General Contractor Project Control Practices and MIS

by Alan D. Russell, (M.ASCE), Assoc. Prof. and Assoc. Dir.; Centre for Building Studies, Concordia Univ., Montreal, Canada,
Emmanuel Triassi, Pres.; Les Entreprises TTS, Montreal, Canada,

Serial Information: Journal of the Construction Division, 1982, Vol. 108, Issue 3, Pg. 419-437

Document Type: Journal Paper


Building contractor project control, information documentation, flow practices, and the attributes of project management personnel provide the focus for this paper. The methodology employed involves case studies of three successful general contracting firms whose annual work volumes range from $10 to 40 million. Key findings include: (1) Little written information is collected and processed pertaining to actual job progress; (2) few contractor personnel think of construction as a process which can be formally modelled; and (3) areas in need of greatest attention include subcontractor and change-order control, and forecasting time and cost to complete. Analysis of the case studies provides a set of requirements that should be met by MIS users and designers working both separately and jointly.

Subject Headings: Case studies | Contractors and subcontractors | Project management | Building management | Information management | Flow control | Personnel management | Data collection | Michigan | United States

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