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14 Citations 9 References 11 Figures
nt of Daily Progress in a Construction Project of Multiple Apartment Buildings
F Available) in Journal of Construction Engineering and Management 133(3) · March 2007 with 10,769 Reads

1/(ASCE)0733-9364(2007)133:3(242)
s publication
Ju Hyung Kim
Yong-Cheol Yang Chan-Jung Park
23.24 ·Hanyang University
Jaejun Kim
28.96 ·Hanyang University
aper presents the methods used and a case study of a project management system PMS to manage daily progress in the construction of
e apartment buildings in South Korea. A dilemma encountered in previous research in the field of progress management is that efforts to
ce data accuracy cause the data handling workload to soar. A main feature of the method presented by the writers for calculating the
ed cost work schedule is to allocate the project budget into control attributes, activities, and tasks that are defined in a work-packaging
according to daily weight value. The method offers enhanced practicability by reducing data- handling workloads while not sacrificing the
le of progress management. The work-packaging model is designed to enable project managers to acquire and process data for progress
ement at various levels of detail. The budgeted cost of work performed is measured daily at the tasks level using the earning percentage
m daily work reports. The implementation of PMS focuses on functions to distribute the budget according to daily weight values and acquire
ning percentage from the daily work report. The PMS was applied to a construction project of 54 apartment buildings in South Korea. The
tudy of its use shows that company headquarters and managers in the field can acquire data for progress management without additional
andling workloads, and can analyze the progress daily at various levels of detail.
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t master schedule in MS- Progress plan chart in MS-EXCEL . Duration of Control Attributes in . Weight Value of Activities
L an Apartment Building
Management of Daily Progress in a Construction Project

of Multiple Apartment Buildings
Yong-Cheol Yang1; Chan-Jung Park2; Ju-Hyung Kim3; and Jae-Jun Kim4
Abstract: This paper presents the methods used and a case study of a project management system 共PMS兲 to manage daily progress
construction of multiple apartment buildings in South Korea. A dilemma encountered in previous research in the field of pro
management is that efforts to enhance data accuracy cause the data handling workload to soar. A main feature of the method present
the writers for calculating the budgeted cost work schedule is to allocate the project budget into control attributes, activities, and task
are defined in a work-packaging model, according to daily weight value. The method offers enhanced practicability by reducing
handling workloads while not sacrificing the rationale of progress management. The work-packaging model is designed to enable p
managers to acquire and process data for progress management at various levels of detail. The budgeted cost of work perform
measured daily at the tasks level using the earning percentage rate from daily work reports. The implementation of PMS focus
functions to distribute the budget according to daily weight values and acquire the earning percentage from the daily work report
PMS was applied to a construction project of 54 apartment buildings in South Korea. The case study of its use shows that com
headquarters and managers in the field can acquire data for progress management without additional data-handling workloads, an
analyze the progress daily at various levels of detail.
DOI: 10.1061/共ASCE兲0733-9364共2007兲133:3共242兲
CE Database subject headings: Buildings, residential; Scheduling; Information systems; Korea; Budgets; Construction manage
Introduction 1991; Barrie and Paulson 1992; Carr 1993兲. The general pr
for managing construction progress is to define tasks at the lo
In South Korea, approximately 500,000 residential dwellings are level of detail, to allocate resources to these tasks, and to calc
constructed annually, and 90% of these 共450,000 residences兲 are the budgeted cost of work scheduled 共BCWS兲 by multiplyin
apartments 共Ministry of Construction and Transportation 2005兲. quantity of resources for tasks by the unit prices of resources
Apartment developments tend to be planned as blocks consisting budgeted cost of work performed 共BCWP兲 is measured by u
f lti l t t b ildi d f iliti h i th k f t k Th i b t BCW

of See
multiple › apartment buildings
› areas.and
Seecommon facilities such as ing the work progress of tasks. The variance between BCW
parkingalllots See all
and communal For all ›reason,
this multiple apart- BCWP is analyzed for progress control. Download citation Share Download full-text PDF
14 buildings
ment Citations construction
9 References
projects11make
Figuresup the bulk of business However, for a multiple apartment buildings constru
for major construction companies, roughly 50% of annual turn- project, the number of tasks is too large to define and co
over. Thus, the timely management of progress is important to them individually, as dozens of apartment buildings are
finishing a project within its budget. structed. In these cases, the cost and schedule data of num
The methods for progress management of measuring planned tasks from several apartment buildings construction sites mu
and actual costs over a project’s schedule have been extensively processed at the same time. The challenge is that, even
researched 共Clark and Lorenzoni 1978; Rasdorf and Abudayyeh relatively simple project, attempting to keep cost records to
mum work levels results in an unmanageable cost system an
1
Researcher, Research Center, GS Engineering and Construction imposition of unnecessary extra work on material handling 共
Company, GS Yeokjoen Tower 537 Namdaemun-ro 5-ga Joong-gu, 1989兲. The amount of detailed data needed is so large that
Seoul, Korea. E-mail; ycyang@gsconst.co.kr lems and resistance have occurred 共Moder et al. 1983兲. Fo
2
Researcher, Research Center, GS Engineering and Construction reason, planning and controlling the level of detail should b
Company, GS Yeokjoen Tower 537 Namdaemun-ro 5-ga Joong-gu,
termined considering the efficiency of data handling.
Seoul, Korea. E-mail; parkcj@gsconst.co.kr
3
Assistant Professor, Dept. of Architectural Engineering, Despite recognition of the need to manage the schedul
Tongmyoung Univ., 535 Yongdang-dong Nam-gu, Busan, Korea 共corre- cost data of multiple apartment buildings construction pro
sponding author兲. E-mail; jkim@tit.ac.kr this has not been implemented in the systematic approach d
4
Professor, School of Architecture, Hanyang Univ., Haengdang-dong the challenges stated earlier. The writers present a method to
San 17 Seongdong-gu, Seoul, Korea. E-mail; jjkim@hanyang.ac.kr trol cost and schedule data at the lowest level of detail wi
Note. Discussion open until August 1, 2007. Separate discussions additional data-handling workloads, to achieve accurate plan
must be submitted for individual papers. To extend the closing date by
and control. The key feature of the method is to allocat
one month, a written request must be filed with the ASCE Managing
budget, instead of resources, at lower levels according to w
Editor. The manuscript for this paper was submitted for review and pos-
sible publication on June 28, 2005; approved on October 30, 2006. This value in order to calculate the BCWS and to update the
paper is part of the Journal of Construction Engineering and Manage- progress of tasks for measuring the BCWP. This method ca
ment, Vol. 133, No. 3, March 1, 2007. ©ASCE, ISSN 0733-9364/2007/ crease data-handling workloads unless practical approach
3-242–253/$25.00. method to manage cost and schedule data are introduced. M
242 / JOURNAL OF CONSTRUCTION ENGINEERING AND MANAGEMENT © ASCE / MARCH 2007
Downloaded 31 Jan 2011 to 166.104.43.118. Redistribution subject to ASCE license or copyright. Visithttp://www.ascelibrary.org
ods from previous research and current practices for controlling Barrie and Paulson 共1992兲 presented a method to calc
the progress of multiple apartment buildings construction projects progress which multiplies the percent of completed work item
in South Korea are likely to present a solution for practicability. the weighted value of manpower. The method uses the wei
This paper describes a new method and reviews project man- value of manpower instead of costs because the latter can ch
agement systems 共PMS兲 currently in use for managing the over time, causing the monitored target to become unclear.
f li l b ildi i j
progress
all of
› multiple
See apartment buildings
See all › construction projects.
TheSee
new all ›
method maximizes the practicability of progress man- Download
Cost Control and Schedule Control citation
Integration Share Download full-text PDF
14 Citations
agement 9 References
and is supported 11 Figures
by theoretical rationale in the field of
progress management. Control refers to the determination of whether a project has
as intended, by calculating variances between actual cos
progress and planned budgets and schedules 共Carr 1993
Theories on Progress Management progress control, base measures are produced directly from
that measure actual progressions. In general, base measure
BCWS, BCWP, actual cost of work performed 共ACWP兲, b
Progress is measured by analyzing schedule and cost data, which
at completion 共BAC兲, and estimate at completion 共EAC兲.
are interrelated and time dependent. For this reason, the indi-
these base measures, variances are used as decision criteri
vidual tracking of either is not useful to construction managers.
interpretation indicators for judging the current status of a pr
An integrated approach which enables them to acquire, store, and
Cost performance index 共CPI =BCWP / ACWP兲, sch
present information in a timely manner 共Rasdorf and Abudayyeh
performance index 共SPI =BCWP / BCWS兲, cost var
1991兲, has been continuously studied by researchers. The follow-
共CV =BCWP-ACWP兲, schedule variance 共SV = BCWP-BC
ing subsections present a theoretical background for progress
and variance at completion 共VAC =BAC-EAC兲 are derived
measurement and the integration of cost and schedule control.
sures. Concerns have developed as to the practicability and
racy of these concepts implemented in real projects.
Measurement of Work Progress Practicability depends on the level of accounting at whic
budgeting and scheduling are performed and mechanisms w
The weighted percent complete 共WPC兲 method 共Clark and Loren- connect the two. These attributes are normally defined from
zoni 1978兲 is widely used to determine work progress of a con- work breakdown structure 共WBS兲. However, the breakdow
struction project. The computation steps of the WPC method are work items frequently does not match the breakdown of cost
as follows: 共1兲 to assess the progress 共percent of completion兲 of a and thus their integrated control cannot be implemented 共Tei
work item 共e.g., a footing兲; and 共2兲 to multiply the percent com- 1987兲. As a solution, Teicholz 共1987兲 presented a map
pleted by the weight factor 共WF兲 to determine the WPC for each mechanism between cost breakdown structure 共CBS兲 and W
work item. The WF is computed as the ratio of the budget of a In the map, a cost account of the CBS is allocated to given
work item to the total budget of work items of the same type 共e.g., on the WBS. Hendrinkson and Au 共1989兲 attempted to lin
the WF of three footings is 0.32, 0.64, and 0.04 for the first, two parameters directly in a matrix, in which not only linke
second, and third footings, respectively兲. However it does not also isolated work items could be easily analyzed.
explicitly address the breakdown of a work item 共e.g., a footing兲
into its subcomponents 共e.g., excavation, forming, rebar, and con-
Work-Packaging Model
crete兲. Neither does it clearly establish assessment rules to evalu-
ate such a breakdown objectively 共Eldin 1989兲. Despite the contribution of research attempting to link th
Stevens 共1986兲 presented a method to display a project’s cost counts of cost and tasks in a schedule with the aim of integr
profile and accomplishments curve on the same graph. In the cost- and schedule-control, practicability has been a challen
graph, if the actual cost expenditure is less than the planned cost, seems obvious that the accuracy of integrated control wou
an under expenditure is recorded. The magnitude of an under enhanced if the attributes were defined at the task level, the
expenditure is equal to the difference between the two points on est level of WBS 共e.g., lifting, placing, and removing forms u
the cost scale. A shortcoming of the method is that the perfor- the activity known as “formworks”兲.
mance curve does not represent the actual work progress, al- However, this method is impractical because of the large
th h th th d d ff i t hi l i iti d h dli b d I dditi i b t

though the
See all › method Seedoes
all › offer an See
improvement
all › over graphical acquisition and handling burden. In addition, comparison bet
progress reporting. planned and actual progress at levels higher thancitation
Download the task le
Share Download full-text PDF
14 Citations
Eldin 9 References
共1989兲 attempts to enhance11the
Figures
objectivity, accuracy, and necessary, although data should be collected at the task
practicability of the model presented by Clark and Lorenzoni Thus, tasks need to be grouped into appropriate levels of d
共1978兲 by distinguishing the events used to measure earned value The work-packaging model was developed by the National A
共EV兲. He sets control points throughout the life cycle of work nautics and Space Administration and the Department of Def
items and develops earning rules for realizing these events. For In the initial model, the concept of activity-based cost contro
instance, a footing foundation may include events such as exca- used; it has since been modified to present a single accou
vation, forming, placing steel reinforcing bars, and concrete pour- adding cost data to the WBS 共Rasdorf and Abudayyeh 1991兲
ing. The EVs of each event can be expressed as a percentage. single account is determined at a higher level than the ta
When excavation is completed, the earning percentage is 5%, activities level and becomes the denominator for monit
formwork 10%, reinforcement 35%, and concrete 50% of the total progress.
progress. Eldin 共1989兲 suggests that the method is practical be-
cause it only requires data that can be acquired from visual in-
Challenges
spection of the project site. However, estimating progress by in-
specting a site can also be subjective, and the level of control The philosophy and methods for estimating progress from
points for quantity distribution and schedule are not clear. perspective of cost- and schedule-control integration are ple
JOURNAL OF CONSTRUCTION ENGINEERING AND MANAGEMENT © ASCE / MARCH 2007

Fig. 1. Project master schedule in MS-EXCEL
in the literature. A key factor is to develop a system to acquire the type of work and resources show a unique pattern ove
data for base measures at the lowest level in order to enhance entire project. For this reason, field staff members group acti
accuracy without incurring cumbersome data-handling work- by floor or apartment and manage the work group accordin
loads. For managers, measures derived at an appropriate level of
detail should be provided in the system, which can be imple- Scheduling
mented by means of a tailored work-packaging model that reflects The basic attribute for scheduling was a higher level of ac
the characteristics of a project. with basic floor units of each apartment as seen in Fig. 1
2–3 floors of concrete work abbreviated as “2-3F Con’c” in
1兲. Schedules at the sites are generally expressed using Micr
Investigation into Current Practices EXCEL bar charts.
For finishing work, the schedule for just one apartme
As part of the writers’ analysis for developing a PMS that is able given; it is used as a reference for other apartments becaus
to overcome challenges in progress management and that is also number of activities for all apartments in the finishing
specialized for multiple apartment buildings construction projects would be too much to express in a single bar chart. For
in South Korea, current practices for progress management were reason, it is difficult to know the starting point of each act
investigated. As samples, 25 construction sites of 10 construction relationships between them, their duration, and critical pat
companies ranked among the top 100 best construction compa- the finishing stage. These problems could likely be solve
nies in South Korea were randomly selected. The investigation using computer applications for project management. At th
was conducted from October 2002 to April 2004. The investiga- ginning of construction, scheduling data are prepared by
tion focused on scheduling, the production of basic measures 共i.e., progress management teams at headquarters and presented i
BCWS, BCWP, and ACWP兲 and control of the variance between formats of the computer applications. However, the applica
Seemeasures.
basic all › See all › See all › have not been used at the site due to the workload of upd
A Citations
unique feature of apartment construction projects in South data as the project proceeds. Download citation Share Download full-text PDF
14 9 References 11 Figures
Korea needs to be considered to understand the investigation re-
sults. In general, an apartment consists of housing units with the Calculation of BCWS and ACWP
same floor plan. A multiple apartment buildings block consists of Fig. 2 is an example of BCWS recorded in EXCEL. The B
apartments with similar patterns for floor plans. As a sequence, is calculated from CBS accounts. The weight value of an a
Fi 2 P l h i MS EXCEL
See all › See all › See all › Fig. 2. Progress plan chart in MS-EXCEL
ment is distributed between cost accounts 共e.g., 26.43 for rein- thus types of work show a pattern in monthly base. As
forced concrete in Fig. 2兲, and the weight value of the account is quence, the budget is evenly distributed to the upper lev
evenly distributed over the duration of the project by month 共e.g., WBS according to the experience. In that case, the BCWS
the weight value of October 2002 for reinforced concrete is 1.63 likely to be accurate from the beginning in a daily or weekly
in Fig. 2兲. The field staff determines the weight value by consid- At a single project, the monthly differences between BCWS
ering the project characteristics and payment cycles to sub- ACWP can be ignorable. However, at the level of a constru
contractors from previous projects. These subjective criteria are company, the aggregated daily or weekly differences bet
not appropriate for integrating cost control with and schedule con- BCWS and BCWP 共or ACWP兲 of all projects are signifi
trol. Third, the BCWP is not currently measured. Instead, the ACW
The actual costs of works completed by the end of month are measured but the ACWP can only be updated monthly. Thu
aggregated. The sum of actual costs is the ACWP. Its purpose is to variance between BCWS and ACWP can only be determin
prepare the payment report rather than to measure or analyze the the end of month. Analysis of a project’s progress over lon
project’s progress. tervals makes it difficult to track the actual situation on site a
Most field managers prefer to use Excel for recording and identify delays in the work.
processing cost data, notwithstanding the introduction of special-
The investigations elucidated the specifications of the w
ized computer applications for project management. Cumbersome
packing model and the preferred way to acquire and proces
workloads associated with data update in the commercial project
evant data. The floor-base work-packaging model is practic
management applications makes managers hesitant to use them.
activities and tasks are repeated in a similar pattern floor by
Thus, they try to handle not only cost but also scheduling data
in an apartment building construction project. Given that th
using EXCEL.
tailed budget and progress data can be obtained from the lo
level of WBS and CBS, the work-package should be defin
Problems and Lessons the lowest level of detail. However, additional data-han
Under the methods investigated, integrating cost- and schedule- workloads due to the detail of the work package are not all
control for the management of daily progress seems impossible if practicability is to be secured.
for three reasons. First, the level of control attributes in the WBS Various reports have been produced on-site, the data
is too high to provide the data necessary for progress manage- which can be used. For instance, the bill of quantity give
ment. In particular, finishing works are not subdivided for indi- quantity of resource items and their cost at the level of act
vidual apartments, activities and tasks. As a sequence, the From this, the budget of control attribute can be calculated
accuracy of BCWS is not assured, as it is calculated subjectively daily work report is another useful source of data on the
by field staffs rather than by a mechanism to connect the detailed progress of work. If the rationale and a mechanism to lin
data estimating the budget and schedule. Second, the budgets of budget of control and daily progress exist, the cost contro
activities are evenly distributed by month as shown in Fig. 2. The schedule control can be integrated.
main reason is that the same floor plan is repeated over floors and The concept of weighted values needs to be considered fu

Table 1. Conventional WBS of an Apartment Building

Intermediate
level Controlling
Work of work floor units
group group Activity 共number of floors兲
Reinforced Reinforced From work 1
concrete concrete Reinforcing bar 1
Concrete pouring 1
Masonry Blocks Blocks 1
Bricks Masonry 5
Masonry 5
共miscellaneous兲
Plaster Cement paste Cement paste 3–5
Wall plaster Window and 5
door mortar
Insulating mortar 5
Room plaster Floor insulating 10
mortar
Floor mortar 10
Concrete Concrete 1
Water Liquid proof Liquid proofing 3–5
proofing Sheet proof Sheet proofing 3–5
Calking Waterproof calking 10
Tile Wall tile Bathroom, 10
kitchen tile
Floor tile Bathroom, floor, 10 Fig. 3. Controlling-floor-units-based work-packaging mode
balcony control attribute
The budget and progress have been distributed according to their

weighted values in the projects investigated. Field staffs are fa-
miliar with this concept, and its rationale can be derived from The authors designed a work-packaging model by simpli
previous research 共e.g., Eldin 1989兲. these criteria and introducing controlling floor units. The mo
fundamentally based on the CBS. The lowest level of the C
the cost reported on the bill of quantity. There, the quanti
Proposed Method resources and their costs are presented at the tasks level o
See all › See all › See all › WBS. A work group in the CBS is conducted by a specia
The14writers have developed a method contract. A work group becomes a packageDownload citation Share
for subcontractin Download full-text PDF
Citations 9 References 11 of measuring and analyzing
Figures
the progress of multiple apartment buildings construction projects general, these two are matched one-to-one.
while reducing data handling workloads. The key feature of the However, scheduling at the tasks level is impractical.
method is a work-packaging model that is developed by consid- solution, the control attribute, which is the combination of
ering the lessons from the field investigation and which takes its group and controlling floor unit, is defined for scheduling
rationale from research in the field of progress management. budget of the control attribute is the aggregated cost of task
Based on the work-packaging model, techniques to calculate the fall under it. Fig. 3 is the work-packaging model designed b
BCWS and to measure the BCWP daily are developed. writers.
Work-Packaging Model Core Process

According to the investigation on current practices, the highest Based on the work-packaging model, the writers have deve
level of WBS for multiple apartment construction consists of civil a method to manage the daily progress and explain its ration
work, landscaping work, common infrastructure, parking lots and the following subsections according to the process sequen
apartment buildings. The lower level of WBS is defined similar to follows:
other construction projects as shown in Table 1. 1. Scheduling control attributes;
A unique feature of the WBS is that, according to the charac- 2. Allocating the budget of control attributes into daily bu
teristics of work types, the criterion to group activities varies. For according to daily weighted values;
instance, activities related to reinforced concrete work are man- 3. Calculating the BCWS by accumulating the daily budge
aged floor by floor, but tile work is done in 10-floor intervals. control attribute at a control point;
However, the criterion to divide the work group at the intermedi- 4. Measuring work progress in terms of earning percentag
ate level of work in the WBS in Table 1 is unclear. For instance, input this estimate into the daily work report. The ea
the plaster work group is divided according to types of elements percentage at a control point 共i.e., task兲 is defined from
共e.g., wall plaster and room plaster兲, while the masonry work bill of quantity, and BCWP is measured at this stage; a
group is divided by types of materials 共e.g., blocks and bricks兲. 5. Analyzing the variance between the BCWS and BCWP
Table 2. Duration of Control Attributes in an Apartment Building Table 3. Weight Value of Activities
Work Duration Cost of resources 共$兲 Budget of
group Control attribute 共days兲 Activity activity W
number 1 2 3 共$兲
Reinforced Foundation 12
concrete B1 23 1 300 300
1st floor 28 2 200 200
See all › See all

2nd› floor See all › 13 3 500 500
Sum Download1,000
citation Share Download full-text PDF
14 Citations 9 References
3rd floor 11 Figures 13
20th floor 14
PH2 13
Masonry 1–5F masonry 15 second step is to divide the resources allocated by contro
6–10F masonry 15
floor units into the activities. For example, the reinforced con
works of the 1st floor include erecting and placing forms,
Plaster 1–5F inner wall 10
work, etc. However, in many cases, the duration of these acti
6–10F inner wall 10
is 1 or 2 days, and it seems less efficient to allocate resource
1–5F stairway room 5
only 1 or 2 days of work.
6–10F stairway room 5
Therefore, instead of allocating resources in the second
2–10F floor plaster 7 the budget of the control attribute is distributed to activitie
11–20F, 1F plaster 7 cording to their weighted value. The weight value of activit
Water proofing 2–5F water proofing 10 produced from the ratio of the budget of an activity 共e.g., $30
6–10F water proofing 10 Activity 1 in Table 3兲 to the budget of the control attribute
Roof water proofing 10 $1,000 in Table 3兲.
Tile 2–5F tile work 12 Currently, the weight values of activities are calculated
6–10F tile work 12 the bill of quantity and registered in the database manage
systems of the PMS developed by the authors. Its use w
explained in the next section of the paper. For multiple
Scheduling ments’ construction, the weight value calculated for a repres
tive apartment can be reused in other apartments that have si
The duration of the control attribute is estimated by considering
floor plans and resources allocated.
the sequential order of work activities, the quantity of work, ex-
The schedule chart is drawn based on the control attribute
perimental data, and the opinions of specialists. Table 2 shows an
daily budget of the control attribute can be calculated from
example of the control attribute’s duration.
distributed budget of the control attribute according to the
Reinforced concrete work, the most essential part of construc- weight value of activities. To calculate the daily weight valu
tion, is generally processed in a 10-day cycle and consists of activity’s overall weight value is divided by the activity’
about 10 activities. Each activity takes 1 or 2 days. Once rein- pected duration, if more than 1 day. In Fig. 4, the duratio
forced concrete work is finished in the upper floors, the masonry,
Activity 1 is 2 days and its weight value is 0.3 from Table 3;
plaster, Korean floor heating, windows, painting, wallpaper, and
its daily weight value is 0.15 共i.e., 0.3 /2兲. If the budget o
furnishing work in the lower floors succeed in order. For instance,
control attribute is $1,000, the daily budget of the first day is
the masonry work of the first floor starts after the reinforced con-
共i.e., $1,000 ⫻ 0.15兲. By using the daily weight value, the b
crete work of the seventh floor is finished. Once the relationship
of the control attribute can be divided at the level of acti
between tasks and the duration of each is determined, scheduling while the budget of activities is not calculated individ
can be conducted using commercial project management applica- BCWS is the accumulated daily budget of all control attribu
tions like Primavera Project Planner or MS Project. a control point.
Allocating Budget to Control Attributes

Measuring BCWP and Analyzing the Variances
and Calculating BCWS
The BCWP is measured at the level of individual tasks. The
I S h K h i l i h bill f
In See
South Korea, atSee theall construction
Seeplanning stage, the bill of
quantityall ›is prepared by› the quantity all ›
surveying teams at a cept of the quantitative technique presented by Eldin 共198
14 Citations
company’s 9 References
headquarters. 11 mechanism
There is no Figures for solidly inte-
grated connection between the cost and schedule at this stage. The
data-handling workload associated with integrating the cost- and
schedule-control was mentioned as a main factor diminishing the
practicability of the proposed method earlier in the paper. As a
solution, the writers suggest a technique to allocate the budget to
the control attributes according to weight values instead of allo-
cating resources.
The resource allocation then can be performed in two steps.
The first step is to allocate resources by controlling floor units
described in work-packing model. For example, the total amount
of concrete is allocated to each floor because the controlling floor
unit for reinforced concrete work is 1 floor. For masonry work, Fig. 4. Distributed budget of the control attribute according t
the total amount of blocks is allocated to each floor unit. The daily weight value
Table 4. Weight Value of Tasks daily work report is one of the essential documents for con
Weight Weight tion projects in South Korea, as it records daily progress, the
Activity value of Task Earning value of earning percentage can be obtained to measure the BCWP.
number activity number 共%兲 tasks relieves the burden of additional data handling workloads.
1 0.3 1 50 0.15
2 30 0.09
3 20 0.06 Project Management Systems Currently in Use
2 0.2 4 40 0.08
5 60 0.12 The writers developed the PMS and applied this to a bui
3 0.5 6 100 0.50
project of 54 apartment buildings, 26 underground parking
and 4 commercial buildings. Apartment buildings compris
3,600 housing units of four types of floor plan. The project
used, but the control point in Eldin’s method is replaced by the tion was 28 months. This is one of the largest multiple apar
task. Table 4 shows the relationships between the weight value of construction projects in South Korea.
tasks and activities.
The information is derived from Table 3 and Fig. 4. The sum
Scheduling
f i f k d i i i 100% Th
of See
earning› percentages
See allof› tasks under an › activity is 100%. The
sum of all
weight values See all
of the activities under a control attribute is Scheduling is done at the level of the control attribute
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1. The weight value of a task is calculated by multiplying its Fig. 5. Types of control attributes in the schedule charts for
earning percentage by the weight value of the activity. apartment building construction are similar. The number,
If a task is finished, this means that the budget of a control and starting date of attributes of a type vary according t
attribute is spent according to the ratio of the weight value of its location of an apartment building, number of its floors, numb
tasks to the budget of the control attribute. For example, in Table units in a floor and starting date of its construction. The nu
4, if the budget of a control attribute is $1,000 and only Task 1 is of activities for one apartment building is about 200. Thes
finished, the earned value of the day is $150 共i.e., $1,000 ⫻ 0.15兲. tivities are construction only and construction management a
In this case, the variance between BCWS and BCWP is nil, as the ties are not included. A master schedule chart is drawn f
BCWS for day 1 is $150 in Fig. 4. apartment buildings and necessary data are translated from
Once the BCWP can be measured daily, the variance between schedule charts of each apartment building. The schedul
the BCWS and BCWP can also be analyzed daily. Given that the other activities such as earthwork, civil work, parking lots,
mon facilities, and community spaces is added to it.

Fig. 5. Standard schedule chart of an apartment
Fig. 6. Resources distributed by floors
A CPM network schedule chart presented in Fig. 5 of an indi- work, and concrete pouring, but the schedule chart indicates
vidual apartment building is made using Microsoft 共MS兲 Project. a single structural work. Such a difference is solved by devis
Given that commercial scheduling-oriented software makes function to group relevant tasks and elements. Fig. 7 is a
scheduling and displaying schedules convenient, the scheduling is ample of this grouping.
conducted using MS Project. To effectively deal with the numer- In the PMS, if a column title 共e.g., the third floor兲 is d
ous data on resources and costs, it is better to use the tailored clicked under the activity section 共e.g., reinforced concrete w
PMS developed by the writers rather than commercial scheduling an interface window pops up prompting the elements 共e.g.,
See all programs

software › 共e.g.,
See all ›PrimaveraSee all › Planner or Microsoft
Project stairway rooms, slab etc.兲 as required. The aggregated budg
Project兲. In order to implement the 11proposed Download
these items 共e.g., the third floor unit No. citation bar
Share
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14 Citations 9 References Figures method by the writ- 303 reinforcing
ers, the budget should be distributed according to weight values becomes the budget of the control attribute in the schedule
of all tasks or activities under a control attribute. However, com- of MS Project.
mercial software programs provide a function to distribute no less
than 10 weight values and there are control attributes with more
Measuring BCWS and BCWP
than 10 tasks or activities. The proposed PMS enables to handle
250 weight values. These weight values need to be systematically The files including schedule charts are loaded on the PMS
managed in a database due to sizable numbers and these would be then the start dates, finish dates, and WBS code of each co
used for monitoring and reporting planned and actual cost. The
authors implement it and the detail will be explained in the fol-
lowing subsections.
Budgeting
When scheduling and budgeting are conducted simultaneously,
much effort is needed to integrate them. As a solution, the sched-
uling is done first and then the budget is distributed at the levels
of control attributes, activities, and tasks. Budgeting based on the
bill of quantity is conducted. A resource for the entire project is
divided into sections of work 共Sectors 1–6兲 and apartment build-
ings according to its weight value. To save time, an automatic
function for the distribution of a resource into controlling units
共e.g., a floor兲 is developed.
Fig. 6 is the screen that captures this function in the PMS. In
Fig. 6, the total quantities of certain types of deformed bars 共e.g.,
10 mm兲 are distributed to each floor of an apartment 共i.e., No. 201
apartment in Sector 2 in Fig. 6兲.
Connecting the Budget of Tasks and the Control

Attribute in the Schedule by Grouping Tasks
The items in the bill of quantity, compared to the control attribute
of the schedule chart, have many more items and they do not
correspond to each other one-to-one. For example, the detailed
types of work for reinforced concrete consist of formwork, rebar Fig. 7. Grouping work activities

obtain the earning percentage for measuring the BCWP. The

tents of the daily work report include the name of the co
attribute, its start and finish date, and its daily progress. The j
staff’s job is to select a task on the interface window and inp
required information. For example, as shown in Fig. 9, afte
lecting a task 共e.g., Apt. No. 202 1–5 Floor Brick Wall Erec
the staff input its progress percentage.
Currently, the earning percentages of an activity’s task
saved in the PMS database, to which the staff can refer b
inputting new data. The start date is given and, if the progres
is 100, the current data automatically becomes the finish da
the PMS. The PMS enables managers to copy the conten
tasks from other projects and to modify them.
When the progress is entered into daily work report wind
the PMS calculates the budget of the tasks performed. The b
of tasks performed is summed and the project-level BCW
calculated. The payment of earned value is made to subcon
tors according to the progress calculated on the daily work re
Analyzing Variances at the Project Level

When the BCWS and the BCWP are measured, the plan-
Fig. 8. Weight value distribution to control attributes comparison can be for a particular point in time. The site ma
can check the progress in real time on the PMS. Fig. 10 show
planned and actual progress in terms of overall progress
attribute is imported from the schedule file. In the PMS, the total and the progress status of individual control attributes 共i.e
budget is distributed to control attributes according to the daily activity name in Fig. 10兲. The progress of each multiple apar
weight values. construction project is gathered and monitored on a single
Fig. 8 shows the daily weight value distributed to each control dow of the PMS. The headquarter management team can mo
attribute. The cumulative budget distributed among various con- all projects which are currently undergone.
trol attributes is the daily BCWS at the project level. In order to Fig. 11 shows the BCWS and BCWP measured monthly. I
manage the daily progress, the BCWP must be calculated daily. chart, the weight value of the work group 共i.e., masonry兲 i
However, the process to acquire the relevant data must be simple tributed by month. The ACWP are recorded along with the B
and clear. Therefore, the daily work report is used in the PMS to and BCWP. The derived measures 共i.e., SV, CV, SPI, and CP

Fig. 9. Incorporation of tasks’ progress in the daily work report

Fig. 10. Real-time progress status report
Ad

Fig. 11. Monthly BCWS and BCWP measurements
calculated from BCWS, BCWP, and ACWP. The derived mea- The challenge in the field of progress management is th
sures are displayed in an integrative analysis window of the pro- crease in data handling workloads when the progress is contr
posed PMS. at the lowest level of work to enhance accuracy. An investig
into the current practices of progress control for multiple a
ment construction projects in South Korea addresses the
Practicability and Accuracy of the Proposed System dilemma. In practice, work activities are grouped into contro
floor units and work groups are the main attribute used for s
The proposed system provides a graphic user interface to group uling and control. Due to data handling workloads, the var
tasks and activities as a work group. This function enhances the between plans and actual performance has been measured
flexibility for defining work package comparing to commercial monthly. In order to reduce data handling workloads, the b
scheduling software programs. Another practical function of the has been allocated to sublevels of detail according to prede
system proposed by the authors is to distribute the budget into the weight values. Daily progress is recorded in the daily work re
level of tasks according to the weight values. The BCWS can be Key aspects of the method presented by the writers
calculated from the budget of control attributes by allocating it at work-packaging model designed to provide a flexible leve
the level of activities or tasks according to the daily weight val- calculating and measuring basic measures. According to the
of detail in the model, daily weight values are defined botto
ues. This technique can reduce the data handling workloads as
and the budget is allocated top-down. By doing this the B
compared to the method which calculate the budget of the control
can be calculated. The method then uses the earning percenta
attribute
See all from
› theSee
costs
all ›of tasks and activities.
See all › Measuring the daily work to measure the BCWP.
BCWP in real time just by inputting the progress 共%兲 of tasks Download citation
The writers developed a PMS and implemented Share
the metho Download full-text PDF
obtained from the daily work report, without additional data han- its use by applying it to a real multiple apartment constru
dling workloads, is the other function enhancing the practicabil- project. The system was able to integrate many schedule c
ity. Using this method, the manager is able to check on the and bills of quantity one to one, and was able to calculat
progress of a project in real time and to analyze any problems. BCWS with minimum data handling by introducing the b
The practicability of this method and the PMS has been proven distribution technique based on the daily weight value. To e
from the real case described. tively calculate and input the BCWP, a progress updating m
The accuracy of the proposed system is closely tied to the based on the daily work report has been developed. Simp
accuracy of the weight values used in calculating the BCWS and including the percent of progress in the daily work repor
BCWP can be calculated on a daily basis. The case study s
to that of the earning percentages used in measuring BCWP.
the practicability of the PMS.
Theoretically, the technique of allocating the budget of the control Many features of the method and the PMS are derived
attribute to activities and tasks yields the same results as the tech- characteristics of multiple apartment construction projec
nique which calculates the resources and costs of activities and which similar floor plans are repeated, producing unique pa
tasks and sums-these costs to obtain the control attribute budget. of the work process and types of resources. The practicabil
The accuracy of the earning percentage should be further vali- the method and the PMS in other types of projects needs
dated. The earning percentage at the task level is calculated from validated further. In addition, to enhance the practicability o
the bill of quantity for a representative apartment and used for PMS, a simple standard that defines the level of tasks shou
other apartments with similar floor plans. Currently, the earning provided. The accuracy of earned values will be further vali
percentages of tasks under an activity are saved in the database by real data from completed projects in future research.
and used. In future research, any difference between the earning
percentage calculated directly from the bill of quantity and that
from a representative apartment will be measured.
Acknowledgments
Compared to the previous method in which the BCWS and
BCWP are measured monthly, the new method can present daily
This work was part of the research 共R11-2005-056-03001-0兲
progress data. It can be assumed that daily progress control would
ported by the Research Center for Technological Innovatio
provide notice of problematic situations more efficiently than Sustainable Buildings, an Engineering Research Center 共E
monthly progress control. As a result, the schedule and cost supported by the Korea Science and Engineering Found
would remain on the track, as planned. The contribution of this 共KOSEF兲.
new method for progress control can be validated by measuring
the variances in cost and schedule of projects using the previous
and the new method. Such analysis will be addressed in future References
research.
Barrie, D. S., and Paulson, B. C. 共1992兲. Professional construction
agement, McGraw-Hill, New York, 252–274.
Carr, R. I. 共1993兲. “Cost, schedule, and time variance and integratio
Conclusion
Constr. Eng. Manage., 119共2兲, 245–265.
Clark, F. D., and Lorenzoni, A. B. 共1978兲. Applied cost engine
This paper has proposed a method to manage the progress of
Marcel Dekker New York
Marcel Dekker, New York.
See all apartment
multiple › See all ›
construction See all
while ›
maximizing the practica- Eldin, N. N. 共1989兲. “Measurement of work progress:citation
Quantitative
bility and not diminishing
14 Citations the theoretical
9 References rationale. Examples of
11 Figures nique,” J. Constr. Eng. Manage., 115共3Download
兲, 462–474. Share Download full-text PDF
implemented PMS follow to support the method. Hendrickson, C. T., and Au, T. 共1989兲. Project management for con
tion: Fundamental concepts for owners, engineers, architects
builders, Prentice Hall, Englewood Cliffs, N.J. integration: Issues and needs,” J. Constr. Eng. Manage., 117共3兲
Ministry of Construction and Transportation. 共2005兲. Annual statistics 502.
Rep. 2005, Seoul, Republic of Korea. Stevens, W. M. 共1986兲. “Cost control: Integrated cost/schedule p
Moder, J. J., Phillips, C. R., and Davis, E. W. 共1983兲. Management with mance,” J. Manage. Eng., 2共3兲, 157–164.
CPM, PERT, and precedence diagramming, Van Nostrand Reinhold, Teicholz, P. M. 共1987兲. “Current needs for cost control systems.”
New York. Project controls: Needs and solutions, C. W. Ibbs and D. B. A
Rasdorf, W. J., and Abudayyeh, O. Y. 共1991兲. “Cost and schedule control eds., ASCE, New York, 47–57.


14
s (14)Citations 9 References
References (9) 11 Figures
(1989) proposed a practical procedure for evaluating work progress in a quantitative manner by employing the WBS and earned value. Yang
07) attempted to calculate a budgeted cost work schedule by allocating the project budget into a work-packaging model. Chou et al. (2010)
ed a management information system that provided an objective measure of completed work by integrating an earned value analysis and
e management system based on a multiple criteria decision-making process. ...
echnique is generally adopted in Korea to measure progress and determine payments to contractors. The ratio of the completed quantities
he total planned quantities is calculated using individual items on a contractual bill of quantities (BOQ) ( Yang et al., 2007 ). However, this may
n additional workload. ...
nt of a Progress Management System Integrated with the Quality Inspection Process: Case of a nuclear power plant construction
Korea
Full-text available
Park · Kil-Jong Kwahk · Ju Hyung Kim · Jaejun Kim
ow abstract
i and Glaser in 1977 [14], DeCotti and Dyer in 1979 [15] and Pinto and Slevin in 1988 [6], denoted the customer satisfaction as the other
uccess factor. Type of the projects and human factor are the other critical factors that affect the project success [1, 5, 16] . Shenhar et al. [3] in
roduced thirteen success measures in four groups and some researchers denoted that a payment to contractors is the other project success
7, 18, 19, 20]. ...
nagement Development – Practice and Perspectives MAKING COMPARISON BETWEEN FMCDM AND MCDM TO DEFINE PROJECT
S WEIGHTS
e Paper Full-text available
olpîra
ow abstract
nitoring and Control
De Marco
14 Citations
ow abstract 9 References 11 Figures
ifferent Types of Tenders, Tender Qualification/ Processing, Quantitative Techniques for Tendering, Planning and Monitoring- A Review
Kumar · B Hemanth Roy
uilding information modeling to integrate schedule and cost for establishing construction progress curves
UTOMAT CONSTR
u Kung · Han-Hsiang Wang · Kun-Chi Wang · Wei-Chih Wang
ow abstract
ed Approach for Progress Tracking in Liquefied Natural Gas Construction

e Paper
g· Wenchi Shou · Hung-Lin Chi · Xiangyu Wang
ow abstract
ual model for effective maintainance of productivity records: A tool for facilitating the analysis of disruption claims
n Braimah
ow abstract
of cost and schedule using BIM
n· S.-L. Fan · C.-H. Wu
See all ›
ow abstract See all › See all ›
advanced electronic management systems to manage remote projects in the Kingdom of Saudi Arabia
e Paper
idawi
ow abstract
gs of the 5th eServices Symposium in the Eastern Province: Comprehensive eServices, Successes and Challenges (Arabic and English
‫ ﺗﺣدﯾﺎت و‬:‫ اﻟﺧدﻣﺎت اﻹﻟﻛﺗروﻧﯾﺔ اﻟﺷﺎﻣﻠﺔ‬،‫اﻟﻣﻠﺗﻘﻰ اﻟﺧﺎﻣس ﻟﻠﺧدﻣﺎت اﻹﻟﻛﺗروﻧﯾﺔ ﺑﺎﻟﻣﻧطﻘﺔ اﻟﺷرﻗﯾﺔ‬
ull-text available
d Ahmed Abdellatif
ow abstract
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nt of Daily Progress in a Construction Project of Multiple Apartment Buildings

F Available) in Journal of Construction Engineering and Management 133(3) · March 2007 with 10,769 Reads

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Management of Daily Progress in a Construction Project

f lti l t t b ildi d f iliti h i th k f t k Th i b t BCW

242 / JOURNAL OF CONSTRUCTION ENGINEERING AND MANAGEMENT © ASCE / MARCH 2007

th h th th d d ff i t hi l i iti d h dli b d I dditi i b t

JOURNAL OF CONSTRUCTION ENGINEERING AND MANAGEMENT © ASCE / MARCH 2007

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Fig. 1. Project master schedule in MS-EXCEL

244 / JOURNAL OF CONSTRUCTION ENGINEERING AND MANAGEMENT © ASCE / MARCH 2007

JOURNAL OF CONSTRUCTION ENGINEERING AND MANAGEMENT © ASCE / MARCH 2007

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Table 1. Conventional WBS of an Apartment Building

The budget and progress have been distributed according to their

Work-Packaging Model Core Process

246 / JOURNAL OF CONSTRUCTION ENGINEERING AND MANAGEMENT © ASCE / MARCH 2007

See all › See all

Allocating Budget to Control Attributes

JOURNAL OF CONSTRUCTION ENGINEERING AND MANAGEMENT © ASCE / MARCH 2007

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Fig. 5. Standard schedule chart of an apartment

248 / JOURNAL OF CONSTRUCTION ENGINEERING AND MANAGEMENT © ASCE / MARCH 2007

Fig. 6. Resources distributed by ﬂoors

See all programs

Connecting the Budget of Tasks and the Control

JOURNAL OF CONSTRUCTION ENGINEERING AND MANAGEMENT © ASCE / MARCH 2007

See all › See all › See all ›

obtain the earning percentage for measuring the BCWP. The

Analyzing Variances at the Project Level

See all › See all › See all ›

Fig. 9. Incorporation of tasks’ progress in the daily work report

250 / JOURNAL OF CONSTRUCTION ENGINEERING AND MANAGEMENT © ASCE / MARCH 2007

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Fig. 10. Real-time progress status report

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Fig. 11. Monthly BCWS and BCWP measurements

JOURNAL OF CONSTRUCTION ENGINEERING AND MANAGEMENT © ASCE / MARCH 2007

252 / JOURNAL OF CONSTRUCTION ENGINEERING AND MANAGEMENT © ASCE / MARCH 2007

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JOURNAL OF CONSTRUCTION ENGINEERING AND MANAGEMENT © ASCE / MARCH 2007

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Park · Kil-Jong Kwahk · Ju Hyung Kim · Jaejun Kim

nitoring and Control

Kumar · B Hemanth Roy

ed Approach for Progress Tracking in Liquefied Natural Gas Construction

g· Wenchi Shou · Hung-Lin Chi · Xiangyu Wang

of cost and schedule using BIM

n· S.-L. Fan · C.-H. Wu

See all › See all › See all ›

See all › See all › See all ›

Development of program management frame for multi-national mega projects

Article Full-text available

Min-Ho Park ·Kil-Jong Kwahk · Ju Hyung Kim · Jaejun Kim

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Doo-Hwan Kim · Ju Hyung Kim ·Byung-Ju Ahn · Jaejun Kim