Computer Application

UNIVERSITY OF MORATUWA
MSc in Construction Project Management

Department of Civil Engineering
Study On
Computer Application
In
Project Management
Submitted By
A.D.B.De Zoysa
B S c (QS)
Supervised By
Eng. P. Mervyn Gunesekara
University of Moratuwa
69 : k&lo¥
84138
Date: 26-07-2002
84138
Abstract
The construction industry is becoming increasingly complex due to rapid improvements in

designs and the technology. Other factors like involvement of various interested parties,
pressure applied by funding agencies and financial institutions and the tough competition
prevalent have also contributed for this development. Thus, completing projects without time
and cost overrun has b e c o m e paramount importance.
The necessity for an efficient management system as far as the project management is
concerned is essential and has b e c o m e m o r e urgent than ever before, because there are
enough instances where projects have failed to accomplish the time and cost targets within
the given parameters, resulting losses frustrating the interested parties. The new concept
"Project M a n a g e m e n t " has emerged and the tools of project management are n o w being
applied in order to m a k e sure an efficient management system. The application of the project
management software packages comes to the scene as far as the application of these m o d e m
sophisticated project management tools, especially in the main functional area such as
planning, scheduling, monitoring, progress controlling, cost controlling and the document
controlling are concerned. The demand for the computer application therefore have been
increasing rapidly world over as the benefits offered by these so called project management
software packages are enormous. This high demand, the benefits offered by these packages
and m y personnel interest on this area prompted m e to carry out a research project to explore
the application of project management packages in the Sri Lankan Construction Industry.
Objectives of the research project therefore were formulated in order to identify the latest
project m a n a g e m e n t tools which these dedicated project m a n a g e m e n t software packages
should be equipped with, identify the dedicated project m a n a g e m e n t software packages
available and used in the Sri Lankan Constriction Industry, identify the facilities available in
these packages, explore the extent of their usage, ascertain the user satisfaction, find out the
difficulties faced in the use of these packages and to study and find recommendations as to
how the situation is to be improved.
Project management tools which the dedicated project management packages should be
equipped with were studied and findings were gathered and compiled through the
comprehensive literature review carried out as a part of the research. T h e industry research
was carried out on a questionnaire based structured interviews and discussions and this
survey enabled to gather industry experience in the use and application of dedicated project
management packages in the project management activities in the Construction Industry. The
study w a s mainly focused on the contracting firms covering the local firms and foreign
contracting firms b y giving the attention of it to the consultants and project management
firms operating in Sri Lankan Construction Industry. Project m a n a g e m e n t packages used in
the Sri Lankan Construction Industry were researched and the findings have been analysed in
the chapter 4 of this project report. The existing situation regarding the application of project
management packages in the industry w a s studied under five major functional areas, such as
construction planning, scheduling, monitoring and controlling, cost controlling and document
controlling. The research was also focussed on obtaining contractors' views on difficulties
faced, benefits realised and future developments. T h e level of user satisfaction w a s also
subjected in the research and the findings have been analysed and presented in chapter 4.
Lack of trained staff and the lack of interest amongst the technical people in application of
project management software packages have been identified in this research as the main
difficulties faced. As far as the user satisfaction is concerned, most of the firms expressed
that they were satisfied with these packages even though the m a x i m u m benefits derived out
of application of these packages are not fully known to them. Most of the people interviewed
are not fully aware of the tools available in these packages and hence conducting awareness
p r o g r a m m e s in this regard is highlighted as almost all of them have future plan to improve
this area especially b y giving training to the technical staff and recruiting trained people. The
need of formulating training sessions in this regard by universities, technical colleges and
even by the I C T A D could be underlined as one of the important aspects found out in this
research as some of the firms interviewed claimed that there are no sufficient institutes for
them to get their employees trained in this regard. Further, the need of a comprehensive study
on the productivity and the effectiveness of using computer packages for project management
activities in construction industry, indicating the visible results and highlighting the fact that
the benefits which could be obtained b y using these packages could well compensate the cost
of purchasing of even very sophisticated packages like P 3 (Primavera) is of paramount
importance.
Acknowledgement
I first of all wish to express m y sincere gratitude to Mr. P.M. Gunasekara, for his valuable
guidance, continuous persuasion and the support given in accomplishing the mission of
completing this project.
While thanking him sincerely for making available to me, his literature, text books and
various other resources which I think contributed a lot in completing this project
successfully, it is m y duty to remember with gratitude, the Course Coordinators Dr.Asoka
Perera, Dr.Gunewardena, Dr. Kodikkara and Professor A.K.W.Jayawardena, as all of them
helped us a lot during the tenure of the entire academic session to complete the Master
Degree Program successfully.
The board of directors of Sierra Construction Ltd, especially Mr. Priyantha Perera who
allowed m e to use their resources to complete this project is also appreciated with high
regards. M y wife Gayani w h o always persuaded m e with inspirations to see an end to this
project is remembered and hereby given the tribute because, unless her persuasion and
encouragements which I always receive, the mission of completing this project report could
not have been accomplished.
Further, I must thank all those w h o helped m e during the research part, by dedicating their
important time giving appointments and sharing their knowledge and the experience in this
regard.
in
Declaration
This is to certify that this thesis;
1. embodies the results of m y own course of study and research,
2. has been composed b y myself,
3. has been seen by m y supervisor before presentation
Signature of Candidate
th
Date: 2 6 July 2002
IV
Contents
Page N o .
Abstract i
Acknowledgement iii
Declaration iv
Contents v
List of abbreviations vii
List of figures viii
List of table ix
1.0 Introduction
1.1. Background 1
1.2. Objectives 4
1.3. Limitation 5
1.4. M e t h o d o l o g y 5
1.5. Main findings 6
1.6. Guide to report 7
2.0 Literature review
2.1 Project management tools which project m a n a g e m e n t software 9

packages should be equipped with
2.2 Extent of computer usage in project management 16
2.3 Extent of computer usage in project m a n a g e m e n t in Sri Lanka 17
2.4 Facilities available in some of the project management software 20
packages available in Sri Lanka
3.0 Data collection
3.1 Development of study and data collection 38

3.2 Fonnulation of interview questionnaire 38
3.3 Pilot study 41
3.4 Identification of target groups 41
3.5 Data collection 41
4
4
4.0 Analysis
4.1 Introduction 43
4.2 Analysis
4.2.1 Computer usage in general 43

4.2.2 Site based computer system 45
4.2.3 Application of dedicated project m a n a g e m e n t packages 46
4.2.3.1 Application of these packages in planning 47

4.2.3.2 Application of these packages in scheduling 50
4.2.3.3 Application of these packages in monitoring 52
and controlling
4.2.3.4 Application of these packages in cost controlling 54
4.2.3.5 Application of these packages in document 55
controlling
4.2.4 Level of user satisfaction 55
4.2.5 Future development 58
4.2.6 Difficulties faced 59
4.2.7 Benefits realised 61
5.0 Conclusions & Recommendations
5.1 General 62
5.2 Computer usage in general 62
5.3 Project m a n a g e m e n t tools 63
5.4 Project management packages available 63
5.5 Application of dedicated project m a n a g e m e n t packages 63
5.6 Application in planning 64
5.7 Application in scheduling 65
5.8 Application in monitoring and controlling 66
5.9 Application in cost controlling 67
5.10 Application in document controlling 68
5.11 Difficulties faced 68
5.12 Benefits realised 69
5.13 User Satisfaction 69
5.14 Future Development 70
5.15 Recommendation 71
5.16 Future studies 72
References 73
Appendices:
A - I C T A D grading system 75
B - List of project management packages available in the world 76
C - Questionnaire 78
vi
4
List of Abbreviations
F Foreign contractors
Ml M l Contractors
M2 M 2 Contractors
M3 M 3 Contractors
M4 M 4 Contractors
Con Consultants
PM Project M a n a g e m e n t Firms
ICTAD Institute for Construction, Training and Development
DP Data Processing
PERT Program Evaluation Review Technique
MMI M a n / M a c h i n e Interface
AI Artificial Intelligent
DCS Intelligence K n o w l e d g e Based System
CPM Critical Path Method
LOB Line of Balance
BCWS Budgeted Cost for W o r k Performed
ACWP Actual Cost for Work Performed
BCWP Budgeted Cost for Work Performed
P3 Primavera Project Planner
WBS Work Breakdown Structure
CM Construction M a n a g e m e n t
GUI Graphical User Interface
PC Personnel Computer
CAE Computer Aided Estimating
BOQ Bill of Quantity
GRN Goods Received N o t e s
vii
List of Figures
Table Title Page
Chapter 2
Figure 2.1 Project management process 9
Figure 2.2 Facilities available in P 3 21
Figure 2.3 Facilities available in Sure Track Project M a n a g e r 24
Figure 2.4 Facilities available in Microsoft Project (98 version) 27
Figure 2.5 Facilities available in Pert Master Advance 29
Figure 2.6 Facilities available in Harward Total Project 32
Figure 2.7 Facilities available in Expedition 34
vm
List of Tables
Table Title Page
Chapter 2
Table 2.1 Extent of computer usages in Project M a n a g e m e n t 18
(Kodikkara and D e Costa, 1993)
Table 2.2 Type of software used in construction planning and control 18
(Jayaweerasingham, 1996)
Chapter 3
Table 3.1 Survey samples 41
Chapter 4
Table 4.1 Computer usage in general 43
Table 4.2. Reasons for using computers 44
Table 4.3 Site based computer system 45
Table 4.4 Application of deducted project management packages 46
in general.
Table 4.5 Application of these packages in planning 48
Table 4.6 Extent of the usage of these packages in planning 48
Table 4.7 Application of these packages in scheduling 50
Table 4.8 Extent of the usage of these packages in scheduling 50
Table 4.9 Application for these packages in monitoring and controlling 52
Table 4.10 Extent of the usage of these packages in monitoring and 52
controlling
Table 4.11 Application for these packages in cost controlling 54
IX
Table Title Page
Table 4.12 Extent of the usage of these packages in cost controlling 54
Table 4.13 Level of uses satisfaction 56
Table 4.14 Contributory factors for uses satisfactions 56
Table 4.15 Contributory factors for dissatisfaction 57
Table 4.16 Opinion as to weather the lack of software application 58
curtails the performance of projects.
Table 4.17 Further development plan in the applications of project 59
management packages
Table 4.18 Steps to be taken for improving the applications of project 59
management packages
Table 4.19 Reasons for difficulties faced 60
Table 4.20 Benefit realized 61
x
01. Introduction
1.1 Background
1.1.1 Project m a n a g e m e n t concept
" C o m p u t e r Application in Project M a n a g e m e n t " m a y simply be described as five-step

process as follows (Rosenau, 1992)
(1) Defining
Defining the project goals
(ii) Planning
Planning how the triple constraints, that are performance specification, time
schedule and m o n e y budget are satisfied.
(iii) Leading
Providing managerial guidance to human resources, sub-contractors in order

for them to carry their works effectively within the allowed time targets.
(iv) Monitoring
Monitoring the project work to find out how progress differs from the plan in
time to initiate corrective actions. This often leads to re-planning, which m a y
force the pre-determined goals to change with their resource requirements.
(v) Completion
M a k i n g sure that the j o b that is finally done conform to the current definition
of what was to be done and wrapping up all the loose ends such as documents.
In brief, the whole process of Project M a n a g e m e n t can be defined as "the overall planning,
controlling and co-ordination of a project from inception to completion aimed at satisfying
client's requirements and ensuring completion on time, within cost and to required quality
standards."
With the above concept, a new designation emerged in the construction industry called
"project m a n a g e r " or more specially client's project manager. However, the contractor on the
other hand working under client's project manager or otherwise should carry out his project
management activities or management of his construction to satisfy the client and also to
secure his anticipated profits.
1
Also, the contractor's project manager should carry out his project m a n a g e m e n t activities or
management of the construction work to satisfy the client's requirements. Therefore,
whenever the n a m e "project m a n a g e r " is mentioned in this study it is meant for the client's
project manager, consultant's project manager or the contractor's project manager even
though the definition the "project m a n a g e r " is usually meant for client's project manager.
As far as the project management is concerned, planning, scheduling, monitoring and

controlling play very important roles irrespective of whether the m a n a g e m e n t functions
concerned are earned out by the client's project manager, consultant's project manager and
the contractor's project manager, in order to accomplish the five steps in the project
management process as mentioned herein above.
Various project m a n a g e m e n t tools ranging from simple techniques to very sophisticated

techniques are available for project management activities so as to achieve above goals.
1.1.2 T h e need for computer application
Ever developing construction industry is becoming more and m o r e complicated due to the
following factors (Jayaweerasingham, 1996).
• Rapid technological development such as involvement of modern machinery,

plants and sophisticated new construction methods;
• Invention and usage of new material, components and pre-fabricated

components have tremendously increased;
• Involvement of various professionals in various disciplines has vastly increased;
• T o d a y ' s clients are more and more concerned about the time and cost targets as
any time overrun has to be compensated with the additional cost;
• Involvement and influence of various parties such as bankers, funding agencies

and financial institutions have created a situation where time and cost targets
have b e c o m e more and more important;
• D u e to the various new procurement methods and various type of contract, the
management activities have b e c o m e more and more complex.
All the above listed factors reinforce the fact that even though w e have invented n e w
construction materials, methods, equipment and various modern technologies considerably,
completing a project within the set time and cost has b e c o m e extremely difficult unless a
good project management approach with regard to planning, scheduling, monitoring and
controlling is adopted.
For this purpose, there are a lot of sophisticated project management tools available. These
are: network analysis; P E R T charts; Critical Path Method; and various other controlling
schedules and cost control techniques.
However, the new information technology has opened the door for a new m a n a g e m e n t
approach where almost all management functions and activities can be easily and
successfully carried out through computer packages.
Since the computer technology gives a lot of facilities such as quick data handling, filing and
presenting data when needed, quick processing of data, ability to re-use data, ability to
provide timely and accurate information to achieve business goals, it is clear that project
m a n a g e m e n t activities will become extremely easy, if a good computer software package is
used. Because, in the project management activities (Gunesekara, 1996):
• The amounts of data to be handled are more.
• T i m e available to process data is very limited.
• Interconnection and link a m o n g data and information relevant to construction work is

very complex.
• Inputs of various professionals have to be coordinated so as to m a k e sure that the

project's objectives are achieved.
• Involvement of various parties such as funding agencies, financial institutions and

bankers w h o are very keen in constantly reviewing the project progress for which
various reports are required within a very short time.
• Restrictions imposed by funding agencies such as on time and cost make it compulsory
for the project managers to constantly review the progress and submit reports within
very short time periods.
• Usage of new project management tools and techniques such as Network, P E R T Chart,
Critical Path M e t h o d s , Schedules and Cost controlling Techniques are very complex if
handled manually.
• Also, a n u m b e r of sophisticated software packages are readily available in the market,

which gives almost all the project management tools described above.
So, computer application is very much necessary for project management activities.
3
The most important aspect is that by using computer software packages in the project
management activities, answers could be found to most of the following questions in a very
short period of time (Jayawardena, 1996):
• H o w long will the project take to complete?

• If a particular activity is delayed, will the project be delayed?
• Are enough resources available to complete the project on schedule?
• Could the j o b be completed within the budget?
• Will the work of a particular sub-contractor affect the progress of another
contractor?
T h e ability to experiment with the plan and the facility for instant analysis of the project to
provide the latest information is the other most important aspect which undoubtedly assists
the project managers in decision making (Jayawardena and D e Mel, 1994)
The manual analysis and reporting is a very tedious process and often abandoned after the
first plan and the schedule without even going on to the controlling stage. Thus any
investment on project management computer software packages is undoubtedly well worth
and extremely helpful for project managers in project management activities and to survive
in the competitive market. So, application of computer software packages in the project
management activities has now b e c o m e a necessity and thus any study on the computer
application in project management activities will give a lot of benefits to all those who are
engaged in the project management activities (Jayaweerasingham, 1996).
1.2 Objectives
The main objectives of this research project are as follows.
0 1 . To identify the project management tools which the project m a n a g e m e n t software

packages should be equipped with.
02. To identify the project management software packages currently used and to identify
the facilities available in these packages with regard to planning, scheduling,
monitoring and controlling activities including the document controlling in the
project management activities
03. To ascertain the extent to which these packages are used and also to find out whether
the facilities available are used to the m a x i m u m benefits in the Sri Lankan
Construction Industry for project management activities.
04. To ascertain user satisfaction and explore the reasons attributed for satisfaction and
dissatisfaction.
05. To find out difficulty faced by the industry in using Computer software packages.
4
1.3 Limitation
The topic " C o m p u t e r Application in Project M a n a g e m e n t " has a very broad coverage as it
covers all the computer applications in whatever means in the project management activities
ranging from dedicated project m a n a g e m e n t software packages to spread sheet applications,
word processing applications, applications of database packages such as Microsoft Access,
Dbase, Visual Basic and Visual Dbase.
In the process of project management, planning, scheduling, monitoring, and controlling are
the most important activities because most of the other aspects are very m u c h relevant to the
human factors such as motivation and human resource management. Hence, this study is
further limited to the application of dedicated project management software packages in
planning, scheduling, monitoring and controlling aspects in the project management
activities.
1.4 Methodology
This research study carried out can be classified mainly in to three categories.
1.4.1 Literature survey
Literature survey was carried out to acquire a broader knowledge in the areas relevant to this
topic covering the following aspects.
* Identifying and studying all the sophisticated project m a n a g e m e n t tools with regard to
planning, scheduling, monitoring and controlling activities, which the project
management software packages should be equipped with.
* Identifying and studying the project m a n a g e m e n t packages available in Sri Lankan

Construction Industry
* Identifying and studying the facilities available in some of the popular project
management packages available in Sri Lankan Construction Industry.
1.4.2 Filed research
(I) Data collection
Data collection was carried out to gather industry experience in the use of computer software
packages in project management activities. Data w a s collected through a detailed
questionnaire survey and interviews conducted and also through discussions held with
clients' project managers and project managers appointed on behalf of contractors and
consultants to look after their interests, covering the following aspects.
* Identifying the project management packages, currently available in the Sri Lankan
construction industry and also identifying the extent to which, these packages are
used in the Sri Lankan Construction Industry.
* Identifying and studying the difficulties faced b y the construction industry, in using
these computer software packages in project m a n a g e m e n t activities
(ii) Data analysis
T h e data collected from the industry research have been analysed in detail and are presented
under " A n a l y s i s " in this report.
1.5 Main findings
1 Under the main functional areas of the project management, namely the planning,
scheduling, monitoring, controlling including cost controlling and document
controlling, it has been found out that the Critical Path Analysis, Bar/Gantt Chart,
N e t w o r k s such as Activity on Arrow N e t w o r k and Activity On N o d e (Precedence)
Network, Resource Histograms for Resource Planning, N o n e Uniform Resource
Requirements, Scheduling in respect of Bar Charts, Bar Chart Target Comparison,
Progress Monitoring Reports, Cost Controlling Tools such as Actual vs. Target Cost
Histograms, Earned Value Analysis, Cash Flow Histograms and Projected Cost
Curves and Cash Flow Reports are the main project management tools which any
dedicated project management software package should facilitate for. Facility for
levelling resources, creating calendars, producing various reports and linking data
with other c o m m o n packages are the other requirements which any project
management software package should be equipped with.
2. U n d e r the main functional areas of planning, scheduling, monitoring, controlling

including cost controlling and document controlling, there are a n u m b e r of packages
used in the Sri Lankan Construction Industry. Microsoft Project, Primavera Project
Planner (P3), Total Project Manager/ Harward Total Project M a n a g e r ( T P M / H T P M ) ,
Pert Master and Pert Master Advance, T i m e Line, Sure Track and Expedition by
Primavera are the dedicated project management packages which are n o w available in
the Sri Lankan Construction Industry.
3. It has been found that all the packages are equipped with the fundamental project
management tools. As far as the P3 is concerned it has more advanced features such
as cost controlling and cash flow forecasting facilities. The Expedition is somewhat
different and it has features required for contract administration activities such as for
document controlling.
4. T h e extent of the dedicated project management packages in the project m a n a g e m e n t

activities of construction projects w a s not satisfactory amongst the local constriction
firms and consultants. It has been found that under main functional areas of planning,
scheduling, controlling, cost controlling and document controlling, the usage of the
packages was not at a higher level. However, there is a trend of a improvement as
now most of the contracting firms, consultants and project m a n a g e m e n t firms have
shown high interests in using project m a n a g e m e n t software packages in project
management activities.
5. Better controlling of activities, preparation of quality reports, increased c o m p a n y

reputation, less repetitive works, turn over increase and the ability of better
controlling of activities were identified as the benefits of using dedicated project
management packages in project management activities of construction projects.
6. N o n e availability of the trained staff, lack of interest amongst the professionals, lack
of interest amongst the top management are the main difficulties encountered b y the
contracting firms in using the project management software packages. N o n e
availability of trained staff is o n e of the major difficulties faced b y the consulting
firms and project management firms. High cost is the other factor found as a
difficulty faced in using these project management software packages.
7. All the foreign contractors and M l contractors are satisfied with the available
software packages. Most of the m e d i u m level local contracting firms are satisfied
with the tools available in the project management software packages available in the
Sri Lankan Construction Industry. Straight forward application and easy and quick
execution of management and administration activities are the m a i n attributing factors
for this satisfaction. Lack of experienced professionals to use these software packages
is the main contributing factor for dissatisfaction of most of the contracting,
consulting and project management firms.
8. M o s t of the contracting, consulting and project m a n a g e m e n t firms have future plans

to develop the use of project management software packages in project management
activities in the construction industry. Recruiting trained staff, streamlining the
organisational procedures, are some of the steps which are going to be taken to
improve the application of these packages in project m a n a g e m e n t activities. Lack of
institutes to provide training facilities is one of the main factors which hinders the
increase of usage of the software package applications even though most of the firms
are willing to give training to their employees. N o n e availability of enough training
p r o g r a m m e s is also one of the main difficulties in the usage of these packages.
1.6 Guide to report
This research dissertation contains five chapters. Contents of the chapters are briefly as
follows;
Chapter 1 This chapter gives the back ground, objectives, limitation, methodology, main
findings and the guide to the project report.
Chapter 2 The literature review and the finding of it have been detailed in this chapter.
Project management tools which the project management software packages
to be equipped with, the packages available in the Sri Lankan Construction
Industry and the facilities available in these packages in comparatively with
the required tools to be equipped with, are detailed in this chapter. T h e extent
of the usage of these packages based on the previous researches has also been
discussed in this chapter.
Chapter 3 This chapter gives the details of data collection of the research project.
Developments of the study for data collection, formulation of the interview
questionnaire, have been detailed in this chapter. This chapter also gives the
details of the pilot study, how the target groups were identified and h o w the
data collection was carried out.
Chapter 4 This chapter details the analysis of the data collected. T h e analysis has been
done in terms of computer usage in general, site based computer system,
application of dedicated project m a n a g e m e n t software packages in planning
scheduling, monitoring and controlling including cost controlling and
document controlling. The analysis of the data done under this chapter further
shows the level of user satisfaction, future developments, difficulties faced
and the benefits realised b y the industry in using dedicated project
management software packages in construction project management activities.
Chapter 5 Conclusion and recommendations based on the finding of the data collection
are dealt with in this chapter. Conclusion on the findings relating to the
objectives of the research project has been discussed in this chapter. This
chapter also devotes to the areas such as future developments; future studies to
be undertaken and the most importantly the recommendations for improving
the level of usage of project management software packages in the
construction project management activities.
02 Literature Review
2.1 Project M a n a g e m e n t tools which project m a n a g e m e n t software packages should
be equipped with
Before discussing the project management tools, it is worthy to understand h o w the project
management process i.e. planning, scheduling, monitoring and controlling with corrective
actions are carried out. T h e main objectives of any project are to complete a prescribed
amount of work within a fixed duration at a previously estimated cost to the required quality.
To achieve these objectives, project planning, scheduling, monitoring and controlling are
necessarily required.
T h e three phases: planning, scheduling, monitoring and controlling is a cycle process as

shown below (Jayawardena, 1995)
Planning Scheduling Control
Activity List Network solution Activity List

Time - Float
Activity List
Basic resource Time - Cost Basic resource

Assignment Assign ment Assignment
Network Resource Network

Leveling
Schedule Plan
Figure 2.1 Project management process
9
There are various project management techniques and tools, which can be used for each of
these phases depending upon the type and the size of the project. In case of planning, there
are a considerable number of techniques such as Critical path Method ( C P M ) , Bar Charts,
Program Evaluation and Review Techniques (PERT), Linear Scheduling Method ( L S M ) ,
Line of Balance ( L O B ) , W o r k Study technique and operation techniques (Jayawardena,
1995)
Even though techniques such as Critical Path Method, Line of Balance and Linear
Scheduling can be used in construction project management activities, the Critical method
with it's associated tools for all three phases: planning, scheduling, monitoring and
controlling is the most popular, effective and the efficient technique which is vastly used in
project m a n a g e m e n t activities specially in construction works (Jayawardena, 1995).
2.1.1 W h y critical path method is so important?
The Critical Path Method is a powerful tool for planning and management of all type of
projects. It provides a precise mathematical approach for planning, scheduling and control
and allows ready evaluation and comparison of alternative work programmes, construction
methods and types of equipment by changing individual activity durations, resources or
relationships between activities (Jayawardena, 1995).
Further, network and it's associated tools provided by the Critical Path method help the
project manager with precise information on the effect of each variation or delay in the
adopted plan thus allowing identification of operations which needs remedial actions.
The use of C P M is well established in variety of industries and is very m u c h established in

the construction industry as stated above.
In addition to various other uses in variety of industries, the assessment of cost of hazards
may be investigated. Also, a rational approach to problems in minimizing site risks, floods,
inclement weather and similar hazards can be achieved through the C P M so that the cost of
these risks m a y be assessed and incorporated in to the p r o g r a m m e (Jayawardena, 1995)
Therefore, C P M is a very important and effective technique in the project management

activities and hence should necessarily be incorporated in the project m a n a g e m e n t software
packages available for project management activities.
There are various project management tools based on critical path method. They are required
at various stages of a project.
The first task, which has to be carried out in C P M , is to identify (Lock, 1996)
• all the activities of the project
• all the resources required for each of this activity.
• interrelationship of these activities and;
• activity duration by considering all the constraints.
10
Once these tasks are finalized any project m a n a g e m e n t software should be capable of
accepting this information so that the project manager can effectively use for project
management techniques which will be discussed below.
2.1.2 Networks
As w e all are aware, network is a representation of the project plan by a schematic diagram
that depicts the sequence and interrelationship of all the activities of the project. A fully
developed network is a logical and mathematical model of the project based on single
activity duration. This can be used to quickly establish the earliest start time, latest start time,
earliest finish time, latest finish time, floats, critical path and the project duration of a project
(Clough/ Sean, 1991)
Basically there are two types of networks;
(a) Activity on Arrow Network

(b) Activity on N o d e (Precedence) Network
As the names imply, in the activity on Arrow Network, Arrows represent the activities,
whereas the activity on N o d e Network, the activities are represented b y N o d e s .
T h e precedence N e t w o r k is more versatile in which lag and lead relationship of activities

such as relationship between start to start, start to finish, finish to start and finish to finish of
two or more activities can easily be represented with any lag if required. D u e to these
reasons, Precedence Network is becoming more and more popular and the most effective
method. Further, fully developed network can be used as a plan, as a schedule and also as a
controlling tool.
So, if a project management software package is used, alternative plans by changing

duration, relationships, and resources etc., can b e easily produced. Also, imposing milestones
and project deadlines until you have an acceptable plan can be executed. Hence, any project
management software package should facilitate for this very important project m a n a g e m e n t
tool.
2.1.3 Resource histograms for resource planning
As we are well aware, a project requires several resources such as skilled and non-skilled
labourers, other personnel w h o are engaged in construction activities as required, plant and
any other things as may be required. The problem that project managers or planners
encounter is to find out w h e n they need deferent type of resources during the project period,
how m a n y of each category is required at different times and whether available resources are
sufficient. However, if they are not sufficient what action can be taken to overcome the
problems could be easily thought of.
11
T h e resource requirement for each category of resources can be clearly seen in a resources
histogram. Hence, any software package intended to be used for project management
activities should have the facility to produce this type of resource histograms.
B y analysing these resource histograms, w e can easily find out whether the resources are
sufficient to meet the demand within the m a x i m u m available resources. The m a x i m u m
available limit too can be plotted in the same histogram.
Similarly, resource requirements of all resources should be able to be obtained and hence the
software packages should provide the required facilities.
(i) Non uniform resource requirement
Generally, when resources are assigned to an activity, it assumes that the resource usage
starts when the activity c o m m e n c e s and continues until the activity finishes. However, there
are situations where a particular resource is not required until the activity has been underway
for a few days. It is also possible that the resource is not consumed at an even rate.
This is another challenge faced by the project managers. Incorporation of these problems in
to the resources histograms is not an easy task. Therefore, any computer software package
available for project management activities should necessarily facilitate for these
requirements if m a x i m u m benefits are to be yielded in using computer software packages.
(ii) Levelling of resources
If the resource histogram indicates a lot of peaks and troughs or exceeds the resource ceiling,
the non-critical activities should be moved within their floats using defined priority criteria to
smooth the resources below the ceiling. If it is still impossible, the logic of the network will
have to be re-arranged to accommodate resource demand.
This is in fact a very tedious process if carried out manually. So, any software package
intended to be used for project management activities, should have the facilities to level
resources according to a priority order against the availability to stay within the resource
limit. Normally, resource levelling does not change the activity duration or resource
requirements but it delays the scheduled dates. In this situation, two approaches can b e
made. The first is to m o v e activities within floats or even delaying outside the floats to
a c c o m m o d a t e the demand of resources with the availability and checking the schedule to see
whether it is acceptable. The second is to assign more resources during the peak periods
(Jayawardena, 1995).
Therefore, any software package intended to be used for project m a n a g e m e n t activities

should necessarily have the facility to experiment by using deferent levels of availability or
modify the network logic and then re-schedule to see the impact of alternative approaches
(Jayawardena, 1995).
12
2.1.4 Calendars
The most important feature, which should be incorporated in computer packages developed
for project management purposes, is the facility to create working calendars. W o r k i n g
calendars allow defining working and non working days and hours. The project schedules the
activities to perform only during the working days and hours as specified. In addition to
these base calendars, the software packages should be able to define resource calendars as
well. T h e schedule considers that resources are available according to the calendars and the
plan is adjusted to suit the availability (Jayawardena, 1995).
2.1.5 Scheduling
Once the project is planned using the critical path method including the resources, the
planned data must be communicated in a schedule for execution. The schedule can be
prepared in the form of a bar chart, histogram, table or a report. Therefore, any project
management software package should have the facility to produce required schedules based
on project management tools as herein described.
Given below are some of the c o m m o n schedules, which are considered as paramount
important for project management activities (Jayawardena, 1995).
(i) B a r charts
Bar Chart "Gantt Chart" is perhaps the most extensively used tool for scheduling. Its
versatility arises from the simplicity of its preparation; it's use and its capacity to
a c c o m m o d a t e various forms for effective communications.
Therefore, any project management software should necessarily have the facility to
produce bar charts. In addition, the facility to indicate how a particular resource / cost
are allocated throughout the project b y superimposing a resource / cost histogram on
the bar chart is very important feature in the bar chart.
(ii) Reports
Producing various reports indicating detailed information of a project such as early

start date, early finish date, late start date, late finish date, float and other information,
which gives an immediate picture of which alternatives are most important in getting
the project completed on time is extremely important. Hence, the project m a n a g e m e n t
software packages, which are intended to be used for project m a n a g e m e n t activities
specially, should be equipped with these tools to provide these reports whenever
required.
2.1.6 Progress monitoring and control
Progress monitoring and control are very important in the project management, when a
project is underway, to m a k e sure that the project completes on schedule. M a x i m u m benefits
13
of project planning and scheduling cannot to be obtained unless a proper monitoring and
controlling is carried out. The important tools available for this purpose include bar charts
and monitoring and controlling reports (Jayawardena, 1995)
(i) Bar chart target comparison
W h e n a project is underway, the target plan (original schedule or base line plan) and
the actual progress in the same bar chart indicate the actual position of the project.
This will help to m a k e sure that the activities are carried out as scheduled. The
project manager will be able to identity from these bar charts where the delay is and
then take appropriate actions to rectify the delay. H e n c e , project m a n a g e m e n t
software packages should be able to provide these kinds of bar charts in order to get
the m a x i m u m benefits out of using computer software packages.
(ii) Progress monitoring reports
It should be able to compare the schedule plan (baseline plan) with the actual dates in
a report. Then the potential problems can be flagged with L A T E notice, and the
schedule activities can be marked with OK.
Therefore, it is important for any project m a n a g e m e n t software packages to give this

kind of information in a report.
2.1.7 Cost controls
As w e are aware, cost controlling is the most important aspect in project management. There
are various techniques available for this purpose. Cost Histogram, Cash Flow reports,
Cumulative Curves (S Curves ) and cost control reports are the most important tools
available for project management activities. It is clear, that each activity requires a mix of
labour, materials, plant and other resources. The problem of the project manager is to track
the actual cost for each resource, each activity and for the w h o l e project with the budgeted
cost and take necessary actions for controlling the cost in case it exceeds the budgeted cost
(Jayawardena, 1995)
This process is very difficult task if carried out manually. Therefore, the project management
software packages should support to produce these types of reports in project management
activities, if the m a x i m u m benefits are to be obtained in using computer software packages.
S o m e of the tools, which the project management software packages, should facilitate for are
as follows;
(i) Actual Vs target cost histograms
Actual Vs Target cost histogram is very useful in reviewing and evaluation of project
spending. Also, the cumulative curves can be used to identity actual cost vs targeted
cost up to date.
14
Earned value analysis
The performance can be determined using earned value, which calculates the value of
work satisfactorily completed, based on a completed target plan. Measuring
performance involves three key indicators: Budgeted Cost for W o r k Scheduled
( B C W S ) , Budgeted Cost for W o r k Performed ( B C W P ) and the Actual Cost for W o r k
Performed ( A C W P ) . B C W S is the planned budget to date, B C W P is the budgeted
value of work done to date and A C W P is the actual amount spent to date for the work
performed.
The difference between the B C W S and the B C W P is the schedule variance. T h e

difference between the A C W P and the earned value ( B C W P ) is the cost variance.
Therefore, any project management software having facilities to produce reports

indicating above is very useful and gives m a x i m u m benefits to the project manager in
project m a n a g e m e n t activities throughout the entire project duration.
Cash flow histogram and projected cost curves
Projected cost histograms with cumulative cost curves indicate the cash pattern in the
future. This will no doubt help the project manager in his decision making so as to
m a k e sure that the project will be completed within the targets.
Cash flow reports
A Cash flow report indicates all the cost for a specified account or resource. For
instant monthly cash flow reports can be prepared indicating the monthly cash needs
along with cumulative amounts based on earliest, latest and the targeted dates for
project activities. The report can also be printed in a histogram and cumulative S
Curve to indicate the spending pattern of a project (Jayawardena, 1995).
So, any software package having facilities to produce cash flow reports will no doubt
bring a lot of benefits for the project management activities so as to achieve the
project objectives.
Cost reports
Cost reports indicating details such as budgeted cost, percentage completion, actual
cost to date, estimate to complete and variance, are very advantageous in project
Therefore, project management computer software packages should have the facility
to produce cost reports indicating above details.
15
2.1.8 Linking of data
Linking of data to third party application such as with other software packages covering
spreadsheet applications, word processing applications and other compatible software
packages is the most important feature, which should be incorporated in the project
m a n a g e m e n t software packages. Because, the facility to link with other software is
necessarily required for project management activities, as a lot of analysis work and
communication activities are involved in the project m a n a g e m e n t activities (Jayawardena,
1995).
The other most important feature to be available in the project m a n a g e m e n t software

packages is the ability of providing any of these reports at any stage of the project in the
required format covering only the information required by the user. For instance, the entire
project should be able to expand or contract using the concept of sub project to reveal the
required information in detail or in s u m m a r y form.
A b o v e are s o m e of the most important project management tools available for various phases
of project m a n a g e m e n t activities, namely: planning; scheduling; monitoring and controlling
(progress and the cost), which should be incorporated in the project m a n a g e m e n t software
packages, if m a x i m u m benefits are to be yielded in using computer software packages.
2.2 Extent of computer usage in project m a n a g e m e n t .
As discussed in previous chapters, the definition of project m a n a g e m e n t recognizes the need

for professional j u d g e m e n t or m a n a g e m e n t in addition to planning of time, cost and
resources. The development of the information technology has opened the door for a new
management approach where all management functions and activities can be easily,
effectively and successfully carried out through computer software packages.
Even though there are a lot of dedicated project management software packages available in
the market, very often, what is c o m m o n l y referred to as project m a n a g e m e n t software b y
software manufacturers and dealers, can be more precisely described as project planning and
control software packages. N o system currently available in the market, offers facilities to
undertake all aspects of project m a n a g e m e n t skills such as motivation, leadership etc which
cannot in any w a y be computerized. All software packages claimed as dedicated project
management software packages, support the m a n a g e m e n t decision making process, i.e. they
provide supporting tools.
The areas covered by most of these so-called project management software packages are as
follows (Jayawardena and D e Mel, 1994)
• Project planning and scheduling

• Resource management
• Progress monitoring and control
• Cost control and cash flow forecasting
• Presentation of information through various reports
16
In addition to above, now packages such as "expedition" in Primavera system are already
available in the market for document controlling. This is a big boost for contract
administration and project management activities. Computer application in the above areas,
help the project manager to a great extent to carry out planning, controlling and co-ordination
activities of a project to satisfy the client's requirements.
In addition to the dedicated software packages, general-purpose packages too can be used for
certain aspect of project management activities.
S o m e of these packages are as follows (Jayaweerasingham, 1996):
1. Use of spreadsheet packages such as Lotus 1.2.3, Microsoft Excel for

accounting, project planning and scheduling activities.
2. U s e of data base packages such as D b a s e l 1 1 , M S Access and Visual Basic for

managing and processing information on its own or b y developing a
management information system (MIS) to m a n a g e information required for
project management.
3. U s e of word-processing packages, drafting packages and business graphics for

reports and desktop publishing.
4. Use of purpose built packages developed using general-purpose languages

such as Basic, Pascal, Visual dbase, Visual Base and Microsoft Access for
specific project management applications.
There are more than 100 dedicated project planning and controlling packages available in the
world. Capabilities and prices of these software packages vary depending upon the
capabilities and facilities available in the packages (Jayawardena, 1995). Most of these
packages have basic facilities with regard to planning, scheduling and controlling aspects of
project management activities. A list of some project m a n a g e m e n t software packages
available in the world is given in the Appendix - B
2.3 Extent of the usage software packages in the project m a n a g e m e n t in Sri L a n k a

(Koddikara and De Costa, 1993)
Before discussing the extent of computer software packages used for project management
activities in Sri Lanka, it is worthy to have an idea about to what extent the computer
software packages are generally applied in the construction activities.
This is simply demonstrated by a survey carried out by Koddikara and D e Costa (1993) to
investigate the use of computers in the Sri Lankan construction industry even though the
results given are not relevant in the present situation as these results are from a research done
fairly a long time ago.
17
r
T h e results are shown in the table below.
T a b l e 2.1 Extent of computer usage in project m a n a g e m e n t

(Koddikara and D e Costa, 1993)
Category Usage in 1993 (%) Future expectation (%)
Consultants 69 77
Large Contractors 55 68
(Grade 1&2)
Small Contractor 00 11
(Grade 3 & below)
Jayaweerasingham (1996) indicates that only 7 5 % of Grade 1 contractors and 3 0 % of Grade

2 Contractors who were interviewed and surveyed had used computer software packages for
construction m a n a g e m e n t activities. Also, 1 0 0 % of the foreign contractors and 7 5 % of the
property developers w h o were interviewed and surveyed had used computer software
packages for project management activities (Jayaweerasingham, 1996).
T h e survey w a s carried out on contractors and property developers only. The findings of
this research also revealed that contractors were very reluctant to use computer software for
net work planning and resource planning.
Further, usage of dedicated project management software packages a m o n g the contractors

w a s also surveyed under the same research and the findings which can be described as
s o m e w h a t unsatisfactory, is as follows:
T a b l e 2.2 T y p e of software packages used in construction planning and control

Percentage (%)
Type of Software Network Schedule Resource Progress Cost
Control
M S project - 12 - 12 12
T i m e Line - 16 - 16 8
Pert Master - 4 - 4 -
HTPM - 4 - 4 -
18
4
Even though no comprehensive research has been carried out on the computer software
packages in project management, especially with regard to planning, scheduling, monitoring
and controlling in the Sri Lanka Construction Industry, a few surveys, researches and studies
in other relevant areas have been carried out.
T h e finding of these studies clearly indicates that the use of project management software
packages by all parties is not up to a satisfactory level although a certain percentage of firms
w h o do not use project management software packages have plans for future use.
The findings of these researches have also revealed that high cost of software packages,
unavailability of certain software packages in the local market and the lack of after sales
service have b e c o m e negative incentives to purchase these software packages b y average
consultants or contractors. It has also been observed that the use of project m a n a g e m e n t
software packages by most of project managers in Sri Lanka is not up to the required level
when these facilities are available in their organizations.
M o s t of project managers carry out co-ordination work, monitoring work and controlling
activities through progress meetings and perhaps with a few project management tools
available in the project management software packages.
However, the situation now have changed little bit as explained in next chapters in this
report on the finding of the research done in this regard with the rapid development of the
computer technology and information technology. Also now there is a growing tendency in
the use of computers and the use of project management software packages for the project
management activities. Most of the project managers whether he is appointed to look after
the project management work on behalf of the client, consultants, and contractor, are very
much concerned about the usage of computer software packages.
According to the previous researches and other literature available, it could be established
that the dedicated project planning and control packages, which are used in Sri Lankan
construction industry at present, are as follows;
(1) Microsoft Project

(2) Primavera Project Planner (P3)
(3) Total Project M a n a g e r / Harvard Total project manager ( T P M /
HTPM)
(4) Pert Master and Pert Master Advance
(5) T i m e Line
(6) Sure Track
(7) Expedition by Primavera
84138
19
>
2.4 Facilities available in some of the project m a n a g e m e n t software packages
available in Sri L a n k a .
Most of these software packages with their facilities will be discussed in brief in this section
as follows. In discussing the facilities of the project management package, findings of the
literature review carried out on text books, papers, thesis, study reports and articles written
on this subject were used. M y practical experience gained in practice using these packages
have also been considered in this discussion.
2.4.1 Primavera Project Planner (P3)
This is one of the most powerful and user friendly graphical program software packages
available in the world. It helps the users with planning tasks, allocation of resources, costing,
tracking and powerful reporting. It is suitable for any project whether it be simple or most
advanced and complicated.
It provides almost all the popular project m a n a g e m e n t tools in the form of graphical screen
displays called project forms. B y using these forms to define project tasks and their
relationship, a project can be well planned to reflect real world situation. B y using Project
Planner (P3), the m a n a g e m e n t of a project can be effectively carried out in various ways such
as for an instant, by managing project resources for a single project a m o n g multiple projects.
Assigning multiple calendars, resource allocation can be effectively done at uniform

distribution, non-uniform distribution across an activity using 16 different resource
distribution curves and also by defining resource lags.
P3 indicates any over allocated resources, which can be, corrected either manually or with
automatic resource levelling facility available in the package.
The most important feature of the P3 is its ability to provide a lot of very useful monitoring
tools and cost controlling tools. Also, a lot of reports can be produced to satisfy the user
requirements and its report formats help the project manager in communicating the project
details. Further, it also has the ability to link the data with other third party software
applications facilitating smooth communication of information.
The following is a s u m m a r y of all facilities available in the package (Primavera System,

1995)
20
P r o j e c t P l a n n i n g S y s t e m S o f t w a r e Facility
• Ability to create work breakdown structures • Available

• Ability to create responsibility assignment matrix • Available
Network Analysis
• M a x i m u m number o f activities • Unlimited

• M a x i m u m number o f activities per project • Unlimited
• Network analysis convention • A r r o w or P r e c e d e n c e
• Sub Network • Capable
• M a x i m u m number o f sub networks • Unlimited
• Multiple Project Calendars • Available
• M a x i m u m number o f calendar modules • Unlimited
• M a x i m u m number o f total calendar modules • Unlimited
• Resource Calendars • Available
• User definable calendars • Available
Other network facilities
• It supports milestones, targets imposed ends, ability to

• Available
support various activity relationships and assigning
various constraints.
• Available
• Ability to store and re-use library o f standard network
Resource Processing
• M a x i m u m number o f resources • Unlimited
• Method o f activity allocation • U n i f o r m , at start, at e n d ,

u n e v e n , by using 16 different
r e s o u r c e c u r v e s and d e f i n i n g
r e s o u r c e lags
Other resource processing capabilities
• Resource levelling capability • Available

• Resource histogram capability • Available
• Facility to define limits on resource availability • Available
• Ability to create resource comparison profile. This indicates • Available

what has happened and what is anticipated with multiple
resources. In each case a curve shows the cumulative usage
for the resource
• Ability to produce resource and activity matrix reports

• Available
Ability to produce other reports on resource such as • Available
resource sheets, resource graphs and resource views.
21
Cost Processing
• Resource Costing and Cash flow facility • Available
• Ability to produce billing by cost centre. This provides a cost • Available

based look at performance using concept o f earned value. In
simple language, it answers three key questions; what was
budgeted?, what was accomplished? what was spent? based
on this information P3 calculates variances to pinpoint
problems and estimates cost at completion.
Tracking Progress
• Ability in comparing the updated plan based on actual • Available

recording o f works and cost as it is completed, with the base
plan.
• Updating the project • Available
• Ability to provide forecasting reports • Available
Reports
• Method o f report • V i a S c r e e n and P r i n t e r s
• Degree o f report flexibility • Available
• Bar charts • Critical p a t h w i t h logic links,

% completion and target
dates
• Graphical output capabilities • Available
• Producing summaries o f all the projects • Available
• Producing Risk Analysis • Available
• Producing risk analysis graphs. This will indicate the • Available

probability o f achieving the schedule time and cost targets
22
D a t a E x c h a n g e and S e c u r i t y of D a t a
• Import capability for Updating. • Available with compatible

software packages. Microsoft
Window application is
compatible
• Export ability • Available with compatible

compatible
• Security o f data • A c c e s s is limited, if r e q u i r e d
Figure 2.2 Facilities available in P3
2.4.2 Sure Track Project M a n a g e r 5.1, by Primavera System
This is also one of the most powerful and user-friendly graphical program software packages
available in the world. It helps the usres with planning tasks, resources, costing, tracking and
powerful reporting. It is suitable for any project whether it m a y be a simple or most advanced
and complicated.
It provides almost all the popular project management tools in the form of graphical screen
displays called project windows. B y using these forms a project can be reflected in a real
world situation. B y using Sure Track Project Manager, the m a n a g e m e n t of a project can b e
effectively carried out for a single project among multiple projects.
Assigning of multiple calendars and resource allocation can be effectively done at uniform
distribution and non-uniform distribution with resource lags.
Sure Track indicates any over allocated resource which can be corrected either manually or
with automatic resource levelling facility available in the package.
The most important feature of the Sure Track is its ability to provide a lot of very useful
monitoring tools and cost controlling tools. Also, a lot of reports can b e produced to satisfy
the user requirement and its report formats help the project manager in communicating the
project details. Further, it also has the ability to link the data with other third party software
application facilitating smooth communication of information. However, the inability to
provide N e t w o r k s can be indicated as one of the shortcomings in the Sure Track Project
M a n a g e r software package. Unfortunately one of the most important project management
tools, network, which should be incorporated in to project management computer software
packages is not available in this package.
The following is a s u m m a r y of all the facilities available in the package (Primavera System,
1995)
23
• Ability to create work breakdown structures • Available

• Ability to create responsibility assignment matrix • Limited
Network Analysis • Unable
Gantt chart
• Sub Projects • Capable
• M a x i m u m number o f sub projects • Unlimited
• Multiple Project Calendars • Available
• M a x i m u m number o f calendar modules • 30
• Resource Calendars • Available
Other facilities
• It supports milestone, targets imposed ends, ability to support • Available
various activity relationships and assigning various
constraints.
• Ability to store and re-use library o f standard project Gantt • Available

Charts
Resource Processing
• Method o f activity allocation • U n i f o r m , at start, at e n d ,

u n e v e n w i t h r e s o u r c e lags if
any

• Ability to create resource comparison profile. This indicates • Available

resources. In each case a curve s h o w s the cumulative usage
for the resource
• Ability to produce resource and activity matrix reports • Available
• Ability to produce other reports on resource such as resource • Available

sheets, resource graphs and resource v i e w s .
24
Cost Processing
Resource Costing and Cash flow facility Available but limited in

comparatively with P3
Ability to produce billing by cost centre. This provides a cost
based look at performance using concept o f earned value. In Available but limited in
simple language, it answers three key questions; what was c o m p a r a t i v e l y with P3
budgeted? what w a s accomplished? what was spent? based
Tracking Progress

plan.
• Ability to provide forecasting reports • Available
Reports
• Method o f report • Via S c r e e n and Printers
• Bar charts • Critical path w i t h logic links,

dates
• Producing Risk Analysis • Unable
• Producing risk analysis graphs. This will indicate the • Unable

25

compatible

compatible
• Security o f data • A c c e s s is not limited.
Figure 2.3 Facilities available in Sure Track Project M a n a g e r
2.4.3 Microsoft Project (98 version)
M S Project is a powerful and user friendly graphical program software package available in
the world. It helps the users with planning tasks, allocation of resources, costing, tracking and
powerful reporting. It is suitable for any project whether it be simple or most advanced and
complicated one.
It provides almost all the popular project management tools in the form of graphical screen
displays called project views. B y using these views to define project tasks and their exact
relationship, a project can be well planned to reflect real world situation. B y using M S
Project, the management of a project can be effectively carried out in various ways such as
for a instant, b y managing project resources for a single project a m o n g multiple projects.
A calendar is assigned for the entire project or assigning of multiple calendars for resources
too is possible. The resource allocation can only be done at uniform distribution; non -
uniform distribution is not available in the package.
MS Project shows any over allocated resources, which can be, corrected either manually or
with automatic resource levelling facility which is available in the package.By using M S
Project, it is easy to ascertain and see whether the project is progressing as planned. B y using
its project features in combination with views, exact information required can be indicated.
Further, it also has the ability to link the data with other third party software applications
facilitating smooth communication of information.
T h e M S Project includes a variety of report formats, which help the project managers in
communicating the project details.
The following is a s u m m a r y of all the facilities available in the package (PC Learning L A B ,
1999):
26
• Ability to create work breakdown structures • Unable

• Ability to create responsibility assignment matrix • Unable
Network Analysis

• Multiple Project Calendar holiday management • Available
Other facilities
• It supports milestone, targets imposed ends, ability to support • Available
constraints.
• Ability to store and re-use library o f standard network • Available
Resource Processing
* Method o f activity allocation • Uniform (Limitation)

• Ability to create resource comparison profile. This indicates • Unable

resources. In each case a curve s h o w s the cumulative usage
for the resource
• Capable in reducing other reports on resources such as • Available

resource sheets, resource graphs and resource usage.
27
Cost Processing
Resource Costing and Cash flow facility A v a i l a b l e but l i m i t e d . N o cost

control t e c h n i q u e s b a s e d o n
A C W P , B C W S , and B C W P .
Tracking Progress

plan.
• Updating the project with actual information that is by • Available

entering the actual starts and finishes information and also
entering the percent completion.
• Ability to provide forecasting reports • Limited
Reports
• Method o f report • Via S c r e e n and P r i n t e r s
• Bar charts (Gantt Chart) • Critical path w i t h logic links,

% c o m p l e t i o n and target
dates
• Producing Risk Analysis • Unable
• Producing risk analysis graphs. This will indicate the • Unable

28
• Import capability. • Available with compatible

s o f t w a r e p a c k a g e s only.

• A c c e s s is not limited.
• Security o f data
Figure 2.4 Facilities available in Microsoft Project (98 version)
2.4.4 Pert M a s t e r A d v a n c e
Pert Master Advance is one of the most powerful project planning, control and
communication software packages designed to help project managers in achieving their goals
in the project management. In its simple application, it calculates the length of time required
for completing a project, once its tasks, relationships and resources are identified.
O n e of the most useful features of P M A is that it can quickly assess the impact of change on
the project, i.e. what if, situation, allowing to quickly and easily construct and generate
alternative plans and schedules to meet the project constraints.
Communication compatibility is another very usefully features of P M A . P M A can create

variety of reports, tables and graphs that range from task assignments for individual worker,
to full scale critical path diagrams and costing analysis, to provide specific information about
the project.
Assigning of multiple calendar and resource allocation can be effectively done at uniform
distribution, front and end and spread intervals. P M A indicates any over allocated resources
which can be corrected either manually or with automatic resource levelling facility available
in the package.Further, it also has the ability to link the data with other compatible third party
software application facilitating smooth communication of information.
T h e following is a s u m m a r y of all the facilities available in the package (Jayawardena, 1995)

• Ability to create responsibility assignment metrics • Unable
Network Analysis
29
• Multiple project calendars • Available

Other facilities
• Available
• It supports milestone, targets imposed ends, ability to support
constraints.
• Ability to store and re-use library o f standard network.

• Available
Resource Processing
• Method o f activity resource allocation • U n i f o r m , at start, at end and

spread


sheets, resource graphs and resource v i e w s
Cost Processing
• Resource costing and cash flow facility • Available
• Ability to produce billing by cost centre. This provides a cost • Unable

based look at performance using concept o f earned value. In
simple language, it answers three key questions; what was
budgeted? What was accomplished? What was spent? Based
30
Tracking Progress

plan.
Reports

dates
• Import capability. • Available with compatible

• Available with compatible

• Export ability software packages only.
Figure 2.5 Facilities available in Pert Master A d v a n c e
2.4.5 H a r v a r d Total Project
Harvard Total manager is also one of the most powerful project planning, controlling
and communication software packages designed to help project managers in
achieving their goals in project management.
T h e following is a s u m m a r y of all the facilities available in the package (Jayawardena

1995)
31

• Ability to create responsibility assignment matrix • Unable
Network Analysis

• Network analysis convention • Precedence
• Multiple project calendars • Available

Other facilities
• It supports milestones, targets imposed ends, ability to

• Available
support various activity relationships and assigning various
constraints.
• Ability to store and re-use library o f standard network.

• Available
Resource Processing
• Method o f activity resource allocation • Uniform


sheets, resource graphs and resource views
32
Cost Processing
Resource Costing and Cash flow facility • Available
Tracking Progress

plan.
Reports

dates


software packages only.
Figure 2.6 Facilities available in Harvvard Total Project
33
2.4.6 Expedition
This is one of the most powerful contract control software packages available in the market.
The Primavera System Software manufactures have designed this software package.
This software can help to streamline all administration works of construction projects.
Therefore, not only the project manager, but everyone involved in the project m a n a g e m e n t
activities such as, sub contractors, consultants, specialist consultants and the client can also
obtain a lot of benefit b y using this software package.
Expedition by Primavera System can help the project manager in recording, storing,
organising and reporting all administration works in the project management activities.
T h e following is a s u m m a r y of all the facilities available in the package (Primavera System,

2000)
Changes and Requests
• Customizable change management

• Workflow to meet your c o m p a n y standards
• Analysis of ripple effects of a change on several contracts
• Current status and latest cost estimate for a single change
• Requests for information and answers
• Proposed change orders, change order requests and requests for proposals
• Change orders and proceed orders
• Automatic generation and linking of multiple change d o c u m e n t s
• Unit price and lump sum change documents
• Change log b y contact
• S u m m a r y change order
• Graphical snapshot of total costs and documents status for all changes
Submittals
• Submittal items and packages

• Submittal status b y package, drawing, ball-in-court, dates, multiple reviewers
• Days held, days elapsed, days overdue calculations
• Multiple reviewers and multiple item review cycles
• Ball-in-court tracking
• Automated transmittals and dunning letters
• Graphical submittal bar chart
• Submittal activity scheduling based on required lead time
Contracts and purchase orders
• Contract and purchase order documents with s u m m a r y status of changes

• L u m p sum and unit price documents
• Revised amounts and dates calculated b y approved change orders
• Automatic link to materials delivery and submittals
• Insurance tracking with automated renewal notices
Requisitions for Payment
• Faster application and certification for payment

• Automatic retrieval of materials delivered and approved changes
• Industry standard A I A G 7 0 2 / G703 forms
• Costs instantly calculated for this period based on project schedule
Budgets and costs
• Cost worksheet for complete financial picture

• Budgets, c o m m i t m e n t s and actuals
• Customizable worksheet headings
• Cost collection from multiple source documents
• Source document drill-down
• Automated posting of pending and approved revisions
• Customizable 20-character cost accounts
• Vendor invoices
• Currency and exchange rate can b e specified per project
• Project trends analysis
• Project funding analysis
Contract D r a w i n g Log
• Latest set of drawings with latest revisions created, distributed and tracked
• D r a w i n g sets collected and easily sent to a distribution list
• Transmittal letters prepared automatically to all appropriate parties
• Production lists quickly assembled
• Accurate history of revisions to see who changed what and w h y
• Drawings tracked through Design Review to As Built
35
Information Links
• Hot-linked issues Log

• D o c u m e n t retrieval searches on key words
• Multiple linking across multiple issues
• Issue history reporting
• Unlimited classification codes to customize database
• Launch and attach word processing documents, spreadsheets, drawings and more
• Link cost information with your accounting system
• R e m o t e access via Citrix Win Frame®
Communications Tools
• Action Item List Reports

• Automated letters of transmittal
• Contact directory with multiple contacts
• D o c u m e n t s sent via distribution lists
• Correspondence sent and received
• Letters in Rich Text Format
• E-mail Expedition documents and attachments to other Expedition users
• Punch list and notepad logs
• In-Basket b y users
• Meeting minutes
• Daily reports
Reports and D o c u m e n t s
• InforMaker 5.0 custom report writer

• 150+ predefined reports and forms
• Multiple selection and sorting options
• Customizable forms and reports
Multi-user Security
• Security by system, project and user

• Restricted access b y document type and modules: write, read only or no access
• Definable approval actions by user
• Controlled access to cost documents
36
System Requirements
• W i n d o w s 95, W i n d o w s N T or Novell Netware

• Pentium processor with 2 4 M B of m e m o r y for client
• Client/ server; Sybase® S Q L A n y w h e r e ™ 5.5 database
• Year 2000 compliant
Help Systems
• Complete on-line help system

• Electronic documentation
• Wizards to assist project administration tasks
• Customisable spell-checker
Figure 2.7 Facilities available in Expedition
37
3.0 Data Collection
3.1.0 Development of study and data collection
3.1.1 Methodology
The data collection was done by conducting interviews and discussions with various
personnel in the contracting organizations, consultants and project m a n a g e m e n t firms,
since this method w a s decided as the best method for this type of study due to the fact
that interviews and discussions gives greater control over the respondents and
provides opportunity directing questions to obtain detail explanations and
justifications for various opinions and decisions, rather than obtaining details through
posted questionnaires.
The data collection was done starting from the D e c e m b e r 2000 to June 2 0 0 1 . It
became a very difficult task to get appointments with the relevant people in this
regard and hence the data collection w a s done amidst a lot of difficulties.
3.1.2 Limitation of study
A s already explained under "Limitation" previously herein this report, this research
w a s further focussed on contractors, consultants and project managers, as it was
found appropriate to carry out a research on contractors' performance in dedicated
project management software application in the construction industry, because of the
need for effective m a n a g e m e n t of construction projects in Sri Lanka.
Hence, the survey was carried out on I C T A D registered local contractors, foreign
contractors operating in Sri Lanka, consultants and also on project management firms
operating in Sri Lanka.
D u e to the large n u m b e r of contractors registered in I C T A D for building and civil

engineering construction, in various categories, and the bulk of the works are
normally undertaken by M l , M 2 , M 3 and M 4 contractors respectively, the attention
of the research w a s focused on the above categories as far as the local contractors are
concerned. D u e to the limited number of foreign contractors, M l , M 2 and M 3
contractors, consultants and project management firms, rather than selecting samples,
it w a s decided to cover all or most of the numbers in each category and present the
data in order to get realistic results.
3.2.0 Formulation of interview questionnaire
It w a s identified that formulation of a questionnaire to obtain relevant information is

one of the major tasks, which need careful planning, and considerable experience in
computer application in construction management.
38
f
Hence, a questionnaire w a s formulated in order to gather industry experience in the
use and application of dedicated project management computer packages in the
project management and also in order to achieve the other objectives of this project.
Further, as the professionals at managerial levels are busy in their business it was
decided to prepare questions with proper sequence in order to collect all necessary
information.
Discussion with four M l contractors, three consultants and two M 2 contractors as well
as one M 3 Contractor who are using computers for project management w a s carried
out prior to formulating the questionnaire. Further, the personnel experience in this
field and the much needed guidance constantly given b y the M a n a g i n g Director of
Lan M a n a g e m e n t Development Service, the supervisor for this project, was very
much helpful in finalising the questionnaire which was done based on the information
and extracted details from literature survey as well.
The following major sections were identified to be included in the interview

questionnaire.
1. General organisational information.
(a) Type of organisation.
(b) Nature of respective works undertaken
2. Computer usage in general.
(a) Years of usage

(b) Reasons for using computer
(c) Whether a site based computer system is used, and if so why.
3. U s a g e of dedicated project management packages.
(a) Application of these packages in planning

(b) Extent of usage
(c) Application of these packages in scheduling
(d) Extent of usage
(e) Application of these packages in monitoring and controlling
(f) Extent of usage
(g) Application of these packages in cost controlling
(h) Extent of usage
(i) Application of these packages in document control (only if Primavera
Expedition is used)
4. Level of user satisfaction
(a). User satisfaction with the packages, and if in the case of yes or no, so
contributing factors.
39
(b) To ascertain the opinion as to effect of lack of computer application in project
management specially in order to ascertain whether it curtail the performance
of projects
5. Future development
6. Difficulties faced
7. Benefits realised
T h e Questionnaire used in the interviews consisted of ten pages of questions and one
page of instruction and information. The questions have been formulated in such a
w a y that answers were expected in the following ways.
7.1. Yes/No answers

7.2. Ticking on alternatives in ranking order
7.3. Word answers
7.4. Indicating answers on a X point scale, in ranking order.
T h e Questionnaire was designed to gather data in the following areas:
(i) Information about the c o m p a n y to establish the nature, size and

characteristics of companies using computers.
(ii) To ascertain the type of packages used and the areas for which these
packages are used. The information w a s gathered under five major
functional areas namely, planning, scheduling, monitoring, cost
controlling and document controlling.
(iii) To determine the level of user satisfaction and explore the reasons for
satisfaction or dissatisfaction.
(iv) The benefits gained by the companies by using these dedicated project
management packages.
(v) To ascertain the difficulties faced in this regard. Specially the practical
difficulties in application of dedicated project management packages.
(vi) To explore the possibilities for the future development.
The Questionnaire was formulated in such a w a y that interviewees would be attracted

into a friendly discussion, with possible answers also being proposed, in order to get
genuine answers without any distortions. A copy of the blank Questionnaire is
attached in Appendix C.
40
3.3.0 Pilot study
In order to m a k e sure that sufficient and necessary data is collected through

discussions to fulfil all the objectives of the study, a pilot survey w a s carried out
amongst s o m e contractors, and the data collected through this pilot survey was used
to m a k e necessary changes and improvements in the interview questionnaire.
3.4.0 Identification of target group
T h e target groups were identified as foreign contractors, local contractors in four

categories, consultants and reputed project m a n a g e m e n t firms.
T h e views of those who were interviewed in the research formed a major component
of the report. The local construction firms were chosen on the basis of grading given
by I C T A D as explained above, whereas the foreign contractors, consultants and
project management firms were taken in to consideration in general basis.
Table 3.1 Survey sample
Type of Firms Numbers Percentage
Foreign Contractor 9 Nearly 9 0 %
M1 -Contractor 10 100%
M2-Contractor 13 93%
Consultancy 14 Nearly 9 0 %
(Major Firms)
Project M a n a g e m e n t 3 Covering all major
firms
Total N u m b e r of F i n n s Interviewed 84
3.5.0 Data collection
3.5.1 Information from literature survey
The data collection with regard the project m a n a g e m e n t packages available and the
tools available were comprehensively studied and discussed in details in a previous
chapter under "Literature R e v i e w " and the knowledge obtained through the above
process were used in the process of the data collection from the research specially
when interviewing people.
41
3.5.2 Interviews and discussion through structured questionnaire
T h e data collection w a s c o m m e n c e d in D e c e m b e r 2000 and successfully completed at

the end of June 2001 amidst a lot of difficulties, as it w a s extremely difficult to get
appointments with those w h o are at top positions as it was determined to get the
information only from the top people.
Interviews and discussions were held with those people of 84 organisations, covering
almost all the foreign contractors, all M l contractors, 9 3 % of M 2 contractors, 8 6 % of
M 3 Contractors, 2 7 % of M 4 contractors and nearly 9 0 % of the major and reputed
consultants and most of the project management firms. These percentages have been
arrived on the number of firms interviewed and the number of total registered
contractors under each category and consultants published by the I C T A D in 1999-
2000.
42
4.0 Analysis
4.1.0 Introduction
The data as mentioned w a s collected according to a structured and detailed list. Information
relevant to the study but not envisaged at the time of developing the list w a s recorded and
taken into consideration during the analysis stage in order to interpret some findings and to
arrive at s o m e conclusions. The following analysis w a s carried out in the same order as
described in the Questionnaire for easy interpretation. Information provided by the
contractors for each question has been tabulated in a separate table to visualise each item of
information more realistically.
4.2.0 Analysis
T w o methods were basically adopted to present the data collected for analysis.
(i) Presentation of raw data
In certain circumstances it was found that raw data gives a real picture of the existing
situation. In such situations every attempt was m a d e to list raw data in descending
order of importance based on the proportion of responded contractors either
favourably or unfavourably.
(ii) Presentation of s u m m a r i s e d data
In other cases, data was summarised after taking the whole picture into account and
by giving due weightings to all comments and suggestions expressed by contractors.
This method is more useful when presenting similar ideas given in various forms b y
different contractors.
4.2.1 C o m p u t e r usage in general
T a b l e 4.1 C o m p u t e r usage
Type of organisation Proportionate of computer usage

Foreign Contractors 100%
Ml Contractors 100%
M2 Contractors 100%
M3 Contractors 94%
M4 Contractors 94%
Consultants 100%
Project Management Firms 100%
43
1. As mentioned earlier, since the number of firms with regard to M l , M 2 , M 3 , foreign
contractors, consultants and project management firms are smaller in comparison, our
research w a s extended to such an extent that it covered more than 8 5 % of each
respective area specially with regard to the foreign contractors, M l , M 2 contractors
and consultants and project management firms. However, in regard to the M 4
Contractors, the sample survey covered only 2 6 % of the total population and hence,
interpreting the data obtained in this category m a y not give a realistic picture whereas
in the other categories it definitely gives correct picture about the real situation.
2. From the survey samples, 1 0 0 % of M l contractors, M 2 contractors, 9 4 % of M 3

contractors and M 4 contractors, 1 0 0 % of foreign contractors and 1 0 0 % of consultants
and project management firms interviewed claimed that they w e r e using computers in
general. This is a remarkable increase when compared with the result of the survey
done by Jeyaweerasinham (1996). The result of his research was that 1 0 0 % foreign
contractors, 7 5 % of Grade 2 (equivalent to M l ) and 30% of Grade 2(equivalent to
M 2 ) had used computer application in construction management activities. T h e
results as indicated with regard to the foreign contractor, M l , M 2 and M 3 contractors,
consultants and project management firms reflect the real situation as almost the total
population was considered in the research. However, the results regarding the M 4
contractors m a y defer from the actual situation as the total population w a s not
considered in this research under this category.
4.2.1 (a) R e a s o n s for using computers
During the research, the reasons for using computers in general were also surveyed and the
survey w a s done in such a w a y that some c o m m o n attributes for using computers, which
were pre-determined on the findings obtained during the pilot survey, were incorporated in
the Questionnaire and instructions had been given to rank these attributes according to their
experience.
The attributes have been analysed, tabulated and presented in the Table N o 4.2, in such a w a y
that the result have been presented herein below in a marking scheme calculated on giving
due weightings to the percentages of the ranking as such 60 marks, 50 marks, 40 marks, 30
marks, 20 marks and 10 marks have been considered for ranking 1, 2, 3, 4, 5 and 6
respectively.
T a b l e 4.2 Reasons for using computers.
Attributes Overall Weighting

Preference
F Ml M2 M3 M4 Con PM
Total
Standardising company formats 19.8% 235.8 21.2 47 21.5 37.5 44.6 34 30
Uniform administration 25.22% 300.4 26.6 32 44.5 43.9 55.8 42.6 55
Desire to keep up to date 13.18% 157 16.7 36 27.6 19.6 28.7 28.4 -
Forced in to computerisation 3.95% 47 6.7 8 9.3 - 13 10
To reduced cost 18.71% 222.9 42.2 21 36.1 33.8 31.4 33.4 25
Quick processing of data 19.16% 228.2 60 25 57.6 29.4 3.6 12.6 40
44
1. As per the summarised results of the opinions expressed b y the interviewed firms is
concerned, overall preferences of 2 5 . 2 2 % , 19.80%, 19.16%, 1 8 . 7 1 % has been given
for attributes of uniform administration, standardising c o m p a n y formats, quick
processing of data, and reduced cost respectively as the reasons for using computers
in general.
4.2.2 Site based computer system
The extent of the computer application in general at site level was also subjected to the
research and the attempts in order to ascertain reasons for using computers at site were also
tried during this research. The reasons attributed b y most of the people are same in c o m m o n
interpretation. S o m e of them are given below.
T a b l e 4.3 Site based computer system
Type of organisation Proportionate of computer usage
Foreign Contractors 100%

Ml Contractors 90%
M2 Contractors 46%
M3 Contractors 28%
M4 Contractors 6%
Consultants 29%
Project Management 100%
1. As indicated in the above table, all foreign contractors use computers at sites and
90%o, 4 6 % , 28 % and only 6% of local contractors of M l , M 2 , M 3 and M 4 use
computers at sites. Further, 29%> of the consultants and 100% of the project
m a n a g e m e n t firms use computers at sites.
2. This is again a remarkable increase in this respect, in compared with the findings of
the survey done by Jeyaweerasinham (1996) for his masters under the supervision of
Gunesekara. According to his finding, only foreign contractors and one local
contractor had site based computer system, whereas in the present situation almost all
the M l contractors and a satisfactory n u m b e r of M 2 and M 3 contractors use
computers at sites.
3. The research revealed that most of M 2 and M 3 contractors in particular use

computers at site either to fulfil contract requirements or to satisfy requests m a d e b y
the consultants or project managers. However, the reasons for using computers at
sites by M l and all foreign contractors are the easiness of processing data and the
facilities available for planning, scheduling, monitoring, controlling activities
enabling them to execute these tasks at the site itself.
45
3. However, the c o m m o n answers given by most of the contactors for not using
computers at site are elaborated below whereas the high initial capital has been
identified as the main factor for not using computers at sites for most of M 3 and M 4
contractors
4. Further, the top management of most of the local firms under M 2 , M 3 and M 4
contractors are not even aware of the productivity improvement, which can be
directly and indirectly derived at, by using computers at site. The fact that the high
productivity could easily compensate the initial capital cost which they categorise as
high is not known to them.
The reasons expressed as to w h y most of the local contractors are reluctant in using site
based computer system are given below.
(1) High cost

(2) M a n a g i n g the construction projects from head office is preferred than a site
based management.
(3) Site staff is not computer literate and training them will be a difficult task.
(4) Jobs are not available continuously to invest additionally on computer
machines and staff.
4.2.3 Application of dedicated project m a n a g e m e n t packages
The focal point of the research, the application of dedicated project m a n a g e m e n t packages
for project management, has been discussed in this section as per the details gathered during
the research. T h e extent of the usage of dedicated Project M a n a g e m e n t Packages, in the five
major functional areas such as planning, scheduling, monitoring and controlling, cost
controlling and document controlling has been analysed, tabulated and presented in the
following tables.
The following is the analysis of the survey samples as to the application of project
m a n a g e m e n t packages by the contractors, consultants and a few project management firms in
the Sri Lankan Construction Industry.
T a b l e 4.4 Application of dedicated project m a n a g e m e n t packages in general
Name o f the Package Proportion (%)

Microsoft Project 100 100 92 67 76 93 100
Primavera Project Planner 44 20 - - - - 33
Sure Track (Primavera) 22 - 8 6 - 14 -
Expedition (Primavera) - - - - - - 33
Time Line - 10 - - - - -
Havard Total Project Manager - 10 - - - - -
Note: A s far as the application o f Time Line and Harvard Total Project Manager is concerned, only one
contractor had used it previously. However, it has been noted here in percentages only for references.
46
1. As indicated in the above table, all the foreign contractors and local contractors of M l
category use project management packages for project management activities. As far
as the packages are concerned, all of them use M S Projects and, 4 4 % foreign
contractors uses Primavera Project Planner. However, even though 20 % of the M l
contractors have purchased the Primavera Package, none of them uses it for project
management activities. They have continued to use M S Project, while having a very
sophisticated package like P 3 . Nevertheless, when inquiries were m a d e in this regard,
the firms interviewed gave various reasons, and the detailed analysis in this regard is
given here in a separate section under "Difficulties Faced".
2. The research reveals that 22%> of foreign contractors and 8%> and 6% of the local
contractors of M 2 and M 3 use the Sure Track (Primavera) package. As far as the
application of T i m e Line and Harvard Total Project M a n a g e r is concerned, only one
contractor had used it previously. However, it has been noted here in percentages
only for references.
3 The situation in regard to packages like Expedition, is that most of the contractors are
not even aware of this package and the fact is that the available facilities of this
package have to be communicated and the people must be m a d e aware of this, as n o w
most of the firms are geared to adopt a lot of sophisticated methods.
4. Also, the situation in respect of M 2 and M 3 contractors is that only 92 % and 67% of
them respectively use M S Project and 76%o of the interviewed M 4 contractors use it
for project management activities. N o n e of them uses any of the other project
management packages.
5. As far as the consultants and project m a n a g e m e n t firms are concerned, 9 3 % of the

consultants and 33%> of the project management firms interviewed claimed that they
used M S Project, while 33%> of the project management firms (only one project
management firm) claimed that they used P3 for project m a n a g e m e n t activities.
6. However, the good thing to be underlined is that still there is a remarkable increase in
this respect in compared with the findings of the survey done b y Jeyaweerasinham
(1996) for his masters under the supervision of Gunesekara. According to his
findings, only a few contractors in addition to the foreign contractors were using
project management packages for project m a n a g e m e n t activities.
4.2.3.1(a) Application of these packages in planning
T h e extent of the application of these project management packages in planning w a s

subjected to the research and the finding is as follows.
47
Table 4.5 Application of these packages in planning
Facility Proportion (%)

N e t work Analysis 67 90 31 6 - 7 100
Critical Path Analysis 85 80 92 22 24 29 100
Bar Chart/Gantt Charts 100 100 92 61 71 79 100
Resource Planning 33 50 8 6 - 36 100
4.2.3.1 (b) Extent of usage
The extent of the usage of them in planning w a s subjected to the research and the finding is
as follows.
T a b l e 4.6 Extent of usage of these packages in planning
Extent o f U s a g e Proportion (%)

For every project as a standard company 100 50 54 28 - 79 100
format
For selected projects only, depending - 40 38 33 24 -
upon their nature
For selected projects only, if requested - 10 8 39 47 -
by the consultants/client/project manager
N o usage 29 21
Note: Please note that s o m e o f the interviewees did not answer s o m e o f the questions given in the
questionnaire and hence the analysis was done out o f the data gathered as s h o w n in the table.
1. As indicated in the above table, the findings of the research shows that all foreign
contractors, 100%, 9 2 % , 61 % and only 7 1 % of local contractors of M l , M 2 , M 3 and
M 4 use these packages for planning at least in preparation of Bar/Gantt Charts.
Further, it w a s revealed that 7 9 % of the consultants uses it for at least preparation of
Bar/Gantt Charts. In regard to Critical Path Analysis, Network Analysis, and
Resource Planning, the analysis is that, they showed little interest as the result
obtained in this regard are 2 9 % , 7 % and 3 6 % respectively.
2. The situation in regard to project management firms is that all of them who were
interviewed use these packages for planning in comprehensive m a n n e r in their level
for each project. However, usage of these packages in Critical Path Analysis,
Network analysis and Resource Planning is very poor, even amongst the top-level
local contractors of M l , M 2 and M 3 .
3. The results indicated in this regard are, 8 5 % of the foreign contractors, 8 0 % , 9 2 % ,

2 2 % and 2 4 % of the M l , M 2 , M 3 and M 4 contractors use them for Critical Path
Analysis. 6 7 % of the foreign contractors, 9 0 % , 3 1 % , 6 % the M l , M 2 and M 3
contractors use them for Net work Analysis, while none of the M 4 contractors
interviewed uses them for Net work Analysis.
48
As it has been revealed in the research, in regard to the resource planning, only 3 3 %
of the foreign contractors, 5 0 % , 8%> and 6%> of the local contractors of M l , M 2 and
M 3 use them for resource planning while none of the contractors of M 4 uses them in
this regard. Foreign firms expressed that since most of the works they undertake are
of management contracts, the need for using packages for resource planning does not
arise unless for very special circumstances. However, they were in the opinion that
obtaining technical staff which is competent in this area is extremely difficult in Sri
Lanka.
Most of the local contractors accepted that lack of detail planning in the beginning of
the project is one of the main reasons for them to neglect resource planning. Further,
most of them expressed that lack of trained technical staff in this area is also a
contributory factor for the poor implementation of resource planning.
The other important fact to be noted is that while all the foreign contractors attributed
that they use these packages as a standard c o m p a n y format for each and every project,
only 50%o, 54%> and 2 8 % of local contractors of M l , M 2 and M 3 respectively have
favoured in this regard.
However, 4 0 % , 3 8 % , 3 3 % and 2 4 % of local contractors of M l , M 2 , M 3 and M 4 have

claimed that they use them for planning activities only for selected projects depending
upon the nature and magnitude of projects. Only 10%>, 8%>, 3 9 % and 4 7 % of local
contractors of M l , M 2 , M 3 and M 4 expressed that they use these packages for
planning only if requested by the client, consultants or the project managers.
As far as the extent of the usage of these packages by the consultants and the project
management firms, for planning activities is concerned, 7 9 % of the consultants
claimed that they use them for each and ever project as a standard c o m p a n y format
while all the m a n a g e m e n t firms interviewed claimed that they use them for each and
every project as a standard c o m p a n y format.
Revelations m a d e as to this poor indication and the difficulties faced together with the
suggestions m a d e in this regard during the interviews with this organisation, were too
analysed and have been presented in relevant sections herein below. However, in
brief various reasons were given b y the contractors for not using these packages for
detailed planning activities and analysis.
Most of them attributed that non-availability of trained staff, and the lack of
awareness of the tools available in the packages for advanced analysis, are the main
reasons for the poor result indicated above. However, the fact which no doubt brings
some relief is that this is again a remarkable increase in this respect, in compared with
the findings of the survey done b y Jeyaweerasinham (1996) for his masters under the
supervision of Gunesekara, and most of the firms are now ready to do improvements
in this area. According to his finding, only foreign contractors and only a couple of
local contractor were using these packages in planning.
49
4.2.3.2(a) Application of these packages in scheduling
The extent of the application of these project management packages in scheduling was
subjected to the research and the finding is as follows.
Table 4.7 Application of these packages in scheduling
Facility Proportion (%)

Net work Analysis 67 80 31 - - 7 100
Critical Path Analysis 85 80 38 - - 29 100
Resource Planning 33 50 8 - - 14 100
The extent of the usage of them in scheduling was subjected to the research and the finding is
as follows.
T a b l e 4.8 Extent of usage of these packages scheduling

For every project as a standard company 100 50 54 28 - 64 100
format
For selected projects only, depending - 40 38 - 6 -
upon their nature
For selected projects only, if requested - 10 8 - - -
by consultants/client/project Manager
N o usage 72 94 36
questionnaire and hence the analysis was done out o f the data gathered as shown in the table.
1. As indicated in the above table, the finding of the research shows that all foreign
contractors and M l contractors, 8 5 % and 2 8 % of local contractors of M 2 and M 3 use
these packages for scheduling at least in preparation of schedules regarding Bar/Gantt
Charts.
2. However, usage of these packages for preparation of schedules in respect of Critical

Path Analysis, Network analysis and Resource Planning is very poor, even amongst
the top-level local contractors of M l , M 2 and M 3 . The results indicated in this regard
are, 8 5 % of the foreign contractors, 8 0 % and 3 8 % of local contractors of M l and M 2
contractors use them for scheduling in respect of Critical Path Analysis. Also, 6 7 % of
the foreign contractors, 8 0 % and 3 1 % of local contractor of M l and M 2 use these
packages for scheduling in respect of Network Analysis.
50
3. As it has been revealed in the research, in regard to the scheduling in respect of
resource planning, only 3 3 % of the foreign contractors, 50%> and 8%> of the local
contractors of M l and M 2 use them for scheduling. N o n e of the contractors of M 3
and M 4 uses these packages for scheduling activities in respect of Resource Planning
and N e t w o r k Analysis. Most of the local contractors accepted that lack of detail
planning in the beginning of the project is one of the main reasons for them to neglect
resource planning. Further, most of them expressed that lack of trained technical staff
in this area is also contributory factor for the poor implementation of resource
planning.
4. Further, it w a s revealed that 6 4 % of the consultants uses these packages for at least
preparation schedules regarding Bar/Gantt Charts and for scheduling for other areas
such as Critical Path Analysis, N e t w o r k Analysis and the resources planning, they
showed little interest as the result obtained in this regard are 29%>, 7%> and 14
respectively. T h e situation in regard to project m a n a g e m e n t firms is that all of them
w h o were interviewed use these packages for scheduling in comprehensive manner in
their level for each project.
5. The other important fact to be noted is that while all the foreign contractors attributed
that they use these packages for scheduling activities as a standard c o m p a n y format
for each every project, only 50%o, 5 4 % and 2 8 % of local contractors of M l , M 2 and
M 3 respectively have favoured in this regard. However, 40%>, 38%> and 6%> of local
contractors of M l , M 2 and M 4 have claimed that they use them for scheduling
activities only for selected projects depending upon the nature and magnitude of
projects.
* 6. Only 1 0 % and 8%> of local contractors of M l and M 2 expressed that they use these
packages for scheduling activities only if requested by the client, consultants or the
project managers. As far as the extent of the usage of these packages by the
consultants and the project management firms, for scheduling activities is concerned,
64%o of the consultants claimed that they used them for each and ever project as a
standard c o m p a n y format while all the project management firms interviewed
claimed that they used them for each and every project as a standard c o m p a n y format.
7 Revelations m a d e as to this poor indication and the difficulties faced together with the
suggestions m a d e in this regard, during the interviews with this organisation, were too
analysed and have been presented in relevant sections herein below. However, in
brief the contractors for not using these packages for detailed scheduling gave various
reasons. Most of them attributed that non-availability of trained staff, and the lack of
~" awareness of the tools available in the packages for advanced analysis, as the main
reasons for the poor result indicated above. However, like in other areas the fact that
there is a remarkable increase in this respect, in compared with the findings of the
survey done b y Jeyaweerasinham (1996) for his masters under the supervision of
Gunesekara, is noteworthy. According to his finding, only foreign contractors and
only a couple of local contractor were using these packages in planning.
51
4
8. Also, that fact that most of the firms are now ready to introduce rapid improvements
in this area is noteworthy. This has to be brought to attention of training institutes and
universities in order to cater for the future demand.
4.2.3.3(a) Application of these packages in monitoring and controlling
The extent of the application of these project management packages in monitoring and
controlling was also subjected to the research and the finding is as follows.
T a b l e 4.9 Application of these packages in monitoring and controlling
Usage Proportion (%)

Critical Path Analysis 89 70 54 - - 43 100
Resource Planning 33 20 8 - - - -
T h e extent of the usage of them in monitoring and controlling w a s subjected to the research
and the finding is as follows.
T a b l e 4.10 Extend of usage of these packages in monitoring and controlling.

For every project as a standard company 100 50 - 11 - 14 100
format
For selected projects only, depending - 30 62 6 12 79 -
upon their nature
For selected projects only, if requested 20 31 28 29
by the Consultants/Clint/Project
Manager
N o usage 7 55 29 7
questionnaire and hence the analysis was done out o f the data gathered as shown in the table.
1. As indicated in the above table, the finding of the research shows that all foreign
contractors, 7 0 % and 5 4 % of local contractors of M l and M 2 use these packages for
monitoring and controlling in Critical Path Analysis. Also, all foreign contractors,
9 0 % , 8 5 % , 6 1 % and 3 5 % of local contractors of M l , M 2 , M 3 and M 4 respectively
use these packages for monitoring and controlling in Bar Chart/Gantt Chart Analysis.
2. In regard to the monitoring in resource planning, only 33 % of the foreign contractors

and 2 0 % and 8% of local contractors of M l and M 2 use these packages for
monitoring and controlling activities. The local contractors mostly of M 3 and M 4
category showed no firm interest in this area, except 6 1 % and 35 % trend shown for
controlling and monitoring activities in respect of Bar Chart/Gantt Chart Analyses.
52
3. Further, the research revealed that 4 3 % and 1 0 0 % of consultants and project
management firms respectively use these packages for monitoring and controlling in
Critical Path Analysis. In respect of Bar Chart/Gantt Chart Analysis, it indicated a
result of 57%> and 100%. The situation in regard to project management firms is that
all of them w h o were interviewed use these packages for scheduling in
comprehensive manner in their level for each project.
that they use these packages for monitoring and controlling activities as a standard
c o m p a n y format for each and every project, only 50%> and 11 % of local contractors of
M l and M 3 respectively have favoured in this regard. However, 3 0 % , 62%, 6% and
1 2 % of local contractors of M l , M 2 , M 3 and M 4 have claimed that they use them for
monitoring and controlling activities only for selected projects depending upon the
nature and magnitude of projects.
5. Only 2 0 % , 3 1 % , 2 8 % and 2 9 % of local contractors of M l , M 2 , M 3 and M 4

categories of local contractors expressed that they use these packages for monitoring
and controlling activities only if requested by the clients, consultants or the project
managers.
6. As far as the extent of the usage of these packages by the consultants and the project
management firms, for monitoring and controlling is concerned, 14%> of the
consultants claimed that they used them for each and every project as a standard
c o m p a n y format and 79%> for selected projects only depending upon the nature of the
projects. All project management firms interviewed claimed that they used them for
each and every project as a standard c o m p a n y format.
7. Revelations m a d e as to this poor indication and the difficulties faced together with the
suggestions m a d e in this regard, during the interviews with these organisations, too
were analysed and are presented in relevant section herein below. However, in brief
the contractors for not using these packages for detailed monitoring and controlling
activities gave various reasons. Most of them attributed that non-availability of
trained staff, and the lack of awareness of the tools available in the packages for
advanced analysis, as main reasons for the poor result indicated above
8. However, like in other areas the fact that there is a remarkable increase in this respect,
in compared with the findings of the survey done by Jeyaweerasinham (1996) for his
masters under the supervision of Gunesekara, is noteworthy. According to his finding,
only foreign contractors and only a couple of local contractor were using these
packages in monitoring and controlling, whereas n o w it has extended to M 4
contractors as well.
9. Also, that fact that most of the firms are n o w ready to introduce rapid improvements
in this area is noteworthy. This has to be brought to the attention of training institutes
and universities in order to cater for the future demand.
53
4.2.3.4(a) Application of these packages in cost controlling
The extent of the application of these project management packages in cost controlling w a s
also subjected to the research and the finding is as follows.
Table. 4.11 Application of these packages in cost controlling.
Usage Proportion (%)

Using Earn Value Technique 44 - - - - - 33
Using Graphs 44 - - - - - 33
The extent of the usage of them in monitoring and controlling was subjected to the research
and the finding is as follows.
Table 4.12 Extent of usage of these packages in cost controlling.
Extent o f Usage Proportion (%)

For every project as a standard company 44 - - - - - -
format
For selected projects only, depending - - - - - - -
upon their nature
questionnaire and hence the analysis was done out o f the data gathered as s h o w n in the table.
1. As indicated in the above table, the finding of the research shows that only the foreign
contractors use the cost controlling tools of these packages. While 4 4 % of them use
these packages for cost cost-controlling activities by using Earn Value Technique and
Graphs respectively and the extent of the usage for each and every project as a
c o m p a n y format has been voted b y 4 4 % of them. N o n e of the local Contractors
claimed that they used these packages for cost controlling activities.
2. The reason for not using these packages for cost controlling activities, by most of the
local contractors, as revealed during the research is that only the P3 package is
equipped with cost controlling tools and hence those w h o are using M S Projects only
have no choice in this regard.
3. However, as far as the local contractors of M l category who are having P3 is

concerned, the lack of trained technical people to implement these packages for
project management could be attributed as the main reason for not using the packages
for these activities. The situation in regard to project management firms is that only
one of them w h o is having the P 3 uses it for cost controlling activities in the project
management.
54
4. However, as far as the cost controlling is concerned the fact that there is no
improvement, when compared with the findings of the survey done b y
Jeyaweerasinham (1996) for his masters under the supervision of Gunesekara, is
noteworthy. According to his finding, only foreign contractors were using these
packages in cost controlling activities.
in this area is noteworthy. This has to be brought to the attention of training institutes
and universities in order to cater for the future demand.
4.2.3.5 Application of these packages in document controlling
The extent of the application of these project management packages in document controlling
was also subjected to the research and the finding is that none of the foreign contractors or
local contractors as well as consultants use document controlling project management
packages.
1. Our inquiries in to this matter revealed that most of the local contractors are not even
aware of the availability of project m a n a g e m e n t packages specially designed for
document control, such as Expedition (Primavera). Further, those w h o are aware of
these packages attributed the lack of trained technical people in this regard as the
main cause which prevents them from even investing m o n e y on these packages.
2. However, as far as the document controlling is concerned there is no improvement,

when compared with the findings of the survey done b y Jeyaweerasinham (1996) for
his masters under the supervision of Gunesekara. According to his finding, none of
the contractors including foreign contractors had used these packages in document
controlling activities.
in this area is noteworthy. This has to be brought to attention of training institutes and
universities in order to cater for the future demand.
4.2.4 User satisfaction
4.2.4.1 (a) Level of user satisfaction.
The survey explored the level of satisfaction with the application of project m a n a g e m e n t
packages and h o w well they contribute in order to achieve overall c o m p a n y goals and
objectives. The level of satisfaction is given below in the table. Determining the j u d g e m e n t
as to the success of using project management packages appeared to b e difficult for m a n y
respondents due to the fact that level of their expectations, were different from each other, in
comparison with all the benefit available in these packages.
55
Table 4.13 Level of user satisfaction and dissatisfaction
Type of organisation Satisfied Not Satisfied

(Proportionate) (Proportionate)
Foreign Contractors 100% -

M l Contractors 100% -
M2 Contractors 90% 10%
Consultants 79% 7%
Project Management 100% -
1. 100%) of foreign contractors and local contractors of M l category, 9 0 % , 6 7 % and

5 3 % of local contractors of M 2 , M 3 and M 4 claimed that they were satisfied with
these packages, while the result with regard to the consultants and project
management firms is that 70%> and 100%> of them respectively, were satisfied with
these packages.
2. The result in respect of " n o satisfaction" is that 10%> of the M 2 contractors, 6% of the
M 3 contractors, 1 2 % of the M 4 contractors and only 7%> of the consultants expressed
that they were not satisfied with these packages. Reasons in addition to what has been
given in the Questionnaire, attributed b y them are that lack of tools especially in M S
Project and the lack of experienced technical peoples to use them to get the benefits.
4.2.4.1.(b) Contributing factors for satisfaction in usage of packages .
During the research, the factors for satisfaction and dissatisfaction for using project
management packages were researched and the answers were interpreted in line with some
c o m m o n attributes for satisfaction or dissatisfaction, which were pre-determined on the
findings obtained during the pilot survey, and incorporated in the questionnaire. It w a s
instructed to rank these attributes, according to their experience.
The attributes have been analysed, tabulated and presented in the Table N o 4.14, in such a
w a y that the results have been presented in a marking scheme calculated on giving due
weightings to the percentages of the ranking as such 60 marks, 50 marks and 40 marks have
been considered for ranking 1, 2 and 3 respectively.
T a b l e 4.14 Contributing factors for satisfaction.

Preference
Total
Straight forward Application 47.97% 283.4 50 43 44.8 31.6 27.1 36.9 50
Easy and quick execution of 52.03% 307.4 46 45 48.7 35.5 31.2 41 60
management and administration
activities
56
The summarised results of the opinions expressed by the interviewed firms indicates that,
overall preferences of 5 2 % and 4 7 % has been attributed by most of the firms for their reasons
for satisfaction, for easy and quick execution of works and straight forward application
respectively.
Table 4.15 Contributing factors for dissatisfaction.

Preference
Total
Comparably low return from - - - - - - - - -
software application
Available software does not fulfil - - - - - - - - -
the needs
Lack of experienced professionals 100% 19.6 - 6 - 6.6 7 - -
to use the software
1. However, the fact to be highlighted is that there are instances that some of them
expressed dissatisfaction due to various reasons. T h e main reasons they attributed are
lack of trained people to operate them obtaining m a x i m u m benefits and the lack of
tools available in the c o m m o n l y available software packages like M S Projects,
especially in regard to cost controlling and resources planning.
2. This is again a remarkable increase in this respect, in compared with the findings of
the survey d o n e by Jeyaweerasinham (1996) for his masters under the supervision of
Gunesekara.
3. It was also revealed that some of the contractors expressed satisfaction on the
packages, mealy due to the fact the these packages fulfil the basic requirements of
preparing Bar Charts in respect of initial planning. But not knowing the productivity
improvement, which can be directly and indirectly derived at, b y using these
packages.
4. Finally, the main contributory factors expressed by firms for dissatisfaction are: the
available software packages do not fulfil the needs; and comparably low return from
computer usage; and the lack of trained people to use these packages in order to get
the m a x i m u m benefits.
4.2.4.2 Effect of lack of application of these packages on the performance.
The survey also extended to such an extent that it explored the opinion of the firms as to
whether lack of project management packages really curtail the performance of projects. The
results obtained have been tabulated in the following table.
57
Table 4.16 Opinion as to whether lack of software application curtail the performance
of projects
Attributes Proportion (%)

Yes 78 30 61 67 29 7 67
Yes, to a certain extent 23 50 23 17 47 43 33
No - 10 - - 18 21 -
1. As elaborated in the above table, 7 8 % of the foreign contractors, 3 0 % , 6 1 % and 6 7 %

of the local contractors of M l , M 2 and M 3 expressed that lack of application of these
packages directly effect the performance of projects, while 2 3 % of foreign
contractors, 5 0 % , 2 3 % and 1 7 % of the local contractors of M l , M 2 and M 3 were of
the opinion that lack of application of theses packages may effect the performance of
projects.
2. The position with regard to the consultants and the project management firms is that
7 % and 67%> of them respectively believe that lack of application of theses packages
directly affect the performance of projects while 4 3 % and 33%> expressed that it may
affect the performance.
3. However, the bottom line is that most of the firms interviewed were of the opinion
that lack of application of theses packages in project management activities would
either affect the performance of project directly or indirectly while only a small
portion of them commented in the other way.
4. It w a s also revealed that a fair number of them expressed their c o m m e n t s not having a
clear picture about the productivity improvement, which can b e directly and indirectly
derived at, b y using these packages.
4.2.5 Future D e v e l o p m e n t
The research w a s also concentrated on the future developments envisaged by the firms as it
was identified as one of the other important areas to be analysed. The results obtained have
been tabulated in the following table.
With regard to the steps for future development plan, opinion was obtained on c o m m o n
attributes in this regard, which were pre-determined on the findings obtained during the pilot
survey and incorporated in the questionnaire. It was instructed to rank these attributes,
according to the opinion of the interviewees.
w a y that the result have been presented herein below in a marking scheme calculated on
giving due weightings to the percentages of the ranking as such 60 marks, 50 marks and 40
marks have been considered for ranking 1, 2 and 4 respectively
58
4.2.5.1 Future D e v e l o p m e n t Plan
Table 4.17 Future development in the application of project m a n a g e m e n t packages
Response for future development Pro Dortion i '%)

plans F Ml M2 M3 M4 Con PM
Yes 100 100 100 100 100 100 100
No - - - - - - -
4.2.5.2 Steps to be taken for improving the usage of project m a n a g e m e n t packages
Table 4.18 Steps to be taken for improving the application of project m a n a g e m e n t

packages
Preference
Total
Recruiting Trained Staff 38.88% 302.9 25.3 19 46.6 59.4 57.6 41.7 53.3
Providing Training Facilities 43.13% 336.0 23.1 52 49.8 48.1 49.9 56.4 56.7
Streamlining the Organisational 11.67% 90.9 - 35 - - - 29.1 26.8
Procedures
1. A s far as the summarised result of the opinion expressed b y the firms interviewed is
concerned, overall preference of 43%> w a s given for providing training to the
technical staff, 3 8 . 8 8 % w a s received for in favour of recruiting trained staff and only
11.6% w a s received for streamlining the organisational procedures as a step to be
taken in future in order to improve the application of these packages in project
management activities. T h e abstract results with regard to the consultants and the
project m a n a g e m e n t firms is that they too have formulated some arrangements in this
regard and the focal area which they too pointed out, is giving necessary trainings and
recruiting trained peoples.
3. Further, the research also revealed that there is a shortage of institutes to provide
training facilities in this area, and a lot of contractors say that even though they are
willing to give training to their employees, lack of training p r o g r a m m e s in this regard
really hampers their programmes. However, the bottom line is that most of the firms
interviewed were of the opinion that they really have some plan in their agendas in
order to improve this area.
4.2.6 Difficulties faced
In order to cover o n e of the most important objectives of this research, that is to find out the
difficulties faced in application of these project management packages, the research w a s
focused on this area. Opinions of the interviewees were obtained on c o m m o n attributes for
difficulties faced in application of these project management packages. These c o m m o n
attributes, which were pre-determined on the findings obtained during the pilot survey, were
incorporated in the questionnaire. It w a s instructed to rank these attributes, according to the
experience of the interviewees.
59
w a y that the result have been presented herein below in a marking scheme calculated giving
due weightings to the percentages of the ranking as such 60 marks, 50 marks, 40 marks and
30 marks have been considered for ranking 1, 2, 3 and 4 respectively
Table 4.19 Difficulties faced

Preference
Total
High cost 8.71% 63 - 30 9.9 - 3.6 19.5 -
None availability of trained staff 46.7% 337.4 19.8 53 49.4 54.3 45.8 55.1 60
Lack of interest among the top 13.14% 95 - - 27.9 11.8 24.8 30.5 -
management
Lack of interest among the 31.5% 228 - 31 37 52.2 37.4 36.9 33.5
professional
1. The summarised result of the opinion expressed by the firms interviewed in regard to
the difficulties faced shows that an overall preference of 4 6 % has been received for
none availability of the trained staff, 3 1 . 5 % has been given for in favour of lack of
interest amongst the professionals and only 13.14% as the lack of interest amongst the
top management. However, only 8.71 % has been received for high cost factors as far
as the difficulties faced are concerned.
2. T h e abstract results with regard to the consultants and the project m a n a g e m e n t firms
is that they too believe that none availability of trained staff and the lack of interest
amongst the professional as major difficulties faced in this regard.
3. As elaborated in the above table, most of the firms expressed that none availability of
trained people and lack of interest amongst the professional w h o are engaged in the
project management activities are the main difficulties they are faced with.
4. The high cost and the lack of interest amongst the top management w e r e also sighted
by s o m e of the firms as the difficulties in this regard. However, when further inquiries
were m a d e in regard to the high cost, it revealed that this is mainly due to the cost of
purchasing of P 3 and the cost of training of the staff in this regard. T h e fact that the
real benefits derived b y using sophisticated packages like P 3 specially in respect of
cost controlling, monitoring and controlling aspects and the productivity
improvements in this regard w a s not known to them as they were not aware of the
details of these packages.
that they were still faced with s o m e difficulties in using these packages for project
60
4.2.7 Benefits realised.
In achieving one of the other most important objectives of this research, the benefits of using
the project m a n a g e m e n t packages w e r e also subjected to the research.
T h e opinions of the firms interviewed were obtained on c o m m o n attributes in respects of

benefits which could be obtained b y using these project m a n a g e m e n t packages. These
c o m m o n attributes which were pre-determined on the findings obtained during the pilot
survey were incorporated in the questionnaire. It w a s instructed to rank these attributes,
according to their experience.
The attributes have been analysed, tabulated and presented in the Table N o 4.20 in such a
w a y that the result have been presented herein below in a marking scheme calculated giving
due weightings to the percentages of the ranking as such 60 marks, 50 marks, 40 marks, 30
marks and 20 marks have been considered for ranking 1, 2, 3, 4 and 5 respectively
T a b l e 4.20 Benefits realised

Preference F Ml M2 M3 M4 Con PM
Total
Better control of activities 32.73% 319.6 47.8 56 45.6 27.3 38.4 44.5 60
Increase the company reputation 19.97% 195 26.4 34 34 27.4 23.6 37.3 13.2
Preparation of quality reports 29.61% 289.2 60 36 48.7 37.4 32.5 38.3 36.3
Turn over increase 6.65% 64.90 - - 23.1 9.9 12.9 9.1 9.9
Less repetitive works 11.05 107.9 37.9 25 - 16.8 28.2 - -
1. T h e summarised result of the opinion expressed by the firms interviewed with regard
to the benefits realised is concerned, overall preference of 3 2 . 7 3 % , 29.61% and
19.97%) has been received for better controlling of activities, preparation of quality
reports and increased c o m p a n y reputation. However, 1 1 . 0 5 % and 6 . 6 5 % has been
received in favour of less repetitive works and turn over increase.
2. As elaborated in the above table, it is evident that the primary benefit realised by the
firms in using project management computer packages is the ability of better
controlling of activities. Preparations of quality reports have also been ranked as a
primary benefit and the increasing c o m p a n y reputation also have been identified by
most of the firms as a benefit.
3. Generally, most of the firms do not believe that using project management computer
packages, for project management activities, will increase the turn over of the
organization.
that they still yield some benefits and the fact which should be underlined is that they
believe that a lot of benefits is there, but due to various reasons as sighted herein this
report they are not in position to yield the benefits available in those packages.
61
5.0 Conclusion
5.1 General
I. The study completed under the project " C o m p u t e r Application in Project

M a n a g e m e n t " w a s aimed at exploring the application of dedicated project
m a n a g e m e n t software packages in the Sri Lankan Construction Industry. The
objectives of the research, as described in chapter 3, were set and the research w a s
carried out concentrating on achieving these set objectives in a comprehensive
literature survey and an industry research. The industry research was done focusing
on 84 organisations consisting of 9 foreign contractors, all M l contractors of the total
of 10, 13 number of M 2 contractors covering almost all of M 2 contractors, 18 n u m b e r
of M 3 contractors covering most of the M 3 contractors, 17 number of M 4 contractors
and 14 n u m b e r of consultants covering almost all the big reputed consultants and all
reputed project m a n a g e m e n t firms. This industry research was carried out through a
questionnaire based structured interviews and discussions and it enabled to gather
industry experience in the use and application of dedicated project m a n a g e m e n t
packages in the project management activities in the Construction Industry.
5.2 C o m p u t e r software usage in general
1. Computer application in general together with the reasons for using computers and
the latest status of computer usage at sites were also subjected in the research since it
has a direct relevance to the subject area of the research. It has been revealed that
100% of M l contractors, M 2 contractors, 9 4 % of M 3 contractors and M 4 contractors,
100%) of foreign contractors and 100%) of consultants and project m a n a g e m e n t firms
interviewed claimed that they were using computers in general. T h e fact that there is
an interest growing amongst them is noteworthy. This is a remarkable increase in
comparatively with the result of the survey done by Jeyaweerasinham (1996). T h e
result of his research w a s that 1 0 0 % foreign contractors, 7 5 % of Grade 2 (equivalent
to M l ) and 3 0 % of Grade 2 (equivalent to M 2 ) had used computer application in
construction m a n a g e m e n t activities.
2. The results regarding the usage of site based computer systems show that all the
foreign contractors, 9 0 % , 4 6 % , 2 8 % and 6% of the local contractors of M l , M 2 , M 3
and M 4 use computers at sites. Further it w a s revealed that 29%> of the consultants
and all the project management firms interviewed use computers at site for their
management activities. Reasons attributed b y them for the difficulties in using
computers at sites are: high cost; preference in managing the construction projects
from head office than through a site based m a n a g e m e n t system; lack of computer
literacy by the site staff and the difficulty in training them and non availability of j o b s
continuously to invest additionally on computer machines and staff. T h e general
conclusion which can be arrived at on the finding of the research is that most of the
firms especially small scale contractors are reluctant in using computers as they are
not aware of the fact that the high productivity could easily compensate the initial
capital cost which they categorise as high.
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5.3 Project m a n a g e m e n t tools
1. In achieving the objectives of identifying the project management tools, which the
project management packages should be equipped with, the conclusion arrived at is
that under the main functional areas of planning, scheduling, controlling, cost
controlling and document controlling, it has been found that the Critical Path
Analysis, Bar/Gantt Chart, Networks such as Activity on Arrow Network and
Activity On N o d e (Precedence) Network, Resource Histograms for Resource
Planning, N o n e Uniform Resource Requirements, Scheduling in respect of Bar
Charts, Bar Chart Target Comparison, Progress Monitoring Reports, Cost Controlling
Tools such as Actual vs. Target Cost Histograms, Earned Value Analysis, Cash Flow
Histograms and Projected Cost Curves and Cash Flow Reports are the main project
management tools which any dedicated project management software package should
facilitate for. Facility for levelling resources, creating calendars, producing various
reports and linking data with other c o m m o n packages are the other requirements
which any project management software package should be equipped with.
5.4 Project m a n a g e m e n t packages available
1. It has been revealed from this study that under the main functional areas of planning,
scheduling, controlling, cost controlling and document controlling, there are a n u m b e r
of packages used in the Sri Lankan Construction Industry. Microsoft Project,
Primavera Project Planner (P3), Total Project Manager/ Harward Total Project
M a n a g e r ( T P M / H T P M ) , Pert Master and Pert Master Advance, T i m e Line, Sure
Track and Expedition by Primavera are the dedicated project management packages
which are n o w available in the Sri Lankan Construction Industry.
2. The tools available in theses packages have been identified and tabulated in the report
under Chapter 2. It has been found that all the packages are equipped with the
fundamental project management tools. As far as the P3 is concerned it has more
advanced features such as cost controlling and cash flow forecasting facilities. The
Expedition is somewhat different and it has features required for contract
administration activities such as for document controlling. This conclusion is arrived
at, achieving one of the objectives of the project, which is to find out the project
management software packages used or available in Sri Lankan Construction industry
and to identify project management tools available in these packages.
5.5 Application of dedicated project m a n a g e m e n t packages in general
1. The extent of the usage of these project management packages in the Sri Lankan
Construction Industry, as revealed during the research is that all of them use M S
Projects and, 4 4 % foreign contractors use Primavera Project Planer. However, it has
been revealed that even though 20 % of the M l contractors have purchased the
63
Primavera Package, none of them uses it for project management activities. They
have continued to use M S Project while having a very sophisticated package like P 3 .
The results of the research show that 2 2 % of foreign contractors and 8% and 6 % of
the local contractors of M 2 and M 3 use the Sure Track (Primavera) package. As far as
the application of T i m e Line and Harvard Total Project M a n a g e r is concerned, it has
been revealed that only one contractor had used it previously. The situation with
regard to packages like Expedition is that most of the local contractors are not even
aware of this package. T h e need of making the people aware of the facilities available
in and the benefits which could be obtained from this package is underlined as one of
the area to be focussed on, since most of the firms now are geared to adopt a lot of
sophisticated method in this competitive era.
T h e results regarding M 2 and M 3 contractors show that only 9 2 % and 6 7 % of them

respectively use M S Project and 76%> of the interviewed M 4 contractors use it for
project management activities. N o n e of them uses any of the other project
management packages. 9 3 % of the consultants and 3 3 % of the project m a n a g e m e n t
firms interviewed claimed that they use M S Project, while 33%> of the project
m a n a g e m e n t firms (only one project management firm) claimed that they use P 3 for
project management activities. The fact that there is an increase in the usage of these
packages when compared with the findings of the survey done b y Jeyaweerasinham
(1996) is noteworthy. According to his findings, only a few contractors in addition to
the foreign contractors were using project management packages for project
Application in Planning
Findings of the research indicate that all foreign contractors, 100%), 9 2 % , 61 %> and
only 7 1 % of local contractors of M l , M 2 , M 3 and M 4 use these packages for
planning at least in preparation of Bar/Gantt Charts. Further, it was revealed that 79%>
of the consultants use it for at least preparation of Bar/Gantt Charts
U s a g e of these packages in Critical Path Analysis, Network analysis and Resource

Planning is very poor, even amongst the top-level local contractors of M l , M 2 and
M 3 . T h e results indicated in this regard are; 85%> of the foreign contractors; 8 0 % ,
9 2 % ; 2 2 % and 2 4 % of the M l , M 2 , M 3 and M 4 contractors use them for Critical Path
Analysis. 6 7 % of the foreign contractors, 9 0 % , 3 1 % , 6 % of the M l , M 2 and M 3
contractors use them for Net W o r k Analysis, while none of the M 4 contractors
interviewed uses them for Net w o r k Analysis. The usage of the packages by the
consultants for planning in respect of Critical Path Analysis, N e t w o r k Analysis, and
Resource Planning, has been revealed as 29%>, 7 % and 3 6 % respectively. All the
project management firms interviewed use these packages for planning in
comprehensive manner in their level for each project.
Only 3 3 % of the foreign contractors, 5 0 % , 8 % and 6 % of the local contractors of M l ,

M 2 and M 3 use them for resource planning while none of the contractors of M 4 uses
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these packages for this purpose. Foreign firms were of the opinion that the need for
resource planning w a s not essential, unless for very special circumstances as most of
the works they undertake in Sri Lanka are of management type contracts. Most of the
local contractors accepted that lack of detailed planning in the beginning of the
project is one of the main reasons for them to neglect resource planning. Lack of
trained technical staff in this area w a s also sighted by most of them as a contributory
factor for the poor implementation of resource planning
that they use these packages for planning activities as a standard c o m p a n y format for
each and every project, only 5 0 % , 5 4 % and 28%> of local contractors of M l , M 2 and
M 3 respectively have favoured in this regard. The results also show that 40%>, 38%>,
33%o and 2 4 % of local contractors of M l , M 2 , M 3 and M 4 have claimed that they use
them for planning activities only for selected projects depending upon the nature and
magnitude of projects. Further, only 10%, 8%>, 39%o and 4 7 % of local contractors of
M l , M 2 , M 3 and M 4 expressed that they use these packages for planning purposes
only if requested by the client, consultants or the project managers. T h e usage of
these packages for planning b y the consultants and the project m a n a g e m e n t firms for
each and every project as a standard c o m p a n y format has been found to be of 7 9 %
and 1 0 0 % respectively.
5. The fact that there is an increase in using project management software packages
when compared with the findings of the survey done by Jeyaweerasinham (1996) for
his masters under the supervision of Gunesekara is noteworthy. Most of the firms are
now ready to do improvements in this area. According to his finding, only foreign
contractors and a couple of local contractor were using these packages in planning.
5.7 Application in scheduling
1. The finding of the research shows that all foreign contractors, 1 0 0 % and 8 5 % of local
contractors of M l and M 2 use these packages for scheduling at least in preparation of
schedules regarding Bar/Gantt Charts. Usage of these packages for preparation of
schedules in respect of Critical Path Analysis, Network analysis and Resource
Planning is very poor, even amongst the top-level local contractors of M l , M 2 and
M 3 . The results indicate that 8 5 % of the foreign contractors, 80%> and 3 8 % of local
contractors of M l and M 2 contractors use them for scheduling in respect of Critical
Path Analysis. Only 67%> of the foreign contractors, 80%> and 3 1 % of local
contractors under M l and M 2 category use these packages for scheduling in respect
of Network Analysis.
2. The results of the research show that only 3 3 % of the foreign contractors, 5 0 % and
8%> of the local contractors of M l and M 2 use these packages for scheduling of
resource planning. N o n e of the contractors of M 3 and M 4 use these packages for
scheduling activities in respect of Resource Planning and N e t w o r k Analysis. The
results indicate that 64%> of the consultants and 1 0 0 % project m a n a g e m e n t firms
interviewed use these packages for preparation schedules regarding Bar/Gantt Charts.
65
U s a g e by consultant and project management firms for scheduling for other areas
such as Critical Path Analysis, Network Analysis and the resources planning, has
been found to be not satisfactory as the result indicates usage of 2 9 % , 7%> and 14%>
respectively. The situation with regard to project management firms is that all of them
w h o were interviewed use these packages for scheduling in comprehensive manner in
their level for each project.
that they use these packages for scheduling activities as a standard c o m p a n y format
for each and every project, only 5 0 % , 5 4 % and 28%> of local contractors of M l , M 2
and M 3 respectively have favoured in this regard. The results show that, 40%>, 38%>
and 6 % of local contractors of M l , M 2 and M 4 have claimed that they use them for
scheduling activities only for selected projects depending upon the nature and
magnitude of projects. Only 10%> and 8 % of local contractors of M l and M 2
expressed that they use these packages for scheduling activities only if requested b y
the clients, consultants or the project managers. As far as the extent of the usage of
these packages by the consultants and the project management firms, for scheduling
activities is concerned, 64%> of the consultants claimed that they use them for each
and every project as a standard c o m p a n y format while all the m a n a g e m e n t firms
interviewed claimed that they use them for each and every project as a standard
c o m p a n y format.
5.8 Application in monitoring and controlling
1. Achieving one of the objectives, the results of the research, as far as the extent of the
application of these project management packages in monitoring and controlling is
concerned, in conclusion shows that 100% of all foreign contractors, 7 0 % and 54%> of
local contractors of M l and M 2 use these packages for monitoring and controlling in
Critical Path Analysis. U s a g e of these packages for monitoring and controlling in Bar
Chart/Gantt Chart Analysis has been revealed as 100%., 9 0 % , 8 5 % , 6 1 % and 3 5 % of
foreign contractors and local contractors of M l , M 2 , M 3 and M 4 respectively.
2. Only 33 % of the foreign contractors and 20%> and 8%> of local contractors of M l and
M 2 use these packages for monitoring and controlling activities of resource planning.
Local contractors under M 3 and M 4 category showed no firm interest in this area,
except 61%> and 35 % trend shown for controlling and monitoring activities in respect
of Bar Chart/Gantt Chart Analyses. The research also revealed that 4 3 % and 100%> of
consultants and project management firms respectively use these packages for
monitoring and controlling in Critical Path Analysis. And in respect of Bar
Chart/Gantt Chart Analysis, it indicated a result of 5 7 % and 100%. The usage of these
packages b y project management firms for monitoring and controlling activities is
satisfactory as all of them who were interviewed had used these packages for
scheduling in comprehensive manner in their level for each project.
66
3. All the foreign contractors attributed that they use these packages for monitoring and
controlling activities as a standard c o m p a n y format for each and every project,
whereas only 5 0 % and 1 1 % of local contractors of M l and M 3 respectively have
favoured in this regard. The result indicates that 30%>, 6 2 % , 6%> and 12%> of local
contractors of M l , M 2 , M 3 and M 4 have claimed that they use them for monitoring
and controlling activities only for selected projects depending upon the nature and
magnitude of projects. Only 2 0 % , 3 1 % , 2 8 % and 2 9 % of local contractors of M l ,
M 2 , M 3 and M 4 categories of local contractors expressed that they use these
packages for monitoring and controlling activities only if requested by the clients,
consultants or the project managers. The extent of the usage of these packages b y the
consultants and the project management firms, for monitoring and controlling have
been found to be of 14%o and 100% respectively for each and every project as a
standard c o m p a n y format and 7 9 % for selected projects only depending upon the
nature of the projects, by the consulting firms. All project m a n a g e m e n t firms
interviewed claimed that they use them for each and every project as a standard
c o m p a n y format. However, the fact that most of the firms are n o w ready to introduce
rapid improvements in this area is noteworthy. This has to be brought to the attention
of training institutes and universities in order to cater for the future demand.
5.9 Application in cost controlling
1. The findings of the research on the application of dedicated project management

software packages in cost controlling in conclusion indicate that only foreign
contractors use the cost controlling tools in the packages. It has been found that 4 4 %
of them use these packages for cost controlling activities b y using Earn Value
Technique and Graphs respectively and the extent of the usage for each and every
project as a c o m p a n y format has been found to be of 44%>. N o n e of the local
contractors and consultant claimed that they use these packages for cost controlling
activities.
2. The reason for not using these packages for cost controlling activities, by most of the
local contractors, as revealed during the research is that only the P3 package is
equipped with cost controlling tools and hence those who are using M S Projects only
have no choice in this regard. However, as far as the local contractors of M l category
w h o are having P 3 is concerned, the lack of trained technical people to implement
these packages for project management could be attributed as the main reason for not
using the packages for these activities. The result indicates that only one project
management firm having the P3 uses it for cost controlling activities to a limited
extent in the project management activities. The fact that most of the firms are now
ready to introduce rapid improvements in this area is noteworthy. This has to be
brought to attention of training institutes and universities in order to cater for the
future demand.
67
5.10 Application in document controlling
1 According to the finding of the research the following conclusion can be arrived at as
far as the application of management packages in document controlling is concerned.
The results of the research indicate that most of the local contractors are not even
aware of the availability of project m a n a g e m e n t packages specially designed for
document control, such as Expedition (Primavera). Further, those w h o are aware of
these packages attributed that lack of trained technical people in this regard really
prevents them from even investing m o n e y on these packages. A s far as the usage of
document controlling is concerned there is no improvement, when compared with the
findings of the survey done by Jeyaweerasinham (1996). According to his finding,
none of the contractors including foreign contractors were using these packages in
document controlling activities.
5.11 Difficulties faced
1. Achieving o n e of the objectives of the research to find the difficulties faced by the
industry in application of project management computer packages in Sri Lankan
Construction Industry, the research was concluded focussing on this area. T h e
summarised result of the opinions expressed b y the firms interviewed with regard to
the difficulties faced is that an overall preference of 4 6 % has been received for none
availability o f the trained staff, 31.5%> has been given for in favour of lack of interest
amongst the professionals, and only 13.14% as the lack of interest amongst the top
management. However, only 8.71 % has been received for high cost factor as the
difficulties faced are concerned.
2. T h e results show that the consultants and the project management firms have
identified that none availability of trained staff as the major difficulties faced giving
weights as 55.1 and 61 respectively. T h e result with regard to the contracting firms is
that preferences of 19.8, 5 3 , 49.4, 54.3 and 45.8 in weights have been given by
foreign contractors, M l , M 2 , M 3 and M 4 of local contractors for none availability of
trained staff as the main difficulty faced. Lack of interest a m o n g the professional has
been ranked second giving 3 1 , 37, 52.2 and 37.4 weights as a difficulty faced by local
firms under M l , M 2 , M 3 and M 4 respectively. Lack o f interest a m o n g the top
m a n a g e m e n t has been given 27.9, 11.8 and 24.6 weights as a difficulty faced by local
firms under M 2 , M 3 and M 4 respectively. N o foreign contractor or M l contractor has
identified the lack of interest a m o n g the top management as a difficulty faced.
Consulting firms have identified none availability of trained staff, lack of interest
a m o n g the professional and lack of interest a m o n g the top m a n a g e m e n t as the
difficulties giving 5 5 . 1 , 36.9 and 30.5 preference in weight. N o project management
firm have given preference to high cost and the lack of interest a m o n g the top
m a n a g e m e n t as a difficulty and, none availability of trained staff and lack of interest
a m o n g the professional have been given preference of 60 and 33.5 in weights as a
difficulty.
68
3. High cost has been identified with preference of 30, 9.9, 3.6 and 19.5 as a difficulty
by local contracting firms of M l , M 2 and M 4 and consultancy firms. However, the
reason for sighting the high cost as a difficulty w a s found to be the high cost of the P 3
and the cost of training of the staff in this regard. The fact that the real benefits which
could be obtained b y using sophisticated packages like P3 specially in respect of cost
controlling, monitoring and controlling aspects and the resultant productivity
improvements in this regard w a s not k n o w n to them as they were not aware of the
details of these packages.
4. The bottom line is that most of the firms interviewed were in the opinion that they
were still faced with some difficulties in using these packages for project
management activities. The reason for not using these packages for cost controlling
activities, by most of the local contractors, as revealed during the research is that only
the P 3 package is equipped with cost controlling tools and hence those w h o are using
M S Projects have no choice in this regard.
5.12 Benefits realised
1. Achieving another objective of the research regarding the benefits realised by the
industry in using project management computer packages in the project management
activities, the research w a s focussed on this area and the findings of the research w e r e
formulated and summarised accordingly. The summarised result of the opinion
expressed by the firms interviewed in regard to the benefits realised is that an overall
preference of 3 2 . 7 3 % , 2 9 . 6 1 % and 19.97% has been received for better controlling of
activities, preparation of quality reports and increased c o m p a n y reputation. However,
11.05% and 6.65%> has been received in favour of less repetitive works and turn over
i increase.
2. The primary benefit realised by the firms by using project m a n a g e m e n t computer

packages, as revealed in the research, is the ability of better controlling of activities.
Preparations of quality reports have also been ranked as a primary benefit and the
increasing of c o m p a n y reputation also have been identified b y most of the firms as a
benefit. Generally, most of the firms do not believe that using project m a n a g e m e n t
computer packages, for project management activities, will increase the turn over of
the organization. The bottom line is that most of the firms interviewed were in the
opinion that they still yield s o m e benefits.
5.13 User satisfaction
1. Achieving another objective of finding the level of user satisfaction in using project
management computer packages in the project m a n a g e m e n t activities, the research
w a s concluded focussing on this area. T h e findings of the research w e r e formulated
and summarised accordingly. The summarised result of the opinion expressed by the
firms interviewed in this regard shows that 1 0 0 % of foreign contractors and M l
contractors have expressed that they are satisfied with the available software
packages. The result indicates that 9 0 % , 67%> and 53%> of local contractors under M 2 ,
69
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M 3 and M 4 have expressed their satisfaction. Satisfactions of the consulting firms
and project management firms have been expressed as 7 9 % and 100%.
2. Contributing factors for satisfaction have been discovered with overall preference of
4 7 . 9 7 % and 5 2 . 0 3 % for the reasons of straight forward application and easy and
quick execution of management and administration activities. Straight forward
application has been given the preference b y foreign contractors, M l , M 2 , M 3 and
M 4 of local contractors, consulting firms and project management firms with weights
of 50, 4 3 , 44.8, 31.6, 2 7 . 1 , 36.9 and 50 respectively. Preferences of 46, 45,48.7, 35.5,
31.2, 41 and 60 in weights have been given by foreign contractors, M l , M 2 , M 3 and
M 4 of local contractors, consulting firms and project management firms respectively
in favour of easy and quick execution of management and administration activities.
3. Contributing factors for dissatisfaction have been discovered with overall preference
of 19.6, 6, 6.6 and 7 in weights for lack of experienced professionals to use these
software packages b y foreign contractors, M l , M 2 , M 3 and M 4 of local contractors
respectively.
5.14 Future development
1. Achieving an objective of the research to find out the future development plans of the
firms interviewed, the research w a s concluded focussing on this matter and the
findings were summarised and compiled accordingly. The result shows a satisfactory
trend as 1 0 0 % of the firms subjected to the survey stated that they have got future
plans to develop the use of project m a n a g e m e n t software applications. It further
reveals that an overall preference of 4 3 % w a s given for providing training to the
technical staff, 3 8 . 8 8 % w a s received for in favour of recruiting trained staff and only
11.6%) was received for streamlining the organisational procedures by the firms
surveyed as the steps to be taken in future in order to improve the application of these
packages in project management activities.
2. Recruiting trained staff has been given the preference as a step of future
developments by foreign contractors, M l , M 2 , M 3 and M 4 of local contractors,
consulting firms and project management firms with weights of 25.3, 19, 46.6, 59.4,
41.7 and 53.3 respectively. Preferences of 2 3 . 1 , 52, 49.8, 4 8 . 1 , 49.9, 56.4 and 56,7 in
weights have been given by foreign contractors, M l , M 2 , M 3 and M 4 of local
contractors, consulting firms and project m a n a g e m e n t firms respectively in favour of
providing training facilities as a step of development. 35, 29.1 and 26.8 of preference
in weight have been given by M l contractors, consulting firms and project
management firms respectively in favour of streamlining the organisational
procedures as a step of developing the application of project m a n a g e m e n t software
packages.
2. Further, the research also revealed that the numbers of institutes, which provide
training facilities in this area are less, hindering the development of the software
package applications as most of contractors stated that even though they are willing to
70
give training to their employees, it has b e c o m e a difficulty due to non availability of
enough training p r o g r a m m e s in this regard. However, the bottom line is that most of
the firms interviewed expressed that they really have some plan to improve
application of project management software packages.
5.15 Recommendation
The following recommendations could be m a d e on the findings gathered in the survey
1 T h e lack of top management commitments toward implementing application of

project management software packages in project management has been identified in
the research as a problem faced by the professionals in the industry. The lack of
c o m m i t m e n t s and interests has impeded purchasing of sophisticated software
packages like P 3 , Sure Track and Expedition and as well as spending m o n e y on
training p r o g r a m m e s in this connection. The reasons attributed for lack of interest, as
per the opinion of some top officials in contracting firms interviewed, are: the lack of
awareness of the sophisticated tools available in these so called project m a n a g e m e n t
software packages; lack of awareness of the benefits which could be realised by using
these packages; lack of trained people for implementing the application of these
software packages and lack of training p r o g r a m m e in this regard. Therefore, in order
to m a k e the top management of contracting firms and consultants aware of the
importance of using project management software packages and benefits which could
be obtained, some awareness programmes should be conducted. T h e need of m a k i n g
them aware of the sophisticated methods and the benefits of using these software
packages and communication of same down to the staff is of paramount importance.
Hence, it is recommended that institutes like I C T A D , Institute of Project
A M a n a g e m e n t of Sri Lanka and Institute of Engineers of Sri Lanka to take the lead role
in undertaking awareness programmes in this nature.
2. It has been identified in the reach that the lack of interests a m o n g professionals as a
problem faced in the industry hindering implementation of software packages even
though s o m e firms are in the possession of sophisticated packages like P 3 and Sure
Track. The reasons attributed for lack of interest, as per the opinion of s o m e of the
top officials in contracting firms interviewed, are: the lack of awareness of the
sophisticated tools available in these so called project m a n a g e m e n t software
packages, lack of awareness of the benefits which could be realised b y using them;
and lack of enough training programmes. Therefore, in order to m a k e the technical
staff of contracting firms and consulting firms aware of the importance of using
project m a n a g e m e n t software packages and benefits which could be obtained, s o m e
^ awareness p r o g r a m m e s should be conducted. The need of m a k i n g them aware of the
sophisticated methods and the benefits of using these software packages is of
paramount importance. Therefore, it is recommended that institutes like I C T A D ,
Institute of Project M a n a g e m e n t of Sri Lanka and Institute of Engineers of Sri Lanka
should take the lead role in initiating training p r o g r a m m e s regarding application of
project m a n a g e m e n t software packages. Also, it is r e c o m m e n d e d that top
management of contracting firms and consulting firms should initiate to conduct
71
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training p r o g r a m m e s for their employees. Service of outside parties could be sought
for these training programmes.
3 As a step of persuading the staff to implement application of the project management

packages, it is r e c o m m e n d e d that a senior professional of each organisation be
appointed as the m a n a g e m e n t representative and the responsibilities of giving
initiatives for training of the other professional have to be given to him. His
responsibilities could be to act as a leader and set example for the other staff in using
project management packages and pull them along the w a y toward fully computerised
project management system.
" 4. In order to give a first hand awareness p r o g r a m m e for the Engineers, Quantity
Surveyors, and other professional including the technical staff in the Construction
Industry, it is highly recommended that application of project m a n a g e m e n t software
packages should be included as a subject in university courses and in the courses
conducted by technical collages.
5. It is recommended that, when recruiting staff, contracting firms, consulting firms and
project management firms should give priority to those w h o have got the exposure in
application of project management software packages and m a k e an impression
amongst the young engineers and other professional that the knowledge of project
management software packages is important in career opportunities.
5.16 Further studies
As it has been found in the research, it is desirable to carry out further researches on
A following areas for the improvement of computer application in the construction industry.
1. It is advisable that a study is to be done in order to ascertain the effectiveness of using

computer packages with a detailed analysis of productivity improvements in using
project management packages in the project management activities. Case studies on
application of project management software package b y contracting firms could be
carried out in order to explore the effectiveness and the productivity improvements in
using these packages.
2. It is worth to give attention for further research in the involvement of personnel in the
contracting firms and their attitude towards computer application in management of
construction projects
w
3. A study is recommended to be carried out amongst the consultants and project
management firms on their attitudes in using project management packages in the
72
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References
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M a n a g e m e n t in Construction Industry", Proceeding of 1 4 National Computer
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M a n a g e m e n t " Paper Presented on Seminar on Project M a n a g e m e n t in Construction,
Ministry of Housing, Construction and Utilities.
Jayawardena, A . K . W (1995), "Project M a n a g e m e n t Tools in Computer Packages", Paper

presented at the Seminar on Computer Application in Project Management.
Jayawardena, A . K . W , "Project Computer Package Pertmaster A d v a n c e Lecture N o t e s on

a short course in Project M a n a g e m e n t conducted by the Center for Housing Planning and
Building".
Jayawardena, A . K . W , "Introduction to Harvard Total Project Manager, Lecture Notes on

a short course in Project M a n a g e m e n t conducted by the Center for Housing Planning &
Building".
Jayaweerasingham, G.P (1996), "Effectiveness of Computer Application in M a n a g e m e n t

of Building Construction Projects in Sri Lanka", Thesis for M S c in Construction
M a n a g e m e n t conducted by the Department of Civil Engineering of University of
Moratuwa
Kodikara G.W. and D e Costa W.A.C.T (1993), "Information Technology in Sri Lanka
Construction Industry", Transaction IESC.
73
Liyanarachy, " A study of Current practices in the Field of Time/ Cost Control a m o n g
National Contractors", Transaction, DESL.
Mudhusuthan, N , "Role of Computers in the Construction Industry", Transaction, IESL.
Primavera System (1995), "Project M a n a g e m e n t H a n d b o o k on Primavera Planner ( P 3 ) "
Primavera System (1995), " U s e r ' s Manual for Sure Track".
Primavera System (2000), " U s e r ' s Manual for Expedition (Primavera)"
P C Learning L A B S (1999), "Teachers Microsoft Projects for W i n d o w s "
r d
Richard. H. Clough/ Glenn A. Sean (1991), "Construction Project M a n a g e m e n t " , 3
Edition, John Wiley & Sons.
n d
Rosenau, Jr, M . D (1992), "Successful Project M a n a g e m e n t " 2 Edition, Van Nostrand
Reinhold
Tidwell, M.G, "Microcomputer Application for Field Construction Projects", M c G r a w -

Hill Inc., N e w York.
Wedtney. R.E, " M a n a g i n g the Engineering and Construction of small projects", Marcel
Dekker Inc., N e w York.
74
Appendix: A
National registration and grading

of construction contractors
The National Registration and Grading of Construction Contractors are in

implementation from January 01,1989.
The Registration of Construction Contractors is considered under ten Categories on Financial

Terms.
Grade Limit (Rs. Million)
Ml X > 300
M2 300 > X > 150
M3 150 > X > 50
M4 50 > X > 20
M5 20 > X > 10
M6 10 > X > 5
M7 5 > X > 2
M8 2 > X > 1
M9 1 > X >
M10 0.5 > X >
The Contractors have been registered under the following fields of specialties.
1. Building Construction
2. H i g h w a y Construction
3. Bridge Construction
4. Water Supply & Drainage Construction
5. Irrigation & Land Drainage Construction
6. Dredging & Reclamation Construction
7. Other H e a v y Construction (Specify)
75
Appendix: B
A List of Some Project Management Software Packages available in the world is

given below.
System N a m e Programme Description Key N a m e
P O W E R PROJECT Project p l a n n i n g w i t h l i n k e d bar chart ASTA

C A - S U P E R PROJECT Project planning and resource management CA
PLOT VIEW Tool to view network CAMEL
GANTT Gantt chart producer for SAV house CAMEL
PANAROMA Project planning with integrated Dbase CHELTONIAN
Project planning & reporting CLAREMONT
H O R N E T 50001
Planning and control system CLAREMONT
H O R N E T XK
Planning and control system
BARONET COMPLINE
PLANTRACK11 COMPLINE
CPM, linked to estimating
MARSBAR Project planning package CONSTCOM
INTANET Activity analysis system CRCD
ACTION Project management with integrated Dbase CSSP
PORTLAND Outline base planning system CZPROF
INSTAPLAN Planning and control system DEEPAK
PROVIMA Planning and control system DESIGN
FINEST H O U R Planning and control system FORGET TRACK
PRIMAVERA Planning and control system GORGET TRACK
SURE-TRACK Document control system =
Project management tool —
EXPEDITION
Small planning & control package
MACPROJECT11 FRONTLINE
Project planning package
KEYPLAN GOMARK
Planning and resource control
KERNAL HARVEY
Project planning and control
PMW Network analysis, resource planning HOSKYNS
FOCMAN Network analysis, resource planning INFORMBUILD
KORKUS DC Planning & control system K&HCS
KORKUS VAX Cost processing & time recording K&HCS
CRESTA Resource & cost processing system K&HCS
COMCRAFT Cost/schedule control system KENTCOMP
MPMS Planning and control with D B a s e M A N SYSTEM
CASCADE Planning and control system MANTIX
ARTEMIS R A N G E METIER
MICROPLANNER MICRO P L A N
General multisoft planning package
MICROPLANNER MICRO P L A N
Graphics report writer
X-PERT
CPM to manage project information
M S PROJECT Small network analysis system MICROSOFT
GRANEDA Network drawing/graphic information NETTRONIC
THE MONITOR Time, resource and cost control ORGIN
PROJECT H E L P E R Resource and cost processing PARKWAY
QEI Project Planning and control package PCF
76
PERTMASTER ADV Cost processing package PERTMASTER
MICROPRISM Network analysis and resource processing PERTMEX
DNA Network, resource and cost PLANPTNRS
TIME M A N A G E R Precedence network analysis PROF APPLIC
TURBO C H A R T Project planning and control system PROTMAN
O W I K N E T PROF Network analysis programme PSDI
Resource and cost processing
QEDZ QUANTEC
Small project planning system
PPOJECT MASTER RBA
TUXEDO Project management presentation graphics SECONDS
PROMIS 4 Planning output from network analysis SIMCON
H A R V A R D DROT Pre-production activities in planning S / W A R E PUB
MAN Network analysis programme
TIME LINE Planning and control system SYMANTEC
TRACKSTAR Project control system T&B
PREPROD Planning and control system TAYWOOD
PROJECT O U T L O O K Project planning with integrated DBase TEKWARE
PROT S C H E D 4 Project planning with integrated DBase TEKWARE
READNET Project planning with integrated Dbase TKT
KERNEL P M S Planning and scheduling system
TRANSACT
OPEN PLAN Planning and control system
WELCOM
OPEN PLAN MAC WELCOM
PRESTIGE ZENTECH
PROJECT S C H E D U L E =
MICRO PLANNING =
PROFESIONAL Q U I C K N E T
77
Appendix: C
Questionnaire
SURVEY ON COMPUTER APPLICATION IN

PROJECT MANAGEMENT
78
(
General Questionnaire for Contractors, Project Managers and
Consultants
NOTE:
1. Please add remarks w h e r e useful to e x p a n d a n s w e r s

2. P l e a s e attach s e p a r a t e s h e e t s w h e r e n e c e s s a r y
3. The Questions have to be answered in the f o l l o w i n g w a y s
(a) Yes / N o A n s w e r s
(b) Ticking o n alternatives
(c) Word Answers
(d) Indicating A n s w e r s o n a X point scale
4. Information obtained o n this questionnaire will be u s e d collectively

w i t h other r e s p o n s e s
GENERAL ORGANIZATION INFORMATION
N a m e and Address :
79
Type of Organization
Contractor
Consultants
Project Managers
Appointed by the Client
If a Contractor Organization,
State the Grade of the Contractor
Ml, M2, M3 and M4
If a Foreign Contractor,
Give Details
Type of Organization
Sole Proprietorship
Partnership
Public Limited Liability Co.
Private Limited Liability Co.
80
Nature of respective works undertaken
Building constructions
Civil engineering works such as road, bridges, water supply

and irrigation works etc.,
Name of Contacted person:

Designation:
Telephone Number:
2. COMPUTER USAGE IN GENERAL
2:1 How long you have been using computers Years
2:2 Reasons for using Computer (If you can attribute more than one of the
following, put them in priority order)
Standardizing company formats
Uniform administration, integration and discipline approach to

repetitive tasks
Desire to keep up to date with development
Forced into computerization by competing forms and in project

teams
To reduce cost
2:3 D o y o u h a v e a site b a s e d c o m p u t e r s y s t e m .
Yes
I No
2:4 If s o W h y
USAGE OF DEDICATED PROJECT M A N A G E M E N T

SOFTWARE PACKAGES
M S Project
P r i m a v e r a P r o j e c t P l a n n e r (P3)
Sure Track (Primavera)
Expedition (Primavera)
Time Line
H a r v a r d Total Project M a n a g e r
S t a t e if a n y O t h e r s
82
3:1 Application of these packages in planning
Network analysis
Critical path analysis
Bar Charts/ Gantt Charts
Resource Planning
3:1:1 Extent of Usage
For Every Project as a standard company format
For selected projects only depending upon their Nature as a

Standard company policy
If so, the limitations i
For selected projects only, if required by the client,

Project manager and consultants
3:2 Applications of these packages in scheduling
Network analysis schedule
Critical path schedules
Bar Charts/ Gantt Charts

Schedules
Resource schedules
and histograms
83
f
3:3 Applications of these packages in monitoring and controlling
Using Critical paths analysis
Using Bar Charts/ Gantt Charts
Using Resource Planning
^ 3:3:1 E x t e n t of u s a g e
For Every Project as a standard company format
For selected projects only depending upon their Nature as a

Standard company policy

Project manager and consultants
If not at all, give reasons
3:4 Applications of these packages in cost controlling
Using Earn Value Techniques
Using Graphs
84
J
3:4:1 Extent of usage
For every project as a standard company format
For selected projects only depending upon their nature as a

standard company policy

project manager and consultants
If not at all, give reasons
3:5 Applications of these packages in document control (Only if Primavera

Expedition is used)
The extent of usage
85
/
LEVEL OF USER SATISFACTION
4:1 Are you satisfied with your project management software packages
Yes No
4:2 If satisfied, contributing factors for satisfaction (If you can attribute more than
one of the following, put them in priority order)
Straightforward application
Easy and quick execution of management and administration

activities
4:3 If not satisfied, contributing factors for satisfaction (If you can attribute more
than one of the following, put them in priority order)
Comparably low return from software application
Available software does not fulfill the needs
Lack of experienced professionals to use the softwares
4:4 Does lack of computer application curtain the performance of projects
86
(
FUTURE DEVELOPMENT
5:1 Is there any plan in expanding project management software application

within your organization
Yes No
5:2 If yes, how this can be achieved (If you can attribute more than one of the
following, put them in priority order)
Recruiting trained people
Providing training facilities to the professional who are

involved in administration activities.
Streamlining the organizational procedures in order to make

sure software application in project management activities is a
must in every project.
State others, if any
DIFFICULTIES FACED
6:1 What are the difficulties faced when applying project management softwares.
(If you can attribute more than one of the following, put them in priority
order)
87
High cost
Non-availability of trained people
Lack of interest among the top management
Lack of interest among the professionals who are involved in

BENEFITS REALISED
7:1 What are the benefits gained by using project management softwares (If you
can attribute more than one of the following, put them in priority order)
Better control of activities and easy management and

administration activities
Increase company reputation
Preparation of quality reports
Turn over increase
State others, if any

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UNIVERSITY OF MORATUWA

MSc in Construction Project Management

The construction industry is becoming increasingly complex due to rapid improvements in

This is to certify that this thesis;

1. embodies the results of m y own course of study and research,

2. has been composed b y myself,

3. has been seen by m y supervisor before presentation

2.0 Literature review

2.1 Project management tools which project m a n a g e m e n t software 9

3.0 Data collection

3.1 Development of study and data collection 38

4.2.1 Computer usage in general 43

4.2.3.1 Application of these packages in planning 47

5.0 Conclusions & Recommendations

Table Title Page

Figure 2.1 Project management process 9

Figure 2.2 Facilities available in P 3 21

Figure 2.3 Facilities available in Sure Track Project M a n a g e r 24

Figure 2.4 Facilities available in Microsoft Project (98 version) 27

Figure 2.5 Facilities available in Pert Master Advance 29

Figure 2.6 Facilities available in Harward Total Project 32

Figure 2.7 Facilities available in Expedition 34

Table Title Page

Table 2.1 Extent of computer usages in Project M a n a g e m e n t 18

(Kodikkara and D e Costa, 1993)

Table 2.2 Type of software used in construction planning and control 18

Table 3.1 Survey samples 41

Table 4.1 Computer usage in general 43

Table 4.2. Reasons for using computers 44

Table 4.3 Site based computer system 45

Table 4.4 Application of deducted project management packages 46

Table 4.5 Application of these packages in planning 48

Table 4.6 Extent of the usage of these packages in planning 48

Table 4.7 Application of these packages in scheduling 50

Table 4.8 Extent of the usage of these packages in scheduling 50

Table 4.9 Application for these packages in monitoring and controlling 52

Table 4.10 Extent of the usage of these packages in monitoring and 52

Table 4.11 Application for these packages in cost controlling 54

Table 4.12 Extent of the usage of these packages in cost controlling 54

Table 4.13 Level of uses satisfaction 56

Table 4.14 Contributory factors for uses satisfactions 56

Table 4.15 Contributory factors for dissatisfaction 57

Table 4.16 Opinion as to weather the lack of software application 58

curtails the performance of projects.

Table 4.17 Further development plan in the applications of project 59

Table 4.18 Steps to be taken for improving the applications of project 59

Table 4.19 Reasons for difficulties faced 60

Table 4.20 Benefit realized 61

1.1.1 Project m a n a g e m e n t concept

" C o m p u t e r Application in Project M a n a g e m e n t " m a y simply be described as five-step

Defining the project goals

Providing managerial guidance to human resources, sub-contractors in order

As far as the project management is concerned, planning, scheduling, monitoring and

Various project m a n a g e m e n t tools ranging from simple techniques to very sophisticated

1.1.2 T h e need for computer application

• Rapid technological development such as involvement of modern machinery,

• Invention and usage of new material, components and pre-fabricated

• Involvement of various professionals in various disciplines has vastly increased;

• Involvement and influence of various parties such as bankers, funding agencies