Application of ict benefits for building project management using ism model

IJRET: International Journal of Research in Engineering and Technology eISSN: 2319-1163 | pISSN: 2321-7308
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Volume: 03 Special Issue: 06 | May-2014 | RRDCE - 2014, Available @ http://www.ijret.org 320
APPLICATION OF ICT BENEFITS FOR BUILDING PROJECT
MANAGEMENT USING ISM MODEL
S.V.S.N.D.L.Prasanna1
, T. Raja Ramanna2
1
Assistant Professor, Civil Engineering Department, University College of Engineering, Osmania University, Hyderabad- 07
2
M.E scholar, Civil Engineering Department, University College of Engineering, Osmania University, Hyderabad- 07
Abstract
Construction is the second largest industrial activity is the Indian economy, employing over 31 million people. The construction
projects require effective collaboration and coordination among the diverse project participants, that which exhibits a unique set
of characteristics such as fragmentation, multidisciplinary, development, substantial financial commitment, varying complexities,
long time spans, and a large number of geographically separated stakeholders involved at all the stages of the projects.
Construction projects are managed by designated Project Managers, Architects or Contracts on behalf of the client or by the
clients themselves depending on the contract and the project type. Project managers are required to integrate the efforts of all the
stakeholders for required coordination for successful project management. Information Communication Technology (ICT) has
influenced project management practices by the way of introducing and implementing newly developed management tools and the
latest technology. Interpretive Structural Modeling(ISM) is a systematic application of graph theory in such a way that
theoretical, conceptual and computational leverage is exploited by efficiently constructs a directed graph, or network
representation, of the complex patters of relationship among the elements. In the present study an attempt is made to identify the
strategic benefits, their level and interdependency for the project team organization using ICT and to develop ISM model for all
the categories of benefits. For the present study MICMAC analysis is used to analyze the drive power and dependence power
factors and by which 14 independent / Driven / Linkage benefits were obtained out of 31 benefits.
Key Words: Construction, Project Managers, Collaboration, Benefits.
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1. INTRODUCTION
Construction projects require effective collaboration and
coordination among the diverse project participants and can
be done effectively by means of communication between all
the project participants. This type of co-ordination and
effective communication is crucial in order to achieve
quality standards and to reduce the cost of production
effectively. Construction projects are managed by
designated officials like Project Managers, Architects or
Contractors on part of the Client or by the Clients
themselves depending upon the contract and the project
type. Such good and responsive communication is important
to monitor and control projects‟ activities according to the
specific plans and thereby to achieve required project goals.
Hence, the efficiency of the project manager lies in the way
he communicates, evaluates and explains the feedback to the
rest of the project team during each stage of the project life-
cycle and determines how efficiently a project‟s goals will
be achieved.
Communication or data handling often takes about 75% to
90% of project managers‟ time in the construction industry.
ICT is required not only to free up project managers for
more decision making tasks but also to deliver the required
levels of „consistency and reliability‟ of information in the
construction supply chains because use of incorrect or
incomplete data can compromise the scheduled completion
of a project and lead to wastage of resources Multi
enterprise scenario of construction projects requires
collaborative use of ICT by all the project team
organizations for managing a project that is to be planned
before the start of the project.
In the present day, ICT is being adopted for construction
project management, but, till date, a perfect and sustainable
methodology has not been developed and presented for the
construction industry to examine the potential contributions
of information management strategies in efforts to reduce
overall project schedule and cost. This inability to quantify
process improvements and uncertainty of benefits from
process and cultural changes has become one of the primary
barriers for effective implementation of ICT in construction
project management. As a result of this the benefits of ICT
adoption are primarily perception based and not quantifiable
that specifically defines the extent of ICT adoption by the
construction industry. Certain benefits are said to drive other
benefits and certain benefits out of the driven ones are
dependent on some other benefits. Construction
professionals need to understand this aspect of driving
power and dependence relationship between the benefits to
plan strategic adoption of ICT for building project
management.
Interpretive Structural Modeling (ISM) falls into the soft
operations research (OR) family of approaches. Soft OR
methods can be used to augment traditional quantitative
methods that do not exactly replace traditional tools and

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techniques. ISM is a tool that which highly helps all
different groups of people in structuring their collective
knowledge. ISM is a systematic application of graph theory
in which theoretical, conceptual, and computational leverage
is exploited to efficiently construct a directed graph, or
network representation having a complex pattern with
contextual relationship among a set of elements. It also
helps to identify the structure within a system of related
elements and also may represent the information either by a
digraph (directed graph) or by a matrix, ultimately resulting
in a “directed graphic representation of a particular
relationship among all pairs of elements in a set to aid in
structuring a complex issue area”.
1.1 Objectives of the Study
1. Identifying the strategic benefits for the project team
organization and developing ISM model for all
categories of benefits.
2. Identifying the level of benefits and interdependency
for evaluating the most independent and driving
benefits for the total project.
2. METHODOLOGY
Construction projects are of two categories, namely
building construction projects and Engineering or
Infrastructure projects for which the basic need is to study
ICT adoption for both the categories of projects separately,
where characteristics of supply chain issues, management
procedures and contract conditions are different for both the
categories of projects. In this study, variables are the
perceived benefits of ICT adoption for building project
management identified 31 important perceived benefits
from literature and after discussion with the experts from
the industry and academics. Considering the past
experience, ISM technique has been used to analyze the
relation between various benefits and to understand the
dependence and driving power of each benefit with respect
to other benefits. This way of analyzing each project, shall
help the managers to decide, whether they are planning and
proceeding with systematic ICT adoption procedure for
achieving certain benefits to know the other driving benefits
that should be achieved prior to the first and also the
dependent benefits that would be achieved by default. It
requires examination of all relationships between the
benefits of ICT adoption rather than considering these
benefits in isolation.
2.1 Benefits of Information Communication
Technology in Construction Project
Benefits of ICT adoption for managing building projects
and improving overall organizational efficiency have been
discussed in the literature. Some of the identified benefits
are: richer information to aid decision making, project
information obtained quicker, improved communication,
closer relationships, improved information flow, and greater
management control (Hendrickson and Au, 1989; Root and
Thorpe, 2001; Love et al., 2004).
Table 1: Perceived benefits of ICT adoption for building
project management
Benefits related to measures of project success
1 Projects completion as per the estimated time
2 Project completion as per the estimated budget
3 project completion as per the specifications
4 Life cycle concept becomes a competitive factors
5 Projects information obtained in real time
6 Richer information made available to managers
7 Less time spent in query and approval process
8 Effective change management
9 Reduced risk of errors and rework on projects
10 Effective concurrent construction management
11
A complete log of all communications maintained
for tracking purposes
12 Effective material procurement and management
13 Effective contract management
14
"One-Source" documentation archive maintained
for clients
15 Client satisfaction
16
Reduced administrative costs of document handling
and distribution to multiple parties
17
Project managers spend more time on managerial
works
Benefits related to effective team management
18
Effective collaboration and co-ordination between
project team members
19
Effective communication management between
20 Greater management control
21 Effective joint decision making
22 Motivation of the work force
Benefits related to effective use of technology
23
Increased information portability in the ICT
environment
24
Reduced hard copy storage of documents /
drawings
25 Flow of accurate information
26 Ease of retrieval of information
27
Improved capability of the system to cross
reference to other correspondence
28 Multi locational availability of information
Benefits related to increase organizational efficiency
29 Increase in overall organizational efficiency
30
Better information assessment and management
with in the organization
31
Useful information compiled and disseminated to
other projects

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2.2 Interpretive structural Modeling
ISM is an interactive learning process technique in which a
set of different directly and indirectly related elements are
structured into a comprehensive systematic model. The
model so formed portrays the structure of a complex issue
or problem in a carefully designed pattern implying
graphics as well as words. This model is a well-established
methodology for identifying relationships among detailed
stuff, which define a problem. For any complex problem
under consideration, different number of factors may be
related to problem. However, the direct and indirect
relationships between these factors describe the situation
more accurately than the individual factor taken into
isolation. Therefore, ISM develops insights into collective
understandings of these relationships. The following are the
steps involved in Interpretive Structural Modeling
Step 1: Identify the elements which are relevant to the
problem. This could be done by a survey or group problem
solving technique. The benefits which we presented in
Table 1 are considered in this step.
Step 2: Establish a contextual relationship between elements
with respect to which pairs of elements would be examined.
Step 3: Structural Self-Interaction Matrix (SSIM)
 V for the relation from factor i to factor j (i.e.,
factor i will influence factor j)
 A for the relation from factor j to factor i (i.e.,
factor i will be influenced by
factor j)
 X for both direction relations (i.e., factors i and j
will influence each other)
 O for no relation between the factors (i.e., barriers
i and j are unrelated).
 X for both direction relations (i.e., factors i and j
will influence each other)
 O for no relation between the factors (i.e., barriers
i and j are unrelated).
Step 4: Reachability Matrix
The next step in ISM approach is to develop an initial
reachability matrix from SSIM. For this, SSIM is converted
into the initial reachability matrix by substituting the four
symbols (i.e., V, A, X or O) of SSIM by 1s or 0s in the
initial reachability matrix. The rules for this substitution are
as follows:
 If the (i, j) entry in the SSIM is V, then the (i, j)
entry in the reachability matrix becomes 1 and the
(j, i) entry becomes 0.
 If the (i, j) entry in the SSIM is A, then the (i, j)
entry in the matrix becomes 0 and the (j, i) entry
becomes 1.
 If the (i, j) entry in the SSIM is X, then the (i, j)
also becomes 1.
 If the (i, j) entry in the SSIM is O, then the (i, j)
also becomes 0.
Step 5: Level partitions
The reachability set for a particular variable consists of the
variable itself and the variables it drives. The antecedent set
shown in Table 2 consists of the variable itself and the
variables on which it depends. Subsequently, the
intersection of these sets is derived for all the benefits. The
variable(s) for which the reachability and the intersection
sets are the same as in the top-level of ISM hierarchy, as
they would not help achieve any other variable above their
own level. After the identification of the top-level variables,
these are discarded from the other remaining variables (Ravi
and Shankar, 2005). Then the same process is repeated to
find out the factors in the next level. This process is
continued until the level of each factor is found. These
levels shown in Table 3 help in building the diagraph and
the ISM model.
Table 2 Reachability and Antecedent Set.
Benefits Reachability set Antecedent set
1 1,2,15,20
1,5-13,15-21,23-
28,30,31
2 2,15,20 1,2,4-9,11-13,16-31
3 3,15,20
3,5,6,8,9,11,13,16-
21,23-28,30
4 2,4,15
4,6,7,16,17,19,21,
23-26,28,30
5
1,2,3,5,6,7,8,9,10,
12,13,15,16,18,19,
20,25,28,30,31
5,16-21,24,26,27
6
1,2,3,4,6,8,9,10,12,
13,15,16,18,19,20,28,30
5-7,16,17,21,
23-27,28,31
7
1,2,4,6,7,8,9,10,12,
13,15,16,18,20,28,30
5,7,11,16,17,19,21,
23-26,28
8
1,2,3,8,9,10,12,13,
15,16,18,20,30
5-8,11,16-19,21,23-
28,30
9 1,2,3,9,10,13,15,20
5-9,11,16-19,21,23-
28,30
10 1,10,13,15,20
5-12,16-19,21,23-
28,30
11
1,2,3,7,8,9,10,11,12,13,
14,15,16,18,19,20,
23,25,28,30,31
11,17,21,26
12 1,2,10,12,13,15,20
5-8,11,12,16-19,
23-28,30
13 1,2,3,13,15,20
5-13,16-21,23-
25,27-30
14 14,15,31 11,14,21
15 1,15,20 1-21,23-30
16 1-10,12,13,15-20,29,30
5-
8,11,16,17,19,21,23-
28
17
1-13,15-20,22,23,25,26,
28-31
16,17,21,24,26
18
1,2,3,5,6,7,9,10,8,12,
13,15,18,19,20
5-8,11,16-19,21,23,
25-28,30
19
1-5,7-10,12,13,15,16,
18-20,
5,6,11,16-19,21,23-
28
20 1,2,3,5,13,15,20,
1-3,5-13,15-20,
23-28,30

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21 1-19,21,23,25,27-31 21
22 2,22,29 17,22,26
23
1-4,6-10,12,13,15,16,
18-20,23,28,29,30
11,17,21,23
24
1-10,12,13,15,16,17,19,
20,24,25,28,30,31
24
25
1-4,6-10,12,13,15,16,
18-20,25,28,30
5,11,17,21,24-27
26
1-12,15-20,22,25-
28,30,31
17,26
27
1,2,3,5,6,8,9,10,
12,13,15,16,18,19,20,
25,27,28,30,31
21,26,27
28
1-4,8-10,12,13,15,16,
18-20,28-31
5-8,11,17,21,23-28
29 2,13,15,29 16,17,21-23,28,29
30
1-4,8-10,12,13,15,18,
20,30
5-8,11,16,17,21,23-
28,30
31 1,2,6,31
5,11,14,17,21,24,26-
28,31
Step 6: Conical Matrix
A conical matrix is developed by clustering benefits at the
levels achieved, across rows and columns in the final
reachability matrix. The final reachability matrix is in
conical form. Most zero (0) variables are in the upper
diagonal half of the matrix and most unitary (1) variables
are in the lower half. The ISM Model shall be framed.
Table 3 Level of Benefits
Level Benefits Types
1
1
Projects completion as per
the estimated time
Projects Related
15 Client satisfaction Projects Related
2
2
Project completion as per
estimated time
Projects Related
3
Project completion as per
specifications
Projects Related
3
5
Project information
obtained in real time
Projects realted
19
Effective communication
management between
Team management
related
4
8
Effective change
management
Projects related
17
Projects managers spend
more time on managerial
works
Project related
26
Ease to retrieval of
information
Technology related
30
Better information
assessment and
management within the
organization
Organization related
5
4
Life cycle concept
becomes a competitive
factor
Project related
13
Effective contract
management
Project related
20
Greater management
control
Team management
related
6
10
Effective concurrent
construction management
Project related
29
Increase in overall
organizational efficiency
7 9
Reduced risk of errors and
rework on projects
Project related
12
Effective material
procurement and
management
Project related
22
Motivation of the work
force
Team management
related
8 16
Reduced administrative
costs of document
handling and distribution
to multiple parties
Project related
18
Effective collaboration and
co-ordination between
Team management
related
9
6
Richer information made
available to managers
Project related
7
Less time spent in query
and approval process
Project related
31
Useful information
compiled and disseminated
to other projects
10
14
“one-source”
documentation archive
maintained for clients
Project related
23
Increased information
portability in the ICT
environment
Technology related
25
Flow of accurate
information
Technology related
11 11
All communications
maintained for tracking
purpose
Project related
24
Hard copy storage of
documents
Technology related
27
Improved capability of the
system
Technology related
12 21
Effective joint decision
making
Team management
related
13 28
Multi location availability
of data
Technology related
2.3 MICMAC Analysis
The purpose of MICMAC analysis is to analyze the drive
power and dependence power of factors. MICMAC
principle is based on multiplication properties of matrices.
It is done to identify the key factors that drive the system in
various categories. Based on their drive power and
dependence power, the factors, have been classified into
four categories i.e. autonomous factors (Weak drive power
and weak dependent power), linkage factors (Strong drive
power as well as strong dependent power), dependent (weak
drive power but strong dependence power) and independent
(strong drive power but weak dependence power) factors.

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The fig. shows the details about the nature of benefits which
tells us about the driven or dependent or independent
benefits.
Fig 1: MICMAC Analysis.
3. RESULTS
The developed ISM model presents a hierarchical
framework to evaluate the ICT benefits those shall be
adopted for building project management.
The results can be summarized as follows.
1. The Structural Self Interaction Matrix shows the
relation between the 31 benefits.
2. From Reachability matrix the no. of driven power,
dependence power for each benefit is obtained and
reachability set, antecedent set for each benefit is found.
3. From the 13 Iterations level of each benefit is obtained
and shown below.
4. From the MICMAC analysis we got 14 Independent /
Driven / Linkage benefits
(5,6,7,11,16,17,19,21,23,24,25,26,27,28) out of 31
benefits. These 14 benefits reflect on the qualitative and
quantitative completion of project.
Iteration Level Benefits
1 1 1,15
2 2 2.3
3 3 5,149
4 4 8,17,26,30
5 5 4,13,20
6 6 10,29
7 7 9,12,22
8 8 16,18
9 9 6,7,31
10 10 14,23,25
11 11 11,24,27
12 12 21
13 13 28
4. DISCUSSIONS
The Developed ISM model shows that the project related
benefits are primarily at the top of hierarchy, team
management related benefits are primarily in the middle and
technology and organization related benefits are primarily at
the bottom of hierarchy. The result indicates the Positive
Net Value as driving nature of the benefits and negative Net
Value as the dependent nature of the benefits and 0 indicates
equal driving and dependent nature of the benefits.
5. REFERENCES
1. Ahuja., Vanita and Yang., Jay and Shankar., Ravi.
(2006). “Web Based Communication for Construction
Project Management.” World Conference on
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2. Chunwei Chen. (2012). “The Application of
Interpretive Structural Modeling Method to Develop
Verity Design Solution of Case Host Preference-Based
Products: A Case Study of Razor.” Journal of
Theoretical and Applied Informatiion Technology, 35
(1).
3. Janes, F.R. (1988). “Interpretive Structural Modeling
(ISM) a methodology for structuring complex issues.”
Trans Inst MC, 10 (3).
4. Joseph Sarkis., Mohd. Asif Hasan., Ravi Shankar.
(2007). “Evaluating Environmentally Conscious
Manufacturing Barriers with Interpretive Structural
Modeling.”
5. Joshi., Y., Satendre, P., Saurabh, S.C. (2012).
“Knowledge Sharing in Organizations: Modeling the
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Approach.” International Journal of Engineering and
Innovative Technology (IJEIT), 2 (3).
6. Ming-Lang Tseng., and Yuan Hsu Lin. (2011).
“Modeling a hierarchical structure of municipal solid
waste management using interpretive structural
modeling." WSEAS Transactions on Environment and
Development, 7 (11).
7. Neena Sohani., and Nagendra Sohani. (2012).
“Developing Interpretive Structural Model for Quality
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8. Rajesh, A., Nikhil Dev., and Vivek Sharma. (2013).
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9. Shahabadkar, P., Hebbal, S.S., and Prashant, S. (2012).
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11. Sreejith, B. (2012). “A Hierarchical Framework of
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Modeling Approach.” International Journal of
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