Construction industry in information management: A case study of the ministry of public works

Abstract

This report is an attempt to impress on managers of building projects the relevance and importance of information and its management. To achieve this aim, the

report has examined a number of factors. First, the

,role

that information plays in the management of organisations. Secondly, the characteristics of building that underline the need for information and its proper management. Thirdly, design information requirements. Fourthly, the case f or general construct ion industry informat ion management. Fina11y , possib1e methods of class ifying construction information. Effectiveness of management can be judged from the appropriateness of decisions made. Good decisions are made with relevant and adequate information. Yet, the construction industry, in terms ,of what is done, who does it and how it is done, is such that flow of information is not always easy. Project design requires information from many and vari ed sources. That informat ion must be gathered and presented ina way it can be uti1ised in the process of making design decisions. This process would be simplified if there was a formalised way of gathering, analyzing, storing and disseminating construction information as a matter of routine. Classification of information is a central aspect in information management. Unlike other industries in many respects, there are particular schemes that are more appropriate in construction. CI/SfB classification scheme .• and its application in both project and general construction industry inform~tion management is discussed. The computer is increasingly becoming an important tool in information handling. To uti1ise computer technology, a modjfied form of CI/SfB, the CBC is used. Research findings show that the MOPW design personnel carried out their work without taking into account relevant

and adequate information; mismanaged available information; had no des ign informat ion 1ibrar ies, and that MOPW had largely failed in its duty of disseminating information to the industry.

A major conclusion is that information manaqernerrt shou1d be seen in the light of good management in the industry. When information is well managed, it will enhance good management. Good management of informat ion will require setting up an information department with all neces?ary resources and within a framework that will enhance cooperation. and harmony with all involved in the industry in the country.

The recommendations offered aim at creating a situation whereby information required in the project process can easily be discovered, gathered, processed and utilised.