarely followed. Multiple users justifiably share licenses through a concept called “concurrent users” whereby the software licenses limit the number of users which can be logged in at one time. For instance, if you purchase a five-user license of multiuser software, at any given time any five users can be logged in simultaneously.

Another option which is now rapidly gaining popularity is subscribing to the software rather than buying it. Known as the Software-as-a-Service (SaaS) model, it enables organizations to lease the software by paying a monthly or annual fee to the software development firm. SaaS involves paying for using the software, rather than purchasing the product directly. Not too dissimilar to the gmail or yahoo email you use (though these are free), so that users can simply access it by logging in through their username and password. Thus, its initial set up cost is generally lower than the equivalent enterprise software. Pricing can be based upon the number of users, number of machines, or even per transaction. This model enables IAs to focus on their core competencies while the software vendor is responsible for maintaining, applications and data, typically with some Service Level Agreements (SLAs). As a rule of thumb, other things being equal, wherever possible SaaS solutions should be preferred to license-based solutions due to benefits such as low deployment costs, web access anywhere and standardization of the application across locations or agencies. The global Project Monitoring System (gPMS) discussed in the previous section is hosted on a SaaS platform.

Selection framework: buy or SubscribeTable 5 provides a simple framework which the IAs can use to decide if they should go for a license-based (buy) or subscription-based (SaaS) payment system. The framework provides a list of key factors (Selection Criteria) which the IA/EA needs to consider in order to take an informed decision about which option would be more suitable for them. The Selection Criteria have not been listed in any order of prioritization, and that’s why the Weightages column has been deliberately left blank. Depending upon the e-tools readiness and unique situation of the particular IA/EA, each agency can assign relative weightage to each Selection Criteria presented in Table 5 (so that the total of weightages of all Selection Criteria adds up to 100). These weightage should be filled up in the Weightage column. Against these weightages, the agency may then evaluate both the Buy and Subscribe options and award scores for each options, i.e., prepare a score card for each of the three options. Comparing the total scores for each option will allow the IA/EA in deciding, based on an objective and systematic manner, which option would be the most optimal for its case.


For instance, you may choose to assign 10 marks (equal weightage) to each of the first five Selection Criteria, totalling to 100 marks. Against this total marks of 100, you can then award objective scores (using the suggested option of Buy or Subscribe depending upon its High or Low status) as a guide in deciding how many marks to award for each of the two options. The option with the highest total marks scored, will indicate the best option for you.

As an example an IA/EA with a HIgH availability of in-house data center infrastructure, disaster management site and in-house expertise (professional ICT staff) should assign higher weightages to these Selection Criteria and award high scores to the BUy option – since the required infrastructure and staff expertise is available within the organization to host and maintain a licensed software solution. A better decision would be to go for the Subscribe model in case of an IA/EA with a LOW availability of in-house data center infrastructure, disaster management site and in-house expertise.

Selection Criteria high low weightage(marks)

Score

Availability of in-house data center infrastructure, including servers, 1. power and data backup, and related hardware peripheralsAvailability of reliable, stable and 24*7 electricity for running the data 2. centerAvailability of reliable, stable and 24*7 Internet connectivity for the data 3. center

Availability of disaster management site and mechanisms to protect data4.

Availability of high physical and electronic security mechanisms for pro-5. tecting ICT infrastructure and data Availability of in-house expertise (professional ICT staff) for managing 6. data center, such as database administrators, network administrators, etc.Availability of in-house expertise (professional ICT staff) for solving tech-7. nical problems and providing support to users

System users scattered over a large geographical areas8.

“Mission critical” applications with serious consequences for downtime9.

Availability of high capital expenditure budget10.

Buy Subscribe

table 5 Selection framework: buy or Subscribe

Score Card


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d. Custom development (bespoke): build in-house or outsourceIf a Bespoke system is chosen, the agency can either choose to develop the system in-house or outsource the development to a software company. The agency can opt for developing the system in-house if the software requirements are unique, internal development staff has expertise and bandwidth, extensive integration is required, implementation timeline is flexible, customized features are needed and if the system’s ability to make changes is critical. Benefits of opting in-house include software being built around specific requirements, organization has complete control over future development, there is a clear understanding within the organization regarding how the software is supposed to work and the system can integrate unique features that will create a competitive advantage. Developing in-house, if done right, is normally the cheapest option.

For a Bespoke system, outsourcing development to a third party (professional software development firm) can be considered if no in-house development staff is available, deployment is required quickly, if upfront capital expenditure is preferred to investment overtime and where system quality control and testing is considered critical. Some benefits of outsourcing include reduced project and financial risk, clearly defined requirements and deliverables, ability to gain from most up-to-date design capabilities, reduced project timeline and possibly budget. However, agencies will have to put emphasis on selecting an experienced and stable software development company, understand the pricing structures and invest time to maintain a good relationship with the developer throughout the assignment.

Selection framework: in-house development versus outsourcingTable 6 provides a simple framework which the IAs can use to decide if they should go for in-house software development or outsource it to a professional software development firm.

For instance, you may choose to assign 20 marks (weightage) to each of the first two Selection Criteria (serial number 1 and 2), totalling to 40 marks (2 * 20 = 40) and 10 marks (weightage) to each of the last six Selection Criteria (serial number 3 to 8) totalling to 60 marks (6 * 10 = 60). The option with the highest total marks scored, will indicate the best option for you.

As an example an IA/EA with a HIgH availability of in-house expertise (professional ICT staff) for systems study, analysis and software development and in-house ICT infrastructure for software development should assign higher weightages to these Selection Criteria

why develop, buy, outsource or Subscribe

CotS: why buy?

a COTS package preferred

a Time efficient,

a In-house capacity not required

a Large scope of software development

bespoke: why in-house?

a No suitable products in the market

a A small Bespoke system is required

a good in-house capacity

bespoke: why outsource?

a A comprehensive

aBespoke system is required

a No in-house capacity

a Save time and possibly costs

CotS: why Subscribe?

a Standardization of application across locations

a Web-based access anywhere

a Low deployment costs

box 5


and award high scores to the in-house option, since the required infrastructure and staff expertise is available within the organization to develop the e-tools. A better decision would be to go for the outsource model in case of a IA/EA with a LOW availability of these factors.

Selection Criteria high low weightage(marks)

Score

Availability of in-house expertise (ICT professional staff) for systems 1. study, analysis and software development

Availability of future career path and growth options for in-house 2. ICT professionals to ensure their retention and job satisfaction

Availability of suitable compensation policy for matching the ICT 3. professionals expectations for remuneration and incentives for good performance

Availability of in-house ICT infrastructure for software development, 4. such as production, quality assurance and testing servers along with supporting peripherals

Availability of reliable, stable and 24*7 electricity for running the ICT 5. infrastructure for software development

Availability of reliable, stable and 24*7 Internet connectivity for 6. software development purposes

Need for frequent modifications to e-tools features and functionality7.

Very specialized e-tools requiring detailed and prolonged discussions 8. with in-house domain specialists for systems design

In-house Development Outsource

table 6 Selection framework: in-house development versus outsourcing

Score Card


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e. incremental or big-bang implementationOnce the main previous decisions have been made, organizations can either opt for an incremental (or piloting approach) or a big bang approach aimed at entity-wide ICT implementation. Following an incremental approach, the envisaged e-tools are first tested in a smaller controlled live environment and then rolled out to the rest of the organization. Pilots could be:

by feature/function: A set of particular features are implemented (throughout the organization) and the next set of features are held until results are evaluated.

by department: e-Tools for a specific subunit (department or location/field office) could be piloted first and based upon the feedback, roll out is planned for other departments or locations.

by project: A specific set of e-tools are implemented in one or two projects or contracts or supervisory engineers (project managers) and once they become fully operational, are customized to best fit the organizational requirement and are tested to generate the expected results, they are implemented across all projects and contracts.

Under the big-bang approach, comprehensive ERP systems (covering a comprehensive set of business functions ranging from financial, communication, cost management, resource allocation, human resource, risk management, etc.) are implemented organization wide. Many COTS ERP packages are available in the market, with varying levels of sophistication and functionality. Needless to say that implementation of such systems requires excellent ICT capacity and preparedness within the organization as well as relatively high funding envelop.

It is recommended that EAs, that are at the bottom of the ICT maturity ladder, start with simple e-tools that can take care of specific tasks or selected functional areas, through a COTS or Bespoke system. If an organization has moved to a more expert stage, ERP systems may be considered for full automation of the executing agency.

f. level of integration desiredIt is not uncommon to come across IAs who has taken the leadership in implementing innovative ICT tools across different donor-funded projects or government-funded schemes. Although these e-tools, as a general rule (and specially where the Principal Secretary or Chief Engineer have taken personal interest and initiative), have delivered good results for the purpose

figure 9 e-tool integration


that was envisaged at the project conception, when most IAs typically struggle to: a) make these e-tools ‘talk’ to each other, i.e., to exchange data across different e-tools; and b) roll out these e-tools organization wide (covering all projects and schemes).

While different e-tools working in isolation provide major benefits, as opposed to manual or paper based system, the real benefits of the ICT will only accrue when information can easily be exchanged between different software applications (e-tools). Integrated systems ensure that data once entered, in any one system or subsystem, is easily (preferably automatically) made available to all other systems and subsystems. Integration eliminates duplication of data entry effort and need for consequent ‘reconciliation’ (different applications showing different or conflicting picture) and also avoids the possibility of information ‘conflicts’.

The second reason why integration is so important is because systems which have been designed for integration are much easier to roll-out to other projects and programs. While having ‘best of breed’ software (software which is the best in its class) has its benefits, the advantages of having ‘joined-up’ systems far outweigh the merits of having different ‘best of breed’ but disjointed systems. This is especially true of software systems pertaining to CPM where collaboration between different users, organizations and levels is an essential requirement, unlike other categories of software (such as engineering design software, which require great proficiency in usage as well as limited need for data sharing with a limited number of users and stakeholders).

The information integration is the main reason why organizations need to think about having a clear ICT roadmap, often also called an ICT Strategy. A road map may be as simple as a basic project plan detailing which e-tools will get implemented when and a simple document defining the standards and protocols to be followed for all e-tools, regardless of whether they are custom developed or COTS products. These standards will ensure inter-operability across products and make sure that data entered once, in any e-tool, will be made easily (and if possible, automatically) available across all related e-tools. An ICT strategy can be a highly technical and complex document (from the point of view of non ICT staff) but even a simple and clear policy statement such as “we only implement open source web technologies based software solutions” and a standard contractual clause that “all our ICT vendors have to ensure that all data/information captured within their system can be easily used by all other related e-tools implemented in our organization” (in short, making sure that no proprietary data storage standards are used which prevent other authorized e-tools from accessing the data) will often do the trick!

box 6

CautionIn developing the roadmap and making critical decisions:

lAvoid re-inventing the wheel, use what others have developed

lEnsure compatibility and integration across different e-tools, right from the beginning. Select/design e-tools which are flexible enough to connect (integrate) with e-tools that are planned for a later stage. This will reduce duplication of data and ease expansion into the next phase without having to throw away the value already gained.

lIt is important to ensure top management buy-in and ownership of ICT roadmap, right from the beginning.

lKeep it Simple, Stupid (KISS)! Resist the temptation to overdesign and seek every feature possible.

lProvide for funding for ICT/e-tools as a standard percentage (say, 2 percent) of each project’s budget.


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g. funding AvailableBudget constraints, though mentioned last in the list of factors, are often the predominant factor which affects all other factors. As an illustration, if the budget is limited, IAs may find the ‘open-source software’ (open-source software is computer software with its source code made available and licensed with an open-source license in which the copyright holder provides the rights to study, change and distribute the software for free to anyone and for any purpose) more attractive, as opposed to proprietary software (proprietary software is computer software licensed under exclusive legal right of the copyright holder with the intent that the licensee is given the right to use the software only under certain conditions, and restricted from other uses, such as modification, sharing, studying, redistribution, or reverse engineering). While open source software is often (though not always) free, proprietary software (or as it is commonly called commercial software) is often (though not always) available on payment of a fee or subscription.

More feature-rich e-tools would obviously be more expensive than simple ones. Similarly e-tools which provide sophisticated mechanisms for data sharing and collaboration (and therefore make integration easier) are likely to be more expensive than the ones which do not have such features.

It may also be kept in mind that although when we talk of e-tools, we predominantly mean computer software, without the appropriate computer hardware (servers, desktops, printers, etc.) and connectivity (local area connectivity within your office, and Internet connectivity for communicating with the rest of the world), software on its own cannot work. It is therefore important to budget for Total Cost of Ownership (TCO) of all ICT requirements (hardware, connectivity, software, services, training, data entry, etc.) rather than just the cost of the e-tool software.

Stage ii: implementation roadmapThe overall efficiency of the project management function can only be achieved if all aspects and dimensions are rationalized and streamlined. As has been argued in the earlier section of this Note, e-tools can play a critical and decisive role in achieving such optimization. More so, if they are, albeit progressively, made to cover the entire life cycle of CPM. It is in this context that the need for a systematic and holistic approach towards e-tools implementation is essential. For reaping the full benefits from e-tools implementation, based on the organizational ICT maturity level, each IA/EA needs to prepare a comprehensive and time bound roadmap (Figure 8) for e-tools implementation for the short, medium and long terms.


Short term: Plan quick interventions that can yield tangible benefits within one year or less, and set the motion for medium- to long-term interventions.

medium term: Develop and roll out systems to automate specific tasks, functions, projects or processes within two years or less.

long term: Implement e-tools across tasks, functions, projects and processes and integrate key systems to adopt full automation within a period of three to five years.

Suggested roadmapWhich e-tools can and will be implemented in the short, medium and long term will depend upon the unique situation of each IA and a host of other factors already discussed in previous section – Stage I. However, based upon survey of selected implementing agencies in India and industry experience, in the following section, we recommend a generic blue-print which can serve as a broad roadmap for most implementing agencies working on public sector Infrastructure projects.The suggested road map is neither rigid, nor static. It is supposed to provide a broad blue print for implementation, which will need to be adapted as per the IAs’ current situation, supporting environment, evolving needs of users and local availability of technology and technical support.

Set up e-tools taskforce•Develop and ICT roadmap•Develop an ICT policy•Prepare and approve budget•

Procure computers•Basic computer orientation•Select simple e-tools (Word, •Excel, smalls COTS)

Integration of all e-tools•Scale up pilot e-tools to •all projectsEstablish electronic data •interchange mechanismExplore entity-wide system (ERP)•

Select 3-4 e-tools to pilot•Finalise budgets•Procure/develop software•Conduct training•

Preparatory Phase (2-3 months)

Short term (within 1 year)

medium term (1-2 years)

long term (2-3 years)

figure 10 Suggested roadmap


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Preparatory Phase(Tasks to be completed within two to three months)

SteP 1: orientation of top management and Change management at all levels with a view to explain the benefits and urgent need to adopt e-tools implementation in a time bound manner. Unless the head of the IA is not fully convinced and committed to making the e-tools implementation a success, no amount of external or internal work or pressure will work. Staff members at all levels need to be sensitised towards the

SteP 2: establish an e-tools task force comprising technology-savvy engineers (from all levels) for championing and overseeing the implementation of all ICT work in the agency.

SteP 3: Prepare a Simple iCt roadmap/Strategy Comprising Short, medium and long term e-tools implementation Plans. these plans should include:lConduct an organizational self-appraisal to assess the organization’s ICT maturity level

using the self-appraisal guidelines provided in previous section;lPrepare an inventory of IT hardware (computer equipment) and software already available

with the organization so that new procurement needs can be identified;lIdentification of key pain areas/challenges that you seek to address through e-tools and key

functions that can be automated and where automation will add most value;lSelect e-tools for automating these identified processes (refer to the Table given in the

previous section of this report which identifies which e-tool can be deployed to address which issue)

lIdentify strategic decisions (refer to previous section) on COTS vs. Bespoke products for

the selected e-tools that are to be adopted, whether to buy e-tools or develop the systems in-house or through a third party.

SteP 4: Prepare a Simple iCt Policy document – This should highlight strategic decisions such as whether the organization is opting for a big-bang approach or incremental approach for e-tools implementation as discussed in previous section. The document will also cover broad level ICT standards (for interoperability, platform, database, etc.) that will be adopted during implementation of e-tools. Please refer to Annex 3 for typical contents of an ICT policy.

SteP 5: Allocate tentative budget – This should include proposed funding envelops (budget) for short, medium and long term e-tools implementation plans. Once the ICT roadmap and policy document are endorsed by the organization at all levels, a budget can be put forward for approval by the top management.


Short Term Plan(Tasks to be implemented within one year)

The main aim of short-term interventions would be to familiarize and sensitize personnel on ICT applications and to get them to understand the use of basic tools. The practice of using emailing systems, spreadsheets and word processing over time will help to gain confidence of the key decision makers on using ICT applications so that more options can be explored for automation. Key steps to follow include:

SteP 1: Procure Computer hardware to ensure all users have access to ICT. Assess or estimate how many are required, and place an order with a certified body as the Directorate general of Supply and Disposals (DgS&D). Other relevant authorized bodies may be contacted. The key is to get the configuration of the systems right so that the equipment can last longer apart from warranty requirements that may be considered to be at least three years. Advice may be sought either formally or informally from specialists so as to ensure best possible value for money for the purchase

SteP 2: establish local Area network and internet Connectivity for all users in central and sub/field offices.

STEP 3: Conduct Basic Computer Orientation (MS Office) for all users. Trainers can be hired or in-house IT staff can conduct the training. The program can be planned based on number of employees and duration.

SteP 4: implement Selected e-tools/Quick wins – Identify simple tasks/ unctions which can be automated through simple e-tools such as MS Word, MS Excel and MS Project. Use the e-Tools Challenges and Solution Table as a guide and identify specific areas, which could potentially be:

lSpreadsheet based Sor for all engineering items;lSpreadsheet-based cost estimation system for preparing the engineer's

estimates;lProject planning & scheduling system for one to two medium or large sized

projects/contracts;lWord based templates for RFPs, Sbds, including gCC and SCC and different kind of

contracts (works, item rate, turnkey, EP&C, etc.);lDatabase for rfis; andlSet up project email system for communication with all stakeholders.


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Medium Term Plan(Tasks to be implemented in the next one to two years)

Once an organization has adopted basic e-tools in the short-term and staff are familiar with the benefits of ICT applications, the IA should select and implement three to four e-tools systems over the next one to two years to automate some other CPM functions or portfolio management processes. The keys steps in this phase should include:

SteP1: review existing Processes in-house – Based on the assessment covered in the ICT roadmap the agency can refine or update the data flows and work flow processes and identify where gaps can be addressed through e-tools.

SteP 2: Select and Pilot e-tools – Based on the review, the agency can select and prioritise three or four e-tools for implementation. The guidance Note provides e-tool options and existing innovative practices for consideration. Some e-tools options suggested for the medium term are:lImplement a simple electronic document management (edm) System for

acting as a central repository for all important documents relating to two to three medium or large sized project/contracts;

lImplement a simple electronic measurement book (e-mb) which through simple handholding or tablet-based devices captures all measurement data at source, and automatically updates a central database. Implement initially in two to three medium or large sized project/contracts, and if feasible, eventually for ALL projects/contracts;

lInstitutionalize a standardized Project Planning and Scheduling System, introduced in the short-term plan, across ALL projects/contracts;

lEstablish a CmS-based website for the IA, which contains latest information on all projects and contracts being executed and their current status (based upon the Project Planning and Scheduling System). The website should also provide updated summary information required by key stakeholders;

lIdentify specific e-tools for Scope management, risk management or Quality management, such as Estimate Master, ProContractor, Job PAC, Active Risk, etc. and implement them in two or three medium or large sized project /contracts;

lAdopt state government’s/ National Informatics Centre (NIC) sponsored/developed e-Procurement management System, initially for two to three medium or large sized project/contracts, and then eventually for ALL projects/contracts; and

lDevelop/procure and implement a simple web based Project management information System (PmiS) dashboard for the Chief Engineer which shows the updated temporal, financial and physical progress for ALL projects/contracts.


SteP 3: finalise budget Approvals – Based on the tentative budgets approved in the ICT roadmap, the organization will refine and finalize the budget and seek board approval to begin implementation.

SteP 4: roll out Piloted e-tools – Based on the e-tools selected and the related strategic decisions to opt for Bespoke or COTS and to buy or build (in-house or outsource), the EA can put in motion the procurement process. This will involve understanding tendering criteria, processes particularly public sector procedures, preparing tender documents and carrying out the actual tendering. Organizations should seek to understand pricing structures, market fluctuations in order to carry out selection of the developer. In case of Bespoke development, experience has shown that deploying in a modular approach carried with it less risk gradually exposing an increasing number of staff to the new software. Custom developed software is required to go through a testing process by the software agency. The involvement of other key stakeholders such as the Project Engineer/Manager and other key decision makers will ensure better testing of the software and feedback to the software development vendor to ensure corrections and updating. Piloting helps the software go through real life data in a controlled environment and glitches, if any can be removed by the software vendor.

SteP 5: Capacity building, training and Change management – Conduct regular and intensive training programs for current and potential users of the e-tools implemented in this and the short-term phase. If adequate ICT expertise and skills are not available in-house, consider hiring an ICT project management consultant team, to provide technical support, guidance and quality assurance support for all the e-tools implementation, mentioned above. Training can include application training for users, system administration, hardware and equipment training. Training can be provided by the vendor or software developer and they can be mandated through contractual terms of IT personnel in-house or vendor contracts. It is important to take care that training covers not only imparting technical skills, but also includes change management aspects. Change management would include counselling users about the role and benefits of e-tools, about how the user’s job profile will become richer in content (thanks to automation of routine and cumbersome tasks) and how their jobs guarantee per se will not be affected by implementation of e-tools.

SteP 6: mandatory use of e-tools – Once the various e-tools have been successfully piloted, the head of the IA/EA should make it mandatory that only data/information/reports generated by the e-tool(s) shall be considered for all project discussions and that any report submitted using any other means (other than through the e-tool(s)) shall be automatically rejected. This exclusive reliance on only information generated by the e-tools is essential


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to ensure that users at all levels enter all the relevant data on a regular basis and computerized systems always show the latest, up-to-date project(s)’ progress. Parallel systems, whereby users are allowed to send in project updates using either the e-tools or through other means (such as tables prepared in MS Excel or reports prepared in MS Word or PowerPoint), are a sure shot recipe for subverting the computerized systems and ensuring that all investments made in e-tools will go waste.

given that the medium-term effort involves piloting small interventions, it is important to assess and revisit the operation of these e-tools and the gains made by the organizations in terms of not only automating processes and saving time and costs on projects but on overall capacity and receptiveness of the organization to climb up the ICT ladder. Through continued experimenting, agencies can develop tools which can be scaled up across agencies or integrated to broader entity-wide systems.

long term Plan(Tasks to be implemented in the next two to three years)

EAs can consider a big-bang approach for the long-term (three to five years) where an entity-wide automation (through a COTS ERP) or scaling up automation and integration across different e-tools will be undertaken. These large-scale interventions are challenging and the risk of failure can be high. Change from one information system to another involves a change in the processes, tools and techniques. This process has to be managed effectively as well in order to ensure the best possible movement to the newer integrated system.

SteP 1: ensure integration across all e-tools implemented as per short and medium term plans;

SteP 2: ensure All e-tools are implemented across All Projects/Contracts;

SteP 3: establish an edi mechanism for transferring data between different computer systems of project consultants and contractors;

SteP 4: Consider technical and financial viability of moving all e-tools into a fully integrated ERP system and implement, if found feasible. To undertake development of entity-wide systems, it is highly recommended that an external team is used, as the system analysis will require specialist expertise that will be better able to extract the information from the project teams.There is often a better response from staff and the authority can be a little bit more demanding on costs and timescales. A compromise would be to use an external team supported by an internal team but this can lead to contractual and responsibility issues.


other Considerations

Understand Potential Challenges in e-Tools ImplementationThe introduction of well-planned IT support into a robust project management team will no doubt improve the team’s capability to manage construction projects. It is, however, important to note that e-tools will not improve poor management teams and indeed may be an obstacle in itself. Large organizations are challenged by new procedures and developments, the introduction of major e-tools will present major challenges to management during the development and implementation stages. These cannot be overlooked but need to be strongly managed. Some potential challenges to implementing e-tools include reluctance to spend up-front money on installation of hardware and software, reluctance to spend time and money on training and development, reluctance to spend time to input current contract data onto the system (this is often a major issue in large organizations with 200 plus contracts underway). The systems also mandate accountability and responsibility of key personnel, imposes security measures which can discourage staff from getting on board to implement e-tools. It is also the case that once a system is installed, managers and management use other third parties to access information, while limiting themselves from making effective use of systems (e.g., data access, doing data analysis, staying informed of real time progress or staying connected to project sites). There is also the risk of management’s apprehension to review or use the data produced by systems.

Interaction with IT Departments at State and National LevelIT departments exist at the central and the state government levels. Their functions include setting up IT policy and facilitating ICT and e-tools systems for other departments and public bodies. These may include providing advice of the solutions, assisting with experience from other agencies, providing space for hosting data and applications (with NIC) and State Level Data Centers established as per the National e-governance Plan. A few of the considerations that may be beneficial during planning stages include: hosting considerations with State Data Centre or NIC, application security auditing by CERT-IN authorized auditors, ensuring applications or solutions developed meet the guidelines set up by the government of India, governments of states or other relevant authorities. These may include web development guidelines, accessibility guidelines and other guidelines.

Learning from Others and Knowledge SharingOther organizations may have implemented some systems from which successes and best practices from them can be borrowed. Some innovative examples for e-tools implementation have been presented in the previous section. Organizations piloting these initiatives and similar interventions can be consulted to understand the benefits of the systems and lessons learnt on implementation on the ground. Other learning opportunities


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include conferences and knowledge-sharing platforms such as that organized by the Indian Roads Congress and other similar bodies. Study tours can be conducted nationally or internationally to learn what other organizations have done and to assess how the successes can be replicated.

Handholding at ImplementationImplementation of e-tools requires significant investment of personnel time and energy. Changes of systems require adaptation to new ways of working, which can often be a challenge for many employees. Thus senior management assumes importance in this domain ensuring that employees move. It is recommended that a time approach be developed for the involvement of the consultant and the handholding can follow the steps as shown.

Commitment and demonstration by senior members of the staff and sustained drive to push the new processes and e-tools can ensure better acceptability of the systems. This may often require close supervision and individual attention during the first few weeks of e-tools implementation. The sooner the client’s personnel start taking charge, the better will be the results from the system.

Monitor and RevisitWhile monitoring is required at each stage of the e-tools development, once an implementation takes place, it is a good idea to revisit the project and address the issues

Step 1. Standing in front(Consultant takes the lead, provides training)

Step 3. Standing behind(Consultant supports client’s staff as they take the lead)

Step 4. walk away(Client’s staff manages operations without external assistance)

Step 2. Standing beside(Consultant partners with client’s staff)

figure 11 Suggested typical handholding Process


and challenges so that the next round of planning and implementation can be smoother and ensure better value for money spent.

Key benefits gained in the e-tools implementation process may need to be evaluated, documented and communicated with other relevant stakeholders such as funding agencies, government authorities and donors. If requirements demand, a detailed M&E exercise may be planned in the various project stages. Alternately, a simple evaluation of the benefits delivered by the e-tools initiative may be taken into consideration.

Suggested Standard Clauses for Contractor and Consultant ContractsIt is important that the IA ensures that all contracts with the consultant (supervising agency) and contractors have enabling clauses that provide the IA with the mandate to demand that these agencies implement standard e-tools as per their own preference, but provide the client, the right to access to all electronic data and information stored in these e-tools, in so far as it pertains to the client’s contract(s)/project(s). Please refer to Annex 2 for a sample of some of these clauses which could be made part of Specific Conditions of Contract section of the contract.


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Knowledge based e-tools provide a mechanism for incorporating diverse forms of knowledge, enabling the computer to automate aspects of decision making process, that previously required application of human knowledge, judgment and experience. Construction activities and CPM require a continuous flow of data and information for project managers to take timely and well informed decisions. Well-designed Information Systems (IS) can help ensure availability of updated and relevant information at all levels. Such IS facilitate informed decision making and make sure potential threats and risks that are likely to mar or delay the progress of construction work, are identified and addressed well in time, before they become serious problems. e-Tools help in early warning and escalation of potential problems and provide for regular updation and sharing of key project documents such as budgets, responsibility charts, schedules, cash flow statements etc. Well implemented e-tools can help in assessing the impact of design and scope change on the project delivery, in terms of physical, financial and temporal progress. e-Tools can help IAs/EAs in ensuring that projects are completed in time, within budget and as per pre-defined specifications and quality standards.

Some of the keys finding and recommendations of our study are:

Avoid reinventing the wheel: Build on what exists. If some other organization has developed it, procure and tailor it for your requirements, rather than developing from scratch.

think of integration on day one and not after implementation. Ensure that all e-tools are capable of talking to each other.

Put in place simple iCt policy guidelines which provide for interoperability and electronic data interchange. These include standardizing on development platform (e.g., Windows or Linux, Proprietary or open source), technologies (web based or client server based), databases (e.g., SQL Server or Oracle) and procurement preferences (COTS or Bespoke development).

Pilot everything first, before rolling it out organization wide. Pilot in a project or a contract or a unit or with a vendor or consultant, before making it the norm for all.

5. ConCluSion

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5. ConCluSion

budget for tCo not just the software cost. Without complementary investments in hardware, connectivity, data creation and, most importantly, training, e-tools implementation cannot succeed.

engineers to be in the driver’s seat not the ICT staff. Commitment and time of top management is essential for e-tools success.

identify enthusiastic champions early on – each orgniazation has energetic and tech-savvy professionals working at middle and junior management positions. Tap their knowledge and motivation to try out new things and given them the necessary support and resources to identify, procure and implement e-tools.

Consider Bespoke development only when no COTS/hybrid e-tool fits your requirement – Many homegrown solution implemented by other government agencies in India are readily available, in addition to the standard COTS products available in the market. Consider these, discuss the strengths and limitations of these solution with the existing users and then make an informed decision.

Consider central and state government’s e-governance initiatives while preparing the short, medium and long term roadmaps for your organization. For instances, many state governments have mandated that all new e-tools must be developed on open source platforms. Similarly, in some states, it is mandatory to use state government’s/NIC’s e-procurement system for all public procurements.

Parallel systems cause confusion and undermine e-tool implementation since they allow lower level staff an opportunity to not enter the data and ultimately subvert the e-tools utility. The top management must insist on exclusive reliance on reports generated by the e-tools alone, and not on manuals prepared reports.

top management ownership and support are critical without which no amount of funding or work at the middle and junior levels will come to fruition. e-Tools build in more accountability and transparency and limit the scope for unfair practices. Without the head of the organization’s constant support, motivation and time, it is nearly impossible to implement e-tools in a meaningful way.


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what are the different Categories of e-tools Available?Different types of COTS e-tools are available in the market as well as Bespoke solutions (developed on/by other projects) are available for deployment. Each of these e-tools is designed to solve specific problem(s) or automate specific processes of CPM. The following section gives a brief overview of different categories of e-tools available and how they can potentially be used by EAs.

Project Management System‘Project Management Software (PMS) has a capacity to help plan, organize, and manage resource pools and develop resource estimates. Depending on the sophistication of the PMS, it can also do resource planning including estimation, scheduling, cost control and budget management and resource allocation.’ The PMS aims to ensure that all project components (including right of way acquisition, environmental mitigation measures, etc., as well as the civil works contracts) are planned, procured and delivered according to schedule and within a defined budget. In addition, the PMS monitors the progress of the project, based on the progress of the individual contracts or supporting work activities that comprise it. The PMS also effectively brings together the results from all subsystems, allowing monitoring of the programs and subprograms, monitoring of fund sources for the projects, monitoring of procurement, as well as tracking of disbursements and payments to contractors.The system would allow the EAs to plan, resource and monitor the contracts efficiently.

data capture: Work order, site handover to contractor, work commencement statement, RFIs, online MB, planned versus actual progress reports (time and money analysis), contract bill, contract certificate, completion certificates.

Annex 1 E-TOOLS RESOURCES

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Annex 1 E-TOOLS RESOURCES

Content Management System/Website‘A Content Management System (CMS) is a software that allows publishing, editing and modifying semi-structured content, as well as its updation from a central and user friendly interface. A CMS provides procedures to manage workflow in a collaborative environment’. A website developed on a CMS is very easy to update and maintain. Most EAs publicise their activities on a website and the CMS allows the organization to make the website dynamic – changing regularly to reflect updated situations. EAs use CMS-based websites to provide information about upcoming work, advertise for tenders, provide standard bidding documents, disclose information of project to the public and maintain a public feedback mechanism.

date capture: Public notices, tender notices, stakeholder correspondence, public feedback, progress of works documents, measurement entries.

Document Management System‘A Document Management System (DMS) is a software used to track and catalogue, store and share electronic documents.’ A DMS is capable of tracking and storing electronic documents. The system allows tracking of the different versions modified by different users (history tracking). A DMS allows documents of all types (and formats) to be tagged to specific project, contract, or control unit, so that all information pertaining to that project, contract, or control unit can be easily retrieved electronically. Construction projects generate a large amount of data and it is important that changes made to these data are recorded. Variations and claims on a contract require the review of the latest information such as CAD drawings, engineer’s instructions and contract documentation. A DMS is often critical for managing infrastructure

projects given the amount of documents, paperwork and information exchange that takes place between the various parties involved. These range from clearances and permits, bidding documents, contracts, site handover and works commencement issuances, site updates, approvals, site photographs, RFIs, environmental permits, variation claims and orders, budget requests, payment certificates, asset verification documents, etc.

data capture: Contracts, approvals, site photographs, reports, RFIs, environmental permits, land clearances, asset verification documents

Computer Aided Design System‘Computer-Aided Design (CAD) is the use of computer systems to assist the creation, modification, analysis and/or optimization of a design. CAD software is used to increase the productivity of the designer, improve the quality of design, and improve communications through documentation’.CAD is mainly used in design and drawing. CAD facilitates communication of designs to the users in the form of wireframes or mock-ups of how the structure would look like on the ground.

Annex e-tools ResouRces


58

The system also allows online design reviews and feedback to design concepts, drawings and allows tracking design progress and design modifications. On construction projects, the use of CAD systems in the production of design drawings allows the easy preparation of amendments and the calculation of quantities for BOQ variations or interim measurements. Original designs can easily be archived and new designs produced allow easy comparisons between alternatives so that the benefits or disbenefits of modifications can be identified before implementation.

data capture: Surveys, architectural designs, coordinates, layout plan, structural design reviews and verification, landscape, heating, ventilation, air conditioning (Heating, Ventilation, Air Conditioning – HVAC) maps and safety guidelines

Project Scheduling SystemA project scheduling system will help to develop the overall project plan and individual project tasks showing who is responsible for that task and the expected time for completion. A project scheduling system can help forecast project schedules (through PERT and CPM charts), flag tasks which are likely to delay the overall project completion, support systematic monitoring and supervision of the project based on tasks and milestones scheduled and ensure effective time management of construction projects.

e-Procurement System‘e-procurement is the business-to-business or business-to-consumer or business-to-government purchase and sale of supplies, work, and services through the Internet as well as other information and networking systems, such as EDI and ERP’. An e-procurement system automates the tendering process for a good or service through Internet or a network platform. The system can facilitate tender notices, bidding and evaluation, contract award, ordering of goods or materials, auctions, invoicing and payments. The system can generate templates for bidding documents, facilitate online bid submission, bid negotiation and support standardized evaluation calculations and comparisons, contract award and approvals, invoicing and payments. The system can also help track tender progress and work flow of the tender process.

e-Procurement is a cost-effective way of going out to tender for projects. It helps to establish good practices and whilst it enables transparency in the procurement process, it helps prevent bidders from colluding with other bidders. The EA is also able to provide supplementary information to bidders as it becomes available and ensure that all bidders have access to the same information. The EA benefits from the additional number of contractors who are able to bid for the work, instead of being restricted to local firms only who are able to visit the office to pick up and drop off tender documents.

59Annex e-tools ResouRces

data capture: Tender notice, SBDs, RFPs, tender analysis, contracts (priced BOQ), conditions, clearances, timelines, etc., invoices, payments, reports on contracts and disbursements

Performance Monitoring and Evaluation/BME SystemThe M&E system describes how the performance and quality will be continuously monitored and how the outcomes and impact of the intervention will be periodically evaluated. In construction, a M&E system can support contractor monitoring, computerized benchmarking to compare performance of contractors, timely response to delays or non-performance. The regular tracking can also support fair and transparent action against contractors. The system can generate standardized Planned Value Curve and Bar Chart Plan on project status.

Work falling behind program is a problem often faced on construction projects. The problem is often compounded by it being discovered too late to rectify. A performance M&E system would be an early warning system, allowing the supervision team to step in at an early stage and demand corrective actions from the contractor. At senior management level, the combined performance of multiple construction projects can be analyzed.

data capture: Schedule, daily/weekly field updates/As-Built drawings, RFI, quality audits/contractor statements, variation orders/claims, maps, GIS data, interim payment certificates, completion certificates, no objection certificates.

Decision Support System‘A Decision Support System (DSS) is a computer-based information system that supports business or organizational decision-making activities. DSS serves the management, operations, and planning levels of an organization and help to make decisions, which may be rapidly changing and not easily specified in advance.’ Variation orders on construction projects invariably result in the out-turn cost being increased rather than decreased. The majority of variations instructed on site could be avoided at design stage, ifmore information had been available about potential issues. A DSS would help with lesson learning and allow past experience to influence future decisions, resulting in a more cost effective implementation phase.

data capture: Progress reports, work order status (planned vs. actual in terms of time and money), performance alerts, variation alerts and design modification alerts.

Works Estimation System / BOQ automationA works estimation system (and or BOQ automation) can estimate and track production


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rate, labour and material costs and allow modifications of estimates based on any changes. A works estimation system will automate the process of preparing cost estimates, the schedule of rates by the contractor and the BOQ by the executing agency. This system will be able to provide scenario based abstract estimates, produce pre-configured estimates and estimate templates, produce estimates based on market rates, produce automatic overhead charges, provide analysis of planned versus actual rates, prepare standardised Schedule of Rates and the BOQ. Sanity checks may be built into the system to verify estimates and improve accuracy and consistency of estimates. The system can allow automatic modifications to the estimates and can feature the estimates approval process and tracking of the work flow for creating and approval of estimates. The system will allow the executing agencies to produce accurate estimates so that there is good correlation between the estimate and the actual bids at tender stage. If estimates are inaccurate the tender process will become protracted and the programme will suffer delays. A good estimate will help the executing agency keep the project planning process on time and help minimise budget problems.

data Capture: Abstract and actual detailed estimates, BOQ, BOQ validation, financial terms of a contract

Measurement SystemDuring construction, the measurement book records the measurements of works undertaken as per the estimates and BOQs agreed. The measurements are undertaken once the contractor completes a proportion of work and raises a RFI. Measurements are directly linked to contractor billing and payments. An e-measurement book system allows capture of actual measurements right at the source and in real time. This ensures permanent record which is non-editable and can be used as reference at a later point of time. Manual measurement book maintenance often causes inaccuracies in calculations, delays in approval of contractors’ payments and provides scope for unfair practices. The recording of measurement of work done on construction projects is a key part of the role of the supervisor. The records taken form the basis of interim / final payment certificates, and often the date when work was done is key to the assessment of the validity of contractual claims and disputes. E-measurement books allow the ready recording of times, dates and quantities in a format that can be used to compare actual progress with predicted progress.

data capture: RFIs, Estimated versus Agreed versus Actual measurements, guidelines, gIS data, payment certificates approvals.


Grievance Redressal SystemA grievance redressal system allows online handling of complaints. Such a system can receive and record complaints, allow efficient acknowledgement, investigation and response to complaints online, links to other responsible agencies for action, produce a grievance register which summarizes the lists of complaints and actions taken.

Construction projects have an impact on the general public; they are generally carried out because the benefits outweigh the disbenefits. When people are adversely affected by project work, the image of the EAs can be tarnished particularly if complaints are not handled efficiently. A grievance redressal system would allow the EAs to monitor and respond to complaints in a timely, recorded and transparent way. For example, complaints about excessive noise or pollution could be dealt with appropriately, and health and safety issues could be prioritized where there is a perceived danger to the general public.

data capture: Complaints, damage claims, health and safety guidelines

Financial Accounting & Cost Management System

‘Accounting software is an application software that records and processes accounting transactions within functional modules such as accounts payable, accounts receivable, payroll, and trial balance’. The system records purchasing, accounts receivable, accounts payable, disbursements and other budget activities that are integrated so the transactions, when processed, can update budgets, financial plans, and the general ledger. The system can be used for processing payments for works carried out, managing payroll, supplies and building maintenance. In construction management, the integration of payment for works and annual budgets is a major part of an integrated accounting system and it closes the loop from budget, through

projects to payments.

data capture: Budget, budget appropriations, measurements, payment certificates, payment certificate approvals and expenditure reports.

Integration Management System

An integration management system is a system that integrates work of all of the stakeholders, systems and processes in to one complete framework, enabling a project team to work in a coherent manner with unified objectives. The system can support coordination of the key processes such as quality checks, cost and schedule controls among the project personnel. The system can also allow online issuance of statements, updates from the field by the contractor and supervisor, and approvals by the EA.

data capture: Correspondence, approvals, statements from contractor, field updates from supervisor.


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Scope Management SystemA scope management system can mainly capture physical progress (overall actual achievement of work), financial progress, (financial payments made and invoices received) and temporal progress (time elapsed and remaining compared to project plan). For all these dimensions, the system can produce graphical analysis, bar charts, S curves and summarize data in a dashboard format. In construction projects, there is a relationship between the progress of the works (which can be represented on gantt charts) and the value of work done (which can be determined from MBs). The system brings all this information together and enables the progress of work to be critically analyzed in terms of both physical and financial progress.

data capture: SOR, work order, As-Built drawings, BOQ, quality checks and audits, field reports, progress reports, variation claims and variation orders.

Time Management SystemA time management system can mainly track tasks and subtasks against a schedule or timeframe. Time management systems give agencies insights into their project personnel and contractors, allowing them to see, plan and manage the time input of the personnel and contractors. Monitoring progress against a plan allows control. Without a well thought through plan in place, the likelihood of meeting time and cost restraints is, to all intent, impossible. Organizations have different needs when developing plans. An EA will look at relative timescales for each operation and possibly its manpower needs to meet the programme. On the other hand, a works contractor will be looking at efficient use of plant and labor to minimize costs and the program will be resource led. For others, the priority

is the ordering of materials, plant and labor to avoid not having them when needed or having to store them longer than needed, increasing storage and financing.

date capture: SOR, non SOR, work order status, field updates and budget reports.

Quality Management SystemA Quality Management System (QMS) manages all quality management information and initiatives, automates tracking and notifications on quality of implementation of projects. The system will allow analysis of quality processes, centralizes management of quality-related activities such as quality checks and audits and support document control of quality-related procedures and policies.

data capture: Quality audit reports, quality guidelines and procedures, building codes, progress reports.


Risk Management System‘A Risk Management Information System (RMIS) is an information system that assists in consolidating asset values, claims, policy, exposure information and provide the tracking and management reporting capabilities to enable the user to monitor and control the overall cost of risk’. The RMIS will record risk occurrences, claims, risk policies, and risk exposure information. The system allows tracking and management reporting capabilities to enable the user to monitor and control the overall cost of risk. The system can quantify, enumerate, document risk occurrences and also support mitigation decisions and predict risk scenarios or ‘’what ifs’ based on existing records.This type of system is a high level management tool allowing the EA to manage and mitigate the risks associated with a project. For example, the timing of the completion of a road project could be more critical than normal if it is linked with a port that was due to start operation.

data capture: Risk assessments, predictions, reports, risk recurrence data.

Communication System/Communications Management SystemCommunication systems (CS) range from emailing, online timesheet entry and system moderated communication that can occur in specific formats. A database system can facilitate real time communication from the field, coordination between multiple agencies, public interface, feedback and summary reports in text and graphical forms.Time is of the essence in most civil engineering contracts and, therefore, it is important that the time of key events is recorded and delays are not allowed to occur through communication channels being too slow. A CS would be used in a construction project to help communications take place in a timely and systematic way, allowing multiple organizations to be informed about key issues. An example could be the issue of a financial statement showing the

cumulative value of works completed to date and a forecast of future expenditure within the financial year.

data capture: Correspondence, public notices, exhibitions, presentations, milestone reports, financial reports, team reports, register on complaints or claims.

bespoke e-tools: Some innovative examplesThe following highlights innovative Bespoke e-tools that have been developed by various public sector agencies in India and abroad to manage various aspects of a project lifecycle or that of a portfolio of projects.


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a

background: The Works Management System was developed for the Corporation of Chennai and implemented bye-governments Foundation in 2010. Since inception, the system has helped the Corporation of Chennai in tracking and monitoring more than 50,000 projects.

features at a glanceaEstimation - SOR, abstract estimate creation and estimate templatesaAutomated work flow for all the processes aWorks package creation – combining various estimates to a single tendering packageaTender negotiation – SOR, quoted rate, negotiated rated against market ratesaAbstract MB and Contractor Bill FormaDashboard – the complete scenario of the works with the value, progress and type of work

System outcomeaBudget controlaTransparencies in billing as contractors get paid for the actual measurementsaReal time visibility into works being performed by the organizationaReal time visibility into organization’s liabilities as the liability is incurred once the bills are approvedaCentralized concurrence for the payment with sequencing avoids any out of line payments

Strategic development decisionsAn incremental approach was used initially sensitizing management and the chief engineers. e-governments Foundation was involved in the end-to-end development of the system

impactaEnsures 100 percent data capture at all stages of the works cycle aWork progress information being opened up to public will enforce the officials to be more effective and transparent

in reporting the actual progress and work done.aImprove the efficacy of the delivery of projects and eliminate corruption

The agencies which are involved in handling projects as their core activity can adopt this system. A normal project monitoring system requires updating of all the activities of a project and deliver useful data to the management. The Works Management System takes an integrated approach of all the works carried out by the agency in a holistic manner. The top management can generate reports on the complete work in progress in any area, both geographical and nature wise. It enhances complete control of expenditure against the ordered quantity and rates. Planned enhancements (already implemented in Nagpur Municipal Corporation) include detailed measurement sheet for estimates and measurement book, rate contract and quality control management to ensure the quality of material/work.

C A S e S t u dy 1

works management System, Corporation of Chennai, Chennai, tamil nadu, india

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a

background: The Indian Construction Management System has developed a distinctive online project management platform called gPMS (www.indiancst.in) in 2009 for program and project monitoring. A majority of the users are from the public sector.

features at a glanceaRemote monitoring process for ongoing projects

at multiple locations aIn-built escalation mechanism where superiors

can quickly identify non-conformances and initiate interventions leading to prevention of delays and cost over runs

aAllows graphical information exchange including videos and photographs

aConversion of unstructured data to structured data, while maintaining their integrity

aReal time communication and information sharingaAccessibility from anytime, anywhere, any device

System outcome aImprove monitoring and performance

management of projects aActs as a useful decision support system based on information from the field aImprove transparency and accountability of projects undertaken

Strategic development decisionsagPMS is offered as a management tool that will introduce high-end technological platforms such as cloud computing

and crowd sourcing.

impactaUsed across a range of stakeholders including ministries, departments and district municipalitiesaTransparency and accountability through field data capture aImprove the efficacy of the delivery of projects and eliminate corruption

The core strength of the gPMS is the online availability of real-time data that get correlated constantly to provide reliable information and actionable intelligence. The gPMS-enabled remote monitoring process for ongoing projects at multiple locations leaves little scope for inefficiency or mishandling of projects and the funds associated with them, irrespective of the position in the government’s administrative hierarchy.

C A S e S t u dy 2

Construction monitoring System for karnataka State highway improvement Program, india


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C A S e S t u dy 3

Construction monitoring System for karnataka State highway improvement Programme, india

background: A Bespoke e-tools system was developed for use during the construction stage of the Karnataka State Highway Improvement Program II.

features at a glanceaMonitors financial progress, material quality, and labor records with all data being posted using Cloud technologyaIncludes photo uploading from smart phones and other enabled devices from the field. Progress monitoring is in

graphical format aRecords material approvals and acceptances but are not tied to RFIs, approvals through to measurements and

payment. Provision is being made within the system to use Earned Value Management but this was geared towards contractors rather than client project management.

System outcomeaCaptures some of the reporting systems, particularly the quality

verification process and analysis, some approval systems and measurement records

aAuthenticity of data is understood to be user definedaClear and graphical information aApart from the standard modules as project monitoring, staff

monitoring, activity monitoring, resource planning, subcontracts monitoring, contract administration, stores administration, and equipment maintenance, the system also allows for a large number of reports and for business intelligence solutions including intelligent dashboards.

Strategic development decisionsaA custom built solution with a clear focus on

accounting and budgets; the system was built in-houseaThe system capable of working in offline mode. This is

especially useful for remote locations where connectivity may not be good

aThe system is developed for the use of the contractor, supervision consultant and the EA

impact aThe system is an important tool for recording the status and quality of construction, enabling important decision

support to the executing agencyaThis is an excellent example of an e-tool that was piloted in an earlier project that is being customized and

developed for use in the later phases of the same project. The system is very clear and graphical. Its advantage is that it is accessible on the Internet and has great potential for further development. At the time of viewing, it did not have any work schedule or programming; however, the developer has indicated that he was considering producing Earned Value Curves.

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background: The Ethiopian Road Authority (ERA) commissioned systems to monitor the performance of works and maintenance contracts, the performance of associated design and supervision consultants, works and maintenance contractors, ERA Directorates and provide a reliable Estimation Validation System. The project was started in 2009.

features at a glanceaProject Planning InformationaEstimate Validation System: which, in its validation, attempts to assist in establishing an overall cost of a contractaTender Analysis System: provides historic rates and, at the same time, allows checking of bid amounts and a simple analysis

rate by rateaWorks Monitoring System: assists engineers directly responsible for managing contracts to have a simple repository

of key information which will better enable them to manage their time and have information at their finger tips. The system monitors measurement, progress towards completion based on certified value of work, progress against plan to completion, estimated final outcome both financial and delays, delay in validation assessment, reason for change – for future analysis and action of poor design and tracks key correspondence – allows managers to monitor performance and progress to resolution of variation orders and claims

aPerformance Appraisal System: a method of measuring performance of consultants, contractors and ERA on how they run the contracts to encourage improvement on future contracts

System outcomeaERAMS has developed two identical systems, one of which is used

only for training purposes and the other with live dataaDesign, works and supervisions contracts are linked for monitoring

and management. aEarned Value Analysis is used to monitor works

Strategic development decisionsaA custom-built solution with a clear focus on engineering and

contract management.

impact:aThe one entry approach and the linking in the system has proved

useful in ensuring consistency in naming and management of contracts and in turn improves efficiency and reliability in referencing of contracts

aMonitoring indicators were developed for contractors and agency directorates that allows a transparent scoring system known as the Performance Appraisal System. For those continually showing poor performance, ultimate sanctions can be implemented in a transparent manner but the aim is improvement not punishment to achieve value for money.

This is a large solution custom built for a particular department for the government of Ethiopia. It has taken a long time to grow and will require support from the client and government for more extensive use, and limited access to others.

C A S e S t u dy 4

ethiopian road Authority management System (erAmS)


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C A S e S t u dy 5

roads and highway department (rhd), government of bangladesh

background: This system (www.rhd.gov.bd/cmsweb) was introduced in the Roads and Highways Department of the Ministry of Communications in government of Bangladesh in 2002 and ran successfully until 2007 when funding was withdrawn.

features at a glanceaFull automation of budget allocation by the Ministry of Finance and monthly reporting of accounts to the

Ministry done electronically. aTracking of budget through contracts and BOQs aPerformance monitoring of contracts at zonal and

district levels aQuality module featuring a full set of standard contract

documents with an allowance for approved special clauses and a full BOQ for each contract

aA system capable of working in centralized and decentralized modes

aData was transferred from fields in disks that were collated at the central level

aFull automation of budget allocation, accounting and reporting between the Ministry of Finance and the executing department

System outcomeaDifferent central and field level software modules with

central system having capability to collate data from fields

Strategic development decisionsaA custom built solution with a clear focus on accounting

and budgets; the system was built in-houseaThe system is capable of working in an offline mode.

This is especially useful for remote locations where connectivity may not be good.

impactaA major lesson learnt is that there must be commitment at the top level of management and donors to

ensure that support is ongoing to any major system of this size. Like most organizations, individuals want to get round the system for many different reasons that are not strictly transparent.

a Although the system did allow deviations, the reason for the deviation had to be recorded. The system was possibly rigid and the Department was not familiar with or unwilling to adopt the system

Rating – based on works management

Payments can be traced to vouchers

Financial progress compared with physical progress

Post-facto monitoring of budget

CMS Web is a versatile and strong management tool. It contains the latest updated information on all RHD contracts that are being handled throughout the country. It is now as easy as a click to get information on anycontract and get both its physical work details and financial details.

Manage contracts Identify contracts that are performing well Identify contracts that are making slow

progress Identify contracts that are halted Know liability to the contractors Identify contracts that are recently paid And many more …

Check performance

Check how an office (Zone/Circle/Division)is performing

Check how a project is performing See achievements Identify the problems affecting

performance

Get detailed information Details on contracts such as contractors,

schedules, progress etc View vouchers, see each recipient View detailed measurements - bill item-

wise Look at each bill (IPC, FPC) How much cash RHD generates each year

and from where

Monitor budgets Know the budget for a road according to

accounts head Know the budget for a project Know if you are within or exceeding the

budget View detailed and summary expenditure

information

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C A S e S t u dy 5

roads and highway department (rhd), government of bangladesh

CotS e-tools Available in the marketThe following table lists some of the COTS software/e-tools available in the market pertaining to specific aspects of CPM. This list is neither intended to be prescriptive nor is it based on a comprehensive market study. It simply illustrates the point that several e-tools options, each with its own unique set of features, functionality and pricing, are readily available in the market.

Project management function

CotS e-tools Available

Project management CA Clarity™ PPM, Meridien Prolog, Meridien Proliance, Sciforma 5.0, CS Project Planning (Crest), MS Project, Oracle Primavera, Microsoft Dynamics ERP, MS Excel, MicroStrategy, ProContractor MxR, Project Costing Management (JobPac), Oracle Database 11g, dotProject, Task Juggler, SAP, Constructware (Autodesk), ProjectOpen, Projectwise, Open Workbench

CmS/website HP-TRIM, Projectmates

document management Cloverleaf CAS®, CloveleafTrns•port FieldManager®, CrestDOCS, MS SharePoint, HP-TRIM, Data Forensics PQC, Aconex, Task Juggler, Constructware (Autodesk)

CAd Cloverleaf PES®, Autodesk® AutoCAD®, Revit®, Projectgrid, ProContractor, ArcgIS, google Maps, Mx ROADS

Procurement management CobbleStone Contract Insight Enterprise Edition, Cloverleaf LAS®, Cloverleaf Trns•port Expedite®, Cloverleaf CAS®, NIC eTendering, NIC eAuction, MS Excel, ProjectGrid, Projectmates, Busy, Sage 50 Quantum (Peachtree), ProContractor MxR, Project Costing Management (JobPac), 3PL Warehouse Management Software, Oracle Database 11g, SAP, ProjectOpen

Performance m&e/bme CA Clarity™ PPM, Sciforma 5.0, CS Project Planning (Crest), MS Project, Oracle Primavera, Microsoft Dynamics ERP, MicroStrategy, Data Forensics PQC, Project Costing Management (JobPac), ArcgIS, google Maps, Task Juggler, SAP, Constructware (Autodesk)

dSS CA Clarity™ PPM, Cloverleaf BAMS/DSS®, MeridienProlog, Stakeholder Relationship (Stakeware), American Dynamics (Intellex), Jaspersoft, MicroStrategy, MS SharePoint, Projectgrid, Aconex, Task Juggler

works estimation System/ boQ Automation

Cloverleaf CES®, Cloverleaf Trns•port Estimator®, Cloverleaf Trns•port TRACER™, Cloverleaf PES®, MeridienWinEstimator, Valesco Estimating (Crest), MS Excel, Estimate Master

measurement book e.government Estimation Systemgrievance redressal Microsoft Dynamics CRMfinancial, Accounting & Cost management

CA Clarity™ PPM, CobbleStone Contract Insight Enterprise Edition, Sciforma 5.0, Oracle Primavera, Microsoft Dynamics ERP, Tally.ERP 9 - Auditors' Edition, MicroStrategy, MS SharePoint, ProjectGrid, Projectmates, Busy, Sage 50 Quantum (Peachtree), ProContractorMxR, Project Costing Management (JobPac), 3PL Warehouse Management Software, Oracle Database 11g, SAP

Annex e-tools ResouRces


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Project management function

CotS e-tools Available

integration management Cloverleaf Trns•portSiteManager®, Cloverleaf Trns•portFieldManager®, MeridienProlog, MeridienProliance, Sciforma 5.0, MS Project, Oracle Primavera, Stakeholder Relationship (Stakeware), American Dynamics (Intellex), Jaspersoft, MS SharePoint, Aconex, Oracle Database 11g, ArcgIS, SAP, Constructware (Autodesk), ProjectOpen, Projectwise

Scope management CA Clarity™ PPM, Oracle Primavera, Autodesk® AutoCAD®, Revit®, MicroStrategy, Projectmates, ProContractor, Estimate Master, Project Costing Management (JobPac), dotProject, SAP

time management MS Project, MS SharePoint, Sage 50 Quantum (Peachtree), 3PL Warehouse Management Software, Task Juggler, Constructware (Autodesk), ProjectOpen

Quality management Oracle Primavera, Microsoft Dynamics ERP, ProContractor MxR, Project Costing Management (JobPac), ArcGIS, Google Maps, dotProject, Cerberus QPS

risk management Active Risk, Easy Risk Manager, ProjectOpen

Communications management Cloverleaf Trns•port Preconstruction®, Cloverleaf Trns•portFieldManager®, MeridienProlog, Stakeholder Relationship (Stakeware), Microsoft Dynamics CRM, American Dynamics (Intellex), Jaspersoft, MS SharePoint, HP-TRIM, Projectgrid, Data Forensics PQC, Aconex, ArcGIS, Google Maps, Task Juggler, Constructware (Autodesk), WebEx Meeting, DROPBOx


Product developer web link3PL Warehouse Management Software

3PL Central http://www.3plcentral.com/3PLsoftware_3plwarehousemanager.htm

Aconex Aconex http://www.aconex.com/project-collaborationActive Risk Active Risk http://www.activerisk.com/ArcgIS Esri http://www.esri.com/software/arcgisAutodesk® AutoCAD® Autodesk http://www.autodesk.com/products/autodesk-autocad/overviewAutodesk® Revit® Autodesk http://www.autodesk.com/products/autodesk-revit-family/overviewBAMS/DSS® Cloverleaf https://www.cloverleaf.net/index.php?option=com_content&view=articl

e&id=4&Itemid=37Busy Busy http://www.busy.in/CA Clarity™ PPM CA Technologies http://www.ca.com/us/products/detail/CA-Clarity-PPM.aspxCAS® Cloverleaf https://www.cloverleaf.net/index.php?option=com_content&view=articl

e&id=4&Itemid=37Cerberus QPS Cerberus QPS http://cerberus-qps.com/CES® Cloverleaf https://www.cloverleaf.net/index.php?option=com_content&view=articl

e&id=4&Itemid=37CobbleStone Contract Insight Enterprise Edition

CobbleStone Systems

http://www.cobblestonesystems.com/EnterpriseEdition_Features.aspx

Constructware Autodesk http://www.autodesk.com/products/constructware/overviewCrestDOCS Crest-Software http://www.crestsoftware.co.uk/CS Project Planning Crest-Software http://www.crestsoftware.co.uk/Data Forensics PQC Data Forensics http://www.dataforensics.net/PQC.phpdotProject dotProject http://www.dotproject.net/Easy Risk Manager DNV (Det Norske

Veritas)http://www.dnv.com/services/software/index.asp

eAuction NIC https://dgsndtenders.gov.in/eAuction/app;jsessionid=2A28F6A6A7F86CE5BED9CADDAAA62FA2?page=Disclaimer&service=page

Estimate Master Coon Creek Software

http://www.cooncreeksoftware.com/Estimating-Software.htm

eTendering NIC https://eproc-nicsi.nic.in/nicgep/appgoogle Maps google http://www.google.com/enterprise/mapsearth/products/mapsapi.htmlHP-TRIM Hewlett Packard

(HP)http://www8.hp.com/us/en/software-solutions/software.html?compURI=1173707#.UabsQNKnwSM

Jasper Jaspersoft http://www.jaspersoft.com/LAS® Cloverleaf https://www.cloverleaf.net/index.php?option=com_content&view=articl

e&id=4&Itemid=37Micro Strategy MicroStrategy http://www.microstrategy.com/Microsoft Dynamics CRM

Microsoft http://www.microsoft.com/en-us/dynamics/crm.aspx

Microsoft Dynamics ERP Microsoft http://www.microsoft.com/en-in/dynamics/erp.aspxMS Excel Microsoft http://office.microsoft.com/en-us/excel/MS Project Microsoft http://office.microsoft.com/en-us/project/

developers information for CotS e-tools


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Product developer web linkMS SharePoint Microsoft http://office.microsoft.com/en-us/sharepoint/Mx ROAD Bentley http://www.bentley.com/en-US/Oracle Database 11g Oracle http://www.oracle.com/us/products/database/overview/index.htmlOracle Primavera Oracle http://www.oracle.com/in/products/applications/primavera/overview/

index.htmlPES® Cloverleaf https://www.cloverleaf.net/index.php?option=com_content&view=articl

e&id=4&Itemid=37ProContractor Software Republic http://www.softwarerepublic.com/index.aspx

ProContractorMxR Maxwell Systems http://www.maxwellsystems.com/products/construction/procontractormx

Project Costing Management

Jobpac http://www.jobpac.com.au/software/

Projectgrid Projectgrid http://www.projectgrid.com/frontpage/index.cgiProjectmates SystematesInc http://www.projectmates.com/portal2007/Home/index.aspx?ProjectOpen Project Open

Business Solutions http://www.project-open.com/

Projectwise Bentley http://www.bentley.com/en-US/

Proliance Meridien Systems http://www.meridiansystems.com/products/prolog/overview/

Prolog Meridien Systems http://www.meridiansystems.com/products/prolog/overview/

Sage 50 Quantum PeachTree http://www.peachtree-support.com/peachtree-quantum.aspSAP SAP http://www.sap.com/index.epxSciforma 5.0 Sciforma http://www.sciforma.com/page?id=788Stakeholder Relationship StakeWare http://www.stakeware.com/products/stakeholder_relationship.html

Stakeware StakeWare http://www.stakeware.com/Tally.ERP 9 - Auditors' Edition

Tally http://www.tallysolutions.com/website/html/tallyerp9-auditorsedition/auditorsedition-overview.php

Task Juggler Task Juggler http://www.taskjuggler.org/Trns•port Estimator® Cloverleaf https://www.cloverleaf.net/index.php?option=com_content&view=articl

e&id=4&Itemid=37Trns•port Expedite® Cloverleaf https://www.cloverleaf.net/index.php?option=com_content&view=articl

e&id=4&Itemid=37Trns•portFieldManager® Cloverleaf https://www.cloverleaf.net/index.php?option=com_content&view=articl

e&id=4&Itemid=37Trns•port Preconstruction®

Cloverleaf https://www.cloverleaf.net/index.php?option=com_content&view=article&id=4&Itemid=37

Trns•portSiteManager® Cloverleaf https://www.cloverleaf.net/index.php?option=com_content&view=article&id=4&Itemid=37

Trns•port TRACE™ - Cloverleaf https://www.cloverleaf.net/index.php?option=com_content&view=article&id=4&Itemid=37

Valesco Estimating Crest-Software http://www.crestsoftware.co.uk/WinEstimator Meridien Systems http://www.meridiansystems.com/products/prolog/overview/


Suggested Standard Clauses for Contractor and Consultant ContractsIt is important that the IA ensures that all contracts with the consultant (supervising agency) and contractors have enabling clauses that provide the IA with the mandate to demand that these agencies implement standard e-tools as per their own preference, but provide the client, the right to access to all electronic data and information stored in these e-tools, in so far as it pertains to the client’s contract(s)/project(s). Here is a sample of some of these clauses which could be made part of Specific Conditions of Contract section of the contract.

A General ClauseThe contractor shall disclose all such confidential and other information as the engineer may reasonably require in order to verify the contractor’s compliance with the contract. The information shall be supplied in the electronic or paper format reasonably required by the engineer. In addition the contractor shall use secure database systems supplied by the engineer in order to track approval processes and measurement of the works.

Specific Works Program ClauseThe contract shall provide to the engineer, at the time of works program is first submitted, a full copy of the software package used to develop the program together with a copy of the program submission and approved program. In addition, the contractor shall supply a simplified version of the program with all salient information included and provide a chart showing planned value of work against time and post both on the secure website shown in the appendix to the contract.

The contractor shall monitor the progress of the works on the full and simplified works program and plot the certified value of work done on against the planned work done and have available on the secure website shown against this clause on the appendix to this contract.

Clauses for the Supervision Engineer (Simple)The consultant shall track the progress of all approvals and inspections electronically in a fully transparent manner with direct access by the client at any time. The system shall be kept fully up to date at all times.

Clause for Supervision Engineer (More Complex)The consultant will use a fully electronic approval and measurement system with access to the works contractor to request Inspection. The information should be displayed in a fully detailed tracking system and include summary and filtered reports. The information should be posted daily on the secured website stated in the appendix to this contract and available directly to the client.

Annex 2


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Annex 3

typical iCt Policy Contents

Table of ContentslOrganizational Vision & Mission Statements

lICT Vision Statement

lStrategic Objectives of ICT

lScope of Coverage

lSoftware Platform Policy

lSoftware Procurement Policy

lSoftware Development Policy

lEmailing Policy

lInternet Policy

lNetwork Security and Access Policy

lData Center and DRC Access Policy

lPolicy on Usage of Computer Peripherals

lPolicy on ICT Disaster Recovery

lPolicy on ICT Technical Assistance Request

lComplaints Redressal Policy

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What is Project Management? A note by Project Management Institute on Project Management. - http://www.pmi.org/About-Us/About-Us-What-is-Project-Management.aspx

ICT for greater Development Impact - World Bank group Strategy for Information and Communication Technology - 2012-2015 -http://siteresources.worldbank.org/ExTINFORMATIONANDCOMMUNICATIONANDTECHNOLOgIES/Resources/WBg_ICT_Strategy-2012.pdf

Construction Sector Transparency Initiative - CoST seeks to enhance transparency in public construction by ensuring that basic information on projects is disclosed to the public at key points throughout the project cycle - http://www.constructiontransparency.org

Facilitating Infrastructure Development in India- ADB’s experience and best practices in project implementation - http://www.cms.gov/Research-Statistics-Data-and-Systems/CMS-Information-Technology/xLC/Downloads/SelectingDevelopmentApproach.pdf

Selecting a Development Approach - Major prescribed methodologies of Software Development are discussed and reviewed. Reference to ISO/IEC 12007:2008 is recommended -http://www.iso.org/iso/iso_catalogue/catalogue_tc/catalogue_detail.htm?csnumber=43447

Guidance on Selecting Standard Bidding Documents (SBDs) for ICT Procurement – World Bank -Contains links to single stage and two stage bidding process documents. These documents may be considered in procurement of ICT products and services. - http://go.worldbank.org/42UI2RRT80

Procurement guidelines - Policies that can govern procurement of goods and services by Asian Development Bank. Can serve as a best practice guide in procuring e-Tools and services.- http://www.adb.org/documents/procurement-guidelines.

guidelines for Indian government Websites - guidelines address the entire lifecycle of a website, web portal/application right from its conceptualization to design, development, maintenance and management. Frameworks for Social Media and Mobile governance are also provided. Also has links to some training programmes that can be used for by the authorities.- http://web.guidelines.gov.in

CERT-IN - Computer Emergency Response Team, Defining IT Security Policy and list of empanelled organizations which can conduct a security audit that is required before an application can be hosted by NIC - http://www.cert-in.org.in/

Web Services available by National Informatics Centre - Various services available by NIC to authorities in India on web based hosting - http://webservices.nic.in/

Program Management in India, Insights from Six key Sectors, FICCI and PMI.

PMI-KPMg Study on Drivers for Success in Infrastructure Projects 2010: Managing for Change, KPMg IN INDIA.

Kang S. and Seo J., (2004) ‘ gIS based roadways construction planning’, International Symposium on Automation and Robotics in Construction (ISARC), Available online at http://www.iaarc.org/publications/fulltext/isarc2004-S06-05.pdf,

Ojha, S. “ICT in Transport Sector: Towards effective governance”, The World Bank.

Al-Osaimi, K., Abdul Mohsen Alheraish and Saad Haj Bakry, (2006), “An integrated STOPE framework for e-readiness assessments”, 18th National Computer Conference 2006 © Saudi Computer Society.

bibliogrAPhy


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Websiteshttp://www.indiancst.in

http://go.worldbank.org/XTHKQDYKX0

http://www.earnedschedule.com/

http://office.microsoft.com/en-us/excel

http://aconex.co.uk

http://constructware.com

http://Projectgrid.com

http://projectmates.com

http://projectopen.org

http://.dotproject.net

http://taskjuggler.org

http://construction-management-software.net

http://en.wikipedia.org/wiki/Microsoft_Excel

http://en.wikipedia.org/wiki/Computer-aided_design

http://en.wikipedia.org/wiki/E-procurement

https://en.wikipedia.org/wiki/Spreadsheet

https://en.wikipedia.org/wiki/Content_management_system

http://en.wikipedia.org/wiki/Project_management_software

http://www.webopedia.com/TERM/H/Human_Resources_Management_System.html

http://en.wikipedia.org/wiki/Risk_management_information_systems

http://www-03.ibm.com/software/lotus/symphony/home.nsf/product_sse

http://docs.google.com

http://office.microsoft.com/en-in/access/

http://www.oracle.com/us/products/database/overview/index.html

http://www-01.ibm.com/software/data/db2/

http://www.microsoft.com/sqlserver/en/us/default.aspx

http://www.intelex.com/Communications-55-5product.aspx

http://www.pb.com/software/Communication-Production/Document-and-Message-Composition/EngageOne-Interactive.shtml


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77bibliogrAPhy

http://tenders.gov.in/

http://en.wikipedia.org/wiki/List_of_wiki_software

http://freemind.sourceforge.net/wiki/index.php/Main_Page

http://sharepoint.microsoft.com

http://www.geodynamik.com/languages/pdf/bauma_gb.pdf

http://usa.autodesk.com/adsk/servlet/index?siteID=123112&id=17125562

http://images.autodesk.com/adsk/files/autodesk_roadsandhighways_us_final.pdf

http://ftp2.bentley.com/dist/collateral/docs/geopak/power-geopak_data-sheet_2011_2.pdf

http://usa.autodesk.com/revit/

http://www.autodcr.com/

http://jnnurm.nic.in/wp-content/uploads/2011/01/Optional_Primer_primers.building.pdf

http://emaharashtra.eletsonline.com/2012/04/04/design-and-implementation-of-automated-building-plan-approval-system-autodcr/

http://www.kozhikodecorporation.org/index.php/building-permission

http://www.mpug.com/Pages/whatismicrosoftproject.aspx

http://technet.microsoft.com/en-us/library/ff631137(v=office.14).aspx

http://technet.microsoft.com/en-us/evalcenter/hh973401.aspx

http://www.microsoftstore.com/store/msstore/en_US/pd/productID.216568600

http://www.microsoft.com/project/en-us/project-server-solutions.aspx

http://www.esri.com/partners/alliances/microsoft

http://www54.sap.com/industries/engineering-construction-operations/solutions/sub-ind/software.html

http://www.microsoft.com/enterprise/partners/sap.aspx#fbid=uqnB5u4dpWc

http://www.esri.com/partners/alliances/sap

http://www.sdn.sap.com/irj/scn/go/portal/prtroot/docs/hub/uuid/50657fc1-ea1a-2c10-558cadad9e8620be

http://www2.dir.state.tx.us/DIR_Contracts/Oracle%20Primavera%20Price%20List%20020312.pdf

http://www.dgsnd.gov.in/

http://www.apple.com/ipad/

http://www.google.co.in/nexus/

http://www.samsung.com/global/microsite/galaxytab/10.1/index.html


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https://www.dropbox.com/

https://skydrive.live.com/

https://drive.google.com/

http://www.righttoinformation.gov.in/

http://eprocure.gov.in/cppp/sites/default/files/gos/CVC_Compedium_0.pdf

http://unpan1.un.org/intradoc/groups/public/documents/un/unpan012062.pdf

http://unpan1.un.org/intradoc/groups/public/documents/un/unpan012062.pdf

http://fidic.org/node/332

http://web.worldbank.org/WBSITE/ExTERNAL/PROJECTS/PROCUREMENT/0,,contentMDK:20062006~menuPK:84284~pagePK:84269~piPK:60001558~theSitePK:84266,00.html

http://www.adb.org/site/business-opportunities/operational-procurement/goods-services/documents

http://www.adb.org/documents/users-guide-procurement-works

http://www.transparencyindia.org/resource/integrity_matrix/eProcurement-Integrity-Matrix-Rev-9-CVC-V-2.pdf

http://sharepoint.microsoft.com/en-us/Pages/default.aspx

http://en.wikipedia.org/wiki/Comparison_of_business_integration_software

http://msdn.microsoft.com/en-us/library/ff648849.aspx

http://www-01.ibm.com/software/integration/wbimessagebroker/

http://www.microsoft.com/biztalk/en/us/default.aspx

http://www.oracle.com/technetwork/middleware/fusion-middleware/index.html

http://synapse.apache.org/

http://graphics.eiu.com/pdf/E-readiness%20rankings.pdf

http://www.un.org/en/development/desa/publications/connecting-governments-to-citizens.html

http://www.e-gov.waseda.ac.jp/images/Press%20Released%20on%20e-gov%20ranking%202012.pdf

http://iist.unu.edu/publication/readiness-assessment-framework-e-government-planning-design-and-application

http://publications.apec.org/publication-detail.php?pub_id=647


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E tools

Government & Nonprofit

Transcript of E tools