UNIVERSITY OF ENERGY AND NATURAL RESOURCES, SUNYANI

DEPARTMENT OF CIVIL AND ENVIRONMENTAL ENGINEERING

GEOGRAPHICAL INFORMATION SYSTEM AND ITS APPLICATION TO

PROJECT MANAGEMENT IN THE CONSTRUCTION INDUSTRY: A CASE STUDY

OF THE CONSTRUCTION OF A THREE-BEDROOM APARTMENT IN FIAPRE,

SUNYANI, GHANA

by

AKOLBILA EMMANUEL AYINBISA

ASAMOAH HENRY JERGEN

OCTOBER, 2022

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 GEOGRAPHICAL INFORMATION SYSTEM AND ITS APPLICATION TO

PROJECT MANAGEMENT IN THE CONSTRUCTION INDUSTRY: A CASE STUDY

OF THE CONSTRUCTION OF A THREE-BEDROOM APARTMENT IN SUNYANI

MUNICIPAL, GHANA.

by

AKOLBILA EMMANUEL AYINBISA

ASAMOAH HENRY JERGEN

A thesis
submitted in partial fulfilment
of the requirements for the award of
Bachelor of Science Degree in Environmental Engineering
School of Engineering
University of Energy and Natural Resources
Sunyani, Ghana

OCTOBER, 2022

Approved: Department of Civil and Environmental Engineering

ING. ERIC OFOSU ANTWI ….………………… …. . ……………….

(Supervisor) Signature Date

Dr. Prince Antwi-Agyei ….………………… …………………..

(Head Of Department) Signature Date

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© 2022
Copyright
University of Energy and Natural Resources
All rights reserved

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 DECLARATION
We hereby declare that this work is our own towards the Bachelor of Science degree in Civil
Engineering and that to the best of our knowledge, it contains no material previously published by
another person nor material which has been accepted for the award of any other degree of the
University, except where due acknowledgement has been made in the text. We also understand
that the copyright in our thesis is transferred to the Department of Civil and Environmental
Engineering, UENR, Sunyani.

AKOLBILA EMMANUEL AYINBISA ………………… ………………

(UEB0700718) Signature Date

ASAMOAH HENRY JERGEN …………………. ………………….

(UEB0701718) Signature Date

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 ACKNOWLEDGEMENTS
We wish to express our profound gratitude to the Almighty God who provided strength, wisdom,
and patience to all those who helped to make this study possible. A special debt of gratitude is
owed to Ing. Eric Ofosu Antwi, our project supervisor, who made this work possible. His guidance
and advice carried us through all the stages of writing our project. Our hearty thanks go to Mr.
Samuel Akowuah okyereh. We would not hesitate to put on record invaluable contributions,
objective criticisms, and insightful suggestions from Mr. Samuel Akowuah okyereh, RCEES,
UENR.

A debt of gratitude to our families for having our backs throughout our 4-years journey, we are so
much glad to have them as part of us. We say God bless them.

Finally, our acknowledgement cannot be complete without mentioning the tremendous support
and admonishing of Mr. Romeo Tweneboah Koduah and Mr. Ransford, that sustained us
throughout this project.

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 ABSTRACT
A significant area of civil engineering is construction. It is the second-largest sector of the economy

and one that contributes significantly to the nation's infrastructure development is the building

industry. Construction of large projects like townships, stadiums, and dams is difficult since it

requires managing the project's complexity and meeting the stakeholders’ needs. The cost-

effectiveness, timely delivery, quality, and quantity of resources available throughout the lifecycle

of construction all have a significant role in whether a project succeeds or fails. This shifts the

attention to efficient project management in the building industry. With the development of

information technologies, their application to the planning and monitoring of buildings is

continually being investigated. The idea of combining a Geographic Information System (GIS)

with construction project management is presented in this thesis as a better way to track a project's

progress. With input, GIS is an IT tool that may show a three-dimensional representation of a

building. The progression of a building project can be shown in a 4-D image with time acting as

the fourth dimension. This study demonstrated the integration of a three-bedroom with a GIS

solution for progress tracking. The architectural designs are created using AutoCAD with various

layers used to separate the various building components. Using Microsoft Project 2021, the task's

schedule and progress are recorded. Using the ArcMap module of the ArcGIS software, the

AutoCAD designs are imported and converted into shape files. The ArcScene module of ArcGIS

was used to produce the 3D view showing the progress of building construction. The updates to

the schedule worksheet of MS Project's schedule depend on the extrusions of the 3D view of the

building. The project's stakeholders can all benefit from the 4D model of progress monitoring,

which can be used for planning and oversight in the rapidly expanding construction sector.

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 TABLE OF CONTENTS
DECLARATION ............................................................................................................................. i

ACKNOWLEDGEMENTS ............................................................................................................ ii

ABSTRACT................................................................................................................................... iii

TABLE OF CONTENTS ............................................................................................................... iv

LIST OF TABLES ......................................................................................................................... vi

LIST OF FIGURES ...................................................................................................................... vii

CHAPTER ONE ............................................................................................................................. 1

INTRODUCTION .......................................................................................................................... 1

1.1 Background study ............................................................................................................. 1

1.2 Problem statement ............................................................................................................ 3
1.3 The main objective of the research .................................................................................. 4
1.4 Specific objectives of the study........................................................................................ 4
1.5 Research questions .......................................................................................................... 4
1.6 Significance of the study .................................................................................................. 4
1.7 Limitations of the study.................................................................................................... 5
CHAPTER TWO ............................................................................................................................ 6

LITERATURE REVIEW ............................................................................................................... 6

2.1 Introduction ............................................................................................................................... 6

2.2 Project management in Ghana and the world................................................................... 6

2.2.1 Successful Project Management ............................................................................... 9
2.3 Challenges in project management ................................................................................ 12
2.4 Existing project management tools ................................................................................ 16
2.5 GIS technology ............................................................................................................... 18
2.5.1 GIS history .............................................................................................................. 21
2.5.2 GIS Uses in Construction Projects .......................................................................... 22
METHODOLOGY ....................................................................................................................... 27

3.1 Introduction .................................................................................................................... 27

3.2 Research design .............................................................................................................. 27

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 3.3 Research methods ........................................................................................................... 29
3.4 Sources of data ............................................................................................................... 29
3.4.1 Primary Data Source ............................................................................................... 29
3.4.2 Secondary Data Source ........................................................................................... 29
3.5 Selection of study area ................................................................................................... 30
3.5.1 Sample Size............................................................................................................. 31
3.6 Data processing and analysis.......................................................................................... 32
3.6.1 Relative Importance Index (RII) ............................................................................. 32
3.7 Design conceptual schema ............................................................................................. 33
3.7.1 Collection of 2D Drawings ..................................................................................... 34
3.7.2 Creating a work breakdown structure ..................................................................... 35
3.7.3 Preparation for Activities in Work Breakdown Structure....................................... 35
3.7.4 Importing of Drawings to GIS Environment .......................................................... 36
3.7.5 Georeferencing and digitizing in GIS Software...................................................... 37
3.7.6 Convert AutoCAD Drawings to Shapefiles ............................................................ 38
3.7.7 Import Shapefiles into Arc scene ............................................................................ 39
3.7.8 Join the Attributes Table with the Project Schedules ............................................. 40
3.7.9 Convert AutoCAD Drawings into 4D..................................................................... 42
3.8 Ethical considerations .................................................................................................... 44
RESULTS AND DISCUSSION ................................................................................................... 45

4.1 Introduction ............................................................................................................................. 45

4.2 Project management tools and techniques ..................................................................... 45

4.3 The Relationship between GIS And Project Management............................................. 47
4.4 GIS Technology ............................................................................................................. 49
4.5 Has your firm used GIS during any phase of a recently completed project? ................. 49
4.6 Challenges facing Project Management ......................................................................... 53
CONCLUSIONS AND RECOMMENDATIONS ....................................................................... 55

5.1 conclusions .......................................................................................................................... 55

5.2 Recommendations .......................................................................................................... 56
References ..................................................................................................................................... 58

APPENDIX ................................................................................................................................... 61

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 LIST OF TABLES
Table 4 1: Descriptive Statistics Project management tools and techniques ................................ 46

Table 4.2 shows the impact of GIS on a project ........................................................................... 50

Table 4.3 shows the degree of knowledge does you personally have with the use of GIS for any

purpose .......................................................................................................................................... 50

Table 4.4: the degree of knowledge to personally use GIS to manage construction projects ...... 51

Table 4.5: Descriptive Statistics of the uses of GIS In Construction Projects .............................. 52

Table 4.6 Descriptive Statistics of the challenges faced in project management ......................... 53

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 LIST OF FIGURES
Figure 2 . 1: Project management processes ................................................................................... 9

Figure 3.1: study map of Fiapre .................................................................................................... 31

Figure 3. 2: D structural drawings ................................................................................................ 34

Figure 3.3 : project scheduling...................................................................................................... 36

Figure 3.4: Imported 2D structural drawings in Arc GIS Environment ...................................... 37

Figure 3 .5: Georeferenced 2D Drawings .................................................................................... 38

Figure 3. 6: Shapefiles of the 2D Drawings ................................................................................. 39

Figure 3.7 : Imported 2D Drawings in Arc Scene ....................................................................... 40

Figure 3. 8: project scheduling in CSV Format .......................................................................... 41

Figure 3. 9: Attribute table of the Column shapefile ................................................................... 41

Figure 3.10: Shows the 3D view of 100% complete casting of the columns .............................. 42

Figure 3. 11: Shows the updated project scheduling for 50% complete concrete casting ........... 43

Figure 3 .12: shows the updated 3D view for 50% complete concrete casting ............................ 43

Figure 4. 1 : 3D Visualization of the GIS Model .......................................................................... 48

Figure 4.2 : Shows the uses of GIS In Construction Projects ........Error! Bookmark not defined.

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 CHAPTER ONE

INTRODUCTION
1.1 Background study
Every country's progress depends on the construction industry, whether it is for buildings, roads,

railways, or dams. It is the second-largest sector in the country besides the agriculture and Banking

sectors (Amponsah et al 2010). Nevertheless, it remains the most unorganized sector in Ghana.

This sector's growth differs across the country, indicating that it is concentrated more in urban

areas than rural communities. GlobalData estimates Ghana's construction industry grew by 1.1 per

cent in 2021, and the annual average growth rate is expected to be 3.9 per cent between 2022 and

2025. The construction industry creates a substantial number of chances for both skilled and

unskilled jobs, which helps to advance the nation's socioeconomic growth (Amponsah et al, 2010).

Additionally, the industry provides the facilities and infrastructure required for the growth of other

economic sectors, including housing for basic human needs, healthcare facilities, structures for the

national communications network, and others. Schools are for instruction and learning.

Commercial and business activities take place in shops and factories. Many developed and

emerging modern economies have successfully used the production of these physical assets to

make and maintain the necessary socio-economic progress of their economy.

Due to the enormous volume of tasks and expenses related to construction projects, the success of

the industry is still hampered by the high number of project failures. Miscommunication between

the Project manager in the office and his team on site can affect teamwork, as a result, Project

managers find it challenging because of the lack of coordination between the office and the project

site (Al-Ramadan, 2013). To ascertain the sequence of tasks and the state of the project, they must

visit the job site to avoid team disputes that may cause project delays (Al-Ramadan, 2013). Also,

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Public projects receive excessive amounts of funding, manpower, and other resources, but fail at

a high rate due to poor project management procedures, ineffective integrated planning and control

systems, subpar accountability standards, and a lack of transparency (Amponsah, Richard (School

of Property, 2010) A long approval process for project proposals, poor administrative practices,

beneficiaries' lack of project ownership, incorrect cost and time projections, and more are

additional key factors. For example, a study conducted in Ghana revealed that the players involved

in the construction lacked the knowledge and skills required to ensure the project's successful

completion (A Hammond, 2018).

Project managers continue to use conventional techniques for planning and tracking progress, such

as bar charts and critical paths, which has a significant disadvantage for the decision-making

process of a construction project. because these techniques do not provide geographic information

related to real-time coordinates (Bansal, 2008). The quality and effectiveness of the current

scheduling and progress reporting procedures may be significantly improved by integrated project

tools since project managers are under pressure to complete projects more quickly. Now that the

number of IT tools accessible greatly increased such as AutoCAD, GIS, and Microsoft project

management, controlling or leading projects is simpler and more dependable(Altuwaijri, 2014).

A geographical Information System is a storage facility that creates the link between all

information related to a construction project which includes project schedules, material takeoffs,

Construction drawings, Bills of Quantities, etc. This enables the unified storage of data, enabling

Project Managers to access it at any time and from any location for analysis and presentation in

the format of their choice. Additionally, this data structure would aid engineers in exchanging

geographic information, maintaining existing data, and enabling adaptive design and data-

gathering processes without requiring them to exchange data files with various formats, versions,

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and contents. Better client satisfaction results in time and resource savings (Altuwaijri, 2014). A

planner may benefit from a clearer understanding of a project and the ability to incorporate other

parties' actions into the planning process if GIS and project management are combined. A flow

diagram of the timetable can also be used in huge projects to monitor all ancillary operations, such

as the use of on-site plants and equipment, in addition to the actual construction process.

Construction managers and other project participants from various backgrounds will be able to

obtain information about the project's development and support decision-making thanks to the

integration. GIS will give these professionals a common language and framework for interaction.

GIS is frequently perceived as a tool for presentations. In reality, a GIS produces excellent maps

that effectively and captivatingly convey a substantial quantity of information. GIS is both a set of

methods for handling data and a database system with particular features for geographically

referenced data (Palve, 2013). The project manager will have a better intuitive understanding of

the construction sequence when they can visualize the progress of the project in 3-dimensions. The

project manager will see the construction operations at every stage of the project thanks to these

3-D visualizations, which will also benefit emergency planning. This thesis will demonstrate how

GIS may be coupled with project management to develop a database for a construction project.

1.2 Problem statement

Since all the datasets necessary for managing a project are in separate files, visual assessment of

the work in progress is useless and might lead to a lot of errors. Also, it is difficult to manage any

project using conventional scheduling tools for construction management, such as Critical Path

Methods, bar charts, PERT, etc. These conventional scheduling methods fall short of providing

data about the geographic component of a building project. The schedules' extensive list of events

makes it challenging for project managers to both explain them to their team members and spot

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schedule mistakes. This problem is lessened by using GIS, which incorporates project management

schedules and construction drawings with GIS. Because of the 3-D modelling in GIS, stakeholders

who are unfamiliar with MS Project and Primavera will now understand it.

1.3 The main objective of the research

To Demonstrate the feasibility Of Geographical Information System (GIS) To Project

Management.

1.4 Specific objectives of the study

The following objectives were set to achieve the research aim:

1. To evaluate the project management techniques used in the planning stage of a construction

project.

2. To integrate GIS in the project management process in Ghana’s construction.

3. To assess the merits of using GIS in project management in Ghana’s construction sector.

1.5 Research questions

This research study shall find answers to the following relevant questions.

1. What are project management techniques used in the planning stages of a construction

project?

2. What are the challenges that affect the Project management techniques in Ghana?

3. What is the importance of using GIS in managing a project in the construction sector?

4. What is the relationship between geographical information systems and project

management?

1.6 Significance of the study

The following are the significance of this study:

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 1. This study will significantly boost how quickly time and money can be used effectively

and how to produce highly productive projects in the construction industry.

2. Future project managers will see this study as an opportunity to thoroughly explore the

discipline of managing human, material, and financial resources to understand its

difficulties.

3. This research will undoubtedly identify the output of the Ghanaian construction sector and

assess its effectiveness.

4. This research will benefit professionals involved in overseeing project activities to

guarantee the project’s goals.

1.7 Limitations of the study

1. Financial constraint: Lack of funding often makes it more difficult for researchers to gather

data and find relevant sources, literature, or information.

2. Time restraint: In addition to her other academic responsibilities, the researcher will

conduct this study. As a result, less time will be spent doing research.

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 CHAPTER TWO

LITERATURE REVIEW

2.1 Introduction
The chapter focuses on the merits of using GIS to manage projects, particularly those that are

related to construction, globally. The studies that are also featured in this thesis have undergone

in-depth investigation and evaluation to answer and support the points made in an orderly and

pertinent manner for ease of reference. Also, some of the methods used in project management

nowadays will be reviewed from the previous literature published.

This assessment also considers several other areas of how GIS might be used, including how the

system can be linked to project management to offer a spatial representation of the many aspects

of building projects, projects' current status, and potential implementation difficulties.

2.2 Project management in Ghana and the world

Although the use of project management dates back to the Egyptian era and has been around for

thousands of years, it wasn't until about 50 years ago that organizations began to systematically

apply project management tools and techniques to difficult projects(Kwame Obeng-Ahenkora,

2022). The Navy employed contemporary project management techniques for its Polaris project

in the 1950s. During the 1960s and 1970s, large, time- and budget-constrained projects were

managed by the Department of Defense, and NASA, as well as sizable engineering and

construction firms (Hoon Kwak, 2003.p.1). The manufacturing and software development

industries adopted and used sophisticated project management techniques in the 1980s. By the

1990s, numerous organizations and industries had embraced project management theories, tools,

and techniques and they have been numerous attempts to describe the meaningfulness of project

management (Seymour & Hussein, 2014). The traditional definition of project management is the

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management of company resources on a given activity, within schedule, within budget, and within

the performance (Kerzner, 2017). The primary project management restrictions are these three

factors combined, and there are typically trade-offs between them (Altuwaijri, 2014). Typically, a

project's objective is to complete a developed product by the set performance standards, on

schedule, under budget, and with no delays (Altuwaijri, 2014). A project's lifecycle, from

conception to completion, is controlled and managed through project management to ensure that

it is carried out according to plans and schedules, that any deviations are corrected for timely

completion, within budget, and with proper quality control in various design and construction on

site (Braglia, M., & Frosolini, M., 2014). To ensure the project's overall success, the project

manager oversees all of the resources at his disposal, as well as their varied tasks and projects.

Utilizing project-related knowledge, abilities, tools, and processes are crucial for meeting

requirements and ensuring the project's success (Seymour & Hussein, 2014). To effectively plan

and supervise project work, people use a collection of principles, methodologies, and techniques

referred to as project management techniques. Project management is frequently used in the

construction sector on jobs of all sizes and complexity levels. Project management is the process

of carrying out project tasks and meeting project requirements using knowledge, skills, tools, and

procedures (Kostalova, J., & Tetrevova, L., 2014). Additionally, it includes the project's overall

planning, monitoring, and management, as well as everyone's motivation to complete it on time,

within budget, and to the highest standards possible (Amponsah et al, 2010). The project's goals

must also be accomplished according to schedule, within allocated financial constraints, with the

desired level of quality, and at the designated level of performance. This is achieved by

meticulously planning, overseeing, and controlling every aspect of the project. Project

management has been employed in the study of development economics as a means of advancing

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the objectives of developing nations like Ghana for their economies (Venter, 2005). Both the

public and private sectors can benefit from project management. For instance, (Venter, 2005)

highlighted that the banking industry in Ghana has experienced an intensification of competition.

As rivalry in Ghana's commercial sector rises, smart project management techniques could readily

develop into a source of distinct competitive advantage. In the 20th century, this phrase gained

notoriety and was frequently used as more businesses realized the advantages of project

management (Altuwaijri, 2014). Project management is an integrative process that requires the

correct alignment of each project's component for on-time work completion (Hamada, M. A., &

Akzambekkyzy, A., 2022). Failure at any point in the project's timeframe will cause the project's

goals to be delayed or completely unmet. This challenging task can be completed through Five

phases that make up the project management life cycle, the initiating phase, planning phase,

executing phase, monitoring phase and controlling phase (Altuwaijri, 2014). These Five phases

are collectively called the Project management processes. The Planning phase is the most

important phase among the five. Numerous hours of confusion and rework during the project's

execution and control phases can be avoided by taking the time upfront to determine the right

needs and structure for planning and administering a project.

The Project Management Institute is credited with coining the phrase “project management process

groups”, which is frequently used in the field of project management. Project life cycle, project

management process, and project management phases are all terms that some authors use

interchangeably (Altuwaijri, 2014). Project managers are the ones who guard their teams, clients,

and projects from misunderstandings, missed deadlines, scope creep, and other mistakes on the

front lines of projects. Regardless of where they work or the types of projects they manage, project

managers support tactical choices that uphold their goals and promote the welfare of the people

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involved in their projects regardless of where they work or the kinds of projects oversee. It calls

for balancing the administrative requirements of a project with its workforce, which is a sizable

job description.

Figure 2 . 1: Project management processes

Source: Project management Institute (2008)

2.2.1 Successful Project Management

Over the past few years, project management literature frequently confuses the two distinct

measures of a project's success, that is, Project management Success and Product success. The

success of a project's finished product is measured by how well it achieves its goals, fulfils its

purpose, and is well-received by all parties involved (Altuwaijri, 2014). Success factors in project

management are those elements that affect whether a project management activity is successful or

unsuccessful (Altuwaijri, 2014). The secret to successful project management is the achievement

of cost, time, and quality goals. These Costs, time and quality must be balanced to achieve

successful project management. The definition of a successful project seems to be very elusive.

Project success has been studied by many authors, but the definition of project success has

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remained vague (Altuwaijri, 2014). It is probably the topic of project management that generates

the most discussion but the least amount of agreement. For more than 20 years, researchers have

worked to pinpoint managerial factors that are essential to success. The same opinion has been

expressed by others. For successful project management, several authors have proposed a list of

pertinent criteria, the majority of which were discovered through experience or research. Despite

this, scholars have always found it difficult to overcome these obstacles, mostly because they vary

from one country and scenario to another (Altuwaijri, 2014).

The early studies on this subject discovered that planning, the project manager's skill, dedication

to the project's goals, the project team's motivation, the project's determination of scope, and

project monitoring and control are crucial to project success. Other research also uncovered

additional success factors, including team satisfaction, contractor satisfaction, customer

satisfaction, budget performance, schedule performance, and functionality. This set of elements is

partially related to the triple constraints (time, cost and quality) which are frequently regarded as

the driving force for successful project management.

Determining and measuring project management success or failure can be difficult (Shokri-

Ghasabeh & Kavousi-Chabok, 2009). Projects frequently take longer than expected to finish, but

they can still be deemed successful. An example of the development of a shopping mall in

Bolgatanga in 2018 was deemed to be completed in 3 years, however, the completion was three

months later than expected, and there was an additional expense of roughly half the agreed-upon

amount, including the contractor's contractual claims. The shopping mall has proven to be very

well-liked by tenants and customers ever since it opened. Both the contractor and the developer

incurred losses, and from each party's point of view, the project was a failure. However, users and

stakeholders see the project as a whole, very differently, believing it to be a huge success.

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When analyzing and predicting the success of construction projects, Ashley, Lurie, and Jaselskis

1987 gathered data from the project's staff as well as information from the literature to arrive at

more than 200 factors (Altuwaijri, 2014). These variables were condensed into 46 variables, which

were then divided into five groups. According to owners' and contractors' perspectives, Ashley et

al. conducted a survey to identify the key components of successful construction. The top factors

were discovered to be 15. From the top 15, they then picked 11 for additional analysis. Ashley et

al. also conducted interviews to acquire information. Eight different organizations submitted a total

of 16 project samples, with each company contributing two samples (an outstanding project and

an average project). Ashley et al. focused on hiring individuals with experience working on various

projects kinds. During the interview, 90 subjective and objective questions regarding the 11 criteria

were asked. The success criteria include several success markers. According to Ashley et al., the

top seven variables for project success prediction are as follows: planning effort, scope and work

definition, the project manager's commitment to goals, the project team's drive for success, goal

orientation, project management expertise, safety, and control systems (Altuwaijri, 2014). Ashley

et al. recognized six crucial elements that would determine if a building project was successful:

the budget, timetable, functioning, contractor and client satisfaction, as well as project team

satisfaction (Altuwaijri, 2014)

Furthermore, because the definition of success varies from person to person and can mean many

different things to various individuals, there may be arguments on whether or not a project is

successful. (Shamim, 2022). It has not yet been possible to decide whether the project is successful

or unsuccessful based on any conclusive evidence or a consensus (Altuwaijri, 2014). For certain

parties, a project may be a success while failing for others. Due to this, it is important to determine

who sets the criteria for project success and who determines whether a project is successful.

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(Venter, 2005). There are two primary explanations for the ambiguity, the first involves the parties

in the projects having various perspectives on success or failure and, as a result, value various

outcomes. So, it is still unknown how to assess the success of a project. The second is that different

studies in the literature have different lists of success or failure factors. In reality, a lot of these

variables don't matter whether a project succeeds or fails. Typically, a project's success or failure

is influenced by a variety of elements at various stages of the project life cycle. The ambiguity can

be attributed to three factors: the universalistic approach, which posits that all projects are

comparable, that is employed in the majority of project management research; the arbitrary nature

of the success metrics; and the infrequent examination of management variables in earlier research

(Altuwaijri, 2014). The project’s short-term life is planned and controlled for project management

success., whereas Project success typically has a long-term aspect and is focused on the anticipated

overall lifetime of the finished projects.

2.3 Challenges in project management

Project management in the construction industry in Ghana faces numerous difficult issues and an

unfavourable environment. Throughout the construction process, project managers encounter

numerous difficulties especially if they are employing traditional techniques. The building stage

can be frantic and challenging. As several subcontractors come into play, the number of

stakeholders grows. Plans and specifications for the project are evolving. And far too frequently,

there is little engagement between each stakeholder and other businesses while they are at work.

This is where projects can get delayed, budgets can go over budget, and profits can dry up. As a

result, employees cannot receive up-to-date status reports, and project team members frequently

lack access to crucial papers in the field. Their inability to finish projects on time causes team

members to become quickly confused and clients to grow irritated. Many projects fail to finish or

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are abandoned due to the challenges faced by project managers (Sambasivan, M., & Soon, Y. W.,

2007). Additionally, a variety of factors are responsible for the subpar performance of Ghanaian

projects. Government policies, inadequate funding, donor retraction, the absence of foreign

currency, contract terms that are not favourable, political priorities, poverty, sociocultural

circumstances, corruption, the lack of institutional and human resources and the occurrence of

unanticipated events like war and drought are generally regarded as the main causes of poor project

performance in developing countries (Essilfie-Baiden, 2019). The subsequent paragraph will detail

some of the challenges in project management in Ghana.

Before now, transportation, irrigation, and agricultural infrastructure were the main sectors of

development in Ghana. Later, this agenda for development expanded to include building projects

for the manufacturing, service, and communications sectors. Despite this, Ghana continues to lag

in project management due to a lack of understanding and a lack of familiarity with the necessary

instruments for novel procedures in the country's expanding project management industry. Public

projects receive excessive amounts of funding, manpower, and other resources, but fail at a high

rate due to inadequate project management techniques, ineffective integrated planning and control

systems, subpar accountability standards, and a lack of transparency (A Hammond, 2018). In

addition to these, additional crucial variables include a drawn-out approval process for project

proposals, inadequate administrative procedures, beneficiaries' lack of project ownership, and

inaccurate cost and time estimates, among others. For instance, research in Ghana revealed that

the district's failure to complete projects was due to those involved in the projects lacking the

knowledge and skills necessary to assure the project's success (A Hammond, 2018).

The inappropriate management of project finance is a significant contributor to bad project

management in Ghana. Research on the effect of management techniques on the accomplishment

13
of building projects found that most contractors submit bids for specific jobs despite unfavorable

anticipated outcomes out of desperation. Therefore, project performance is compromised when

there are delays in the delivery of funding for the project. His work on project management

practices and crucial success determinants using Ghana as a case study brought attention to the

paucity of empirical studies on the effectiveness of project management in Ghana (Essilfie-Baiden,

2019). Despite the numerous instances of project failure that have been documented in Ghana,

there hasn't been much research done on the topic, especially when it comes to local government

in developing nations, according to a review of the literature (A Hammond, 2018).

Another obstacle that prevents projects from being completed is inadequate planning. To help the

project reach its goals and aspirations, project planning entails following a sequential process.

Every project must go through some sort of planning-level feasibility assessment to define its goals

and the approaches that will be taken to finish it. Practically speaking, a feasibility study is used

to determine whether to approve a project. It describes the project's goals, restrictions, scope, and

mission. There are many reasons why a project might be deemed unfeasible, such as an

unacceptable level of risk, unclear project requirements, disagreements among clients regarding

the project's objectives, the absence of important stakeholders, and unresolved political issues (A

Hammond, 2018). Poor planning leaves the project without any coherent means of

implementation. As a result, at various points in the projects, employers and team members lack

clarity regarding what to accomplish, when to do it, and how to do it (A Hammond, 2018). Thus,

this lowers the likelihood that most ventures in Ghana would succeed. More than 605 respondents

to the research in the case of ECG identified improper planning as one of the key factors

influencing project failures within the company (A Hammond, 2018). The completion of the

project is impacted by several factors, including the project requirement's fuzziness. According to

14
research, it is challenging to execute projects when the requirements are not clearly stated (A

Hammond, 2018). Project needs may not be obvious because of the perspectives of various

stakeholders.

Furthermore, In the project management process, communication is a crucial factor in how

successfully the project is completed. Poor communication among project stakeholders is one of

the main causes of failure. Lack of efficient communication suggests that many of the needs,

specifications, and understanding needed by all project stakeholders are frequently lacking. For

instance, the research found that poor communication was one of the major causes contributing to

ECG's low success rates (A Hammond, 2018). This shows that to improve project performance,

efficient communication channels must be established.

Due to scarce resources and inadequate incentives for public service professionals to provide

effective and efficient service, the Ghanaian public sector is characterized by a lack of

infrastructure services and poor management of the few projects that are already underway.

The success of initiatives is often impacted by poor financial arrangements. Studies have revealed

that a shortage of funding has hindered and, additionally, has caused a lot of projects to fail in

developing countries, particularly in Ghana (A Hammond, 2018). Sometimes, such cash from the

government arrives very slowly, and as a result, the project must continue for a very long period,

going past the allotted time frame (A Hammond, 2018). This is especially true for the government's

District Assembly Common Funds (DACF). Furthermore, it has been discovered that in some

cases, MMDAs' capacity to generate revenue is subpar. As a result, the MMDAs are less able to

complete their projects on schedule and within the agreed-upon parameters. For instance, a study

indicated that the initiative to implement the medium-term development plan failed as a result of

inadequate finance after surveying six MMDAs. Similar to this, One of the primary causes of the

15
Assembly's project failure was a lack of money. (A Hammond, 2018). In a South African study on

the causes of project failure, the researchers concluded that community projects failed during

implementation because of a lack of finance (A Hammond, 2018).

2.4 Existing project management tools

Project management is a challenging task with many complex responsibilities. Thankfully, there

are various tools and approaches available in project management that might help a project

manager. While some of them can only be utilized manually, others require the use of a computer

and accompanying software. Many of these are not conventional, while some are. Others are

simple ideas that managers of large projects with a range of duties, team members, clients, and end

users must be aware of. It is best to use a project management tool that supports a manager's

management style. Generally speaking, PM tools and techniques are methods for completing

projects. Regardless of the field, PM techniques are thought of as methods of carrying out certain

activities that make PM easier and more effective. There are too many demands for one project

management tool to handle. Some of the Project management tools are shown in d in the

subsequent paragraphs of this section.

The numerous tasks that must be completed to achieve the project's objectives are represented

visually in bar charts. Numerous more project management strategies have been developed using

these charts as the foundation. Henry Gannt first presented it in 1917 as a system of bar charts for

planning and tracking project progress (Baber, 2014). These latter charts were referred to as Gantt

Charts. It is a visual representation that shows, on a horizontal time scale, the start and end times

for specific actions that must be carried out in a project. The bar chart has the following limitations

even though it is comprehensive, practical, and highly successful. Like many other graphical tools,

it might be challenging to manage a complicated project or a huge number of activities.

16
Furthermore, it does not explain how the tasks are related to one another, i.e., what would happen

to the project's completion if one activity took longer than expected. To solve these weaknesses,

the idea of the milestone was incorporated into the bar chart in project management.

The milestone chart outperforms the Gantt chart. A task is divided into several activities in a

milestone chart, and once each of them is completed, a milestone is reached, or to put it another

way, an event takes place. The graphic also depicts the order in which milestones or events occur

within a single task, but not how they relate to one another across tasks. A milestone is a

predetermined point in a project's life cycle that is used to gauge its progress toward completion.

A project's start and finish dates, external evaluations and feedback, budget checks, the submission

of a critical deliverable, etc. are all indicated by milestones in project management. A milestone is

a benchmark that designates a significant project decision. The introduction of a product is an

excellent illustration of a project management milestone. Critical events, such as receiving final

design approval for the product or the product arriving at the warehouse for distribution, can

separate several phases. In project management, the four phases of the project life cycle—

initiating, planning, execution, and closure—should be identified by milestones. Making the final

product order or approving the cover art for the monthly issue could count as one project milestone.

The disadvantage of employing milestones is that they do not demonstrate the interconnectedness

of tasks or important activities.

The network is a natural continuation of the bar chart that incorporates the adjustments to show

the relationships between and among all the project milestones. Critical Path Method and

Programme Evaluation and Review Technique (PERT) are the two most well-known methods for

network analysis (CPM). Between 1956 and 1958, these two approaches were essentially

developed concurrently. PERT was created for the US Navy to schedule the R&D efforts for the

17
Polaris missile program (Simion, M., Vasile, G., Dinu, C., & Scutariu, R. E., 2019). E.I. du Pont

de Nemours & Company created CPM as a tool for construction projects (Kenley, R., & Seppänen,

O., 2009). In CPM and PERT, the time estimates for activities are anticipated to be deterministic

and probabilistic, respectively. Additionally, there are a few differences in how these notions are

used. PERT is utilized when scheduling and project monitoring are priorities, whereas CPM is

used when resource allocation is a top priority. The two methods are essentially interchangeable

in network analysis, and the distinctions are viewed as being of the past. Both CPM and PERT use

arrows and circles, respectively, to denote the project's activities and events as they outline the

project's work plan. The tasks and events depicted in this arrow or network diagram must all be

completed to meet the project's objectives. The events and activities are organized in the planned

order of their success. The network diagram uses two different sorts of notations, they are Activity-

on-Node and Activity-on-Arrow. In the Activity on Arrow notation, the circle denotes an event,

such as the start of a new activity or the end of an existing one, and the arrow denotes the work

that needs to be done.

A box is used in Activity of Node notation to represent the task itself, while the arrow just denotes

the order in which work is completed. The majority of project management tools often employ

Activity on Nodes diagrams. PERT diagrams and network diagrams are frequently used together.

2.5 GIS technology

The use of GIS technology in many infrastructures planning and management systems is being

progressively investigated due to its superior spatial data handling capabilities. To make it possible

to visually display different data on a map, text databases are combined with digitalized maps. For

all concerned transportation agencies, the development of new pavement management solutions is

increasingly dependent on GIS technology. Various sets of spatially referenced data that have been

18
geocoded to a single referencing system can be associated and modified using a GIS sophisticated

database. The decision-making process for repair techniques and project timelines can be expanded

with the help of GIS by incorporating such diverse data as accident histories and vehicle volumes

(Altuwaijri, 2014). The abbreviation "GIS" now refers to technology, an industry, and a way of

functioning (Chrisman, 1999). It is a coordinated set of computer hardware and software tools

designed to effectively produce, work with, examine, and present any kind of spatially or

geographically referenced data (Ali, 2020). The GIS can be used as a decision-support tool to

address environmental issues by utilizing spatial data. In using Gis, three components can be

identified. They are data management, output, and input.

They are several definitions of GIS that have been covered by many researchers. The term

Geographic Information System, Geographic Information Science, and Geographic Information

Studies have also been used to refer to GIS (Chrisman, 1999). From the numerous researchers, it

has been concluded that a new definition would aid in fostering a better comprehension of how

GIS can be applied to routine tasks (Chrisman, 1999). According to him, GIS is an organized

activity in which people measure and characterize geographic events before transforming those

representations into different forms and engaging with social structures.

Geographic information system (GIS) is an acronym that has been defined by the (ESRI, 2010). It

can be thought of as an integrated set of data and software for managing and viewing information

about geographic locations, analyzing spatial relationships, and simulating spatial processes.

Spatial data and related information can be acquired, organized, and displayed for study with the

aid of a GIS. GISs can therefore be used for organizing, exploring, analyzing, editing, and viewing

geographic data in addition to having a central database. From a collection of a single

georeferenced feature or a single point observation to more intricate collections of data in database

19
structures, geographic data can take many different forms (Goodchild, M. F., Fu, P., & Rich, P.,

2007). Data capture, data structure, data modification, data analysis, and data display are the five

GIS tasks that occur most frequently (Zlatanova, S., Rahman, A., & Pilouk, M., 2002).

Numerous researchers studied the history, development, and numerous applications of the GIS.

GIS is a computing tool that allows users to create, store, manipulate, view, and analyze geographic

data, (Altuwaijri, 2014). The strongest fields where GIS proves to be most useful are resource

management, utility management, telecommunications, urban and regional planning, vehicle

routing, parcel delivery, and all earth sciences. GIS is a very helpful tool for managing a complex

network (Goodchild, M. F., Fu, P., & Rich, P., 2007). It combines data, software, and hardware

components for capturing. The system is ideal for storing, handling, and displaying geographically

related data. To display relationships and patterns as maps, reports, or charts, users of GISs can

view, comprehend, and query data in a variety of ways. With the aid of GIS, the client can examine

current data in an intuitive way that aids in finding answers and solving problems. The database,

the map, and the model are the three components that make up the geographic information system.

By closely examining the database component, the GISs can be understood as a structured data

organization that geographically describes the world (Goodchild, M. F., Fu, P., & Rich, P., 2007).

The maps produced by GIS can be viewed as a collection of clever depictions that characterized

relationships on Earth. The GIS model component is viewed as a collection of tools that enable

users to transform data to create new derived datasets from pre-existing data sets (Goodchild, M.

F., Fu, P., & Rich, P., 2007). To apply analytical functions and write the results into new derived

datasets, the tools are used to extract information from the existing datasets.

20
In GIS, vector data and raster data are two different types of data. Users may use raster data to

identify impacted or significant areas. The three features in vector data are: Point feature, polyline

feature, and polygon feature are examples of features.

For use in various industries, there are numerous GIS software packages and specialized

applications available. Some of these are open source and free, and they typically target a single

market niche. Software and applications from numerous companies are available in a variety of

categories. The top five vendors of GIS software are Autodesk, Bentley, ESRI Inc., GE35, Pitney

Bowes, and Intergraph (Steiniger, S., Weibel, R., & Warf, B., 2010). This software can be used

for management, business analysis, and planning, among other things.

2.5.1 GIS history

GIS has been used since at least the late 1960s, however, during the 1830s, geographer Charles

Picquet produced a map depicting cholera outbreaks in 48 Parisian districts as the first application

of spatial analysis (Lawhead, 2013). A heat map, which later revolutionize several industries, was

first depicted on this map. John Snow, who was influenced by Picquet, used the same idea to

illustrate cholera deaths in London in the late 1840s. By putting forth an argument based on a

spatial analysis of the data, he developed the idea (Altuwaijri, 2014).

In four phases, GIS technology has been applied since the 1960s. The first stage also referred to

as the pioneering age, lasted from the 1960s to 1975. There were few international contacts and

scant data during this time. Government-sponsored research characterized the second phase, which

lasted from 1973 until the early 1980s. The third phase was the commercial phase, which lasted

from 1982 to the late 1980s. The final phase began in the late 1980s and is still ongoing today in

the early 1990s. It is referred to as the “user dominance era”(Altuwaijri, 2014).

21
2.5.2 GIS Uses in Construction Projects

The history of construction is thought to be riddled with issues, particularly because of the typically

poor and ineffective communication between owners, engineers, contractors, and the general

public. Even in today's technologically advanced society, manual fieldwork and information

recording are still done on some projects on a daily, weekly, or monthly basis. Claims, public

relations, and project cost containment are all directly impacted by this lack of communication and

data sharing (Altuwaijri, 2014). Furthermore, it is noted that there are a lot of tasks and costs

associated with these projects in the construction industry. The projects must be tracked by the

project managers both on-site and in the office. To check on the status of the construction, they

must go to the site (Kolagotla, 2009). Hence, an effective system that can assist in the integration

of various types of data and provide the necessary information and data on time is required due to

the complexity and enormous amount of information involved in the building design and

construction project. This system's success will ultimately support various decision-making and

construction operations. Drawings, specifications, and bar charts are just a few of the different

ways that the data needed for planning and design is stored. It can be tedious and error-prone for

the planner to continually interpret and organize the data gathered from various sources during the

planning process.

(Hamilton, 2012) examined the use of the GIS for construction project scheduling and progress

monitoring. The most popular tools for organizing and moving project tasks forward are bar charts

and critical paths. The researchers found that the information provided in this conventional manner

is insufficient. For instance, the conventional method uses start and end times, duration, dates, and

subsequent tasks; more sophisticated tools are required. The scientists created a tool called PMS-

GIS. They claimed that by displaying a bar-chart schedule and a 3D rendering of the project on

22
the same screen, this system enables project managers and planners to see the spatial characteristics

of a project in detail. This software is divided into three sections: AutoCAD, Ms Project and Arc

Gis These elements will enable 3D progress tasks in every update. The 3D image allows managers

and engineers to see the work in greater detail. Furthermore, an automated schedule monitoring

system was developed using GIS to assist construction managers in managing the erection process

for precast building construction (Bansal, 2012). A case study involved prefabricated structural

components that were transported to the job site for installation after being prefabricated in the

manufacturing facility. The construction of precast buildings is thought to depend heavily on the

erection of prefabricated structural components. Based on the installation schedule, a schedule is

developed for the prefabrication and transport of structural components to the job site (Altuwaijri,

2014). According to the study, using a GIS environment enhances both the effectiveness of

construction as well as the real-time schedule monitoring system. Furthermore, Geographic data

visualization has the potential to reveal more significant patterns and trends, which can be

extremely helpful. To visualize the topographical conditions of a construction site, GIS is a useful

tool. The controlling and planning processes in construction are made easier by modelling the

construction site. The GIS-based visual simulation system (GVSS) is a tool with strong planning,

visualizing, and querying capabilities that make it easier to spot logical errors in a model (Bansal,

2012).

A Bill of Quantities reporting application system was created using GIS for construction projects

(Rasheed, R. H., & Rezouki, S. E., 2012) which was then adopted by Baghdad University's Al

Khawrizmy College. They used AutoCAD to create spatial data, and ArcGIS provided features

like extract, query, and spatial analysis. The creation of a breakdown structure, the transfer of

AutoCAD to ArcMap, data integration, the creation of a database, and analysis were some of the

23
processes used to arrive at the final product (Rasheed, R. H., & Rezouki, S. E., 2012). It was out

that found that 98.85 per cent of the BOQ on-site surveying for construction projects can be

precisely calculated using GIS (Altuwaijri, 2014).

Also, an approach for quantity takeoffs and cost estimation using Map/Info was proposed for

quantity takeoffs (Bansal, 2012). Architectural drawings were divided into several layers referred

to as data layers. Area and perimeter were the main inputs for cost estimates based on GIS. Data

layers were therefore created in AutoCAD as polygons and imported into Map/Info as geometric

coverage. Coverage is used to derive the geometric data for spatial features like coordinates, area,

perimeter, and spatial relationship. In contrast, the user inputs thematic data like the identification

(ID) code, beam number, floor number, etc. They combined quantity takeoffs with planning the

material layout using a GIS-based tool. The system chooses the dimensions and positioning of the

material storage area based on prior performance and common sense. Estimates and construction

schedules were integrated into a material requirement plan created in a GIS environment. The

suggested methodology selects the ideal location to store construction materials based on

information about the quantities and locations of the materials needed for the project. By

incorporating new scripts into the GIS environment for various cost estimation operations.

According to the Oregon Department of Transportation, 365 of Oregon's bridges had problems.

This necessitated the creation of a bridge repair plan. The Oregon DOT employed GIS in this

sizable project, which included infrastructure and the incorporation of a new traffic model. The

Oregon DOT collected extensive environmental data for about 400 of its bridge sites to plan and

manage road projects. After the box has been drawn around the bridge site, the resources inside

were all given names by DOT staff. Engineers created the projects after collecting all site data.

The DOT system will generate a work zone traffic analysis sheet. It contains all geographic data

24
as well as environmental specifics. The system also takes the economy's advantages and

disadvantages into account (Hamilton, 2012).

A new dam's construction might have an impact on the environment and natural resources. (Laari

et al, 2021) investigated the use of GIS in assessing the environmental effects of dam construction.

In his study, GIS and Analytical Hierarchical Procedure (AHP), a multi-criteria decision-making

technique, were used to pinpoint the ideal location for dams in Ghana's Upper West Region. He

weighed a variety of factors when deciding where to place the dams, in general. These variables

include terrain topography modelling, materials on hand, the surrounding area, and construction

costs. To avoid wasting expensive investigation work, factors like material availability,

environmental concerns, proximity to roads, and power supply should all be taken into account

early on.

GPS and GIS technologies were combined to reduce construction waste (Li et al.,2003). The

construction management system was integrated with GPS and GIS so that managers at the

headquarters and job sites could get real-time information to manage cargo coming in by truck and

reduce waste production.

Furthermore, Microsoft Project and Primavera, two commercially available scheduling tools, are

unable to give specifics about the spatial aspects of a construction project (Hamilton, 2012). By

aligning it with the construction schedule, a GIS-based methodology is developed to graphically

represent spatial aspects of construction. A Microsoft Excel construction schedule is created, and

a 3D AutoCAD model depicts the spatial aspects. In a GIS environment, spatial and scheduling

data are linked. The GIS-based system created for this study helps comprehend the spatial elements

of the schedule (Hamilton, 2012). The construction schedule is made in Microsoft Excel and

imported into ArcGIS to serve as a guide for the project's successful completion. AutoCAD is used

25
to create the spatial data for the various tasks listed in the construction schedule. The drawings can

be symbolically represented and searched for after being imported as layers into ArcGIS. While

working with imported AutoCAD drawings is made possible by GIS, editing or modifying the

layer features of an AutoCAD drawing's associated attribute table layers requires the creation of

shapefiles. Shapefiles are a straightforward non-topological format for storing the geometric

location and attribute information for geographic features. The Microsoft Excel schedule can be

used to combine layers imported from AutoCAD into ArcGIS per earlier tasks. To create spatial

data for each activity, portions of a drawing that are pertinent to the same activity but are situated

in various locations in space are joined together. A field known as a key must be present in both

the schedule and its attribute table to link the activity with its schedule. The spatial component is

connected to the corresponding activity in the schedule using the field key, which is shared by two

tables (the schedule and attribute tables of various components). An activity's schedule and

attribute tables' field keys require distinct entries that must all be manually created. Since one of

the goals of this project is to formally schedule CPM work while also visualizing the progression

and arrangement of construction work in 2-D. Naturally, being able to visualize the progress would

help to avoid delays and cost overruns. The system can be enhanced to track resource availability,

cost, and material quantities in addition to the schedule. Using Visual Studio 5.0, a run-time C++

application is produced. With the aid of this run-time application, a user interface that enables the

transfer of the per cent complete information to the schedule each time a progress evaluation is

made and the application is run was created. MS Project was employed to create the updated

schedule network. The most recent version of the schedule shows the status of all tasks as of the

updated date (for instance, daily updates or at the end of every month), along with the percentage

of work completed (Altuwaijri, 2014).

26
 CHAPTER THREE

METHODOLOGY
3.1 Introduction
This chapter goes into great length about the research methodology employed in this study to

achieve the study's goal and objectives. This chapter goes into great length about the study

methodology, research design, types and sources of data, sample methodologies, data collection

techniques, data management and analysis. In-depth explanations of the methodologies used and

how they were suited for the research are also included.

3.2 Research design

This research design will resemble applied research in that it is being done to establish a foundation

for a solution to a real-world issue. Since the goal of this research is to determine whether it is

feasible to create and use a GIS database for the management of a construction project, primary

sources were used to collect data to obtain personal knowledge and answer the study's objective.

Additionally, the study employed a cross-sectional method of data collection, in which information

was gathered from respondents via a questionnaire at a particular period. The questionnaires gave

researchers a quantitative approach to look at how the various variables were correlated. Data were

gathered from a representative sample and analyzed using descriptive statistical methods such as

frequencies, percentages, and averages using the Statistical Package for Social Sciences (SPSS)

software version 26 and Microsoft Excel 202. This inquiry is the basis for determining the project

needs on the basis on which the database was created. It required a thorough analysis of the needs

of each department engaged in running a building project. The requirements were also assessed

from a project management standpoint, with a focus on tracking each scope of work. A Work

Breakdown Schedule (WBS) and an extensive schedule of work were prepared from an interview

with a couple of experts. To develop the database and subsequently the GIS model, and to

27
effectively match the model's capabilities with the project's and the organization's needs, a data

inventory and evaluation process were carried out to determine what data was available, the forms

in which the data existed, what additional information would be required, and how these datasets

would be integrated. An illustration of the GIS model's structure that satisfies the management

team's requirements was then generated using a conceptual schema.

The present techniques used to monitor works were also addressed in this user requirements

assessment, along with how the proposed GIS-based monitoring approach will affect the project

and the organization.

To incorporate feature classes relating to columns, beams, slabs, foundations, and walls in a

building project, a Geographic Information System (GIS) model was ultimately constructed. This

connection made it easier to perform advanced queries, analyze a construction activity plan, and

show the spatial relationship between different data sets as well as the appropriate stage of each

activity.

The following capabilities must be offered by the final GIS model;

For all construction managers, successfully managing a project is a difficult duty. The primary

goal is to give written and graphical information about the status of each scope of work so that it

can be compared to the schedule of works and used as a foundation for future analysis and

planning.

Furthermore, Information visualization is a crucial advantage for any endeavour. Advanced

searches will make this easier by allowing for the analysis of substructural works that are no longer

accessible. The system can be enhanced to facilitate decision-making by effectively disseminating

full information regarding resource quantities, costs, and costs.

28
Also, recommendations will be made to the construction companies using these models for full

implementation of a GIS, particularly given the nature of long-term projects based on the model's

ability to carry out its required functions and in the case where it is deemed to be a feasible

approach to aid in managing a construction project. The inherent benefits of this GIS must be

shown because its deployment will require significant money. The advantages of this paradigm

will be shown in its potential, which will be shown through concrete outcomes.

3.3 Research methods

The methodology used in the current study is quantitative. Quantitative research collects numerical

data and uses a statistically based strategy to analyze it to understand a phenomenon.

3.4 Sources of data

The data for the research was gotten from two sources; the primary data source and the secondary

data source.

3.4.1 Primary Data Source

Primary data is data that is used for a specific purpose for which it was gathered. For this study.

This was quantitative Data; it was obtained by administering the questionnaire to respondents

across thirty (30) Construction Firms and sites in Fiapre with the help of Field assistants and

colleagues due to time constraints and the geographical area of coverage.

3.4.2 Secondary Data Source

Secondary data was the other type of data collecting that was established in this paper. In contrast

to original data, secondary data is information that has been developed or compiled by others and

is readily available to the public. This kind of information is accessible in various formats and

29
from various sources. Various types of secondary data can be categorized into three groups,

according to Saunders et al. (2019): surveys, documents, and multiple sources. Documents were

chosen as the secondary data type for this research thesis. These data were gathered from the

archives of a Ghanaian construction firm in the nation's capital.

This Data contains AutoCAD 2023 design files for the various project components, including the

foundation plan, the arrangement of the slab and beams, the columns, and the details of the

staircase. The BOQ, material schedule, and work breakdown structure for each step of the project

were also obtained. The use of secondary data in the building sector was also based on textbooks,

papers, maps, and internet searches. The benefit of using secondary data, which is easier to acquire

and takes less time to gather than primary data, is the motivation for integrating it.

3.5 Selection of study area

The scope of the study is discussed in terms of its geographical and contextual scope. The

geographical scope looks at the location of the study whiles the context relates to the issues to be

discussed. The research was conducted in Sunyani Municipality. It is one of the 12 administrative

districts in the Bono Region of Ghana (Local Government Service, 2022). It lies between Latitudes

70 20'N and 70 05'N and Longitudes 20 30'W and 2010'W. The Municipality has a total land area

of 829.3 square kilometres. The municipality falls within the wet Semi-Equatorial Climatic Zone

of Ghana. The monthly temperatures vary between 23ºC and 33ºC with the lowest around August

and the highest being observed around March and April. The relative humidity is 75 and 80%

during the rainy seasons and 70 and 80% during the dry seasons of the year (" Sunyani Municipal",

2022).

30
Figure 3.1: study map of Fiapre

3.5.1 Sample Size

From the population, a sample of (70) respondents was carefully selected from the population for

the study. The choice of this size was informed by the fact that the researcher had a limited time

frame as well as the limited availability of resources to carry out the study. Therefore, it was unwise

to select large samples. Besides, the engineers, Quantity surveyors and Project Managers had in-

depth knowledge of the field. Therefore, it was not necessary for very outsized samples.

31
3.6 Data processing and analysis

Data, after it has been collected with questionnaires and other data-gathering tools, needs to be

analyzed, according to Chia (2002). Data analysis is defined by Pandey and Pandey (2015), as

critically studying the systematized material to unfold facts about it which can be of help to the

study. This analysis is conducted from as many angles as possible. Burnham et al. (2008), stated

that the processing of data can advance when the data has already been collected and organized.

Per Walliman (2017), this involves the coding of the collected data for the analysis which will

ensue. Data collected from the questionnaires was recorded into an analysis software known as the

Statistical Package for Social Sciences Windows version 26 (SPSS). Tools used for analysis were

the Relative Importance Index (RII). and Descriptive Statistics. The RII assists researchers in

determining the relative significance of variables and assisting them in selecting one of the

multiple factors that best explain or is important to attaining the goal at hand (Carpio et al., 2007).

Soofi et al. (2000) developed RII as a method for assessing the relative importance of quantities

by formulating indexes from which the various qualities are ordered (hence, understanding the

contribution of each variable to a response variable). According to Kapadia-Kundu and Dyalchand

(2007), employing a five-point Likert scale to measure statements that would be solved using the

RII tool is extremely effective.

3.6.1 Relative Importance Index (RII)

RII has been employed in the study of many factions by different scientists (for example, Johnson,

2000; Jeyamathan and Rameezdeen, 2006; Antwi-Afari et al., 2018; Owusu-Manu et al., 2018).

As a result, using RII for this study is justified since it has been utilized and embraced in

determining the relative significance of variables in works such as those cited above. Another

32
rationale for using RII is that Capiro et al. (2007) said that RII is ideal for groups of variables, and

the questionnaires in this study were written in this manner (see Appendix).

In Summary, the Relative Importance Index was adopted to identify the challenges of project

management, Project management tools and techniques, the impact of GIS on a project and some

of the GIS applications used by organizations.

RII was calculated based on this formula; RII = ∑ 𝑾/𝑨∗𝑵

where W is the weight given to each factor by respondents ranging from 1 – 5, N is the total number

of respondents, and A is the highest response integer (5 in this case).

Based on the ranking (R) of relative indices (RI), the weighted average for the two groups will be

determined. According to Akadiri (2011), five important levels are transformed from RI values:

high (H) (0.8 ≤ RI ≤ 1), high medium (H–M) (0.6 ≤ RI ≤ 0.8), medium (M) (0.4 ≤ RI ≤ 0.6),

medium-low (M-L) (0.2 ≤ RI ≤ 0.4) and low (L) (0≤ RI ≤ 0.2).

3.7 Design conceptual schema

A map of concepts and their connections is referred to as a conceptual schema model. It represents

the entities of a project and the relationship between them. The conceptual schema aims to

represent the entities and the connections between them that make up the sample project. It was

created with the assumption that the Project Manager and his managerial team would answer the

questionnaires. From the questionnaires, the project comprised Architectural drawings and a work

breakdown schedule.

33
3.7.1 Collection of 2D Drawings

It is necessary to compile all 2D and structural designs for the building that is currently under

construction. At various stages of the construction project, plans must be present to achieve better

results. These building plans of the project were created with AutoCAD 2023. Fig 3 shows the

plans of the drawing,

Figure 3. 2: D structural drawings

Source: Field Survey (2022)

34
3.7.2 Creating a work breakdown structure

For a project to be effective and controllable, a project timeline is crucial. The task must be divided

into more manageable, smaller trackable activities to fit the project timeframe. The structure is

divided into sub-structures and super-structures for convenience of study. The scheduling

instrument is the MS project. The WBS should be defined with their activities The activities are

set up in the order and relationship in which they occur. Schedule.

3.7.3 Preparation for Activities in Work Breakdown Structure

The Work Breakdown Structure's list of activities will determine how the project is scheduled. MS

Project, a project management tool, has been used to create a schedule that displays start and end

dates, as well as critical paths, activity sequences, and relationships between activities. For

interlinking, project management software and GIS use the same task titles for the activities. The

fig. below shows the WBS of the project and it in it.

35
 Figure 3.3 : project scheduling
Source: Field Survey (2022)

3.7.4 Importing of Drawings to GIS Environment

Drawings created in AutoCAD 2021 were exported as DXF files, which were then imported into

the ArcMap module of ArcGIS. Based on the layers and activities found in the AutoCAD

drawings, the topologic data structure of the fundamental design layers in AutoCAD was produced

as a feature class in GIS.

36
 Figure 3.4: Imported 2D structural drawings in Arc GIS Environment
Source: Field survey (2022)

3.7.5 Georeferencing and digitizing in GIS Software

Georeferencing imported drawings with appropriate coordinates on all sides and digitizing them

into the necessary forms by making shapefiles

37
 Figure 3 .5: Georeferenced 2D Drawings
Source: Field Survey (2022)

3.7.6 Convert AutoCAD Drawings to Shapefiles

Different layers of Auto CAD drawings (.dwg) (columns, walls, doors, windows etc.) are

converted into the shape file (.shp) as shown in figure 2. Colour code is used to differentiate

all layers of the drawing

38
 Figure 3. 6: Shapefiles of the 2D Drawings
Source: Arc GIS 10.8

3.7.7 Import Shapefiles into Arc scene

The previously converted shape files are imported to the Arc Scene. The shape files of

different layers are imported separately.

39
 Figure 3.7 : Imported 2D Drawings in Arc Scene
Source: Arc Scene 10.8

3.7.8 Join the Attributes Table with the Project Schedules

In this step, the attribute table of different shape files is joined with the planning schedule file. The

MS Project file is needed to be converted into CSV format because the Arc Scene software can

read only the. CSV format. The attribute table of the shape file and planning file should be joined

with a particular field of the attribute table like feature ID (FID). So that the software can relate

both tables with the particular field.

40
Figure 3. 8: project scheduling in CSV Format
Source: Field Survey (2022)

Figure 3. 9: Attribute table of the Column shapefile

Source: Arc GIS 10.8

41
3.7.9 Convert AutoCAD Drawings into 4D

A 3-D view is generated as per the planned schedule with time as a fourth dimension. The planned

and actual progress is shown in a 3-D model. The planned work was about to complete by the

casting of all columns up to 3 meters by 17/11/2022 but the actual progress was half of the planned

progress i.e., casting up to 1.5 meters. The remaining 1.5 meters which are delayed in the planned

progress are highlighted in red Colour.

Figure 3.10: Shows the 3D view of 100% complete casting of the columns
Source: Arc GIS 10.8

42
Figure 3. 11: Shows the updated project scheduling for 50% complete concrete casting
Source: Field Survey (2022)

Figure 3 .12: shows the updated 3D view for 50% complete concrete casting
Source: Arc GIS 10.8

43
3.8 Ethical considerations
The information, outcomes, and conclusions offered in this study are not meant to cast doubt on

the reliability of the sources; rather, they show how applicable GIS is to construction management.

The organizations listed in this study are not responsible for any remarks made as a result of it.

44
 CHAPTER 4

RESULTS AND DISCUSSION

4.1 Introduction
The chapter presents the data gathered from the field. The data were represented by designs and

images. Data were also presented with the literature review and compared to the data collected in

the field.

4.2 Project management tools and techniques

Which project management tools and approaches primarily used to handle projects in Ghana are

covered in this chapter's section. The Project Management Body of Knowledge (PMBOK®)

handbook and other books were the primary sources for the majority of the tools and techniques

employed in the study. Experts believe that the tools and processes contained in the PMBOK®

guide are usually acceptable and good (PMBOK®, 2008). Table 4.1 shows a list of the tools and

techniques that were used in the planning stages of a project.

In determining the tool and techniques perceived by practitioners to be used highly, a 5-point Likert

scale of 1 to 5 was used. The Likert scale was ranged as 1 =Not Used; 2 = A Little Used; 3 = Used;

4 =More Used; 5 =Most Used. The SPSS software was used to produce descriptive statistics,

determining the mean and standard deviation of the use of these tools and techniques using the

scoring of respondents on the 5-point Likert scale.

The mean values of the tools and techniques are the perceived extent of use by the project

management practitioners relative to influencing the outcomes of projects. The Relative

importance index was then used to rank the techniques to see the most used.

45
 Table 4 1: Descriptive Statistics Project management tools and techniques

N Minimum Maximu Mean Std. Deviation Rank RII

m s
PM Software 70 2 5 4 1.111 1st 0.86857
1
Critical Path 70 2 5 3.57 1.092 2nd 0.8
method
Work 70 1 4 2.09 0.919 3rd 0.71428
Breakdown 6
Structure
Cost Benefit 70 1 5 3.0857 1.06747 4th 0.60571
Analysis 4
Charts and 70 1 3 2.14 0.648 5th 0.52571
Network 4
Diagrammin 70 1 3 2.09 0.658 6th 0.47428
g Techniques 6
Analogous 70 2 4 3.03 0.747 7th 0.42857
Estimating 1
Precedence 70 1 5 2.83 1.014 8th 0.41714
Diagrammin 3
g Method
Parametric 70 2 5 2.63 0.877 9th 0.41714
Estimating 3
Networking 70 1 4 2.09 0.742 10th 0.41714
3

Referencing Table 4.1, it can be seen that the highest index after subjecting the variables to the

Relative Importance Index tool was PM Software. The aforementioned variable was the highest-

ranked index from our respondents as be most used Project management tool in the construction

industry than the others. Ranking first with an RII of 0.868571, a mean of 4.0, and a standard

deviation of 1.111, followed by the critical path method and so on from the table above.

46
4.3 The Relationship between GIS And Project Management

The study's objective was to determine how project management techniques could be combined

with GIS to manage projects in the construction industry. To help with project management, a

geographic information system model was created. By integrating various types of data utilized in

the project's construction, this research evaluated the viability of employing a GIS Model for

tracking the progress of construction operations.

The following objectives were also achieved in developing this model:

The findings of the questionnaires revealed the disparities between the present project management

methodologies and technologies used in the construction industry and the possibilities of a GIS

model.

Also, the suggestion of Integrating GIS with Project management techniques was Justified.

Furthermore, the constraints of GIS development and use in construction management were

emphasized and reported.

Finally, the 3D visualization of the project will allow the progress report to be communicated

effectively to the project team.

A 3D- visualization of the GIS model is shown in figure 4.1 as the project is completed as per the

project schedule.

47
 Figure 4. 1 : 3D Visualization of the GIS Model

The objectives were accomplished mainly through monitoring the progress of all the activities

included in the delivery of the project. Monitoring was facilitated by the development of a

geodatabase that stores various types of information required for the construction project. The

required information was the project schedule which was created with Ms project and saved as a

CSV file. This CSV file contained the percentage completed, and the Duration of the various

activities of the project and then imported into the arc scene, which was then merged with the 3D-

model to give a 4d-model with the time of completion as a fourth variable.

The results of this research highlighted how this GIS model can assist a project manager in

delivering the project to the client by providing effective monitoring of all scope of works involved

in the project.

48
4.4 GIS Technology
4.5 Has your firm used GIS during any phase of a recently completed project?
Of the 70 respondents who completed the Questionnaires, 25 (71.4%) used GIS in their most

recently completed project and 10 (28.6%) did not use GIS (Figure 17). Question 2 of Part D asked

the respondents’ opinions about the impact of using the GIS on the project. There was a total of

70 responses to this question. GIS has a significant impact on budget since it has been ranked the

highest in the table below, followed then, quality, and also significant impact on schedule (time).

Figure 0.2 shows the use GIS in the most recently completed project

49
Table 4.2 shows the impact of GIS on a project

N Minimum Maximum Mean Std. Ranks RII

Deviation
Cost 70 2 5 3.63 0.91 1st 0.72571

Quality of 70 2 5 3.34 1.027 2nd 0.66857

projects
Requirements
Approved 70 2 5 3.29 1.152 3rd 0.65714
Schedule

4.2.1.1 GIS usage in the organizations

Out of the 70 persons surveyed, all respondents answered questions Q3 and Q4. Of the total

respondents, 54.3% had fair personal knowledge regarding the use of GIS for general purposes

and 45.7% didn't have any knowledge about GIS. On other hand, 20% of the total respondents had

fair personal knowledge regarding the use of GIS for construction purpose and 80% didn't have

any knowledge about it. (Table 4.10). As can be seen, the respondents’ reported less knowledge

regarding the use of the GIS in construction when compared to general GIS usage. From this result,

it can be stated that the use of GIS in constructions industry was low. This is a clear indication that

respondents in this field need to increase their knowledge of GIS for construction purposes in order

to take better advantage of this technology.

Table 4.3 shows the degree of knowledge does you personally have with the use of GIS for
any purpose

Frequency Percent Valid Cumulative

Percent Percent
Valid None 32 45.7 45.7 45.7
Fair 38 54.3 54.3 100
Total 70 100 100

50
 45.7

54.3

None Fair

Figure 0.8 shows the use GIS in the most recently completed project

Table 4.4: the degree of knowledge to personally use GIS to manage construction projects

Frequency Percent Valid Percent Cumulative

Percent
Valid None 56 80 80 80
Fair 10 14.3 14.3 94.3
Good 4 5.7 5.7 100
Total 70 100 100

5.7, 6%
14.3, 14%
None
Fair
80, 80% Good

Figure 0.9 shows the uses of GIS In Construction Projects

The survey requested that respondents provide their personal frequency of use of GIS functions.

The number of responses to the various items in this question 3 and 4. In these questions, the RII

was used to represent the results, which range between 1 and 5, where 1 is never used, and 5 is
51
always used. As can be seen in Table 18, organizing maps and surveys had the highest usage with

a relative importance of 0.577. The second highest usage was monitoring projects with a Relative

importance of 0.457. The third highest usage was site terrain modelling with DEMs and Tins with

a relative importance of 0.451. Respondents reported using GIS for such tasks as generating figures

for reports, reference to as-Builts, pole location, locating properties with FEMA data, equipment

control, project scoping, public notifications, and pull up tension.

Table 4.5: Descriptive Statistics of the uses of GIS In Construction Projects

N Minimum Maximum Mean Std. Ranks RII

Deviation
Organizing 70 1 3 1.91 0.702 1st 0.57714
Maps and
Surveys
Monitoring 70 1 3 2.06 0.725 2nd 0.45714
Systems
Terrain 70 1 3 1.83 0.857 3rd 0.45143
Modelling
using DEM
and TINs
Estimating 70 1 4 2.26 0.886 4th 0.44
Project Costs
Traffic 70 1 3 1.86 0.772 4th 0.44
Management
Simulation of 70 1 3 1.86 0.733 6th 0.41143
the
construction
process
2D and 3D 70 1 3 2.2 0.833 7th 0.38286
visualization of
project
Terrain 70 1 3 2.29 0.789 8th 0.37143
Asset 70 1 3 2.89 0.404 8th 0.37143
Management
Site selection 70 1 3 2.2 0.719 10th 0.36571
analysis
Geocoding 70 1 3 1.77 0.77 11th 0.35429

52
4.6 Challenges facing Project Management
Table 4.2 shows that the relative importance indices of the various challenges in Project

management in the construction industry were all more than 0.500, indicating that all variables

were important in determining some of the factors that affect Project management in the

Construction industry. The table shows that all of the variables had means larger than 3.5, which

may be deduced a priori. As a result, the research will continue to employ RII to describe the

variables in this section.

Table 4.6 Descriptive Statistics of the challenges faced in project management

Factors N Minimum Maximum Mean Std. Ranks Importance

Deviation level
Ineffective 70 2 5 3.43 0.979 3rd More
monitoring important
and
evaluation
Wrong 70 2 5 3.51 0.887 2nd More
selection of important
project
managers
Improper 70 2 5 3.31 0.9 8th More
project team important
Inadequate 70 2 5 3.31 0.993 9th More
basis for the important
project
Top 70 1 5 2.82 0.968 16th More
management important
unsupportive
Lack of user 70 3 4 3.34 0.482 6th More
Involvement important
Inadequately 70 2 5 3.43 1.037 4th More
defined tasks important
Lack of 70 3 5 3.71 0.71 1st More
effective important
project
Management 70 2 5 2.86 0.772 13th More
techniques important

53
 Lack of 70 1 5 2.83 0.891 14th More
commitment important
to the project
The cost of 70 2 5 3.34 1.027 7th More
tendering important
Unrealistic 70 1 5 2.89 1.051 12th Important
Requirement
Improper 70 2 5 3.17 0.707 10th Important
definition of
Specification
Bureaucratic 70 2 5 3.4 0.946 5th Important
Procurement
Process
Improper 70 1 5 2.77 0.973 15th Important
feasibility
studies
Delays in the 70 1 5 3.09 1.269 11th Important
Release of
Payment for
projects

Referencing Table 4.2, it can be seen that the highest index after subjecting the variables to the

Relative Importance Index tool was the Lack of an effective project. The aforementioned variable

was the highest-ranked index from our respondents as a more important challenge faced in project

management in the construction industry than the others. Ranking first with an RII of 0.743, a

mean of 3.71, standard error means of 0.120, a standard deviation of 0.71, followed by the Wrong

selection of project managers factor, then Inadequately defined tasks factor, followed by

Inadequately defined tasks and so on.

54
 CHAPTER FIVE

CONCLUSIONS AND RECOMMENDATIONS

5.1 conclusions
In this thesis, GIS is used to describe and combine spatial (drawings) and non-spatial (project

schedule) information related to construction in a single environment. When making decisions and

planning a construction project, GIS's capacity to digitally store information specifically related to

construction and link it to related project activities can be used. In a single GIS system, various

spatial operations on drawings and non-spatial operations on attributes can thereby enhance and

speed up construction planning and increase data integrity and correctness

A GIS model was developed to view the progress of a building by using construction drawings

and attribute tables to achieve the goal of this thesis. The GIS model has proven that it is capable

of tracking the progress of construction projects. The GIS model made it easier to store and

integrate all project information, which aided in making decisions more quickly and logically, thus

achieving the goals of this thesis. Since each activity was monitored with a timetable, the GIS

model also helped with schedule management.

The developed tool can be used by the construction sector, which uses GIS to manage various

project needs, to handle the work of scheduling construction projects. The created application

effectively addresses the issues associated with routine schedule updates and offers a construction

project's schedule utilizing a single calendar date. The suggested methodology fits well with the

example building and enables integrating project schedules with matching geographical

information in GIS environments. While the suggested tool may be utilized at many stages of a

project, the majority of 4D CAD technologies lack project management features and are mostly

employed during the planning and design phases of a project. A project can be understood more

55
easily and its difficulties can be found thanks to GIS scheduling. Scheduling in GIS will encourage

engagement and collaboration between project team members from other areas by integrating and

exhibiting the construction in 3D.

A key finding from this thesis is that GIS-based technologies not only offer tools for visualizing

construction schedules but can also be used as project management tools at various stages of a

project, allowing for the manipulation of both the schedule and 3D components in a single GIS

environment. It is challenging for CAD users to draft in a GIS environment since 3D GIS

technologies are not mature enough for the construction sector like CAD systems are. Additionally,

GIS is not typically connected with the AEC business, therefore the professionals need the training

to be able to use GIS technologies.

5.2 Recommendations
Despite all of the recommended results of this work, the following are a few topics that can be

investigated in future research to improve GIS's ability to satisfy diverse building project

requirements:

To begin with, the drafting skills in 3 D GIS are not as advanced as those in CAD programs. As a

result, the GIS environment needs to develop effective and extensive 3D editing and visualization

capabilities. Multipatch features may be used to represent 3D objects, according to studies,

although this is only a partial answer.

Furthermore, the majority of GIS functions are 2D, and when one transition from 2D to 3D,

relationship complexity rises. New methods, laws, and representations must also be constructed at

the operational level.

56
Also, since the suggested method relies on a single-user desktop, a server- or web-based GIS is

required for several collaborators working on large projects. As a result, future work may involve

expanding the suggested strategy to server-based or web-based GIS.

Lastly, A run-time application should be added to the arc Gis server that can be used to update the

model automatically for the percentage complete and the duration of the project

57
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Chrisman, N. R. (1999). What does ‘GIS’mean? Transactions in GIS, 3(2), 175-186.

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Kenley, R., & Seppänen, O. . (2009). Location-based management of construction projects: Part

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60
 APPENDIX
The age group of respondents

Frequency Per cent Valid Cumulative Percent

Percent

18-25 yrs 22 31.4 31.4 31.4

26-33 yrs 30 42.9 42.9 74.3

Valid 34 and over 18 25.7 25.7 100

Total 70 100 100

A graph showing the type of work

Works type

40

60

Building Works Civil works

61
 The profession of Respondent

14.3, 14%

11.4, 12% Architect

60, 60% Clerk of works

14.3, 14%
Quantity Surveyor
Engineer

Respondent's years of working Experience

Frequency Per cent Valid Percent Cumulative

Percent
Below 5 years 32 45.7 45.7 45.7
5-10 years 6 8.6 8.6 54.3
Valid 11-15 years 20 28.6 28.6 82.9
16-20 years 12 17.1 17.1 100
Total 70 100 100

16-20 years 17.1

11-15 years 28.6

5-10 years 8.6

Below 5 years 45.7

0 10 20 30 40 50

Below 5 years 5-10 years 11-15 years 16-20 years

62
The respondent firm familiarity with GIS

Frequency Per Valid Cumulative

cent Percent Percent
None 50 71.4 71.4 71.4
Valid Fair 10 14.3 14.3 85.7
Good 10 14.3 14.3 100
Total 70 100 100

Roles in Project Management

Frequency Per Valid Cumulative

cent Percent Percent

Engineer 8 11.4 11.4 11.4

Project 50 71.4 71.4 82.9
manager
Valid
Quantity 12 17.1 17.1 100
Surveyor
Total 70 100 100

Approved budget

Frequency Per Valid Cumulative

cent Percent Percent
200000 38 54.3 54.3 54.3
250000 4 5.7 5.7 60
300000 4 5.7 5.7 65.7
350000 6 8.6 8.6 74.3
400000 6 8.6 8.6 82.9
Valid 450000 2 2.9 2.9 85.7
500000 4 5.7 5.7 91.4
550000 2 2.9 2.9 94.3
600000 2 2.9 2.9 97.1
650000 2 2.9 2.9 100
Total 70 100 100

63
700000

600000

500000

400000

300000

200000

100000

0
1 2 3 4 5 6 7 8 9 10

Percentage of Project Completed within Criteria

90.0
80.0
70.0
60.0
50.0
40.0
30.0
20.0
10.0
0.0
Approved buget Approved quality Approved schedule

Yes No

64
 Descriptive Statistics of the challenges faced in project management

Factors N Minimum Maximum Mean Std. Ranks Importance

Deviation level
Ineffective 70 2 5 3.43 0.979 3rd More
monitoring important
and
evaluation
Wrong 70 2 5 3.51 0.887 2nd More
selection of important
project
managers
Improper 70 2 5 3.31 0.9 8th More
project team important
Inadequate 70 2 5 3.31 0.993 9th More
basis for the important
project
Top 70 1 5 2.82 0.968 16th More
management important
unsupportive
Lack of user 70 3 4 3.34 0.482 6th More
Involvement important
Inadequately 70 2 5 3.43 1.037 4th More
defined tasks important
Lack of 70 3 5 3.71 0.71 1st More
effective important
project
Management 70 2 5 2.86 0.772 13th More
techniques important
Lack of 70 1 5 2.83 0.891 14th More
commitment important
to the project
The cost of 70 2 5 3.34 1.027 7th More
tendering important
Unrealistic 70 1 5 2.89 1.051 12th Important
Requirement
Improper 70 2 5 3.17 0.707 10th Important
definition of
Specification
Bureaucratic 70 2 5 3.4 0.946 5th Important
Procurement
Process

65
 Improper 70 1 5 2.77 0.973 15th Important
feasibility
studies
Delays in the 70 1 5 3.09 1.269 11th Important
Release of
Payment for
projects

Descriptive Statistics Project management tools and techniques

N Minimum Maximum Mean Std. Deviation Ranks RII

PM Software 70 2 5 4 1.111 1st 0.868571
Critical Path 70 2 5 3.57 1.092 2nd 0.8
method
Work 70 1 4 2.09 0.919 3rd 0.714286
Breakdown
Structure
Cost Benefit 70 1 5 3.0857 1.06747 4th 0.605714
Analysis
Charts and 70 1 3 2.14 0.648 5th 0.525714
Network
Diagramming 70 1 3 2.09 0.658 6th 0.474286
Techniques
Analogous 70 2 4 3.03 0.747 7th 0.428571
Estimating
Precedence 70 1 5 2.83 1.014 8th 0.417143
Diagramming
Method
Parametric 70 2 5 2.63 0.877 9th 0.417143
Estimating
Networking 70 1 4 2.09 0.742 10th 0.417143

66
shows the impact of GIS on a project

N Minimum Maximum Mean Std. Ranks RII

Deviation
Cost 70 2 5 3.63 0.91 1st 0.72571

Quality of 70 2 5 3.34 1.027 2nd 0.66857

projects
Requirements
Approved 70 2 5 3.29 1.152 3rd 0.65714
Schedule

shows the degree of knowledge you have with the use of GIS for any purpose

Frequency Per Valid Cumulative

cent Percent Percent
Valid None 32 45.7 45.7 45.7
Fair 38 54.3 54.3 100
Total 70 100 100

45.7

54.3

None Fair

67
 the degree of knowledge to personally use GIS to manage construction projects

Frequency Per cent Valid Percent Cumulative

Percent
Valid None 56 80 80 80
Fair 10 14.3 14.3 94.3
Good 4 5.7 5.7 100
Total 70 100 100

5.7, 6%
14.3, 14%
None
Fair
80, 80% Good

Descriptive Statistics of the uses of GIS In Construction Projects

N Minimum Maximum Mean Std. Ranks RII

Deviation
Organizing Maps 70 1 3 1.91 0.702 1st 0.57714
and Surveys

Monitoring 70 1 3 2.06 0.725 2nd 0.45714

Systems
Terrain 70 1 3 1.83 0.857 3rd 0.45143
Modelling using
DEM and TINs

Estimating 70 1 4 2.26 0.886 4th 0.44

Project Costs
Traffic 70 1 3 1.86 0.772 4th 0.44
Management

68
Simulation of the 70 1 3 1.86 0.733 6th 0.41143
construction
process
2D and 3D 70 1 3 2.2 0.833 7th 0.38286
visualization of
the project
Terrain 70 1 3 2.29 0.789 8th 0.37143
Asset 70 1 3 2.89 0.404 8th 0.37143
Management
Site selection 70 1 3 2.2 0.719 10th 0.36571
analysis
Geocoding 70 1 3 1.77 0.77 11th 0.35429

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