A GIS APPLICATION FOR PROJECT MANAGEMENT IN CONSTRUCTION

Case Study of New Harbour Village II, Phase 3

By:
Wayneworth G. Hamilton

A major research project submitted in partial fulfilment of the requirements for the Bachelor of
Science Degree in Surveying and Geographic Information Sciences.

Faculty of the Built Environment

University of Technology, Jamaica
April 2012

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APPROVAL PAGE

A GIS APPLICATION FOR PROJECT MANAGEMENT IN CONSTRUCTION

Case Study of New Harbour Village II, Phase 3

By:
Wayneworth G. Hamilton
ID. #: 0416981

Approval Date:
September 2011.

A Research Paper Approved by:

.............................................................................
Mr. Kepton Smith - Supervisor

......................................................................................
Mr. Glendon Newsome Project Coordinator

...............................................................................
Mr. Garfield Young - Project Coordinator

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DEDICATION

This research project is dedicated to

Mrs. Daphne Hamilton

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Abstract
The current approach to Project Management on the New Harbour Village II project
undertaken by Gore Developments Ltd. includes the use of aerial photographs, AutoCAD files,
Microsoft Access and Excel files, Microsoft Project Schedule, archived records from
stakeholders and written records by supervisors. This approach does not facilitate centralized
data storage, link between spatial and non-spatial data, quick retrieval, computerized quality
control and monitoring. Consequently it was considered that the integration of a GIS Model with
Project Management would be a solution to these deficiencies.
This research took the format of an applied research. Quantitative and qualitative
methodologies were included in that data was gathered by primary and secondary means to
investigate the applicability and feasibility in developing and implementing GIS in Construction
Management. The research methods also included case studies, interviews and questionnaires.
The findings and results of the research highlighted the benefits and capabilities of the
GIS Model in that it provided a single storage medium for all project information, a seamless
link between spatial and non-spatial data, visualization of the progress of works, demonstrated
computerized quality control, aided in material inventory checking, quantification of work to
support payment and earned value analysis and demonstrated its potential to aid in disaster
response. The findings spoke to correlation between age, years of service and unwillingness to
change which will encumber efforts of retraining to utilize GIS technology.
The GIS Model was successfully developed and replicated the needs of Management in a
timelier, efficient, and logical setting which spoke to improved efficiency. A theoretical analysis
backed by local and international uses of GIS in Construction Management in addition to the
results was utilized to provide validation and further recommendations.

Acknowledgement

I would like to express my sincere gratitude, to everyone who assisted in the completion
of this research project. Firstly, thanks to GOD, for his guidance, blessings and mercy. To my
family, for their understanding, patience, inspiration, encouragement, support and love during
this very challenging course of study.
Special thanks to Mr. Christopher Gore, General Manager of Gore Developments Ltd.
(GDL), Mr Israel Pinchas, Project Manager (GDL), Mr. Asaf Keren, Site Manager of New
Harbour Village II Project, individually and collectively for their input. Thanks also to the staff
of GDL/ New Harbour II Project.
Thanks to Mr. Kepton Smith, my project supervisor for his guidance, suggestions and
assistance in completing this research. He was always available for my questions and pointed me
in directions beyond my inclination and knowledge.
Thanks to Mrs. Jenevy Smith and Mrs. Andrea Williamson my lecturers of Land and
Geographic Information Sciences theory and practical respectively, for their insight, critique,
encouragement and for always demanding more of me.
Thanks to Ms. Nadine Smith (National Housing Trust), Mr. Ian Bennett (National Water
Commission), and Mr. Damian Graham (Spatial Innovision Ltd.) for the taking time out of their
busy schedules to answer questions relating to industry operations, practices and prices.

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Table of Contents
Dedication .......................................................................................................................................ii
Abstract ..........................................................................................................................................iii
Acknowledgement .........................................................................................................................iv
List of Tables .................................................................................................................................xi
List of Figures ......................................................................................................................xii - xiii
List of Abbreviations ...................................................................................................................xiv
Definition of Terms .............................................................................................................xv - xvii

Chapter One Introduction

1.1 Research Aim ............................................................................................................................1
1.2 Background ..........................................................................................................................1 - 2
1.2.1 Fundamental Deficiencies of the Current Approach ............................................2 - 3
1.2.2 Hypothesesis ..............................................................................................................3
1.3 The Research Problem Statement ........................................................................................3 - 4
1.4 Purpose of Study...................................................................................................................4 - 5
1.5 Research Questions ..............................................................................................................5 - 6
1.5.1 Methodological Research Model ...........................................................................................7
1.6 Significance of Study.................................................................................................................8

Chapter Two Literature Review

2.1 Introduction ...............................................................................................................................9
2.2 Rationale for GIS in Construction Management ...............................................................9 - 12

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2.3 Case Study: Areas of GIS Application in Construction Management ....................................12

2.3.1 Water Supply Project for Newstead, New York ...........................................................13 - 15
2.4 Potentials of a GIS for Construction Management .................................................................15
2.4.1 Sub-structural Analysis ................................................................................................15 - 16
2.4.2 Quantity Takeoffs and Cost Estimation ........................................................................16 - 17
2.4.3 Layout Temporary Facilities (TFs) ......................................................................................17
2.4.4 System for Schedule Monitoring ..................................................................................17 - 18
2.4.5 Reduction of Construction Waste ........................................................................................18
2.4.6 Route Planning and Optimization ........................................................................................18
2.4.7 Visualization of Construction Activities ..............................................................................19
2.4.8 Integration of Spatial and Non-spatial Information ......................................................19 - 20
2.5 Challenges of Developing and Utilizing a GIS in Construction Management .......................21
2.6 Conclusion ..............................................................................................................................22

Chapter Three Methodology

3.0 Overview..................................................................................................................................23
3.1 Research Design ..............................................................................................................23 - 25
3.2 Population ........................................................................................................................25 - 26
3.3 Sampling .................................................................................................................................26
3.4 Sample .............................................................................................................................26 - 29
3.5 Instruments of Data Collection ...............................................................................................29
3.5.1 Primary Data .....................................................................................................29 - 30
3.5.2 Secondary Data .................................................................................................30 - 31

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3.6 Design Conceptual Schema .............................................................................................31- 32

3.7 Creating Baseline Data ....................................................................................................32 - 33
3.7.1 Modification of Baseline Data .................................................................................34
3.8 Creating Shapefiles .................................................................................................................34
3.9 Creating Attribute Tables .......................................................................................................35
3.10 Overview of the Geodatabase . ......................................................................................35 - 36
3.10.1 Creating the Geodatabase ......................................................................................36
3.11 Creating Feature Classes .......................................................................................................36
3.12 Loading Features to Feature Classes .............................................................................36 - 37
3.13 Relationships .........................................................................................................................37
3.14 Creating Datasets ..................................................................................................................38
3.15 Creating a Topology.......................................................................................................38 - 39
3.16 Adding a Coded Value Domain to a Geodatabase ................................................................39
3.17 Compilation of the Model ..............................................................................................40 - 41
3.18 Metadata ................................................................................................................................41
3.19 Image Acquisition and Hyperlink .........................................................................................41
3.20 Queries ..................................................................................................................................41
3.21 Gathering Cost of Hardware, Software and GIS Training ....................................................42
3.22 Creation of Location Map .....................................................................................................42
3.23 Ethical Considerations ..........................................................................................................43

Chapter Four Results and Findings

4.1 Overview..........................................................................................................................44 - 46

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4.2 Overview of Project Management Queries .....................................................................46 - 47

4.3 Sewage .............................................................................................................................47 - 51
4.4 Storm Water .....................................................................................................................52 - 54
4.5 Road Construction ...........................................................................................................55 - 56
4.6 Tangible Benefits of the GIS Model ................................................................................56 - 57
4.7 Building Construction ......................................................................................................57 - 60
4.8 Water Supply Mains ........................................................................................................60 - 62
4.9 Electricity Network ..........................................................................................................63 - 66
4.10 Quality Control ..............................................................................................................67 - 68
4.11 Landscaping and Lot Demarcation ................................................................................68 - 69
4.12 Practical Certification of Completion Inspection ..........................................................69 - 74
4.13 Route Optimization for Equipment ...............................................................................74 76
4.14 Disaster Response .................................................................................................................77
4.15 Advanced Visual Aids using Hyperlinks .......................................................................78 - 79
4.16 Provision of Additional Explanation using Metadata ....................................................79 - 80
4.17 Creation of Location Map using Google Earth .....................................................................81
4.18 Cost of Immediate Requirements ..........................................................................................82
4.19 Findings of Questionnaire .............................................................................................83 - 85
Findings of Interviews
4.20 Project Management Team at Gore Developments Limited .........................................85 - 88
4.20.1 National Housing Trust (N.H.T.) Site Analysis .............................................88 - 89
4.20.2 National Water Commission (N.W.C.) use of GIS ........................................90 - 91

Chapter Five - Analysis and Discussion

5.0 Overview..................................................................................................................................92
5.1 Current Project Management Techniques/ Tools at the New Harbour Village Project...92 - 93
5.2 Rationale for GIS in Project Management at G.D.L. ......................................................93 - 96
5.3 Potentials of a GIS for Construction Management .................................................................96
5.3.1 Providing Storage of Construction Data to Aid Decision Making ...................96 - 97
5.3.2 Function as a Schedule Control Tool .......................................................................97
5.3.3 Visualization of Progress of Scope of Works ..........................................................98
5.3.4 Quantity Takeoffs .............................................................................................98 - 99
5.3.5 Route Planning and Optimization ............................................................................99
5.3.5 Sub-structural Analysis ..........................................................................................100
5.3.6 Quality Control Mechanism .........................................................................100 - 101
5.3.7 Management of Store Keeping Inventory...............................................................101
5.3.8 Safety.............................................................................................................101 - 102
5.4 Challenges in the Development and Utilizating the GIS Model ...........................................102
5.4.1 Lack of Proper Records ................................................................................102 - 103
5.4.2 Forms of Data ........................................................................................................103
5.4.3 Software and Hardware Constraints ......................................................................104
5.5 Implications of Employing a GIS as a Project Management Tool .......................................104
5.5.1 Cost ...............................................................................................................105 - 106
5.5.2 Staff ..............................................................................................................106 - 107
5.5.3 Maintenance and Updating Project Information ..........................................107 - 108
5.5.4 Operational Efficiency...................................................................................108 - 109

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Chapter Six Conclusion and Recommendation

6.1 Conclusion ............................................................................................................................110
6.2 Recommendation ..................................................................................................................111
6.3 Further Study.........................................................................................................................112

References .........................................................................................................................113 - 115

Appendix ..........................................................................................................................116 - 136

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List of Tables

Table1: Generated Report All Approved Storm Water Mains

Table 2 - Generated Report of Roads undergoing Laying of Curb Walls
Table 3 - Attribute Table Highlighting Concentric Reducers
Table 4 Attribute Table Highlighting Roofing by Fitzoy Spencer
Table 6 - Hardware, Software and Training Costs

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List of Figures
Figure 1.0 - Research Model
Figure 2 Study Area
Figure 3 - Study Area Generated by Google Earth
Figure 4 AutoCAD 2009 Drawing File illustrating Lots, Buildings, Easements & Reserved
Roads
Figure 5 Illustration of Relationship Class
Figure 6 - Creation of Topology
Figure 7 Map Document of Compiled GIS Model
Figure 8 - Map Document illustrating all Scopes of Work
Figure 9 - Schematic Flow of Project Managers Queries
Figure 10: Visual Representation of All Operating Sewer Manholes
Figure 11: Generated Report All Operating Sewer Manholes
Figure 12: Visual Representation of All Completed & Approved Sewer Mains
Figure 13: Visual Representation of All Installed Laterals
Figure 14: Visual Representation of Storm Water Mains Approved
Figure 15 - Visual Representation of Storm Water Elements Approved
Figure 16 - Visual Representation of Roads undergoing Laying of Curb Walls
Figure 17 - Visualization of Construction Stage of Buildings
Figure 18 - Generated Report of Dynamic Nature of Construction Activities
Figure 19 - Generated Report of Sales Records
Figure 20 - Visual Representation of Approved Water Supply Mains
Figure 21-Visual Representation of Concentric Reducers

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Figure 22 - Visualization of Stages of Electricity Circuit

Figure 23 - Generated Report of Installation Stage of Electricity Circuit
Figure 24 - Visual Representation of Poles of Height 12m
Figure 25 - Generated Report of Proposed Poles
Figure 26 - Visual Representation of Roofs Constructed by Fitzroy Spencer
Figure 27 - Illustration of Landscaped and Demarcated Parcels
Figure 28 - Status of Lagoon Circle Generated by the Identify Tool
Figure 29 - Visual Representation of Buildings PCC Approved
Figure 30 - Generated Report of Buildings PCC Approved
Figure 31 - Generated Report of Buildings PCC Approved
Table 5 Microsoft Project Schedule
Figure 32 - Visual Representation of Buildings Casted by Crane 1
Figure 33 - Visual Representation of Buildings Casted by Crane 2
Figure 34 - Generated Report of Buildings Casted by Cranes 1 & 2
Figure 35 - Nearest Hydrant and Route to Bush Fire
Figure 36 - Hyperlinked Photographs of Bush Fire Location
Figure 37 - Hyperlinked Photographs of Asphaltic Paving on Lagoon Circle
Figure 38 - Metadata for Buildings Layer
Figure 39 - Buildings Layer Super-Imposed on Google Earth Image
Figure 40- Persons Interested in GIS Implementation at GDL
Figure 41 - Willingness of Persons to Participate in GIS Training
Figure 42 - Age of Respondents
Figure 43 Years of Employment at GDL

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List of Abbreviations

CAD

Cadastral Aided Drawing

CPM

Critical Path Method

DBMS

Database Management Systems

DEM

Digital Elevation Model

ESRI

Environmental Systems Research Institute (ESRI)

FCC

Final Completion Certification

GDL

Gore Developments Limited

GIS

Geographic Information System

GPS

Global Positioning System

GUI

Graphical User Interface

LIS

Land Information Systems

OBS

Organization Breakdown structure

PCC

Practical Completion Certification

PM

Project Management

PMBOK

Project Management Body of Knowledge

WBS

Work Breakdown Structure

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Definition of Terms
Aerial Photography, photographs taken of ground from an elevated position; the term usually
refers to images in which the camera is not supported by a ground based structure.

AutoCAD, DXF (Drawing Interchange Format, or Drawing Exchange Format) is a CAD data
file format, developed by Autodesk as their solution for enabling data interoperability between
AutoCAD and other programs.

Building Construction, Installation of the formworks for foundation and building, the
installation of the requisite reinforcement, conduits, pipes and the subsequent placing of concrete
to the requisite standards.

Geodatabase, a database or file structure used primarily to store, query, and manipulate spatial
data. Geodatabases store geometry, a spatial reference system, attributes, and behavioural rules
for data. Various types of geographic datasets can be collected within a geodatabase, including
feature classes, attribute tables, raster datasets, network datasets, topologies, and many others.
Geodatabases can be stored in IBM DB2, IBM Informix, Oracle, Microsoft Access, Microsoft
SQL Server, and PostgreSQL relational database management systems, or in a system of files,
such as a file geodatabase.

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Geodatabase data model, the schema for the various geographic datasets and tables in an
instance of a geodatabase. The schema defines the GIS objects, rules, and relationships used to
add GIS behavior and integrity to the datasets in a collection.

Geodatabase Schema, refers to the structure of the database. This includes tables feature data
sets, feature data classes, subtypes, relationships, fields, data types etc.

GIS, Acronym for geographic information system. An integrated collection of computer

software and data used to view and manage information about geographic places, analyze spatial
relationships, and model spatial processes. A GIS provides a framework for gathering and
organizing spatial data and related information so that it can be displayed and analyzed.

GPS, acronym for Global Positioning System. A system of radio-emitting and -receiving
satellites used for determining positions on the earth. The orbiting satellites transmit signals that
allow a GPS receiver anywhere on earth to calculate its own location through trilateration.
Developed and operated by the U.S. Department of Defense, the system is used in navigation,
mapping, surveying, and other applications in which precise positioning is necessary.

Infrastructure Development, Site clearance, installation of temporary, welfare and safety

facilities. It also involves the installation/ construction, testing and commissioning of sewer

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mains, storm drains, water mains, electricity, and telecommunication lines which are included in
the design.

Lot Demarcation. Design of a Subdivision to form the basis of the development, the marking
(monumentation) of lot boundaries and the preparation of Surveyors Identification Reports.

Project Management. Application of a collection of tools and techniques to direct the use of
diverse resources toward the accomplishment of a unique, complex, one-time task within time,
cost and quality constraints. Each task requires a particular mix of these tools and techniques
structured to fit the task environment and life cycle (from conception to completion) of the task

Scope of Works, division of work to be performed under a contract or subcontract in the

completion of a project, typically broken down into specific tasks with deadlines.

Work Breakdown Structure, A breakdown of individual components in a hierarchal structure.

Chapter One: Introduction

1.1 Research Aim

The aim of this research was to develop a Geographic Information System Model to aid
in the management of construction projects.

1.2 Background
Gore Developments Ltd. (GDL) has established itself as one of the leading providers of
affordable housing solutions in Jamaica over the last 27 years. (www.goredevelopments.com)
They are reputed for excellence and quality in the areas of construction and development. GDL
are developer/ contractor for projects such as:
1. Bogue Village and Rhyne Park in St. James
2. Innswood Village, St. Catherine
3. Braeton Newtown and West Cumberland in Portmore, St. Catherine
4. Presently Florence Hall in Trelawny and New Harbour Village II in Old Harbour

The New Harbour Village II project is located along the Old Harbour Bay main road and is
comprised of 2500 housing units which are to be constructed over ten years. This research sought
to utilize Phase Three of the New Harbour Village II project as a pilot. Presently construction is
in progress in this phase and as such this phase was seen as ideal for providing the dynamic data
which will serve as a basis for monitoring each scope of work.
The management of construction projects of this magnitude can be quite a substantial task.
The project manager utilizes aerial photographs (Appendix A) for spatial reference and

visualization of the progress of works with reference to a schedule of works. In addition to aerial
photographs for visualization, supervisors are assigned to each scope of works to monitor
progress, maintain quality control and give periodic reports with respect to quantities and stage
of construction.

1.2.1

The Fundamental Deficiencies of the Current Approach

The fact that housing units were delivered to owners does not speak to maximum
efficiency in managing the various component activities of the project. Optimum efficiency
of the current approach was affected by the following fundamental deficiencies:
1. Whereas the aerial photographs provide a degree of the spatial layout of the progress of
works, no exact quantification is readily available by simply viewing the photographs.
2. Scope of works such as those of a sub-structural nature (such as pipelines) and those of
super-structural nature (such as interior finishing, installation of fixtures and fittings) are
beyond the capabilities of aerial photography. This is manifested by pipelines already
backfilled will not be shown in the photographs as well as the internal works are not
shown in the photographs as roofing is a predecessor activity to internal finishing.
3. The information reported by supervisors is without an immediate spatial reference which
is often pertinent to decision making.
4. The current approach lacks fast quantification of materials used/ stored in that no query
can provide details of material inventory instead research would be required and a
manual merging of data.
5. The approach also lacks self-checking or quality control mechanisms in that there is no
super-imposed environment where design is cross referenced with as-built data.

These inherent deficiencies have rendered the present approach as ineffective and inefficient.
Therefore a more efficient and effective method of project monitoring must be found.

1.2.2

Hypothesesis: A more efficient and effective approach to result from the utilization
of a Geographic Information System in the management of civil projects.

1.3 The Research Problem Statement

The inherent inefficiencies associated with monitoring the progress of works by aerial
photographs for spatial reference and reports from supervisors regarding the progress of works
do not provide the immediate spatial component which would adequately enable a project
manager of a construction project to maximize efficiency and effectiveness in executing his
duties.
Associated with this approach is the fact that the project manager will have difficulty to
discern details from these photographs (Appendix A) which are deemed pertinent to his analysis.
They do not offer the spatial resolution to discern fine details and in other cases are incapable of
showing other elements of the work. Another limitation of the photograph is that the temporal
resolution will not allow accurate monitoring as the frequency with which it is acquired is once
per month. These photographs will not support queries of quantification, quality control or
detailed progress of works.
Aerial Photographs are not able to track the progress of certain scope of works such as
those of a sub-structural nature (sewer and storm water drain) which may be installed, tested and
back-filled and as such will not appear in the photo. Similarly internal super-structural works

such as finishing work such as tiling, installation of fixtures and fittings cannot be shown from
an aerial perspective as roofing precedes internal works.
The component of supervisor reports will provide quantities and progress of works but
are not under-pinned by an immediate visualization and as such will require cross reference with
a drawing or map. This becomes more challenging with the inclusion of more datasets,
particularly where the manager will need a super-imposed view of different scopes of work such
as sewage and electricity.
In response to these deficiencies, the necessity to ascertain a legitimate solution arose.
The requisite solution should have the capacity to provide a visualization of all scopes of work
both individually and collectively. It should provide a central storage and seamless link with all
datasets both spatial and non-spatial. The proposed system should have the capability of
quantifying materials; facilitate the rules and regulations governing the processes involved
thereby providing a quality control mechanisms. Additionally, it should generate reports to aid in
procurement, payments and progress reporting for all works. The systems should serve as a
premise to develop safety schemes and the solution of spatial problems and finally foster a
culture of greater professionalism through better data collection and storage.

1.4 Purpose of Study

The primary purpose of this research was to develop a Geographic Information System
Model, which is essentially a computerized system comprised of the requisite hardware,
software, data which are referenced to a location (geo-referenced), standardized procedures and
people capable of using it. This system will be termed GIS_GDL.

The practical application of GIS_GDL will be manifested in that the project manager
will be able to query the progress of each scope of works, in addition to having at his disposal an
advanced analytical tool for determining the best way to approach tasks where they are
conflicting with each other as in the case of excavating a road for storm water when it is needed
for access to facilitate to the passage of concrete trucks, such a problem can be identified and
solved by querying alternate access routes.
GIS_GDL will seek to enhance the up to date status of the scope of works as the database
of the project can be updated daily by trained personnel. This system will at best dispense with
the need for the current mausoleum of records relating to the scope of works associated with
projects of this nature or at least provide a legitimate backup. Generally GIS_GDL will provide
the Project Management team with a cost effective system to operate more efficiently with
regards to monitoring and decision making by:
1. Providing storage of construction data to aid decision making.
2. Function as a scheduling tool.
3. Facilitate document management.
4. Aid in logistics, costing and cost analysis.

1.5 Research Questions

1. What current project management techniques/ tools are employed at the New Harbour
Village Project?
2. What is the rationale for GIS in Project Management at Gore Developments Ltd. (New
Harbour Village II Housing Development)?
3. What are the potentials of a GIS for construction management?

4. What are the challenges in developing and utilizing GIS in construction management?
5. What are the implications of employing a GIS as a project management tool?

1.5.1 Methodological Research Model

Figure 1.0 - Research Model (Hamilton 2012)

1.6 Significance of Study

This research shall provide the premise for a comprehensive knowledge in the principles
and procedures required to execute the development of this GIS Model and subsequent similar
systems. This research underscores the benefits to a developer to have an up to date GIS Model
and how it can transform project management in the construction industry.
This research also document and analyze the various challenges in executing this research
and make recommendations which can be beneficial to similar studies in the future.
The utilization of a GIS to effectively and efficiently assist in managing a construction project
can be validated in that real world data was used to generate real world results which can be
ultimately verified in the field in addition to comparing it to similar studies.
Subsequent to this validation, an analysis was done to determine the magnitude of
discrepancies and the reasons for those discrepancies and future mitigation means. From this
research a feasibility study can be compiled to determine the need, use and cost to implement a
GIS model in the management for construction projects.
This project provides a blueprint for the development and operation of an Enterprise GIS.
The key characteristic of the Enterprise GIS is that it operates on a client server concept within
an organisation and functions through the intranet which will be operated by GORE
DEVELOPMENTS LTD.

Chapter Two: Literature Review

2.1 Introduction
The literature review concentrates on the importance of utilizing GIS in managing projects
predominantly in the area of construction throughout the world. The studies also highlighted in this
paper have been thoroughly researched and assessed in order to support and address the arguments
being presented in an organized and relevant manner for ease of reference.
With the advances in the field of information technologies, the construction industry has
started taking advantage some of these developments. GIS is the tool used to manage construction
projects and can improve the construction planning and design efficiency by integrating locational
and thematic information in a single environment.(Coors & Abdul-Rahman, 2010)
This review also takes into consideration several parameters of how GIS can be
employed by linking the system to other software (Microsoft Project and AutoCAD) to provide
spatial representation of the varied aspects of a housing construction project, project status and
also the possible challenges involved in implementing GIS within a project management
organization.

2.2 Rationale for GIS in Construction Management

The history of Construction is considered to be fraught with problems particularly
through poor and inefficient communication that usually exists between owners, engineers,
contractors, and the public. Even in today's technologically advanced society, on some projects,
field activities and information recording are performed manually and produced daily, weekly or
monthly. This lack of communication and data sharing has a direct impact on claims, public
relations, and project cost containment. (Carter & Seider, 2006).

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Additionally, Vijay (2006) indicated that the construction industry has a huge number of
tasks and cost involved in these projects is also very large. The project managers must monitor
the projects between site and office. They have to visit the site to ascertain the progress of works.
The complexity coupled with the huge quantity of information in the building design and
construction project require an efficient system that may aid in the integration of various types of
data and provide the required information and data in a timely manner that will finally support
various decision and construction operations. The information required for planning and design
are stored in different forms, such as drawings, specifications, and bar charts. In the planning
process, the planner has to continually interpret and structure the information collected from
various resources which can be tedious and prone to errors (Cheng and Yang, 2001).
Geographic Information Systems (GIS) is an appropriate technology for managing
construction projects and can improve the construction planning and design efficiency by
integrating spatial and thematic information in a single environment. It provides capabilities to
solve problems, involving creation and management of data, integration of information,
visualization and cost estimation to which most of the construction management software is
lacking. In construction management, GIS leads to the improvement in collective decisionmaking among planners, designers and contractors (Bansal and Pal, 2005).
High levels of efficiency in construction management are crucial in the construction
industry. A large number of data involved in the planning and design phases of construction
projects are usually stored in various forms such as drawings, tables, and charts. These data need
to be sorted properly to ensure it can be retrieved and manipulated by related parties when
needed. (Coors, et-al, 2010)

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Kartam (1997) further extrapolated that the construction industry is perceived to be one
of the most hazardous occupations, and ranked low in safety, quality control, and proper
information system. Both Vijay (2006) and Kartam (1997) discussed that these circumstances
therefore indicates that there is need to have effective computerized methods which would
efficiently integrate safety and quality control, during construction as well as the incorporation
and evaluation of other important aspects of a project such as costs. One such identified system
would be a Geographic Information System, because of its extensive areas of application across
the construction industry (Kartam, 1997). In this case the Geographic Information Systems
would be utilized as a computerized tool used for capturing, storing, querying, analyzing and
displaying the geographic information. Like any other information system, GIS is a special class
of information system, which has four components involving a computer system, GIS software,
human expert and data. (Bansal, 2007)
In recent years, evidence has shown that GIS applications have proliferated in the
construction industry. This fact has been illustrated by the growing number of articles being
published in civil engineering and construction journals and conference proceedings, in addition
to the handful of special publications devoted to GIS (Oloufa et al., 1994). GIS use has also
spanned in different areas of applications in construction which includes but is not limited to
progress monitoring system in construction, networking solution, 3-D data analysis, site location
and client distance, comparison of data, construction scheduling and progress control with 3-D
visualization, Government Regulations. (Oloufa et al., 1994)
The term Project Management is generally defined as The application of knowledge,
skills, tools and techniques to project activities to meet project requirements." (PMI, 2008). It is
also characterized as "the planning, monitoring and control of all aspects of the project and the

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motivation of all those involved in it to achieve the project objectives on time and to the
specified cost, quality and performance. (PRINCE2).
Vijay(2006) further stipulated that the traditional approach of project management for
scheduling and progress control techniques involves using tools such as bar charts and the
critical path method, which are still predominant means being used present day by the project
managers for planning. There is usually constant pressure on the project managers to shorten the
delivery times and thus the current scheduling and progress reporting practices are in need of
substantial improvements in quality and efficiency. As it relates to large scale projects, a visual
representation of the schedule utilizing a GIS would be essential in extended monitoring, not
only the construction process itself, but also to all the auxiliary activities, including onsite plant
and equipment. In addition, the practical and educational benefits of being able to visualize
construction at a fine level of detail are significant. Visualizing construction progress provides
the construction project manager with a more intuitive view of the construction sequence.
Visualization allows the construction manager to view the construction activities during any
stage of the construction process.

2.3 Case Study: Areas of GIS Application in Construction Management

Database in GIS environment can provide a wide range of information to construction
industry with a mechanism for rapid retrieval and manipulation capabilities. Integration of
schedule and design information makes it easier for the project manager to monitor and control
the construction progress. Several tools for construction industry using GIS as suggested in many
literatures and their applicability has been demonstrated with suitable case study. Coors &
Abdul-Rahman, (2010)

13

2.3.1 Water Supply Project for Newstead, New York

A typical study done on how GIS is applied to project is a research done by Carter and
Seider (2006). They noted that the town of Newstead, which is located in the northeastern corner
of Erie County in western New York, is a rural community with more than 40 percent of the area
devoted to agriculture. Agriculture is the town's heritage, dating back to its founding in 1823.
Carter et al (2006) indicated that during the past few decades, the town has struggled with its
identity. It has strived to provide services to its residents and grow at a controlled rate while
maintaining its rural character.
A decade ago, the town board took several measures to help guide the future of
Newstead. It developed its first town master plan, used grant money to buy vacant land for future
public use, started to expand water service to additional areas, and purchased the rights to
various abandoned railroads in the town.
Their desire to provide a safe and dependable water supply to existing and future town
residents has led to the creation of ten water districts. The town sought the help of its engineering
consultant, the firm of Wendel Duchscherer, in improving of the existing water system and the
installation of new infrastructure needed to facilitate this expansion. The Erie County Water
Authority was also contracted for lease management services to provide operation and
maintenance services for the water system infrastructure.
The most recent, and most extensive, expansion was for Water District No. 10. This
water district included approximately 60 percent of the land area of the town. Because of the size
of the water district and the cost of providing water to these residents, a phased approach was
taken for the installation of the water infrastructure. Phase 1 was ongoing and included the

14

construction of 28 miles of waterline along the most populous roads within the water district.
Phase 2, an additional nine miles of waterline, is in the planning stage with an estimated
construction start date in the summer of 2006. The complexities of managing such a large
construction project in many different areas of the town has led the Wendel Duchscherer firm to
evolve common construction management practices and looked to new technologies and the
ideals of GIS to improve the water district's communication and data sharing capabilities.
Carter and Seider (2006) has pointed out that all documentation were developed and
controlled through a geographically driven interface using MapObjects software alongside
Primavera Expedition, Web-enabled project management software from Primavera Systems,
Inc., of Bala Cynwyd, Pennsylvania. By taking advantage of advances in technology and
engineering, the town turned the field inspector's reports and sketches into electronic forms to be
filled out and stored on Tablet PCs. To ensure a smooth transition from paper to digital form and
minimize training for field inspectors, the town staff re-created the standard hydrant and water
service inspection paper forms via database input forms to provide easy, organized access to all
collected information.
Each form, sketch, or documented progress photo was input through a customized
MapObjects application combining Newstead base mapping information with CAD design plans
of the water project. Documentation input of all inspected features is initiated by clicking on the
desired location in the created map window. Other information, such as daily field reports,
material installed by the contractor, and correspondence, was recorded through Expedition. To
fully utilize and combine the capabilities of each application, a migration of the existing program
to ArcObjects for a seamless integration with Expedition is being designed.

15

This blend of technology, engineering, management practices, and GIS concepts

simplified the transfer and reduced the duplication of information among all parties by
organizing the data through linked points on the design plans and providing wireless data transfer
from the field. Each party involvedincluding the town of Newstead supervisor and Highway
Department superintendent, Wendel Duchscherer construction managers and engineers, and each
construction field inspectorwas provided with the same MapObjects software-based interface
for tracking construction progress and viewing the documented in-field design and construction
issues. This allowed construction managers and town staff to understand construction issues and
progress easier.

2.4 Potentials of a GIS for Construction Management

Beyond this study (Bansal and Pal, 2006), has highlighted in their research typical methods
of how GIS is applied within a project. These objectives were accomplished mainly through the
development of a database management system that store various types of the information required
for the construction project. The essential information can be extracted from the database for a given
activity of project.

2.4.1 Sub-structural Analysis

Camp and Brown [pp 296-309, 1993] also suggested the use of GIS to develop a
procedure for generating subsurface profiles for a well-log data in their study. The well-log
database was constructed from a series of borehole and GIS-based procedure was used to create
3D subsurface. Oloufa et al (1994) highlighted that site investigation is an important step in

16

estimating and planning new construction projects and suggested the use of GIS-based
methodology to develop a database for foundations analysis, design and construction planning.
As surface and sub-surface conditions influence construction methods and choice of
equipment, which in turn affect cost and scheduling of projects. Therefore, the study by Oloufa
et al (1994) used database management capability of GIS to store descriptive soil data and to
relate this data with the corresponding locations of boreholes.

2.4.2 Quantity Takeoffs and Cost Estimation

Cheng and Yang (2001) suggested an approach for quantity takeoffs and cost estimation
using Map/Info. Architectural drawing was divided into different layers, called data layers, for
quantity takeoffs. In GIS-based cost estimates, area and perimeter were used as the basic
parameters. Thus, data layers were created as polygons in AutoCAD and transferred to Map/Info
in the form of geometric coverage. The geometric information of spatial features such as
coordinate, area, perimeter and spatial relationship are derived from coverage. Whereas, user
enters thematic information such as identification (ID) code, beam number, floor number, etc.
A GIS-based tool developed by Cheng and Yang (2001) integrates quantity takeoffs with
material layout planning. The system uses rules of thumb and experience to decide the size and
location of material storage area. Material Plan developed by using a GIS environment integrated
estimates with construction scheduling for dynamic materials requirement plan. Based on the
information regarding quantities and locations of materials required in the project, the proposed
methodology identifies the suitable site to store construction materials.
Recently, Bansal and Pal (2007) suggested the use of GIS for cost estimation in a more
generalized way by adding new scripts into GIS environment for various cost estimation

17

operations. ArcView, which utilizes the dynamic linkage between spatial and attribute data, was
used for this purpose.

2.4.3 Layout Temporary Facilities (tfs)

The conventional approach to Layout Temporary Facility involves designing site layout
using sketches, templates and 2D physical model. The developed layout is based upon the
incomplete information stored in the different form. Such visual representations of TFs do not
yield adequate and descriptive results. As TFs should be located close to their supporting
activities to reduce the time for travel, the role of GIS may be explored for this. Cheng and
OConnor (1996) developed an automated site layout system called ArcSite using GIS for
construction TFs. ArcSite consist of a GIS integrated with DBMS was claimed a new
computerized tool to identify suitable area to locate TFs. ArcSite integrate information required
to find suitable location for TFs and perform series of complicated spatial operations and
database queries to identify optimal site that is difficult to perform manually.

2.4.4 System for Schedule Monitoring

Cheng and Chen (2002) developed an automated schedule monitoring system by using
GIS to assist construction managers to control erection process for precast building construction.
A case study was taken where structural elements were prefabricated in the manufacturing plant
and transported to job site for installation. Erection of prefabricated structural components is
considered a major critical activity for precast building construction. The schedule for

18

prefabrication and transport of structural elements to job site are developed based on installation
schedule. The study suggested that the use of GIS environment improves the real time schedule
monitoring system and construction process as well as improves construction efficiency.

2.4.5 Reduction of Construction Waste

A study reported by Li et al (2003) integrates Global Position System (GPS) and GIS
technologies to reduce construction waste. GPS and GIS were integrated with construction
management system in such a way that managers from the headquarters and construction sites
get real time information to control cargoes coming through road to sites, so as to reduce the
waste generation on sites.

2.4.6 Route Planning and Optimization

As it relates to route planning, Varghese and OConnor (1995) developed a GIS based
system in which the information required for route planning can be integrated. Study make use of
two technologies: expert system and GIS to develop this tool, expert system attempt to model the
human reasoning process through a set of predetermined rules while GIS provide data display
capabilities. In urban areas, obstacles such as existing public utility lines, railways, canals and
roads influence routes significantly. There may be a limited number of feasible crossing points;
selection of a suitable route to avoid existing obstacles in a path reduces the risk of damaging the
existing utilities. It also minimizes the cost required during construction. Cheng and Chang
(2001) discussed the development of a GIS based system to automate the process of routing and
design of an underground power supply system. The optimal paths for routing are determined
using the network analysis of Arc/Info GIS package.

19

2.4.7 Visualization of Construction Activities

The ability to visualize data geographically can be extraordinarily beneficial, as it has the
power to reveal larger patterns and trends. GIS is an effective tool to visualize the topographical
conditions of construction site. The modeling of construction site facilitates the controlling and
planning processes in construction. GIS-based visual simulation system (GVSS) developed by
Zhong et al (2004) is a tool that offers powerful planning, visualizing and querying capabilities
as well as facilitate the detection of logical errors in a model.

2.4.8 Integration of Spatial and Non-spatial Information

Commercially available scheduling tools such as Primavera and Microsoft Project fail to
provide information pertaining to spatial aspects of a construction project. A methodology using
GIS is developed to represent spatial aspects of construction graphically by synchronizing with
construction schedule. The spatial aspects are depicted by 3D model developed in AutoCAD and
using Microsoft Excel generates construction schedule. Spatial and scheduling information are
linked together into a GIS environment. The GIS-based system developed in this study help in
understanding the schedule along with its spatial aspects.
The construction schedule that acts as a roadmap for the successful implementation of
construction project is developed in Microsoft Excel and transferred to ArcGIS (2007). The
spatial information of different activities defined in the construction schedule is generated in
AutoCAD (2007). The drawings are imported into ArcGIS as layers and may be symbolized and
queried. GIS allow working with drawings imported from AutoCAD, however, to edit or modify
AutoCAD drawing layer features or its associated attribute table layers need to be converted into

20

shapefiles. The shapefiles are simple non-topological format for storing geometric location and
attribute information of geographic features. Layers transferred into ArcGIS from AutoCAD may
be merged together according to the activities as defined earlier in schedule generated in
Microsoft Excel. Thus, components of a drawing that belong to same activity but are located at
different positions in space are joined together to construct spatial data for each activity. Linking
an activity with its schedule involves in adding a field called key to schedule and its attribute
table. The field key is common between two tables (i.e. schedule and attribute table of different
components) and used to establish the connection between the spatial aspect and the
corresponding activity in the schedule. All the entries in the field key are to be entered manually
and should be unique in both schedule and attribute tables of an activity.
Since one objective of this project is to display the progress and sequence of construction
work in 2-D while synchronizing this information with a formal CPM work schedule. This
would assist in visualizing the progress in a natural way, hence minimizing delays and cost
overruns. In addition to monitoring the schedule, the system can also be extended to monitor
quantities of materials, costs, and resources.
Vijay (2009) developed a run time application using Visual Studio 5.0 in C++ language.
With the assistance of this run-time application a User Interface was developed which facilitated
the transfer of the percent complete information to the schedule every time a progress evaluation
is made and the application is run. MS Project was run to generate the updated schedule network.
The updated schedule shows the progress for all the activities as of the new date of the update
(e.g. at the end of every month or daily updates) and the percent complete information.

21

2.5 Challenges of Developing and Utilizing a GIS in Construction Management

The major challenges of a GIS set up in a project management situation; includes cost of
implementation and time frame to train staff to become proficient in the use of the system. Like
any product, GIS in an organization has a life cycle. According to the model of Nolan this life
cycle starts with awareness and ends when full integration with other information systems is
achieved. Until recently project management for GIS projects was mainly about projects which
were considered to be experimental. The requirements for such projects differ from the
requirements for projects which are strategic for a company. Strategic GIS projects require a
project manager with thorough understanding of issues such as: planning, knowledge of the
objectives of the project, project environment and politics. There is little experience with such
GIS projects. However the question how to manage a GIS project effectively has to be
answered for strategically positioned GIS projects to be successful. (Bestebreutje, 1997)
Bestebeuje (1997) adds that it is important for project managers to understand the
relationship between the positions and an organization (Nolan Model) in relationship to the
importance of GIS for the organization (Mc Farlan). The way a GIS project should be handled
depends, to a large extent, on these two positions and a combination of Information Technology
methodologies.
There is still some uncertainty since there is little experience in the market with strategic
GIS projects so there is not an abundance of best practices to learn from and to further evaluate
the proposed approach available.

22

2.6 Conclusion
It is the objective of this paper is to demonstrate that GIS can be integrated with project
management software for construction progress visualization and an integrated information
system. Literature on Geographic Information Systems application in Project Management is
somewhat extensive but appears to be quite limited in relation to Jamaica. Importantly though
there are the lessons garnered from previous studies from around the world that indicate the
importance of having GIS implemented in housing project management. According to
(Bestebreutje, 1997), a project manager has to build his project organization keeping this in
mind. In order to have a successful project it must be: on schedule, within budget, of good
quality, complete, and accepted by the customer. Choosing an appropriate methodology to do
these things is critical in accomplishing this difficult task.

23

Chapter Three - Methodology

3.0 Overview
This section of the research is significant in that it presents information which enabled the
research to be repeated, thereby facilitating the processes of evaluation and validation. The steps
taken to execute this research are well documented and where necessary justifications for steps
are provided. This will facilitate future repetition of this research thereby allowing further
validation of the results.

3.1 Research Design

This research design will took the form of an applied research in that it is undertaken to
provide a basis for a solution to a practical problem. The approach adopted for this research is
also of a quantitative nature as it is directed towards investigating the feasibility of developing
and implementing an Enterprise GIS to be utilized in the management of a construction project.
This investigation serves as the premise for user needs assessment from which the
Geodatabase was designed. It involved a detailed evaluation of the requirements of each
department associated with the operations of a construction project. An evaluation of the
requirements from a Project Management perspective, specifically the monitoring of each scope
of works was also done. From an interview with the project manager a Work Breakdown
Schedule (WBS), an Organisational Breakdown Structure (OBS) and a comprehensive schedule
of works were developed.
A data inventory and evaluation process was executed in order to ascertain what data was
available, the forms that the data existed in, what additional information would be required and

24

how these datasets would be integrated in order to develop the geodatabase and subsequently the
GIS model in order to effectively match the capabilities of the model with the project and the
organisations requirements. A conceptual schema was then developed to illustrate the structure
of the GIS model which will satisfy the requirement of the management team.
This user needs assessment also highlighted the existing procedures currently employed
to monitor works (Research Question1) in addition to how the proposal of a GIS based
monitoring approach will impact the project and the organisation. (Research Question5)
Finally a Geographic Information System (GIS) model was developed in effect to
integrate feature classes relating to parcels, buildings, electricity, storm water drainage, sewage
and potable water. This integration facilitated advanced query, analysis with reference to a
schedule of construction activities, display the spatial relationship between data sets as well as
the respective phase of each activity.
It is required the resultant GIS_GDL should provide the following capabilities;
1. Since successful project control is a challenging responsibility for all construction
managers. The main aim is to provide graphical and textual information regarding the
progress of each scope of work in order to create a reference with the Schedule of works
so as to provide a basis for further analysis and planning.
2. Visualization of information is an important benefit for any project. This will be
facilitated by advanced queries whereby works which are no longer accessible (substructural) can also be analysed.
3. Provide a spatial component to tracking works and providing a solution with regards to
planning equipment movement, and access roads.

25

4. The system can also be extended to support decision making by providing comprehensive
information in an effective manner about quantities of materials, costs, and resources.

Based on the ability of the model to fulfil its required functions and in the case where it is
deemed to be a feasible approach to aid in managing a construction project, a recommendation
will be made to Gore Developments Limited for a full implementation of a GIS, particularly
since the nature of projects is long term. Full implementation of this GIS will require significant
funding and as such the inherent benefits must be demonstrated. The benefits of this model will
be reflected in it potentials demonstrated by tangible results. (Research Question 3)

3.2 Population
The operations of the Developer/ Contractor, Gore Developments Ltd. (GDL) are
characterized by five (5) departments which are as follows:
1. Infrastructure
2. Housing
3. Special Projects
4. Store Keeping
5. Batching Plant
The GIS model was designed to incorporate data from all departments in order to
generate a comprehensive report with respect to progress of works, cost of works and quality
control. Time sensitivity was a key feature of data so as to encapsulate the dynamic nature of
construction activities.

26

Finally, the GIS model can be queried by the Project Manager to ascertain the progress of
works with reference to a schedule, the cost of works with reference to a budget and the quality
of works with respect to design/ operational industry standards.

3.3 Sampling
The sampling method employed was Probability/ Representative Sampling in that an area
was selected to represent both the strategies employed to monitor works as well as the
multiplicity of works required to deliver the product of the project. This method produced a
Stratified Sample which is essentially a mini representation of the overall activities of mass
construction and its monitoring. This sample is constituted of all the scope of works which
characterize the overall operations of the work required to deliver the product of the project.
These scopes of work are categorized as building, sewage (manholes, mains, and laterals), storm
water drainage, cold water supply, parcels, roads and electricity.
Though this method facilitates an accurate replication of the requisite activities it poses
the disadvantages of a large amount of categories identified for monitoring coupled with the need
for information from various sources in various formats.

3.4 Sample
The case study area for this paper is the New Harbour Village II (Phase 3), which is
located approximately 1.68 km South East of Old Harbour along the Old Harbour Bay main road
in the parish of St. Catherine. New Harbour Village II is comprised of 2500 residential lots.
However, the study area of Phase Three (3) is comprised of 186 Residential Lots, 1 Recreational

27

Lot, 6 Easements and 3 Roads, which account for an area of 103,141.9072 Sq. meters (2.3678
Hectares).
Study Area

New Harbour Village, Old Harbour, St. Catherine

Figure 2 Study Area (Source: Hamilton 2012)

28

(Source: Google Earth & Hamilton 2012)

New Harbour Village II, Phase 3
Figure 3 - Study Area Generated by Google Earth

New Harbour Village II (Phase 3) was selected based on the following criterion:
1. Based on research deficiencies that were identified in the current approach employed at
the project regarding the monitoring of works.
2. The fact that Phase 3 is in the process of construction it provided an ideal premise for
monitoring the dynamic activities involved.
3. The need to effect a solution to a real world problem through the knowledge acquired
from lectures I participated in at the University of Technology, Jamaica specifically those
of Land and Geographic Information Systems I & II.

29

4.

This project offered the combination of the principles of Project Management and the
Practices of Mass Production Construction Activities which inherently involves a
multiplicity of activity and relationships which are spatially referenced.

5. The availability of information required to formulate the research.

6. The potential of the study area to be the subject of post-construction GIS application
which could further utilized the previously acquired datasets, thus further enhancing the
case for GIS.

3.5 Instruments of Data Collection

In order to conduct an appropriate research whereby adequate data could be collected for
subsequent analysis, data was collected and collated through two (2) forms, which are primary
and secondary data.

3.5.1 Primary Data

The primary data collected for this research involve conducting interviews with the
general manager of Gore Developments Ltd, the project manager, and the site manager.
(Appendix C) The managers of all departments of on-site operations were also interviewed.
(Appendix D) Questionnaires were issued and completed by all staff members. (Appendix E)
These interviews were conducted on Thursday, April 28, 2011 and Thursday, May 12,
2011 after which an email was sent to the general manager on May 14, 2011 requesting
permission to use data which was deemed confidential. (Appendix F) The interviews provided
information as to the requirements from managements perspective regarding what periodic data

30

is required relating to progress, cost and quality, in addition to achieving a comprehensive

description of the current approach of the project management team. So in essence the interviews
fulfilled the purpose of a user needs assessment. This was of particular importance as it provided
a specific direction for to the design of a GIS model in that one could attempt to match the
proposed capabilities of the model to the specific requirement of the project management team.
The full complement of staff was asked to complete a questionnaire (Appendix E) in
order to ascertain the overall willingness of staff to participate in this new approach, which will
include training and to gauge the overall receptiveness to GIS in the work place.
In an effort to validate this research, interviews were conducted with personnel from the National
Housing Trust, (Project Information Officer) on March 7, 2012. (Manager of Engineering
Design) of the National Water Commission was interviewed on March 15, 2012. These
interviews were based on the structure as set out in Appendix N. These interviews served as a
basis for comparison between current industry approaches and the approach of this research
which will aid in formulating the rationale for this GIS Model. (Research Question 2)

3.5.2 Secondary Data

Secondary data was collected from the archive of Gore Developments Ltd. and whereas
this research does not involve human subjects; their names, addresses, lot numbers, telephone
numbers were used with permission of the general manager of Gore Development Ltd.
This data included AutoCAD 2000 drawing files of the various elements of the project
such as the topographic plan, pre-checked plan (Appendix J), housing layout drawing (Appendix
11), roads, drainage, sewage, potable water, electricity and as-built surveys.

31

Soft copies of aerial photographs (JPEG Format) of the site were also acquired from the archive
of the organisation. (Appendix A) copies of testing results by the relevant agencies such as
National Water Commission (N.W.C), JETS Laboratory (Appendix M), the quantity (cu.yds),
strength (p.s.i.) and location of use for concrete batched and delivered by the GDL Batching
Plant were gathered from the archive of GDL New Harbour Site Office.
The material listing corresponding to each stage of work, the data of inspection results,
date and inspectors were also collected. All available records relating to the houses such as sales,
inspection, materials were also acquired. Secondary data was also based on textbooks, articles,
maps and internet searches relating to the utilization of GIS in the construction industry.

3.6 Design Conceptual Schema

A conceptual schema or conceptual data model refers to a map of concepts and their
relationships. It describes the semantics of an organization and represents a series of assertions
about its nature. Specifically, it describes the things of significance to an organization (entity
classes), about which it is inclined to collect information, and characteristics of (attributes) and
associations between pairs of those things of significance (relationships). (Perez, & Sarris, 1995)
The conceptual schema is meant to depict entities, their attributes and the relationships
between entities which characterize the operations of the New Harbour Village II project. It was
designed on the premise of the interview with the Project Manager and his managerial staff.
From the interviews, the Geodatabase was comprised of eight (8) entities which are Parcel,
Owner, Building, Roads, Sewer, Storm Drainage, Cold Water Supply and Electricity. These

32

entities are the real world features which are of the interest from a Project Management
Monitoring perspective.
The next step involved the identification of the attributes or characteristics of each entity
which are of relevance to the management of the project. For example the Parcel Entity
contained the attributes of Lot #, Parcel Type, Scheme Address, Boundary Status, Perimeter and
Area. It was deemed necessary by the management team to monitor the status of a parcel through
these attributes.
Having identified the entities and their attributes the next step was to establish the
relationships between entities using attributes as keys. Note that each entity will create a table of
attribute; the relationship between entities can take the following form:
1. One to One (one record in a table is related to only one record in another table)
2. One to Many (one record in a table is related to many records in another table)
3. Many to One (many records in a table is related to only one record in another table)
4. One to Many (one record in a table is related to many records in another table)
The completed schema was used as the blueprint for the Geodatabase. (Appendix B)

3.7 Creating Baseline Data

Baseline data was created from Autodesk Computer Aided Drafting (AutoCAD 2000)
drawing files of the subdivision layout (Pre-Checked Plan courtesy of Masters, Johnson &
Assocs. Ltd. Appendix J), Building Layout Drawing courtesy of Portico Ltd. (Appendix K) and
Infrastructure Layout Drawings (Sewage, Water, Electricity, Roads and Drainage) courtesy of

33

AF Engineering Ltd. These drawings were already geo-referenced and provided the premise for
the creation of shapefiles and the entry of all attribute (tabulated) information to subsequently
develop the GIS Model.

Figure 4 AutoCAD 2009 Drawing File illustrating Lots, Buildings, Easements & Resvd. Roads
The Aerial Photographs (JPEG) were not incorporated in the model but formulated a
premise for comparison of the Proposed GIS based approach with the current Photograph/
Management Meeting approach.

34

3.7.1 Modification of Baseline Data

The baseline data gathered were converted from drawing file to shape file format in order
to facilitate their input in the GIS Software (Arc GIS 10) which will create and manipulate the
GIS Model.

3.8 Creating Shapefiles

A shape file is a geospatial vector data format for use with GIS software. It is developed
by ESRI facilitates data interoperability among ESRI and other software products. It spatially
describes geometries: points, polylines, and polygons. (ESRI, 1998) Shape files were created to
represent each dataset to which attributes was then linked in order to effectively model the scope
of works to subsequently aid monitoring.
Firstly all drawing files were super-imposed onto each other in one file without
translation, rotation and scaling since all drawing were geo-referencing to JAD2001 Reference
System. Each AutoCAD file was redrawn using polylines whereby all polygons were closed. The
polygon layer was saved to a separate layer which was subsequently removed from the original
drawing file and saved as a separate drawing.
The AutoCAD files bearing polylines only were imported into ArcMap 9.3.1, using the
add data button to create an event file, from the event file the polygon/ polyline layer was
exported as a shape file. The shape file was named and the remaining components of the event
file deleted. This process was replicated for all other drawing files.

35

3.9 Creating Attribute Tables

Attribute information were gathered from the archive of GDL from information relating
to the casting of houses kept for batching which were in the form of Excel Files, which showed
dates of casting, quantity and strength of concrete, quantities of aggregates and admixtures, etc.
The sales department provided also Excel Files pertinent to ownership and contact information.
The archive provided information from the various stakeholders such as the National
Water Commission, Jamaica Public Service and Portico Ltd. (Architects), the information
provided by these agencies were results of their respective tests. The Store Keeping Facility also
provided written records of materials supplied to the various operations of the project. The
accounting department provided excel files depicting quantities and rates. All other data were
gathered in the field by observation.

3.10 Overview of the Geodatabase

A geodatabase is a relational database containing objects that can be spatial or nonspatial. The elements of a geodatabase include object classes, which can be feature classes (i.e.,
contain geographic information) or tables (i.e., do not contain geographic information),
annotation classes and relationship classes.
Feature classes that share their extent and map projection can be grouped in feature
datasets. Tables, on the other hand, cannot be contained in a feature dataset. When spatial
datasets, such as shape files or coverages, are exported into a geodatabase, they get converted
into feature classes.

36

A relationship class relates two objects in a geodatabase. Relationships can have one-to one, oneto-many, many-to-one and many-to-many cardinalities. Relationships are established through
keys: an origin key and a foreign key, corresponding to the origin class and the destination class,
respectively. (Olivera, 2004)

3.10.1 Creating the Geodatabase

The working folder (Final Year Thesis1) was created on the C:\ drive then ArcCatalog
was used to navigate to this folder and from the options for New/Personal Geodatabase was used
to create the new geodatabase .The geodatabase was renamed as NHV2_Phase3.

3.11 Creating Feature Classes

ArcCatalog was used to create feature classes; this was achieved in the geodatabase by
the New/Feature Class option. The resultant wizard facilitated various information input such as
the geometry type (point, line or polygon) and spatial reference (the relating parameters can be
set or imported from an existing shape file with the requisite properties. Having created the
feature class, the associated features can now be loaded to it.

3.12 Loading Features to Feature Classes

The features (shape files) were then loaded to the newly created feature class by the use
of the Load Data tool, where the Simple Data Loader wizard facilitated the addition of shape
files. A preview of the features loaded can be achieved in the map display of ArcCatalog, by

37

changing the view type to Preview and preview type to Geography. This procedure was repeated
for all features by adding shape files to their respective feature classes.

3.13 Relationships
Since the model will be a Relational Database Model which is a collection of tables
(relations), each of which will be prepared, maintained and edited separately; these tables are
however joined or related to each other for data search and retrieval. The two basic elements of
in the designing a relational database are the key and the type of data relationship. The key
establishes a connection between corresponding records in two tables and the type of data
relationship dictates how the tables are actually linked. (Chang 2010)
For example a relationship was established between Parcel and Owner as One to One
since all parcels must have owners and the key was selected as Lot #, since it uniquely identify
each parcel as no two parcels of the development have the same lot number.

Figure 5 Illustration of Relationship Class (Source: Hamilton 2012)

38

3.14 Creating Datasets

Datasets allow for the application of rules to a group of shape files. This was achieved in
ArcCatalog through the option of New/Feature Dataset. Having selected New/Feature Dataset in
the geodatabase the resulting wizard was used to specify the name of the dataset
(Parcel_Buildings) and the Spatial Reference (selected from pre-defined list or imported from
previously created and populated feature classes). The feature class (Parcel) was then added to
the dataset by the Add button and the resultant wizard. After the Parcel shape file was added the
Building shape file was added to have this dataset populated.

3.15 Creating a Topology

The creation of a topology was done using ArcCatalog for a previously populated dataset.
From the dataset Parcel_Building, the option of Choose Topology was selected and the New
Topology wizard was utilized to set all the appropriate parameters. The parameters include:
1. Topology Name (Parcel_Building_Topology)
2. x, y Tolerance (A good default value is 0.001 meter or its equivalent in the units of your
spatial reference (for example, 0.003281 foot if your units are in feet or 0.0000000556
degree if your units are in latitude-longitude as decimal degrees).
Having chosen the feature classes in the dataset which will be subject to the topology,
note that the z- tolerance default parameter was accepted as none of the participating feature
classes had z-values (elevations). Having set the applicable parameters, the topology rules were
added so as to structure the relationship between features as well as to control and validate how
features share geometry. The associated rules chosen for this topology were:
a. Parcel Must Not Overlap.

39

b. Building Must Be Covered by Parcel.

The new topology was then added to the feature dataset, and then validated. This will result in
the topological errors being highlighted if present.

Figure 6 - Creation of Topology (Source: Hamilton 2012)

3.16 Adding a Coded Value Domain to a Geodatabase

One of the advantages of storing your data in a geodatabase is that you can define rules
about how the data can be edited. At any time in the life of a geodatabase, a new attribute
domain can be created using the Domains properties dialog box. If a feature class has subtypes,
domains must be applied at the subtype level and not at the fields level. (ESRI 2010)

40

3.17 Compilation of the Model

Following the creation of all shape files (parcel, building, roads, sewage, storm drainage,
water supply, electricity) it became necessary to integrate all the shape files in the database to
complete the GIS model. This integration involved spatial reference in which the transformation
and map projection parameters relating to JAD2001 were chosen from pre-defined settings for
one shape file and adopted for all others so as to attain uniformity in reference. This task was
executed in ArcCatalog using the XY Coordinate System tab found in the Feature Class
Properties Menu. The result of this process was that all feature classes were joined in the
Geodatabase with the same reference to facilitate querying and analysis.

Figure 7 Map Document of Compiled GIS Model (Hamilton 2012)

41

The challenges in developing and subsequently maintaining the GIS_GDL will be documented
and compared to industry approach so as to provide a premise for validity or alteration in future
studies. (Research Question 4)

3.18 Metadata
This is an explanation or description of the data in the model, relating to data sources,
date of collection, relating images, etc. The creation of metadata was facilitated by ArcCatalog
with the edit metadata tab. Both textual and graphical inputs can be made, edited and updated at
any time.

3.19 Image Acquisition and Hyperlinks

To support visualization JPEG images were taken on site by a Blackberry 9900
Smartphone and images collated by the Photo Studio Editor Application of the various stages of
work for each deliverable and affixed to their relating layer by hyperlinks. The hyperlinks were
done by the IDENTIFY function. In this way once a feature with a hyperlinked photo is
identified, the link appears and can be followed to view photographs associated with that feature.

3.20 Queries
The objectives of the Project Manager and the potentials of the GIS Model were realized
through queries. The query by attribute tool in ArcMap 10.0 was utilized to fulfil these
requirements. Importantly queries were structured and sequenced to replicate the Project
Management Teams queries of the current approach.

42

3.21 Gathering Cost of Hardware, Software and GIS Training

The websites of DELL and BEST BUY were visited on March 24, 2012 to ascertain costs
for the hardware and software requirements of this proposed GIS approach. Additionally a
telephone interview with Mr. Damian Graham of Spatial Innovision was conducted to ascertain
the costs of GIS software and training on March 15, 2012. Mona GeoInformatics, U.W.I. was
also asked to provide a quotation for GIS training in addition to a breakdown of the modules
offered. The Land Information Council of Jamaicas website was also visited to ascertain costs
and breakdown of training.
Finally, since the costs of the requisite items were referenced to United States Dollars, the
National Commercial Banks website was visited on March 24, 2012 to ascertain the rate of
exchange between Jamaican and United States Dollars.

3.22 Creation of Location Map

A shapefile of the Jamaica map referenced to JAD2001 was used to provide a location
map of the study area in addition to converting the layers of the Map Document to Keyhole
Markup Language (KML) format using the ArcToolbox feature called Layer to KML. The
new KML file will be compressed and as such will have a .kmz file extension. The .kmz file was
then imported into Google Earth to produce a view of the layer(s) super-imposed on the Google
Earth Image.

43

3.23 Ethical Considerations

The data, results and findings presented in this research are not intended to discredit the
sources but rather to demonstrate the applicability of GIS in construction management. The
organisations mentioned in this research are not liable to any queries or comments arising from
this project. (Seaman 2008)

44

Chapter Four - Results and Findings

4.1 Overview
The aim of the research was to develop a Geographic Information System Model to aid in
the management of a construction project. This project tested the feasibility of using a GIS
Model for monitoring the progress of construction activities by integrating various types of the
data used in the construction of the project.
The following objectives were also achieved in developing this model:
1. The differences between the current project management techniques/ tools employed at
the New Harbour Village Project and the capabilities of a GIS Based Model were
highlighted by the results of interviewing the management staff at GDL.
2. The potentials of a GIS Model aiding in construction management were unearthed by the
structured queries of the project management team at GDL in addition to safety and
advanced visual capabilities.
3. The challenges in developing and utilizing GIS in Construction Management were
highlighted and documented as limitations.
4. The implications of employing a GIS Model as a project management tool were
highlighted through questionnaires and interviews.
A map document was also created to encapsulate all the components of the GIS Model as shown
in Figure 8.

45

Source: Hamilton (2012)

Figure 8 - Map Document illustrating all Scopes of Work (GIS_GDL)

The objectives of the project management team were simplified as delivering a housing
unit within the time restrictions of the project schedule, to the requisite construction standards of
the relevant stakeholders (National Water Commission, Jamaica Public Service, Portico Ltd.,
Jets Laboratory, etc) and within the budgetary allocation. The objectives were accomplished

46

mainly through monitoring the progress of all the activities included in the delivery of the
product of the project. Monitoring was facilitated by the development of a geodatabase that
stores various types of information required for the construction of a housing project. The
required information was extracted from the geodatabase for a given activity of the project by
using queries. Data collection and input were concluded on February 22, 2012 so the queries
will reflect the progress of all works up to that date.
The results of this research highlighted how this GIS model can assist a project
management team in delivering the product to the purchaser by providing effective monitoring of
all scope of works involved in the project.

4.2 Overview of Project Management Queries

The project manager seeks to ascertain the progress of a particular scope of work in order
to direct resources at his disposal to effectively complete his tasks on time and within budget.
The potentials of the GIS model are highlighted through queries. These queries are aligned to the
project managers requirements and are summarized and illustrated in Figure 9.

47

1.Sewage
Manholes,Mains&Laterals

QualityControl

8.Landscaping&Lot
Demarcation

5.ElectricityNetwork

9.PracticalCompletion
Certification

2.StormWater
Inlets,Mains,EarthDrains
&PavedDrains

(PorticoLtd.)

3.RoadConstruction(A)
CuttingtoSubgrade,Marl
&Compaction,

6.WaterSupplyMains

10.HandingOverHousing
Unit

13.AdvancedVisualAids

11.RouteOptimizationfor
Equipment

12.DisasterResponse

7.RoadConstruction(B)
4.BuildingConstruction

KerbWalls&Asphaltic
Paving

Source: Hamilton (2012)

Figure 9 - Schematic Flow of Project Managers Queries

All scopes of work from 1-8 are subject to Quality Control inspection, approval and certification
by the relative agencies.

4.3 Sewage
The initial scope of works will be installing sewer mains, manholes and laterals. In the
case of a phased development as the New Harbour Village II project, it may become necessary to
advance a particular scope of work beyond the confines of the subject area so as to facilitate
service for completed areas. This was the case with the sewer network as a connection was
necessary between Phases I, II and the Sewerage Plant located in Phase IV. Consequently, lines
were installed in Phase 3 prior to the commencement of the phase.

48

The infrastructure manager can simply query the operating status of sewer manholes to
ascertain the manholes which are facilitating the transmission of sewage from the completed
phases by running a query by attribute. ( Operational_Status = Operating)

Source: Hamilton (2012)

Figure 10: Visual Representation of All Operating Sewer Manholes

49

Figure 11: Generated Report All Operating Sewer Manholes

The visual output as well as the generated report can aid in planning the remaining work,
from the perspectives of procurement of material in that it can be ascertained what materials and
services will be required to complete the task, it will aid in the mobilization and deployment of
equipment such as excavators, and backhoes. and finally prevent the disruption of service to
existing users. Having planned for this scenario, construction can commence, during which time
periodic queries can be done to ascertain the progress of works.

50

Stage 7 represents completion and approval of a particular sewer main so a relating query
can be executed as Sewer_Installation_Stage = Stage 7.

Source: Hamilton (2012)

Figure 12: Visual Representation of All Completed & Approved Sewer Mains

Figure 12 will enable the project manager to implement the installation of sewer laterals.
Sewer laterals can then be queried at all stages once the model is updated with a degree of
regularity sufficient to facilitate the needs of the project manager. An example of such a query is
Sewer_Lateral_Status = Inst.

51

Source: Hamilton (2012)

Figure 13: Visual Representation of All Installed Laterals

Owing to the fact that the information generated by the GIS Model is premised on as-built data,
quantities can be checked to verify invoices for payment as well as Store Keeping Inventory.

52

4.4 Storm Water

Upon completion of the Sewer Network, the next activity is the installation of the storm
water drainage network. The GIS Model (GIS_GDL) facilitates queries of progress, quantities
and personnel information relating to storm water activities. (Storm_Construction_Stage =
Stage6)

Source: Hamilton (2012)

Figure 14: Visual Representation of Storm Water Mains Approved

53

Table1: Generated Report All Approved Storm Water Mains

Storm Water Mains

Pipeline_No

Block

Shape_Length

Pipeline_Dia.

Invert_In

Invert_Out

P67

Block A

58.103492 1200mm

13.48m

13.37m

P79

Block B

80.49081 1200mm

13.37m

12.66m

P81

Block C

100.55771 1200mm

12.66m

P82

Block D

97.541544 1200mm

<null>

Block D

P93

Contractor

Construction Stage

Approved_By

Anthony Dunne

Approved

Elshan Aldaxi (GDL Infrastructure Manager)

James Williams

Approved

Elshan Aldaxi (GDL Infrastructure Manager)

11.92m

James Williams

Approved

Elshan Aldaxi (GDL Infrastructure Manager)

11.92m

11.43m

James Williams

Approved

Elshan Aldaxi (GDL Infrastructure Manager)

27.856272 <null>

<null>

<null>

James Williams

Approved

Elshan Aldaxi (GDL Infrastructure Manager)

Block D

7.319893 600mm

12.08m

12.02m

Anthony Dunne

Approved

Elshan Aldaxi (GDL Infrastructure Manager)

P94

Block D

23.32607 600mm

12.08m

11.92m

Anthony Dunne

Approved

Elshan Aldaxi (GDL Infrastructure Manager)

P95

Block G

90.198579 600mm

11.92m

11.40m

Anthony Dunne

Approved

Elshan Aldaxi (GDL Infrastructure Manager)

P98

Block G

40.628882 1200mm

11.40m

11.28m

James Williams

Approved

Elshan Aldaxi (GDL Infrastructure Manager)

P97

Block G

7.303958 900mm

11.84m

11.40m

James Williams

Approved

Elshan Aldaxi (GDL Infrastructure Manager)

P96

Block F

77.545079 900mm

12.49m

11.84m

James Williams

Approved

Elshan Aldaxi (GDL Infrastructure Manager)

P91

Block E

14.341658 600mm

12.92m

12.83m

Anthony Dunne

Approved

Elshan Aldaxi (GDL Infrastructure Manager)

P92

Block F

70.50622 600mm

12.83m

12.62m

Anthony Dunne

Approved

Elshan Aldaxi (GDL Infrastructure Manager)

P85

Block I

7.295134 600mm

13.27m

13.21m

Anthony Dunne

Approved

Elshan Aldaxi (GDL Infrastructure Manager)

P86

Block I

60.306864 600mm

13.21m

13.00m

Anthony Dunne

Approved

Elshan Aldaxi (GDL Infrastructure Manager)

P87

Block F

19.420225 600mm

13.00m

12.94m

Anthony Dunne

Approved

Elshan Aldaxi (GDL Infrastructure Manager)

P88

Block H

10.069891 600mm

12.72m

12.65m

<null>

Approved

P89

Block H

33.176282 600mm

12.65m

12.49m

<null>

Approved

P90

Block H

23.359883 600mm

12.49m

12.14m

<null>

Approved

P74

<null>

7.886623 600mm

14.07m

14.07m

James Williams

Approved

Elshan Aldaxi (GDL Infrastructure Manager)

P73

<null>

38.337654 600mm

14.07m

13.87m

James Williams

Approved

Elshan Aldaxi (GDL Infrastructure Manager)

P71

Block J

7.314076 600mm

13.57m

13.50m

James Williams

Approved

Elshan Aldaxi (GDL Infrastructure Manager)

P72

Block J

38.534452 600mm

13.50m

13.40m

James Williams

Approved

Elshan Aldaxi (GDL Infrastructure Manager)

P68

Block B

7.33178 600mm

13.47m

12.66m

James Williams

Approved

Elshan Aldaxi (GDL Infrastructure Manager)

P69

Block C

7.316219 600mm

12.56m

11.92m

James Williams

Approved

Elshan Aldaxi (GDL Infrastructure Manager)

<null>

<null>

20.780739 <null>

<null>

<null>

<null>

<null>

Source: Hamilton (2012)

The visual representation can be used to direct dependent activities such as the in-situ
construction of the various storm water elements such as inlets and outlets.The generated report
(Table 1) can be exported to Microsoft Excel to be used for quantity verification as the as-built
length of each line is provided. It can formulate or validate claims for payment for each subcontractor. It also provides a quick reference when remedial work is required as it can clearly
identify the sub-contractor responsible for each line.

54

Upon completion of the storm water mains , the progress of the following step (storm
water elements) can also be easily ascertained by viewing the values of the layer or simply by
query.(Construction_Stage = Stage6)

Source: Hamilton (2012)

Figure 15 - Visual Representation of Storm Water Elements Approved

From Figure 15, a clear indication was achieved with regards to the elements which are
approved, but also of note is that once the map layer of the storm water mains is turned on, both
the mains and elements which are approved can be easily ascertained by simply viewing the
table of contents on the left of the viewport.

55

4.5 Road Construction

The project manager is now satisfied that the storm water network is sufficiently
advanced to commence the dependent task of road construction, all sub-structural works are
approved prior to the commencement of infrastructural works. Also of significance is that the
visual aids currently employed such as aerial photographs can neither illustrate the progress of
sub-structural works nor the qualitative and quantitative aspect of such works. Road construction
can be tracked similar to storm water. Having updated the GIS model, the unique values
representing each stage was used to identify the progress of each segment of road or a simple
query can also be used (Construction_Stage = Stage3).

Source: Hamilton (2012)

Figure 16 - Visual Representation of Roads undergoing Laying of Curb Walls

56

Table 2 - Generated Report of Roads undergoing Laying of Curb Walls

Roads
Road_Name

Construction Stage

Degree of Compaction Core_Id

Asphalt Thickness Bulk_Gravity

Unit_Weight

Test_Specification Technician

Approved By Approval Date

Bay Circle

Laying of Curb Walls

91.5%

<null>

<null>

<null> ASTM D 2726 Cavol Mantle

R.A. Haisley <null>

Bay Circle

Laying of Curb Walls

95.7%

<null>

<null>

<null> ASTM D 2726 Cavol Mantle

R.A. Haisley <null>

Portland Bite Terrace Laying of Curb Walls

99.5%

<null>

<null>

<null> ASTM D 2726 Cavol Mantle

R.A. Haisley <null>

Portland Bite Terrace Laying of Curb Walls

97.3%

<null>

<null>

<null> ASTM D 2726 Cavol Mantle

R.A. Haisley <null>

Lagoon Circle

Asphaltic Paving

92.5%

1.75 in

2.128

132.8 p.c.f ASTM D 2726 Cavol Mantle

R.A. Haisley <null>

Lagoon Circle

Compacted Marl to Grade

94.0%

<null>

<null>

<null> ASTM D 2726 Cavol Mantle

R.A. Haisley <null>

Lagoon Circle

Laying of Curb Walls

94.1%

<null>

<null>

<null> ASTM D 2726 Cavol Mantle

R.A. Haisley <null>

Lagoon Circle

Asphaltic Paving

94.7%

2.00 in.

1.719

107.3 p.c.f

ASTM D 2726 Cavol Mantle

R.A. Haisley <null>

Lagoon Circle

Asphaltic Paving

93.0%

1.69 in.

2.139

133.5 p.c.f ASTM D 2726 Cavol Mantle

R.A. Haisley <null>

Waves Avenue

Asphaltic Paving

92.5%

10

1.94 in.

2.128

132.8 p.c.f ASTM D 2726 Cavol Mantle R.A. Haisley <null>

Source: Hamilton (2012)

This query highlights the section of roadway where laying of kerb walls is being done,
while the associated report (Table 2) can be used to provide more comprehensive detail of the
progress, quality, and quantity of work done.

4.6 Tangible Benefits of the GIS Model

The GIS model has successfully integrated eight (8) functions of the current approach in that it:
1. provides the spatial reference, scaling and visualization of AutoCAD 2009;
2. generates the Tabulated Information which was manually prepared by Microsoft Excel;
3. has the ability to illustrate the progress of sub-structural works;
4. facilitates faster and more logical decision making by combining different datasets to
answer questions quicker than it takes to convene a meeting;
5. provide quality control by incorporating the applicable parameters;
6. provide quantification of material usage;

57

7. provide independent check on store keeping inventory;

8. provides a mass storage for project information.

4.7 Building Construction

Now that sub-structural work is completed and infrastructural work is well advanced, the
following scope of work is the commencement of building construction.

Source: Hamilton (2012)

Figure 17 - Visualization of Construction Stage of Buildings

58

At a simple glance at the model the various stages of buildings can be known (Figure 17),
however coupled with the generated reports a far more comprehensive analysis of building
activities can be achieved. The generated reports can be used to encapsulate the dynamics of
construction activities in that date are recorded for each stage of the construction. These dates
provide the basis for time management which essentially involves the processes required to
accomplish timely completion of the project. The actual date each activity occurs was stored in
the GIS model and was referenced to the Microsoft Project schedule.

Source: Hamilton (2012)

Figure 18 - Generated Report of Dynamic Nature of Construction Activities

59

Source: Hamilton (2012)

Figure 19 - Generated Report of Sales Records

Figure 18 speaks to the scheduled activities required to complete the project and their
relating dates which provide the premise for monitoring those activities. This report can be the
premise for developing trend analysis. Figure 19 encapsulates the sales of the units; the
developer/ contractor will take a keen interest in sales as these units arent built to order but
rather built then marketed so the process is ultimately driven by sales. The report bears contact
information of purchasers so they can be contacted if the need arise.

60

4.8 Water Supply Mains

Following the construction of the building, the following step is to install water supply
mains and laterals in order to bring potable water to units. The GIS model (GIS_GDL) supports
queries for all stages of installation; an example is Construction_Stage = Stage3.
Stage 3 of the installation refers to the approval of an installed line which has met the
requirement of the microbiological testing by the laboratory of the National Water Commission.

Source: Hamilton (2012)

Figure 20 - Visual Representation of Approved Water Supply Mains

Queries can also be made to support store keeping inventory regarding materials used, or
maintenance due to the fact that all layers of the map document is referenced to JAD2001 which

61

is a realisation of WGS84, a simple handheld GPS receiver can be used to relocate any
component part of the line to facilitate repairs, upgrading or maintenance.
In the event that the project manager may need to upgrade a line to a greater diameter to
increase pressure to provide a more cost effective route to an adjoining phase, he will need to
identify all concentric reducers so as to ascertain which location is best suited for his proposal.
Such a query can be made as Fitting_Type = Concentric Reducer3.

Source: Hamilton (2012)

Figure 21-Visual Representation of Concentric Reducers

By viewing the attribute table relative to this result, the specifications of the queried items can be
easily achieved as shown below in Attribute Table 3.

62

Table 3 - Attribute Table Highlighting Concentric Reducers

Source: Hamilton (2012)

63

4.9 Electricity Network

Following the installation of the water supply network, the next step is the installation of
the electricity network to energize each unit. The GIS model (GIS_GDL) facilitates a graphical
representation of the progress of electrical circuit by the display of unique values in the table of
contents, where it can be seen that on the date of query Blocks A-E are energized where the
unique value of red represents the energized portion.

Source: Hamilton (2012)

Figure 22 - Visualization of Stages of Electricity Circuit

64

Source: Hamilton (2012)

Figure 23 - Generated Report of Installation Stage of Electricity Circuit

This is particularly useful to the management team as in the case of a block where the
architect will be called in for Practical Certification of Completion (PCC) inspection; the entire
infrastructure must be operational. This will be useful in the case where a particular item of work
is delayed the manager may deem it prudent to delay the PCC and inform the purchaser of a
change in handing over date.
This graphical output of progress aids in decision making in that construction activities
are often interrelated and as such one activity can be somewhat dependent on the progress of its
predecessor. With regards to electricity circuit, a particular circuit will be ready for the
installation of energy guards (EGs), mid-span connectors and phase transformers, so if the

65

model depicts a circuits as Approved then the sub-contractor can be asked to make the
aforementioned installations.
The GIS model facilitates accurate checks on material inventory as the usage of materials
can be queried with respect to the quantity procured and in addition to a visual representation, a
detailed report will illustrate the quantity used as the model was populated by as-built data.
Checking the quantity of 12.0m poles installed can be was executed by a simple query.
(Pole_Height = 12.0m)

Source: Hamilton (2012)

Figure 24 - Visual Representation of Poles of Height 12m

66

Source: Hamilton (2012)

Figure 25 - Generated Report of Proposed Poles

The generated report can be used as a basis for verifying a sub-contractors invoice for
payment as the quantities for claim can be verified by both the visual and textual responses from
the model. The need for enhanced safety systems has been highlighted by Karam (1997) who
extrapolated that the construction industry is perceived to be one of the most hazardous
occupations, and ranked low in safety, quality control, and proper information system. This
Model can certainly enhance safety on site as it is commonly found in a phased development that
the deployment of equipment such as cranes are key to the execution of casting activities, the
GIS model will highlight where lines are energized so as to safely mobilize/ demobilize
equipment without danger of damage to equipment, disruption of service to customers and
certainly without loss of life or injury.

67

4.10 Quality Control

All scopes of work are subject to quality control, the GIS based approach allows
management to enforce quality controls in the process of work by being able to isolate a
particular item of work, as in the case where a there is a problem with regards to the quality of
carpentry work for roofing, each sub-contractors work can be easily isolated and identified for
further analysis to see how many building he/she has done and what percentage is deemed to be
unsatisfactory. This utilization can also aid in equitable apportionment of the work in the case of
multiple sub-contractors. Such an isolation of work for analysis can be achieved by the simple
query, Roof_Subcontractor = Fitzroy Spencer.

Source: Hamilton (2012)

Figure 26 - Visual Representation of Roofs Constructed by Fitzroy Spencer

68

Table 4 Attribute Table Highlighting Roofing by Fitzoy Spencer

Source: (Hamilton 2012)

4.11 Landscaping and Lot Demarcation
Having completed all building work, landscaping is executed after which the lot boundaries are
demarcated or pegged. An up-to-date model shows these lots as green meaning they are
completed in terms of landscaping and boundary demarcation as illustrated by the key in the
screenshot below.

69

Source: Hamilton (2012)

Figure 27 - Illustration of Landscaped and Demarcated Parcels

4.12 Practical Certification of Completion Inspection

Finally, the project manager will do final checks to see if the project is ready for the
Practical Certification of Completion (PCC) inspection by the architect. The IDENTIFY tool
can be used to report conveniently on any item by simply clicking on the item of interest. In the
example below the roadway Lagoon Circle is identified and the attributes are readily displayed.
This road speaks to a level of readiness as it shows the construction stage as asphaltic paving and
approved by R.A. Haisley.

70

Source: Hamilton (2012)

Figure 28 - Status of Lagoon Circle Generated by the Identify Tool

Having queried or identified each map layer, and satisfied with the quality of work, the
project manager can now call in the architect for PCC inspection. The results of this PCC
inspection is given as a written report, with recommendations specified where approval is
denied. The results of the PCC inspection (Appendix N) can be loaded to the GIS model by
simply scanning and hyper-linking it to the associated building or if available in tabular form it
can be joined to the attribute data.
Having updated the model with this information, a simple query can show the PCC
approval status of each building. The project manager can easily retrieve this information by a

71

simple query (Construction_Stage = Stage7). Stage 7 refers to the Practical Certification of

Completion which is executed by the architect, Ms. Doris Gross of Portico Ltd. This certification
means the structure has been built in accordance with design standards as well as all the
infrastructural development is also operational in that roadways are ready, electricity, sewage,
water, drainage are all complete. The issuing of this document means the house is ready to be
handed over to the purchaser.
The result of this query can be graphical, which is a key feature of a GIS model or textual
in the form of a report generated by the model which can identify all buildings and their
respective stages of construction.

Source: Hamilton (2012)

Figure 29 - Visual Representation of Buildings PCC Approved

72

Source: Hamilton (2012)

Figure 30 - Generated Report of Buildings PCC Approved

From a project management perspective, it is important to ascertain also if the buildings

are on schedule so as to aid in analysis if the project is on track or to be subject to fast tracking or
resource levelling activities.

73

Source: Hamilton (2012)

Figure 31 - Generated Report of Buildings PCC Approved

Table 5 Microsoft Project Schedule

ID

Task Name

Duration

Start

Finish
19 22

139

Install Bathtub, Face Basin & Toilet

3 days

Wed 10/19/11

Fri 10/21/11

140

Install Kitchen Cupboards

141

Install Face Basin Cupboard

3 days

Sun 10/23/11

Tue 10/25/11

3 days

Wed 10/26/11

Fri 10/28/11

142
143

Install Plumbing Fixtures

3 days

Mon 10/31/11 Wed 11/02/11

Install Electrical Fixtures

3 days

Thu 11/03/11 Mon 11/07/11

144

Paint Wall (Second Coat)

3 days

Tue 11/08/11

Thu 11/10/11

145

Clean House

3 days

Fri 11/11/11

Tue 11/15/11

146

PCC Inspection of Block A

147

Handing Over Block A

148

Final Certification of Completion (FCC)

90 days

149

EXTERNAL FINISHING BLOCK B

23 days

Wed 10/05/11

Thu 11/03/11

150

Chipping, Grinding & Patching

3 days

Wed 10/05/11

Fri 10/07/11

151

Plastering

3 days

Wed 10/05/11

Fri 10/07/11

152

Install Windows

2 days

Wed 10/05/11

Thu 10/06/11

153

Install External Doors & Locks

2 days

Wed 10/05/11

Thu 10/06/11

154

Install Sewer Manhole

3 days

Wed 10/05/11

Fri 10/07/11

1 day Wed 11/16/11 Wed 11/16/11

1 day

Thu 11/17/11

Thu 11/17/11

Thu 02/16/12 Wed 06/20/12

Source: Pinchas (2011)

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From the Figure 31, the project manager can ascertain with relative ease that based on the
scheduled date of Practical Certification of Completion of Block A (November 16, 2011) that
BLOCK A was late by twelve days since the generated report of actual dates speaks to
November 28, 2011. From this information he can analyse why this delay occurred and perform
his schedule control operations which may include rescheduling the following successor
activities. From the data gathered it cannot be concluded why this delay occurred but it was
highlighted and as such it will aid in rescheduling the following tasks.

4.13 Route Optimization for Equipment

Additionally, the GIS model was used to provide a solution to sequencing of casting of
buildings. Casting of buildings is facilitated by the use of two cranes; the (GIS_GDL) can
provide a sequence so each crane will adhere to a particular route to avoid collision by operating
in each others radius and maximize the full capabilities of each crane. The time and fuel to
redeploy a crane to another unit if it is too close to another will be saved by this approach. The
designed sequence of each crane can be achieved by simple queries. (Crane = Crane_1 and
Crane = Crane_2)
The following views were generated:

75

Source: Hamilton (2012)

Figure 32 - Visual Representation of Buildings Casted by Crane 1

Source: Hamilton (2012)

Figure 33 - Visual Representation of Buildings Casted by Crane 2

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Source: Hamilton (2012)

Figure 34 - Generated Report of Buildings Casted by Cranes 1 & 2

Proper sequencing will enhance safety in the site in addition to improved efficiency
which can be manifested in the delivery of the product faster. This may be a contributing factor
in delay as two cranes arrive to cast the same building or one is in operational radius of the other
and has to re-position itself to facilitate the completion of the task. There are obvious cost
savings underpinning efficiency as time and fuel is wasted, which ultimately translates money
wasted.

77

4.14 Disaster Response

A section of the property comprised of the JPS high voltage power grid was subject to
bush fire on February 28, 2012 at approximately 4:30pm. The GIS model was used for creating
an immediate visualization as to where the disaster is occurring as well as the location of the
emergency facilities such as fire hydrants. In this example a visual was used to create the
location of the nearest hydrant so as to minimize the journey/ time of refill.

Source: Hamilton (2012)

Figure 35 - Nearest Hydrant and Route to Bush Fire

Not only was the nearest hydrant (78.2m) located but an emergency route was charted
through easement #2. The response personnel was told all this information so that they will travel
with hoses in excess of this length so that they can refill without even moving the trucks as
opposed to driving 2km to Old Harbour in peak hour traffic.

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4.15 Advanced Visual Aids using Hyperlinks

The GIS model can further aid with its visual capabilities by making use of hyperlinks to
assists in further understanding a task, of as in this case the extent of a disaster to aid in
formulating claims from insurance or simply to substantiate a report of the disaster. Figure 36
shows the output images that are hyperlinked to the shapefile to give additional views; hence the
extent of the area was mapped to deliver a spatial component of the fire as well as the
hyperlinked images to give a more realistic view of the effects of the fire.

Source: Hamilton (2012)

Figure 36 - Hyperlinked Photographs of Bush Fire Location

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Figure 37 shows a hyperlinked photograph of asphaltic paving work on Lagoon Circle, so

in this case in addition to spatial layout, quantitative and qualitative data provided by attribute
tables additional visualization can be derived simply by the identify tool.

Source: Hamilton (2012)

Figure 37 - Hyperlinked Photographs of Asphaltic Paving on Lagoon Circle

4.16 Provision of Additional Explanation using Metadata

This capability of the model provides a user defined explanation relating to all datasets in
the model, so as to provide a greater understanding of the data itself or in this case the dynamics
of the data, such as stages of construction. Figure 38 shows the metadata for the BUILDINGS
layer which is generated from ArcCatalog.

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Source: Hamilton (2012)

Figure 38 - Metadata for Buildings Layer

This feature is particularly useful when data sharing will be done, the end user can
determine when was the last update, who collected the data, etc. which will determine the extent
of its suitability or applicability.

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4.17 Creation of Location Map using Google Earth

The layers of the can be converted to keyhole markup language (kml) and imported into
Google Earth as proposed in Chapter 3, to produce the following view:

Source: Hamilton (2012)

Figure 39 - Buildings Layer Super-Imposed on Google Earth Image

Water Course,

Fishing Ponds,

Phase 3 Site

This feature provides a useful location map of the subject in that can be used in disaster
management to chart evacuation routes; it can easily identify flood prone areas in relation to the
site. As shown in Figure 39, the roads in close proximity are shown as well as water bodies and
water ways.

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4.18 Cost of Immediate Requirements

Based on web searches at Dell and BestBuy, Telephone Interview with Damian Graham
of Spatial Innovision Ltd. and a Quotation from Mona GeoInformatics Table 6 was compiled.

Table 6 - Hardware, Software and Training Costs

Hardware & Software

Quantity Cost per Unit

Considerations

Total Cost

(USD)

(USD)

Supplier

Dell PowerEdge T620 Server

10,584.00

10,584.00

Dell

Dell Optiplex 390 Small Form

2,203.99

2,203.99

Dell

Microsoft Office 2010

449.99

449.99

Dell

Microsoft Project 2010

599.99

599.99

Best Buy

AutoCAD LT 2012

914.99

914.99

Dell

GIS Analyst

2,786.08 /

Factor

UTech

month
GIS Training

465.00/

465.00

Mona

1 persons
Arc Editor Software +

7,000.00

Geoinformatics
14,000.00

Maintenance (3 years)
Licence + Maintenance

Innovision Ltd.
2

(3 years)
APC Smart-UPS 750VA

Spatial

15,000.00/

15,000.00

2 persons
1

339.99

Spatial
Innovision Ltd.

339.99

Best Buy
Source: Hamilton (2012)

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4.19 Findings of Questionnaire

The full complement of staff at GDL (11 persons) completed questionnaires and the
following results were obtained. In response to question 4, would you like to see the
implementation of a GIS model to improve efficiency in managing the project? (Appendix E),
58% of respondents expressed an interest in the implementation of GIS to aid in monitoring
scopes of work at the New Harbour Village II Project.

InterestinGISImplementation
PersonsNot
Interestedinthe
Implementation
ofaGIS
(42%)

Persons
Interestedinthe
Implementation
ofaGIS(58%)

Source: Hamilton (2012)

Figure 40- Persons Interested in GIS Implementation at GDL

In response to question 5, would you be willing to participate in GIS training to aid you
in the workplace? (Appendix E), six of thirteen workers expressed a willingness to participate in
GIS training to be able to utilize the proposed GIS_GDL.

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WillingnesstoParticipateinGIS
Training
Willingto Participate inTraining

NotWilling toParticipate inTraining

45%
55%

Source: Hamilton (2012)

Figure 41 - Willingness of Persons to Participate in GIS Training

In response to question 6, what age group are you in?(Appendix E), the age group of 2633 years old accounted for 55% of the New Harbour Village II Project staff.

AgeofRespondents
Age18 25

27%

Age2633

Age34&Over

18%

55%

Source: Hamilton (2012)

Figure 42 - Age of Respondents

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In response to Question 7, how long have you been employed at Gore Developments
Ltd.?(Appendix E), persons with 2-5 years working with GDL accounted for 64% of the staff.

YearsofEmployment
1YrEmployed

25YrsEmployed

610YrsEmployed

Over10YrsEmployed
9%

18%
9%
64%

Source: Hamilton (2012)

Figure 43 Years of Employment at GDL

Findings of Interviews

4.20 Project Management Team at Gore Developments Limited

In an interview with the project manager on September 15, 2011, with particular
reference to questions 10 and 11 respectively (Appendix C), he has a fair knowledge of what is
GIS and was in the process of reading civil engineering articles on GIS capabilities, he also
expressed a willingness to implement any system which was within his budgetary constraints if
it can improve his output efficiency. The information gathered from interviews encapsulated the
organisational breakdown structure (Appendix G) which spoke to the hierarchical structuring of
personnel which provided a map of information flow. This also explained the chain of command
where supervisors report to department manager who in turn report to the project manager.

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The interviews also highlighted the components of the work breakdown structure
(Appendix H) which is a deliverable based decomposition of the tasks required to complete the
product of the project. This was of particular significance owing to the fact that the deliverables
will help to formulate the design of the conceptual schema of the geodatabase design.
The interview revealed that the project management team at the New Harbour Village II
project employs a strategy which is hinged on a Microsoft Project Schedule which decomposes
the project into interrelated tasks, their duration, start and finish dates as well as relationships.
During the interviews an explanation was given to the schedule of works which was produced by
the project manager in a one point estimate approach, which was justified as being the most
experience person in the organisation, having presided over the construction of in excess of five
similar housing developments. The schedule was created and updated using Microsoft Project
2007. (Appendix I)
The project manager is supported by a site manager who has a direct responsibility to
execute the tasks as scheduled. The site manager is supported by managers of each sector of the
project; these managers are responsible for infrastructure, stores, housing, and batching concrete.
Each manager is supported by their respective staff. (Appendix G)
The project manager convenes a fortnightly meeting during which a report on the
progress of the tasks associated with the project is given by the manager responsible for that item
of work. This process also spoke to the daily duties of supervisors, the role of private and public
stakeholders such as the National Water Commission, Jamaica Public Service Co. Ltd., Parish
Council, National Environmental Protection Agency, National Land Agency, Jets Laboratories
Ltd., Portico Ltd., etc. These are the agencies which are responsible for testing, checking and in
many instances certifying the final product/ service.

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Aerial photographs were previously taken by a consultant but are currently taken courtesy
of a helicopter owned by Gore Development Ltd. at the end of every month. These photographs
are acquired to provide a visualization of the status of construction activities.
The project manager also uses AutoCAD 2009 to illustrate whether by hard copy or on a
projector screen whatever spatial information he wants to convey to his management team.
The housing manager uses Microsoft Excel and Access to store his inventory information
as well as sales which include names, TRN, address and contact information of each purchaser.
This information can be readily applied to a GIS based model as information is structured in a
tabular format which facilitates easy update and data entry. This manager updates his sales
information daily. However the information required for monitoring the construction stages of
the house is not kept.
The store manager execute his record keeping by written documents which are not very
detailed in that the specific location of material usage is not given and in many instances the date
of dispatch is also missing. This system speaks to lack of proper records which will result in poor
inventory management.
The batching plant manager employs Microsoft Excel to very good effect to keep records
of concrete volumes batched and location of use, strength, date of casting, truck driver, volume
of aggregates, cement, etc. These records are updated daily as casting is done on a daily basis.
This information fits seamlessly in a GIS database as information is up-to-date and tabulated.
The stages of building construction relating to concrete such as casting foundation and wall were
acquired from these records.
During a fortnightly meeting each manager reports on their progress as well as any
problems they may have encountered, the accountant provide a financial statement where

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quantities and earned value are checked. The project manager also revealed in the interview that
all rates of payment for work and workers were based on the Incorporated Master builders
Association of Jamaica Construction Manual. (Appendix P)
In an interview with four departmental managers based on the questions compiled in
(Appendix #D) with particular reference to question 6-8, three manager had an idea of what GIS
was, based on what they read on the internet, those three persons were also willing to change
their current methodologies of data gathering, storage and presentation but all four expressed a
willingness to participate in GIS training. Based on the respondents from this group, there is a
clear interest is the implementation of GIS to aid in management.

4.20.1 National Housing Trust (N.H.T.) Site Analysis

A case for GIS use in construction locally is certainly in a developmental state as
postulated by Nadine Smith, (2012). The NHT currently has a mandate to become Business
Intelligent which is essentially an approach to integrate datasets to maximize overall efficiency
with particular reference to information technology. Encapsulated in this current mandate is the
maximization of GIS to aid in the management of project which reflects an advancement of
utilization from the current use of site analysis.
The GIS was implemented in 2007 and currently employs two persons, an analyst and a
technician. There has not been much growth of the GIS as a consequence of top level
management not been inclined to advance the capabilities and utilization of the GIS.
The organization employs GIS to assess the overall suitability of proposed sites, in addition to
monitoring current sites. The practical manifestations are firstly, project officers can conduct in
house assessments prior to site visits which foster more details site observation and certainly

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more informed assessment and reporting; secondly, project managers can visualize progress
integrated with qualitative data.
According to Nadine Smith, (2012), a product of the Business Intelligence approach is
the use of Microsoft Project Server which facilitates powerful business collaboration platform
services with structured execution capabilities to provide flexible work management solutions.
Project Server is built on Microsoft SharePoint and unifies project and portfolio management to
help organizations align resources and investments with strategic priorities, gain control across
all types of work, and visualize performance by using powerful dashboards. The practical benefit
of this approach is seen on the Longville Housing Project where the various schedules and work
flow documents are shared through this medium.
The N.H.T.s proposed development of the GIS will include the use of ArcGIS for
SharePoint. The useofArcGIS for SharePoint will add geospatial view to the organization's data
by offering interactive and configurable mapping components. Since Microsoft Project Server
will integrate all textual components inclusive of schedule, the addition of the ArcGIS for
SharePoint will create a link between the spatial data and the project schedule. This proposed
approach can serve as a premise to formulate integration of the geodatabase and the project
schedule which would provide an automated update of the schedule.

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4.20.2 National Water Commission (N.W.C) use of GIS

According to Andrea Williamson (2012), the GIS unit of the National Water Commission
is constituted of seven persons and according to Ian Bennet (2012), the current uses of GIS at the
National Water Commission include geo-referencing subdivisions, route analysis, monitoring
projects and merging datasets (eg. Microsoft Project Schedules, Excel files, Access Database,
.dbf files and .csv files)
The functionality of the GIS is premised on the interoperability of various Microsoft
Software such as Access, Projects, Excel and Outlook. Microsoft Access provides an excellent
platform for the manipulation of large datasets as well as it facilitates the establishment of
security and permission settings which excludes unauthorized entry to the various databases.
Access also facilitates costing functions, the entry of hyperlinks and more significantly it
provides a seamless link with the geodatabase. Interestingly Access was used to create shapefiles
for the simple reason that in dealing with dynamic information, the old status is appended by the
new record which is particularly useful for daily monitoring.
Ian Bennet (2012) postulated that Microsoft Projects is excellent for creating schedules
but is not the best suited software for manipulation of very large dataset and as such was not
linked directly to the geodatabase but rather to Access where a Visual Basic Script was
developed to allow specific contents of the schedule file to be displayed in the map document.
This was evident in the case where resource sheets and personal information were used in
analysis but not displayed in the map document. This was important since staff at various levels
use the same database for several different aspects of the work and might not be privy to certain
information.

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According to Ian Bennet (2012), the rationale for utilizing the Microsoft bundle of
software include the relative ease of which interoperability was achieved, the cost compared to a
customized software, the fact that the strengths of each software can be maximized to yield a
more comprehensive project management tool and finally it can be developed faster than writing
programs to fulfill the same purposes.
Ian Bennet (2012) indicated that the benefits of this approach includes the fact that it
requires less data intensive methods of updating the GIS as field officers, managers can email
updates from the field in hypertext markup language (.html) format to the GIS, which once
vetted by the input personnel is automatically uploaded. Another benefit is that it was developed
at a far cheaper cost that the corresponding approach of writing several scripts to enable the
aforementioned functions. The GIS is beneficial in that it is capable of storing and manipulating
multiple projects far easier than a conventional database plus the added bonus of visualization.
The use of this system was extended to pipeline analysis whereby the proposed route was
mapped; the progress of the work is mapped and referenced to schedules. This aspect of the GIS
bears distinctive similarity to essence of this final year project. This approach has also employed
mechanisms and scripts to create a seamless link between all datasets which is the ultimate aim
of all databases.

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Chapter Five - Analysis and Discussion

5.0 Overview
The aim of this research is to develop a Geographic Information System Model
(GIS_GDL) for the New Harbour Village Housing Development (Phase Three) to aid in the
management of the project.

5.1: What are the Current Project Management Techniques/ Tools employed at the New
Harbour Village II Project? (Research Question1)
The current approach to project management at the New Harbour Village II project does
not manifest the maximization of efficiency. Aerial photographs have to be supplemented by
AutoCAD drawings which highlight the inefficiencies in regards to progress reporting and
spatial layout.
The current approach epitomizes the absence of a single system for data storage, whereby
the housing manager uses Microsoft Excel and Access, the batching manager also uses Excel for
record keeping while the store manager keeps written records. There is no data sharing among
managers, which resulted in each manager keeping records of material used which is the ultimate
responsibility of the store manager. Thus overlaps exist with regards to material.
The current approach represents a total contrast to the GIS model (GIS_GDL) since the
model offers a platform for mass storage as it contains a large quantity of graphical and textual
information. Figure 8 (page 45) illustrates that all twenty construction activities were replicated
in the model. These activities are represented by a map layer and relating attribute tables of the

93

pertinent fields, forming a single medium for all forms of data. The model integrates all datasets
to enable spatial reference, advanced query and analysis. The current approach offers no such
integration and as such result in overlaps in information as seen where the Store and Batching
Plant have the same records for aggregates, cement and concrete admixtures while there are no
records of the dynamic processes of the construction stage of buildings and infrastructure.
Though photographs (Appendix A) exist which give some level of graphical
representation of the subject area, the relational model offers a more comprehensive and accurate
alternative as it is not adversely affected by relief displacement which affects aerial photographs.
All datasets in the GIS model have the same scale factor, the same map projection and the same
terrestrial reference system; hence data can be accurately represented both relatively and
absolutely.
Ideally it would be the preferred option to replace meetings with a simple query or series
of queries but realistically no system can truly dispense with the need for meetings. The GIS
model will provide an avenue to equip the personnel in the meeting with information which will
facilitate faster and more logical decision making than the current approach.

5.2: What is the Rationale for GIS in Project Management at GDL? (Research Question 2)
Both Vijay and Kartam suggested a need for effective computerized methods in
construction management which would efficiently integrate safety and quality control, during
construction as well as the incorporation and evaluation of other important aspects of a project
such as costs. The GIS model illustrated Figure 8 (page 45) the capability of seamlessly
integrating twenty elements of work. This integration will result in the elimination of overlaps in
data storage as observed with material inventory in addition to facilitate the sharing of data

94

which can improve efficiency as time is not wasted collecting data which was previously
collected.
The local cases of the National Housing Trust and the National Water Commission
certainly provide a blueprint for seamless integration of all project information, both spatial and
non-spatial in addition to a more automated link between the project schedule and the spatial
layers of deliverables.
The current approach employs field reports to be stored as hand written documents with
sketches whereas the GIS model offers a more standardized approach. Data gathered and stored
in various formats such as AutoCAD drawings for each scope of work was converted to shape
files and Microsoft Excel tables for all quality control, quantities, progress, sales, etc. were
stored as attribute tables. This resulted in the reduction of the disjoint in information which will
support decision making and schedule control.
The case study of the water supply project of Newstead, New York gives validity to the
approach of using GIS to aid in construction management, particularly on large projects
undertaken in phases. The contractor Wendell Duchscherer sought to improve his data collection,
storage and sharing through GIS technology which simplified his operations, reduced duplication
of data and improve his efficiency. Similarly, the GIS model simplifies the project managers job
with specific reference to monitoring scopes of work in that the complexity involved in
interpreting and structuring data from a multiplicity of sources in various formats are all handled
by a geodatabase, which essentially links locational to thematic data in one environment. In the
current approach at GDL thematic and locational data are separately compiled and require some
manual arrangement to ascertain the overall picture.

95

The GIS model provides capabilities to solve problems, involving creation of reports,
visualization of activities simultaneously and aid in quantity and quality checks to which no
component of the current approach has the capacity to deliver, neither individually nor
collectively.
Efficiency level is directly proportional to success level in the construction industry and
as such is critical to construction management. The quantity of data associated with a 2500 lots
housing development can be quite substantial and will require a system which will standardize,
store, manipulate and update data so that it can be retrieved in a format necessary to support
decision making without losing its accuracy.
As demonstrated in the results (Figures 32 & 33) the GIS was utilized to rationalize crane
operations as well as support disaster response (Figure 35), so the GIS Model was able to
provide solutions by efficiently integrating safety and quality control, during construction as well
as disaster. The real scenario depicted in Figure 35, provided a refilling solution to fire trucks,
which in its absence truck would have gone further a field in search of the same service, so this
use of the model has reduced the refill period. In the situations accounted for in Figures 32 & 33,
the operational routes for cranes were pre-determined by the GIS model (GIS_GDL) and can
serve as a guide to the operators of both cranes so as to eliminate conflict in their duties as well
as maintaining safe working distance between them.
The GIS_GDL demonstrated that it can be used to evaluate claims for payment, serve as
the basis for earned value/ planned value analysis thus preventing overruns. As in the case of
(Table 1), quantities can be verified to substantiate payment requests, material inventory and asbuilt records.

96

As laid out in the methodology of the model development (Section 3.15) the GIS model
(GIS_GDL) also provided a computerized quality control mechanism through topology where
rules are set which will highlight aspects of the work which contravenes the applicable laws,
building codes and operational safety regulation. The previous approach operated on a more
manual mode which can result in codes, laws and regulations to be easily overlooked.
GIS is ideally suited for large scale projects such as New Harbour Village II, where a
visual representation of the progress of all works would be essential in extended monitoring, not
only for the construction process itself, but also to all the auxiliary activities, including the onsite
batching plant, store keeping facility and equipment. Visualization allows the construction
manager to view the construction activities during any stage of the construction process thus
facilitating more logical decision making.

5.3: What are the Potentials of a GIS Model for Construction Management? (Research
Question 3)
The potentials of the GIS model are aligned to the requirements of the project
management team, which were ascertained through interviews. The potentials were manifested
by queries of the model in a structured sequence characterized by Figure 9 which replicated the
order of activities of the study area.

5.3.1 Providing Storage of Construction Data to Aid Decision Making

The GIS model has demonstrated that it is capable of storing and processing data relating
to all deliverables (Figure 8). A developer such as GORE DEVELOPMENTS LTD. can utilize
the GIS_GDL to bring a greater level of efficiency to their operations. The New Harbour Village

97

II Project is comprised of 2500 housing unit and is scheduled to have duration of ten years; such
a project will no doubt have an enormous amount of data which can be stored in a GIS. The fact
that the GIS model has the additional capabilities of querying, analyzing, and displaying data it
can aid in monitoring project tasks and rational decision making.

5.3.2 Function as a Schedule Control Tool

The essence of schedule control involve the determination of the current status of the
schedule, influencing the contributory factors to schedule changes, determining that the project
schedule has changed and finally managing the actual changes as they occur. (PMBOK-Third
Edition)
The fact that each deliverable such as buildings is decomposed into activities such as cast
foundation, cast walls, roof, etc whereby each activity was referenced to the schedule, the project
manager can minimize delays as was evident in the handing over of Block A (Figure 31 & Table
5) by analyzing the activity which is the subject of the delay and decide if it should be the subject
of resource levelling or fast tracking. The ability of the project manager to be better informed to
make these decisions in a timely manner can translate in minimizing cost overruns. In more
extreme cases where crashing the project is required, the earlier the manager recognizes the need
for this, would result in money saved.
Vijay in 2009 used a runtime application to create a user interface between the GIS
model and the Microsoft Project file to generate automated updates of the schedule in terms of
percentages. This represents a more advanced approach to this study but certainly provides a
basis for future studies. Vijays approach is premised on server technology which is beyond the
scope of this research but is recommended for the implementation of the GIS_GDL.

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5.3.3 Visualization of Progress of Scope of Works

It is always useful to a project manager, particularly on large project such as New
Harbour II to have a visual representation of the progress of each deliverable in addition to
auxiliary activities such as store keeping, batching plant and equipment all of which were
included to good effect in the GIS model used for this research.
Bansal stated in his research titled GIS in Construction Project Information System in
2005 that potentially visualization can be beneficial to a management team in that the progress of
works can be seen as a real world entity thus providing a more intuitive view and trends can be
derived.
In a study by Zhong et al (2004), a similar model called GVSS was developed, which
offers visualizing, querying and facilitates the detection of logical errors. This study highlighted
the visual element as being useful to ascertaining patterns and trends. These systems represent a
more useful visualization than the current approach of GDL, which involves aerial photographs.
These photographs are inherently deficient in encapsulating accurately the progress of substructural and super-structural works such as pipelines and internal finishing respectively.

5.3.4 Quantity Takeoffs

A study conducted by Cheng and Yang (2001) shows similarities in methodology with
this GIS model, in that AutoCAD drawing files were used to create layers in ArcMap to which
attribute data was linked, which aided in quantity takeoffs.
The results illustrated where a generated Table 1 from the GIS model (GIS_GDL)
relating to storm water mains served as a premise for quantity take offs in that the respective
layer was populated with as-built attributes so the quantity of pipes installed can be derived from

99

the field denoted by shape_length, hence the summation of this field yields the total quantity.
This report can be interpreted to derive quantities per block, quantities done by a specific subcontractor and certainly quantity approved.
This capability also provides a premise for costing from the perspective that the quantity
of pipes installed, at a certain rate per block, over a specific period can give an estimate of the
cost to complete a block. This capability can aid a project manager in determining the earned
value of a particular scope of work. The earned value is essentially the value of the work
performed expressed in terms of the approved budget assigned to that scope of work for a
schedule activity or WBS component. (PMBOK, 2004)
This earned value will subsequently help the project manager to derive an objective
measurement of the performance of the project progress by simply comparing earned value to the
budgeted cost or planned value of the work.

5.3.5 Route Planning and Optimization

The casting of concrete is executed by two cranes, which often result in both cranes
operating in the radius of each other. The GIS model was used to plan a casting route for each
crane. This capability was manifested by Figure 34, which speaks to the route each crane should
follow so as not to be in conflict with the other. An accompanying visualization was produced
for spatial clarity. This will translate in time saved as operators and supervisors will be clear as it
relates to the deployment of cranes, which is invariably linked to financial benefits. The charting
of designated routes will also result in a safer working environment.

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5.3.5 Sub-structural Analysis

Typically the elements of sub-structural work include the sewage network, storm water
network and the water supply network. These were all effectively monitored by the GIS model,
in that progress of work given by construction stage, quality control given by approval status and
quantity take-offs given by shape length were all executed as seen in Table 1.
The GIS model also offers visualization which provides a clear improvement of the
current techniques of analysis as the aerial photograph is unable to quantify, display or give any
indication of quality of these tasks. There exists similarity in the research and the operations of
the National Water Commission regarding pipeline monitoring.
The approach of the National Water Commission (N.W.C) to have field officers map
progress of work, email data to the server and have it vetted by the input personnel and uploaded
is certainly faster but that approach is substantiated by the need for daily progress reporting
whereas at Gore Development Ltd. the requirement is weekly.

5.3.6 Quality Control Mechanism

Management is keen on the progress of works but quality control can never be over
emphasized, not in the context of gold plating but managing the parts of the project so as to
have it conforming to the agreed and established standards. The GIS model facilitates up-to-date
progress tracking (graphical, textual, and tabular) as well as it give an indication of the quality
control parameters which are referenced to both design and operational standards. This is seen in

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all scope of works, in buildings the compacted marl pad must yield a minimum of 90%
compaction from a density test as a prerequisite to casting foundations.
Similar examples include the water supply mains must meet the standards of
microbiological tests of the laboratory of the National Water Commission prior to been
approved, and the electricity circuit must meet earthing (grounding) standards prior to been
energized. All quality control parameters are uploaded to the GIS model, which facilitate queries
and provides a basis for continuity in the work.
The GIS model can highlight cases where buildings straddle boundaries as defined by the
topology described in chapter 3; however there were no occurrences of this problem.

5.3.7 Management of Store Keeping Inventory

The quantity of material stored in the on-site store facility can be managed with the aid of
the GIS model in that the quantity of each material used is stored in the model and can be
queried to compare material unused to used, in addition to checking quantities a report of the
location and date of installation of each material can be generated. Batching plant data can be
checked by querying concrete casting quantities and dates, which will speak to the overall output
and efficiency of the batching plant.

5.3.8 Safety
The case of redeploying equipment such as cranes it can be derived from the model the
height of poles in addition to the energy status of transmission lines which will aid in the
decision of the mobilization/ de-mobilization routes.

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Another real world occurrence of a recent bush fire brought to fore the usefulness of GIS
in disaster response as within seconds a route and refilling point was derived without even a
simple query, but simply by a visualization of all the components of the scenario.

5.4 What are the Challenges in the Developing and Utilizating the GIS Model (Research
Question 4)
The current approach utilized methods which were not entirely conducive to a GIS based
environment, so inherently there will be challenges regarding data collection and storage. The
cost of software and hardware will also pose challenges from a student research perspective.

5.4.1 Lack of Proper Records

All scopes of work are of such a dynamic nature that dates are inherently critical,
however real world data was used in the development of this model and the record keeping on
the project was not of a very high standard, dates were not available for all datasets. This
encumbered somewhat the head to head comparison of the scheduled and actual dates and
duration of tasks, thus the true dynamics of tasks were not always encapsulated.
This is also evident in the archive of qualitative records from the associated stakeholders
such as J.P.S., N.W.C. and the JETS Laboratory, where all records are not requested by GDL and
stored for posterity. A GIS will require a more meticulous data gathering and storage. Another
problem was the J.P.S. in particular had a different system of numbering from the developer for
the respective elements to be installed. This scenario is in stark contrast to the operations of the

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National Water Commission as in their case data is gathered for a GIS environment so the
records are complete, up to date and standardized.
The completeness of record keeping may have been a hindrance but wherever dates were
kept they were referenced to the schedule as shown in the results where the date of the Practical
Certification of Completion (PCC) of a block was referenced to its scheduled date resulting in a
check of the overall process as since PCC is the final stage it spoke to the ability of the model to
track a series of activities. In this example the scheduled date of Practical Certification of
Completion of Block A (November 16, 2011) and the actual date was November 28, 2011.
This situation shows a delay of twelve days which can be further analysed by a GIS Model if
proper records existed.

5.4.2 Forms of Data

The infusion of computerized records at the New Harbour Housing Development project
has not been adopted and consequently has not been standardized in the current approach at
GDL. The housing and batching plant managers utilized Microsoft Excel for record keeping
which facilitates easy join and relates of data to the GIS model, however all other data gathered
were hand written in a seemingly hap-hazard manner.
Another problem was that the project schedule was developed to a block level as
opposed to a unit (house) level, so it speaks to Block A but not the individual houses
consequently progress has to be referenced to blocks, which is not necessarily a true real-time
representation of progress.

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5.4.3 Software and Hardware Constraints

The fact that student versions of ArcMap 9.3.1 and 10.0 was used to formulate this GIS
model, not all capabilities were operational as in the 9.3.1 version as metadata could not be
edited while 10.0 caused conflicts with the operating system and memory allocation.
The approach adopted by both the National Housing Trust and the National Water
Commission required programming to link schedule to database as well as a server to facilitate
all the operations of the various components of the system, these advancements were beyond the
scope of this research owing to the lack of programming expertise and the absence of a server.
The fact that ESRI offers a free download of ArcGIS for SharePoint Software the
principle by which its operation is maximized is dependent on the integration with a server. The
lack of programming knowledge and expertise also led to a more data intensive approach where
data entry and updates were more time consuming.

5.5 What are the Implications of Employing a GIS as a Project Management Tool in
Construction Management? (Research Question 5)
Proposing a change in some aspects of the managerial approach on a construction project
will certainly have implications on the organisation; the foreseeable implications are cost of the
proposed approach, staff, maintenance/ updating of the new system and finally how this system
will impact overall efficiency.

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5.5.1 Cost
Any new approach to management structure will have cost implications, in the case of
implementing GIS_GDL to aid in monitoring all scopes of work at the New Harbour Village II
project there will be the requirement of an investment into GIS related technologies. The project
manager at GDL, expressed that he is willing to implement a new system to aid in his duties
under the condition that it is within his budget, so despite the capabilities illustrated in the results
chapter, cost is a major factor.
The costs which will be considered at this stage are related to hardware, software and
personnel. The hardware considerations include personal computers, work stations, peripherals,
internet and networks devices. Software considerations will include the ArcEditor Software and
Licensing Agreements. Personnel considerations will include staff training and/or employment
of a new employee.
Since all departmental managers and staff have computers with ethernet and Wifi
capabilities, the immediate requirements will be a server and another personal computer for a
newly employed GIS analyst. The hardware and software listed in (Table 6) will be sufficient to
execute the steps discussed in the methodology of this research. The total cost of hardware and
software considerations is 44,557.95 USD, if this cost is spread over the duration of the project
which is ten years the cost per year of this system would be 4,455.795 USD.
Based on the Incorporated Master builders Association of Jamaica Construction Manual
(01.02.2011 to 31.01.2012) the rate per day (8-hour day) for a labourer is 1,761.25 JMD (20.16
USD) which suggests that for a labourer employed for a year (49 week @ 5 days/ week) the cost
of employment would be 4,939.20 USD. The projected increment of increase in rate for a
labourer for 2012 to 2013 is 5% which would translate to a salary of 5,186.16 USD. (Appendix

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P) The cost of the GIS to Gore Developments Ltd. would be less than the cost of the least paid
employee per year with considerably more capabilities and benefits than the current approach.

5.5.2 Staff
New approaches to work require new expertise and this means hiring new personnel or
retraining of existing personnel or both. The final decision will be based on the cost to hire new
personnel, the willingness and ability of existing personnel to be retrained and the organisational
policies.
From the interviews it was revealed that of the current staff, no one has GIS qualification,
expertise or experience. The staff structure in the organisational breakdown structure (Appendix
G) shows each person assigned specific duties and as such the implementation of a GIS would
require GIS training or the hiring of GIS personnel. The case of training staff will incur costs as
well as hiring new personnel. The organisation will have to decide on the approach to be taken
whether to hire, train or both. The staffing arrangement could also involve job losses as
personnel may be replaced by persons with GIS capabilities who can fill current roles.
From the result of the questionnaire (Appendix E) completed by eleven members of staff,
55% (6 persons) of the staff expressed willingness to participate in GIS training and 58% (7
persons) of staff expressed an interest in the implementation of GIS to aid in monitoring all
scopes of work. This speaks to the need to train the staff to be competent in GIS. Of five persons
(45%) not willing to participate in training, three were among the age group of over 34 years old
and the other two are employed to GDL for over two years.

107

These statistics show a correlation between age, years of employment and unwillingness to be
trained in GIS technology. Thus the older members of staff and those longest serving have
expressed an unwillingness to participate in GIS training.

5.5.3 Maintenance and Updating Project Information

Construction is characterized by dynamic activities, and the ability of a monitoring
system to stay current within an environment of constant change is critical. The GIS model
developed for this research certainly facilitates the update and display of current state of work
through data entry in attribute table associated with each dataset in the editing process in addition
to the use of domains. The updated attribute tables will reflect on the associated shapefile.
Tabulated data such as batching plant records of casting can be easily updated by the join and
relate function using a key such as lot#, since no two lots in the development have the same lot
number.
One distinct difference between updating the GIS model and the current approach is that
the model offers a controlled method of updates as the preset domains allows a specific subset of
values whereas in a manual system data can be assigned to incorrect files.
The approach adopted by the National Water Commission reflects a more fine tuned
updating mechanism the model created from this research in that field officers can manipulate
web enabled gateways to upload data gathered in the field which essentially dispense with the
need for data entry clerks and data intensive procedures, thereby resulting in more efficiency.
Personnel can email data to the system even from home, the analyst vets it and it is uploaded to
the GIS whereas the GIS model developed employs more data intensive input and maintenance
methods.

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The National Housing Trust offers web enabled links to their system where marketing
personnel as well as customers can access information relating to certain products. Both these
web enabled capabilities could significantly advance the efficiency of the operations of a
construction project.

5.5.4 Operational Efficiency

The GIS model will introduce capabilities as shown in chapter four which will rationalize
and standardize the processes and practices of Gore Developments Ltd. in order to deliver the
housing units to customers in a cost effective manner, at a high quality, on time and within
budget to remain competitive in a continuously evolving market. In construction, time directly
translates to money and the model (GIS_GDL) certainly enhances faster and more logical
decision making, however to validate this position the N.H.T. and N.W.C. were used as bench
mark approaches.
The N.H.T uses GIS to assess site suitability and monitor sites as part of their business
intelligence approach which suggests that Gore Development Ltd. can also benefit from a GIS
Model by having easy access to accurate, up to date, and complete information which can be the
catalyst for making better and timelier decisions.
The N.W.C. uses GIS to merge all project data and monitor their projects which are two
of the main objectives of the proposed model. Since qualitative, spatial and progress information
of each scope of work can be linked and stored in one system, data retrieval, queries and
monitoring will be faster and more accurate thereby improving efficiency.

109

This level of efficiency means there should be no lag between successive tasks, as is evident in
the fact that once the buildings are approved by the architect, the project manager can authorize
handing over.

110

Chapter Six Conclusion and Recommendation

6.1 Conclusion
The aim of this research was realized in that GIS model (GIS_GDL) was successfully
developed to map all deliverables by the use of map layers and attribute tables. The GIS model
has demonstrated its capabilities to monitor the progress of works and its ability to provide
further aid in analysis of site activities.
The objectives of this research were also realized in that the GIS model facilitated the
storage, integration, and query all project information which aided in making faster and more
logical decisions. The GIS model also aided in schedule control as each activity was tracked with
reference to a schedule. The model also provided reports which can be the premise for payments
and material inventory. The model also provided aid in safety in the site activities and aid in
disaster response.
The methodology, results and applicability of this research have been grounded in similar
applications of GIS both locally (N.H.T and N.W.C) and internationally (Newstead Water
Supply Project, New York) which speaks to a level of validity of this research and more
importantly a legitimate case for GIS based application in the construction industry in Jamaica.

111

6.2 Recommendation
1. The Surveying and GIS programme should be extended to include Database Management
and Programming as the possibilities of GIS software can be expanded immensely by
customized scripts and since GIS is rooted in database technology, it is logical to include
it in a module.

2. Group projects should be undertaken, but the possibility that the group can be comprised
of student from other programmes of the faculty or of other faculties must exist. This
would be beneficial in this research as the level of knowledge would be wider if students
with programming, construction and project management was included in a group. I think
that process would be more likely to generate a more useful project to the society as
opposed to just a requirement to complete a programme.

3. Construction projects of duration in excess of five years should utilize GIS in project
management as the benefits will outweigh the implementation costs over this period.

4. It should be mandated that submissions for approval of housing development projects in

excess of 10 lots should be accompanied by the relating shapefiles. These shapefiles
would be shared by interested parties thus facilitating the completion of a cadastre and
the creation of valued added jobs, products and services.

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6.3 Further Study

The next strata of this project would seek to integrate GIS in all stages of a construction
project, from design and planning to implementation to construction to post-construction.
Specifically the GIS will gather data about the environment, population and demography; it
would also include employment factors such as labour demand and supply, meteorological data,
then monitoring all aspects of construction.
The rationale would be to develop a suitability analysis of the site chosen, the benefits
and disadvantages to be derived, the employment accrued from construction, a trend analysis to
show what months to capitalize on construction activities due to weather and sales and finally
using the data for registry for the maintenance of the facilities and amenities and route
optimization for disaster response and crime management strategies by security.
This study would seek to put in perspective, the true impact of construction on the environment,
employment, national development and finally the gross domestic product of the country.

113

References

Bansal, V. K., and Pal, M. (2005). GIS in Construction Project Information System
Proceedings of Map India, 8th annual international conference and exhibition in the field
of GIS, GPS, Arial Photography, and Remote Sensing. New Delhi, India.
Bansal, V.K. and M. Phal. (2006). GIS based Projects Information System Construction
Management. Asian Journal of Civil Engineering (Building and Housing). 7(2): 115-124.
Bennett, I. (2012, March 15), Interview on Current Capabilities and Utilization of GIS at the
National Water Commission.
Burrough, P.A. and McDonnell .(1998). Principles of Geographic Information Systems: Spatial
Information Systems and Geostatistics. New York, USA: Oxford University Press.
Bestebreurtje, J.A. (1997). GIS Project Management. Netherlands, Amsterdam: Manchester
Metropolitan University.
Boxe, N., Spence, D. and Lane, K. (2003). Basic Construction Manual - For A Single Storey
Domestic Dwelling. Incorporated Masterbuilders Association of Jamaica.
Carter, N. and Seider, D. (2006) GIS Improves Construction Management, Newstead, New
York.
Cheng, M.Y and Yang, C.Y. (2001). GIS-Based Cost Estimate Integrated with
Material Layout Planning. Journal Construction Engineering and Management, Vol.
127, no. 4, pp. 291-299.
Clarke, J., (2008.) Appetite for Construction. Presentation. Australia: Thiess.
Easa, S., and Chan, Y. (2000). Urban Planning and Development Application of GIS.
USA, AL: American Society of Civil Engineers (ASCE).

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Coors, V, and Abdul-Rahman, A. (2010). Incorporating 3D Spatial Operator with Building

Information Models in
Construction Management using GEO-DBMS.
ESRI. (2004). Building Geodatabases. California, USA: ESRI
ESRI. (2004). Introduction to ArcGIS: for ArcInfo 9, Arc Editor 9 and Arcview 9. California,
USA: ESRI
Environmental Systems Research Institute. (1999). Spatial Analyst Extension. California, USA:
ESRI., 186 p.
Kartam, N.A., Integrating safety and health performance into construction CPM.
Journal of Construction Engineering and Management, ASCE, 123(1997) 121-126.
Li, H. Z., Chen L. Y. and Kong S.C.W., (2004). Application of Integrated GPS and GIS
Technology for Reducing Construction Waste and Improving Construction efficiency.
Presentation. 14 (3): 323-331.
Liske Chris (2007). Designing, editing, and maintaining a cadastral GIS. Presentation. Rapid
City. Retrieved on February 2011.
http://www.sdgs.usd.edu/bhdma/2007- 09/pdf/ChrisLiske.pdf.
Musliman I., Abdul-Rahman A., and Coors V. (2010). Incorporating 3D Spatial Operator with
Building Information Models in Construction Management using Geo-DBMS
Pelepko, S. (2008). Geographic Information System (GIS) Base Management of Construction
Aggregate Resources in the Commonwealth of Pennsylvania. Retrieved September 27,
2011, http://udel.edu/~spelepko/my_homepage/Research_Proposal.pdf.
Pinchas, I. (2011, September 15), Interview on the GORE Development Project.
Archival information on GORE project data, excel sheets reports

115

Project Management Institute. (2008). A Guide to the Project Management Body of Knowledge:
PMBOK Guide fourth Edition. Pennslyvania, USA: Project Management Institute, Inc.
Richardson, K., (2011). Enhancing the Commercial Real Estate Life Cycle. California, USA:
ESRI, retrieved September 25, 2011, http://www.esri.com/news/arcuser/0611/enhancingthe-commercial-real-estate-life-cycle.html.
Seaman, K., (2008). Commonwealth of Dominica: Multipurpose Cadastre Project.
Smith, N. (2012, March 07 & 14), Interview on the State of the National Housing Trust GIS.
Sultan, K. and Turker. M. (2001). Developing a Cadastral Information System with a
Spatiotemporal Modeling Approach. ankaya Ankara, Turkey, Middle East Technical
University.
Toprakli, Y., GIS use in Construction Management. Retrieved September 27, 2011,
http://w3.gazi.edu.tr/web/toprakli/research_materials/GIS%20use%20in%20CONSTRU
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Zhang, J., Zhong, D. and Hu, C., (2005). GIS-Based Simulation of Engineering Construction
Schedule (Vol. 11). Tianjin, China: Tianjin University.

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Appendix A- Aerial Photographs of Phases 2 & 3

Phase 3

117

Appendix B Conceptual Schema for Monitoring Scopes of Work at New Harbour Village II
Project

118

119

120

Appendix C
INTERVIEW QUESTIONS TO PROJECT MANAGER

1. What are the objectives of the organisation?

2. What are the specific functions of the Project Manager?
3. What are the scopes of works involved in delivering the product?
4. What tools, techniques and software employed in Managing the Project?
5. How are data collected and stored?
6. Describe your current Information Technology Infrastructure (Hardware)?
7. What do you consider to be the inefficiencies of the current approach?
8. Are you addressing these inefficiencies?
9. How would you rate the overall efficiency of your project?
10. Are you knowledgeable of Geographic Information Systems (GIS)?
11. Are you willing to implement a GIS to improve efficiency?
12. How often do you meet with your supervisors?
13. What software do you use to execute your duties and for what are they used?
14. Do you have a rate sheet for work done on this project?

121

Appendix D
INTERVIEW QUESTIONS TO DEPARTMENT MANAGERS

1. What are your roles and responsibilities?

2. How do you track the progress of the tasks you are responsible for?
3. How do you store data relating to your task?
4. What is the format of presenting your progress to Management?
5. What are the strengths and weaknesses of your current approach to storage and
presentations?
6. What do you know about Geographic Information Systems?
7. Are you willing to change your current approach to data gathering, storage and
presentation?
8. If GIS was to be implemented by Management, would you be willing to retrain
yourself to utilize it?
9. Do you think that your portfolio is operating at maximum efficiency?
10. Do you think the project is operating at maximum efficiency?
11. What software do you use to execute your duties and for what are they used?

122

Appendix E
QUESTIONSTIONAIRE TO STAFF MEMBERS

1. Do you think there is room for improvement in the execution of your duties?
Yes

No

2. Have you ever heard of Geographic Information Systems?

Yes

No

3. How did you hear about GIS?

Radio

TV

Journals

Internet

Other

4. Would you like to see the implementation of a GIS Model to improve efficiency in
managing the project?
Yes

No

5. Would you be willing to participate in GIS training to aid you in the workplace?
Yes

No

6. What age group are you in?

18 25 yrs

26 33 yrs

34 and Over

7. How long have you been employed by Gore Development Ltd.?

1 Yr

2 5 Yrs

6 10 Yrs

Over 10 Yrs

123

Appendix F Email to Mr. Chris Gore (General Manager of GDL)

124

Appendix G - Organisational Breakdown Structure of New Harbour Village II

PROJECTMANAGER
ISRAELPINCHAS

SITEMANAGER
ASAFKEREN

ADMINISTRATIVE
ASSISTANT
B.BONNIE
HOUSINGENGINEERING
MANAGER
SURVEYOR

INFRASTRUCTURE
STOREMANAGER
MANAGER
L.PENNANT
E.ALDAXA

INFRASTRUCTURE
SUPERVISOR(ROADS)
C.REID

J.ZITSPERGER

HOUSING
SUPERVISOR
C.FULLER

HOUSING
SUPERVISOR
L.GORDON

REMEDIALWORKS
SUPERVISOR
INFRASTRUCTURE
SUPERVISOR
(DRAINAGE&SEWAGE)
O.FERGUSON

SPECIALPROJECT
SUPERVISOR
A.DOUGLAS

F.GRANT

W.HAMILTON

LANDSCAPING&
AGGREGATES
O.GORDON

BATCHING
MANAGER
J.PRINCE

SCALECLERK
N.HENRY

EQUIPMENT
SUPERVISOR
C.PARKER

ACCOUNTANT
C.SMALL

SECURITY
U.BROWN

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Appendix H - Work Breakdown Structure of New Harbour Village II Project

CONSTRUCTIONOFPHASE3,NEW
HARBOURVILLAGEII

SEWER

STORM
DRAINAGE

ROADS

BUILDINGS

COLDWATER
SUPPLY

ELECTRICITY
SUPPLY

PARCEL

HANDINGOVER

InstallManholes

InstallPipelines

Construction
Stage

Lot#,Owner,
Address,Block

ElementType,#

ElementType,#

Lot#,Type

DeliverPractical
Certificateof
Completion

InstallMain
Pipelines

Install/
Construct
Elements

Inspection

Construction
Stage

Installation
Stage

Installation
Stage

BoundaryStatus

DeliverKeys

InstallLaterals

Construction
Stage

Approval

Mold#,Crane#

Testing&
Inspection

Testing&
Inspection

Construction
Stage

Testing&
Inspection

Inspection

Approval&
Certification

Approval&
Certification

Testing&
Inspection

Approval&
Certification

Approval&
Certification

Approval&
Certification

HandingOver

BlockEnergized

126

Appendix I Microsoft Project Schedule

ID

Task Name

Duration

70

Community Field Drain

1 day?

Mon 01/09/12 Mon 01/09/12

71

Paved Inlet1

1 day?

Mon 01/09/12 Mon 01/09/12

72

Storm Line 67

1 day?

Mon 01/09/12 Mon 01/09/12

73

COMPACTED MARL TO GRADE (ROADS)

1 day?

Mon 01/09/12 Mon 01/09/12

74

Waves Avenue

1 day?

Mon 01/09/12 Mon 01/09/12

75

Lagoon Circle

1 day?

Mon 01/09/12 Mon 01/09/12

76

Portland Bite Terrace

1 day?

Mon 01/09/12 Mon 01/09/12

77

Bay Circle

1 day?

Mon 01/09/12 Mon 01/09/12

78

COMPACTED MARL PAD

1 day?

Mon 01/09/12 Mon 01/09/12

79

Block A

5 days

Wed 06/15/11

Tue 06/21/11

80

Block B

5 days

Wed 06/22/11

Tue 06/28/11 79

81

Block C

6 days

Wed 06/29/11 Wed 07/06/11 80

82

Block D

6 days

Thu 07/07/11

Thu 07/14/11 81

83

Block E

7 days

Fri 07/15/11

Mon 07/25/11 82

84

Block F

7 days

85

Block G

7 days

Thu 08/04/11

86

Block H

6 days

Mon 08/15/11 Mon 08/22/11 85

87

Block I

5 days

Tue 08/23/11

Mon 08/29/11 86

88

Block J

9 days

Tue 08/30/11

Fri 09/09/11 87

89

CAST FOUNDATION

1 day?

Mon 01/09/12 Mon 01/09/12

90

Cast Foundation (Block A)

8 days

Thu 09/01/11

Mon 09/12/11 79

91

Cast Foundation (Block B)

8 days

Tue 09/13/11

Thu 09/22/11 90

92

Cast Foundation (Block C)

8 days

Fri 09/23/11

Tue 10/04/11 91

93

Cast Foundation (Block D)

9 days

Wed 10/05/11

Mon 10/17/11 92

94

Cast Foundation (Block E)

11 days

Tue 10/18/11

Mon 10/31/11 93

95

Cast Foundation (Block F)

11 days

96

Cast Foundation (Block G)

11 days

97

Cast Foundation (Block H)

9 days

98

Cast Foundation (Block I)

17 days

Thu 12/15/11

Fri 01/06/12 97

99

Cast Foundation (Block J)

22 days

Mon 01/09/12

Tue 02/07/12 98

100

CAST BUILDING (Walls)

1 day?

Mon 01/09/12 Mon 01/09/12

101

Cast Building (Block A)

8 days

Thu 09/08/11

Mon 09/19/11

102

Cast Building (Block B)

8 days

Tue 09/20/11

Thu 09/29/11

103

Cast Building (Block C)

8 days

Fri 09/30/11

Start

Finish

Predec

Tue 07/26/11 Wed 08/03/11 83

Fri 08/12/11 84

Wed 11/02/11 Wed 11/16/11 94

Thu 11/17/11

Thu 12/01/11 95

Fri 12/02/11 Wed 12/14/11 96

Tue 10/11/11 102

127

Appendix J Pre-Checked Plan for Phase 3

128

Appendix K House Locations

129

Appendix L Milestone Chart Illustrating Projected PCC Dates

130

Appendix M Quality Control Testing Results

131

132

133

Appendix N Practical Completion Certification

134

135

Appendix O Interview Questions to the National Housing Trust and National Water
Commission.

1. When was the GIS implemented?

2. What was the rationale for the implementation of a GIS?
3. What systems existed prior to the implementation of GIS?
4. What are the potentials of GIS use in your Organisation?
5. What are the challenges of developing and using GIS in your organisation?
6. What are the implications of GIS implementation?
7. What are the costs involved in the development and implementation of the GIS?
8. What are the objectives of GIS usage in your organisation?
9. How many persons are employed in the GIS unit?
10. What is the organisations mandate with respect to GIS?

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Appendix P - Incorporated Masterbuilders Association Rate Sheet

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