How to Manage e-Project Information
Contents
Introduction
Use of the guide
1)
2)
3)
2
Stages 1 - 4 inclusive: Preliminary e-Project phases
Stage 1:
Identifying the project
5
Stage 2:
Capture e-Project information content
7
Stage 3:
Identify sources of e-Project information
9
Stage 4:
Project information management tools
15
Stages 5 - 8: e-Project ‘going live’ phases
Stage 5:
Establish e-Project information processes
19
Stage 6:
Set-up e-Project infrastructure
20
Stage 7:
Manage e-Project information
21
Stage 8:
e-Project information management feedback
21
Case studies
An Extranet to facilitate the management service of a European network
of petroleum outlet projects
22
Project collaboration & supply chain intergration on the design & build
of a retail development
23
Assessment management through a collaborative environment
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How to Manage e-Project Information
How to Manage e-Project Information
Introduction
Use of the guide
This guide is part of a series of ‘How to…’ guides on construction industry IT development.
Everyone involved in construction, engineering and infrastructure projects is aware that the nature in
which information about all aspects of a project is retained and used, and how project participants
communicate with each other, are changing. In particular the storage of documentation in soft copy
and the use of e-mail communication is making change inevitable. As with most business process
change, this brings with it certain challenges, many of which, in the authors’ opinion are only now
being fully recognised and appreciated. This guide is intended to promote structured common sense
thinking and action, to what can potentially be a daunting and difficult task.
This particular guide covers the subject of ‘Managing e-Project Information’. It is a high level
document designed to give general help on the subject and is not intended to be a detailed manual.
This approach has been taken because every company has different requirements depending on its
size and activities and the nature of the IT projects with which it is involved.
Throughout this series of guides the principle adopted is that all IT development should be business
driven. Consequently it should play a part in, and be integral with, construction activities and business
processes.
The IT Development Process
While each guide is designed to be a stand-alone document, the reader is encouraged to think of a
complete process of IT development. This process starts with the development of an IT Strategy that
has been designed to support your business strategy and continues with the implementation of that
strategy. To assist with the understanding of this process you are encouraged to refer to other
Construct IT guides. Particularly helpful are:
How to Develop an Information Strategy Plan
This How To Guide details the processes involved in producing an information strategy that is aligned
with your business strategy
How to Implement an IT Strategy
This How To Guide details the procedures required to successfully implement your Information
Strategy Plan.
An IT Self-Assessment Tool
Project information in electronic form is referred to in this guide as e-Project information. This is
opposed to the traditional paper based method. Through effective management of e-Project
information there are significant short-term and long-term project efficiencies to be achieved. These
not only include the tangible benefits of reduced cost, real-time communication and sharing of project
specific and up to date information, but also the intangible such as improved project collaboration
amongst team members and reduced conflict.
The reader must, however, be aware that software tools required to enable project information to flow
electronically do not always guarantee success. A clear understanding of the Project information
content, sources and processes, as well as attention to the people and systems managing the e-Project
information must complement these tools. Sometimes the deployment of electronic project
information management systems will not be familiar to all end users. In such cases a clear statement
of objectives, assessment of user skills and infrastructure capabilities is required. Further, the training
of key users and regular feedback to and from users will be required in order to guarantee buy-in
from all members of the project.
This guide sets out to provide a framework tool to assist e-Project information users, whether they are
clients, project managers, designers, builders or users, maintainers or operators. The object of the
guide is not to prescribe but to offer a chronological checklist of issues to be addressed to help the
users with the task of effectively managing project information through electronic tools.
This guide enables your organisation to make an assessment of its current IT capability and to plan
future improvements.
Measuring the Benefits of IT Innovation
Eight Stages are proposed split into two key development phases as follows:
This document helps your organisation quantify the financial benefits of IT innovation.
Preliminary Phases
Other guides are being produced which deal with specific aspects of the IT development process.
Together with the IT Self-Assessment tool they are available from both Construct IT and IT
Construction Best Practice (ITCBP). Refer to www.construct-it.org.uk and www.itcbp.org.uk for up to
date details.
Stage 1: Identify the Project
Stage 2: Capture e-Project information CONTENT
Stage 3: Identify SOURCES of e-Project information
Stage 4: Project information management tools
e-Project ‘going live’ Phases
Stage 5: Establish e-Project information processes
Stage 6: Set up e-Project infrastructure
Stage 7: Manage e-Project information
Stage 8: e-Project information management feedback.
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How to Manage e-Project Information
Out of the above, Stages 1 through to 4 would be considered good practice on all projects, irrespective
how the information is to be managed. This is one of the complimentary advantages of the suggested
approach in this guide; in order to use the e-Project information tool the preliminary processes
required encourages a full review of project objectives, practices and their efficiencies. In this way, the
electronic tool is used as a means of achieving an OUTCOME, which will improve the way project
information, is traditionally managed.
How to Manage e-Project Information
How to manage e-Project information
Stage 1: Identifying the
Project
By focussing on the outcome, the objectives will be met.
As more effort is required to set up a project than to maintain it, e.g. defining the technology to be
adopted and the issues surrounding this selection process, etc. - the theory being that if the early
phases of setting up a project are correct then the project will virtually run itself - consequently there
is more content dedicated to setting up a project, rather than running and maintaining a project. This
is reflected in the balance of the quantity of the content of information in the guide.
Stage 2: Capture e-Project
Information Content
Preliminary
Phases
Stage 3: Identify Sources of
e-Project Information
Stage 4: Project Information
Management Tools
How to Manage e-Project
Information
Stage 4: Establish e-Project
Information Processes
Stage 4: Set-up e-Project
Information Infrastructure
‘Going Live’
Phases
Stage 4: Manage e-Project
Information
Stage 4: e-Project
Information Management
Feedback
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How to Manage e-Project Information
How to Manage e-Project Information
1. Stages 1 to 4 inclusive:
Preliminary e-Project phases
● How does this fit with the underlying project as represented by the construction contracts and
associated service contracts?
1.1. Stage 1 – Identifying the project
● Do we have, as a company or organisation, any previous experiences upon which we can draw?
1.1.1 What is the Project?
● Are there standardised, COTS solutions available?
Before any project information is managed, the project itself needs to be defined. The project needs to
be clearly written down and referred to for all project team members to avoid the case that the project
means different things for different team members. We suggest that a project brief is prepared and
circulated with clear references to the physical end product or deliverable of the Project and any
ongoing services to be provided, the programme and approximate value.
Without having simple answers to questions such as these, and at the risk of stating the obvious, we
consider that the e-Project initiators should consider further feasibility and design consideration and
possibly a re-scoping or de-scoping of the project. Better to make the tough decisions at the outset,
rather than having to re-design the e-Project during implementation.
We also recommend that the use and management of e-Project information within the context of the
project be seen as a complimentary project in its own right. This “How To” Guide describes a form of
methodology for implementing such an e-Project.
1.1.2 Project phases
Every construction, engineering or infrastructure project has various phases, depending on what the
starting point is. These phases need to be clearly defined in order to understand the user e-Project
information requirements and the sources of such information. As an example, the following project
phases are likely to arise in the majority of cases:
i. Feasibility/ Outline Design
ii. Procurement
iii. Construction
iv. Maintenance
However, it is up to the guide user to determine a classification of the key phases to the particular
project and thus the boundaries of the e-Project information, which needs to be managed.
● Are there any statutory or legal issues, of which we need to be aware?
There are particular issues relating to the use and storage of e-mail communications. Although
document management and collaboration systems will store e-mails, this will generally involve a user
routine in order to transfer the e-mail out of a standard application such as Microsoft Outlook to the
e-Project application. Experience has shown that where users in a project start communicating by email they neither have the time or the inclination to adopt such routines. It is therefore
recommended that separate consideration be given to the management of e-mail communication
from that of other project documents. We suggest that this is an outline design criteria, although
decisions may be made in this respect later in the e-Project.
1.1.4 Project ownership
A critical question to be answered at the beginning of the project is who owns the e-Project. This is not
just a question of identifying particular individuals with managerial responsibility for the success of
the e-Project, but also more a question of identifying which of the participants in the underlying
construction; engineering and infrastructure project want to make the e-Project work. It is also useful
to have an understanding of their commercial drivers.
The question of ownership will not only determine the relative success of the e-Project but also the
level to which process, protocols, management and a form of legal framework are imposed upon the
e-Project participants.
1.1.3 Project feasibility / outline design
As with all projects, it is important before starting out that the initiators of the e-Project have a clear
idea at a high level as to:
● What is the broad scope of the e-Project?
● What are we trying to achieve?
● Who is going to drive the project forward?
● What is it going to cost?
Project sponsor
Every project needs both a sponsor and a manager and e-Projects are no exception. It is critical that
the Project Sponsor is identified as so often projects fail due to lack of clarity concerning the sponsor.
The sponsor may be the person or organisation stated in the construction contract as having the
authority as client to the project. The individual needs to be given senior management responsibility
for delivering the e-Project. He needs to have the authority and power to make things happen in his
organisation and within the Project.
● Is there a budget?
● What is the programme?
● What are the risks?
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How to Manage e-Project Information
How to Manage e-Project Information
Project information manager
As a guide, suggested project information is listed below:
Once a project sponsor has been clearly identified, it is as important to identify a champion for
managing the e-Project information. This champion can either be an independent specialised person
or consultant not otherwise directly involved with the design, planning or costing or the project.
Alternatively, it could be the lead consultant such as the project manager or architect. In either case, it
is important to check that the Project Sponsor, to effectively carry out their role, has entrusted the
appointed Project Information Manager with the sufficient powers.
● The project brief
In deciding whether or not a Project Information Manager should be within part of the existing
professional project design or project cost, planning and management team, or alternatively should
be outsourced to a third party supplier company or person, the following checklist tool is proposed:
● Project team members and contact details (including client, consultants and contractors)
● Approval bodies
● Drawings
● Specifications
● Budgets
● Equipment/ material suppliers catalogues
i. Is there the required resource experience and capability within the project team? If not then the
role of Project Information Manager is best outsourced, at least at the beginning.
● Tender documentation
ii. Is the project team comprised of a wide variety of different consultants, contractors and end
users? If so then the role of Project Information Manager is best controlled and managed from
within the team and not outsourced.
● Insurance documentation
However, it is up to the users of the guide to determine what is best for their e-Project given the fact
that each project is different. It is quite possible that the role of Project Information Manager
transfers during different phases of the e-Project from an outsourced supplier or person to a member
of the project ‘in-house’ team, who would normally be expected to be from the lead consultant or
project manager.
● Contractual documents
● Contractual notices
● Change control/variation documents
● Meeting minutes
● E-mail and other project communication
● Programmes
● Project reserves
1.2. Stage 2 - Capture e-Project information content
Having identified the e-Project, including the Sponsor and the Project Information Manager, the
next process is to determine the expected scale of information within the e-Project. This will be the
first role for the Project Information Manager. One suggested tool to achieve this is a checklist of all
likely content of project information with a review as to their priority in terms of project significance.
● Maintenance manuals
● Maintenance schedule
● Statutory information, e.g. data protection notice and health and safety policy
● User information
● Project protocol including for example, a security policy
● Relevant PR announcements about the project
1.2.1e-Project information
● Partnering information (if appropriate).
The first step is to capture all essential e-Project information and then identify who are the sources or
providers of such information and who are the recipients or users of the same information. This is a
preliminary list of information at this stage and it is suggested that the Project Information Manager
directly and representatives of the Project Sponsor prepare this first list. The protocol for who should
see what and when will vary according to the contractual framework and the culture of the project
and this should be agreed and communicated to the whole supply chain at the project outset. For
example, in a traditional adversarial environment where information is guarded to avoid it being
used in later disputes, the system is configured to keep access to a minimum. Correspondingly,
projects embracing the principles of Collaborative Working whereby information is shared more
openly in an effort tap into the collective experience of the supply chain and thereby anticipate/avoid
problems that would otherwise become the basis of the disputes, need a system that provides that
visibility and allows people in different locations to work together on documents/models.
It is not just the scope of the information that needs to be identified however. There are many other
issues that need to be considered at this early stage such as:
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● Is the project going to use standard templates, formatting, version control, etc?
● How is the information to be searched?
● Is it appropriate that certain information should be held in hard copy? If so, what information
should be printed off?
● Is it necessary that certain information will need to be archived at the end of the project? If so,
how is this to be achieved?
● In terms of content of the documents, are there any legal issues, which need to be considered?
If so, what are they and is there some standard guidance available?
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How to Manage e-Project Information
1.3. Stage 3 – Identify sources of e-Project information
1.3.1 e-Project information sources
The project information sources can come from two areas: the information providers and the
information users. In some cases, some organisations will be both. For example, if the advice of a
statutory organisation such as the fire department is required, then they will both use the initial
project design information received and re-issue this with their comments, becoming the provider of
project information.
1.3.2 e-Project information providers
Typically, the e-Project information sources are approved persons or organisations that have a formal
role as participants to provide information relative to the project. The information providers include
the specialist designers, the programmers, the cost managers, the health and safety advisors and
statutory approval bodies amongst others. Other key providers of information could include specialist
trade contractors or equipment manufacturers. It is also important to include within the list of
information providers, the builders of the project. This will both allow and encourage the opportunity
for real-time feedback on designs or project issues, enabling speedier identification and resolution of
problems.
1.3.3 e-Project information users
These are the project approved persons or organisations who have a formal role as participants within
the project. The users list will typically include persons or organisations listed above as providers of
information. It is important to consider including those organisations that will maintain and operate
the project following completion and hand-over to ensure a seamless transition from one-project
phase to another. It should be recognised that a person’s role may vary on different projects, or might
change during the life of a project, and some applications use this to filter what they need to see easing
the process outlined below.
How to Manage e-Project Information
This assessment is to attempt to categorise and differentiate the importance of all information both
provided and received by those listed above. This will enable focus to be made on that more critical
information to determine the scope of the project e-information and in view of the assessment of the
providers and users of such information. Also, this will determine the likely barriers to be overcome to
allow the project information sources to connect effectively and efficiently with the project
information users and vice versa.
In assessing the importance of each piece of project information to the project, the following grading
is suggested as a starting point: ● The project would categorically fail if this information is not provided or received by the
intended parties in the appropriate or intended manner:
HIGH RISK
● The project would be exposed to the risk of a significant delay, inaccuracy and/or cost overrun if
this information is not provided or received by the intended parties in the appropriate or
anticipated manner:
MEDIUM RISK
● There would be little or no consequential effect to the progress of the project or project costs if
this information is not provided or received by the intended parties in the appropriate or
anticipated manner:
LOW RISK
1.3.5 Communication capability
Having established what information the e-Project will require and use and where the proposed
sources and users of such information are to be found, a communication capability assessment is
required for all participants, both providers and users. This is to ascertain the existing capabilities of
these participants to both receive and deliver the project information without compromising the
overall objectives of the project.
Recommended benchmarks for the Project Information Manager to assess the communication
capability of users and providers is as follows:
● Number of key project persons with access to computer?
● Are computers grouped within same building or do users access remotely?
● What is the computer literacy of these persons using computers?
1.3.4 e-Project priority/ risk
Information overload is a general problem in the industry, with people sent more information than
they truly need to avoid them claiming they were not informed. Rather than easing the problem,
removing the need to photocopy and post documents by issuing electronic documents can compound
the problem. Many software solutions merely computerise the existing processes so a person receiving
fifty emails a day is forced to open and review them to decide how urgent they are, an unwelcome
additional task for the busy project manager.
More advanced applications allow the person issuing a document to tag it with intelligence that
enables it to find its way to individuals and inform them of its relative urgency, the specific action
expected of them, e.g. approval, comment or for information – and how long they have to complete
that task. Although this requires a little more effort at the outset and is subjective on the part of the
issuer, the time saved downstream is very worthwhile.
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● What key software installed on computers (CAD versions/ Adobe Acrobat Reader/ Excel/ Access/
Programme software)?
● Speed of connectivity to the Internet (ADSL connection or telephone line connection)
● Do all the computers have access to a local server?
● Are there any capacity, functionality or performance issues which need to be addressed?
This phase is key in assessing what issues have to be overcome within the project team members and
their organisations in order for effective communication of project information to take place.
It is suggested that the Project Information Manager prepares a scorecard to assess the capability
grade for each provider and user of information in order to determine the capability to transmit and
receive project information electronically.
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How to Manage e-Project Information
In assessing the communication capability of each provider and user of e-information to the project,
the following e-Project information capability categories are suggested:
● No infrastructure/ user training improvements required: EXPERT
● Minor infrastructure/ user training improvements required: STANDARD
● Significant infrastructure/ user training improvement required: POOR
1.3.6 Communication format & language
Even once the communication capability is assessed, there could still be communication problems
from another source for example incompatible software. Therefore it is important to assess the
compatibility of software formats and languages for all the above listed and agreed e-Project
information. The objective is to determine as early as possible, whether there are divergences within
the project team members and organisations in their use of computer base formats and the spoken
languages. Equally, for projects involving international teams, confirmation on the languages spoken
and the agreed language of the project is necessary.
How to Manage e-Project Information
iii. Allow for agreements between the project participants governing their use of the applications recognise that there are some areas of legal risk, which are common to each of the e-Project
participants. These areas should either be covered by a form of contract signed by each company
that is participating in the e-Project or some form of project protocol, which may or may not be
legally binding.
Steps i – iii above assume that a party other than the client is providing the technology for e-Project
information flows (typically via a Project web site). In cases where the client is providing the
applications itself step ii) will be unnecessary but if another Project team member provides them the
agreement in ii) will still be needed, the Project team member being a party to that agreement in its
role as technology provider.
In what follows references to the applications supplier can be read as references to the client or other
project team member in that role as appropriate.
The important legal issues to address include the following:
Confidentiality
1.3.7 Legal issues
It is not possible to give a detailed analysis of the legal issues involved in an e-Project here but it is
important that participants in an e-Project understand the legal issues that arise so that they may be
addressed.
Standard form construction contracts do not generally contemplate the use of electronic
communications or wider electronic processes. The JCT and other forms have developed in a
paper–based environment where written notices are prescribed in order to lend legal certainty to a
complex contractual and commercial environment.
Senior managers may continue to try to tie electronic processes to more traditional processes in an
attempt to retain a degree of legal certainty, when the reality is that the way in which people work has
changed forever and will continue to change. The relevant legal issues need to be viewed in this light.
The project participants should discuss risks such as breaches of security and confidentiality openly
with each other and the application supplier, in order to ensure that agreed processes provide the best
practical protection, before looking at appropriate legal provisions to reflect the risks of breach.
Confidentiality is a good example of where process is significantly more important than a potential
legal remedy. In the context of the use of an e-Project information application, there will be a number
of concerns such as:
a. The application supplier will wish to protect its proprietary confidential information surrounding
its working methods and processes. There is a clear overlap here with the protection of its
intellectual property rights referred to below
b. Every e-Project participant will have confidential information existing at different levels of its own
organisation. It will therefore wish to ensure that access rights are properly defined, understood
and maintained by the application supplier
c. Each e-Project participant will have sensitive information that it would not wish to be disclosed to
other e-Project participants. An obvious example is pricing information. Again, this information
needs to be protected by the application supplier from inadvertent disclosure to other parties
The simplest and most effective way of achieving a sound contractual basis for implementing an eProject information application is probably to:
d. There is a significant issue concerning the disclosure of confidential information should a dispute
arise and litigation or arbitration ensue. Confidential information can be disclosed in such
proceedings (i.e. it must be made available) unless it is by its nature privileged from production.
This will include confidential e-mails
i. Amend the construction contracts to allow for e-communication and where appropriate for notices
to be permitted by email.
e. In time, e-communication should lead to greater transparency in terms of information flows and
therefore potentially damaging material is more likely to be disclosed
ii. Allow for agreements between the customer and the technology provider - the customer and the
application supplier should enter into a form of software licence. This is the agreement referred to
in the ‘Complete contract with software supplier’ section in stage 4 below. For these purposes the
customer may be a client, a contractor or a consultant.
f. A further consideration is the use which the application supplier may wish to make of data arising
from use of the application, often described as usage data, particularly if it is web-based (as is
likely). The project participants may see some commercial advantage in keeping information
concerning their use of the application confidential, whereas the supplier may have a different
approach
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How to Manage e-Project Information
Each of these issues should lead to discussion around various processes and to:
● Confidentiality obligations contained in the licence between the customer or licensor and the
application supplier
● Confidentiality obligations or agreements between the parties to the e-Project protocol
Document retention and archiving
The increasing use of e-Project applications will ensure that more and more information is stored and
used on-line, and therefore capacity issues should be addressed.
In order to retain server capacity, many companies adopt automatic deletion policies and other
housekeeping methods, without regard to the possible legal consequences of destroying such
information.
Each participant needs to address whether such a policy is advisable, and it may be that agreement on
this issue can be reached with each of the parties to the e-Project who may agree to a common
document retention policy as part of the e-Project protocol.
The e-Project participants may wish to use the data generated during the e-Project for future projects
or they may have an on-going support and maintenance obligation. The parties should address what
is to happen to the data upon completion of the project and how far this process relies upon the
assistance of the application supplier.
Security
The main area of concern is the security of the supplier’s system if data is to be held on the supplier’s
servers. Customers are increasingly looking for application suppliers to prove their security with
certification under BS 7799/ISO 17799 which is seen as the benchmark in this respect.
User abuse can be covered by a security policy, which should be tied into employees’ contracts of
employment. It may be that a security policy could be used as part of the e-Project protocol or
agreement between the parties as it is in the interests of each party to adhere to common standards in
this respect.
How to Manage e-Project Information
If modifications to the software are undertaken, agreement needs to be reached as to IPR ownership
of those modifications. As the customer will generally pay for the modifications and the modifications
will be intended to effect improvements to the software in the customer’s environment, the customer
may wish to acquire ownership of the software modifications, particularly if it has been involved in the
development process.
A similar issue surrounds drawings and plans where a drawing may be copyright protected as an
“artistic work”. If one party to the project heavily amends the drawing or plan during the design
development process, does this affect the copyright ownership and do others gain their own rights?
This is where the version control processes, used by the project participants and those forming part of
the application itself are so important, as the answers to these particular questions will depend upon
the factual circumstances in each case. The parties need an audit trail of amendments made in order
to avoid disputes arising.
Finally, customers will be concerned to ensure that their application supplier is financially sound and
capable of providing a service throughout the life of a Project. This should be addressed in the licence
by including specific insolvency provisions and a including a term placing the application source code
into escrow. The most important aspect of this protection is the ability of the customer or licensee to
affect a transfer to a replacement service provider.
Status of soft information and its future admissibility as evidence should a dispute arise
Under the Civil Evidence Act “computer records” or other forms of soft-documentation are admissible
in evidence in the same way as hard copy documentation. It is however easier to tamper or alter soft
documentation after the event and in practice this means that in legal proceedings there is a greater
likelihood that authenticity of such evidence, and therefore its admissibility, will be challenged. This
is nothing new – the admissibility of hard documentation can also be challenged. However, such
challenges are not common. In order to give a company the best chance of proving the authenticity of
soft documentation, guidance is available from the BSI on the retention and storage of soft
documentation.
It is an open question as to whether a judge or arbitrator will regard soft documentation in the same
way as hard. Some Judges display unfamiliarity with technology and an e-mail communication may
not carry the same weight as hard copy correspondence in their eyes. This will hopefully change over
time as Judges become more familiar with the way in which e-Project information systems are used to
facilitate project work.
Intellectual property rights (IPRs) protection
The use of an e-Project application, with one possible exception, should not give rise to new IPRs.
The main issue surrounds the policing of IPRs in an on-line environment where the dissemination of
information is so readily enhanced.
The exception relates to the creation of databases of information. The Copyright and Rights in
Databases Regulations 1997 grant copyright protection to those “makers” of databases, to prevent
unfair extraction or re-utilisation of database contents.
The application supplier will be concerned to protect the intellectual property rights in its proprietary
software in the normal way. Standard provisions will be included in the licence between the customer
and the application supplier.
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1.3.8 Summary table
Having captured the details concerning the e-Project information content; the sources of such einformation; whether they are information providers or users, the information needs to be listed and
the communication capability assessed. We suggest a tabular format. This table should highlight the
priority of e-information content and sources, depending on its importance to the project. This table
will assist in highlighting the risk to the e-Project for example, sources of critical content with poor
communication capability through either poor infrastructure or non-standard software language; and
will therefore aid with a discussion and measures amongst the participants to combat the identical
risks.
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How to Manage e-Project Information
How to Manage e-Project Information
The final column in the summary table is entitled “Risk”. This is the risk to the project taking into
account the priority of the content and the capability of the content source in terms of their existing
infrastructure and software formats and language. This column is effectively an assessment of the risk
to the project by deploying an e-Project information management system.
e-project
CONTENT
SOURCE
(Name)
Communication
Capability
Format /
Language
Priority
Risk
Functionality is listed first as the software company must prove that their software has the necessary
functionality to manage and store e-Project information according to the needs of the project. Ease of
use is key since the prime responsibility of the users is to deliver a successful project, not learn an IT
system. However, selecting the apparently simplest software application can make it harder for the
end user to distribute and locate the information they need whereas an apparently more complex
application that requires more initial set up at the project outset can make it easier for the end user.
Also, the industry has seen some significant changes in the last three years and the next three are
likely to bring more so, for projects or programmes of work likely to run for some time, the supplier
needs to show how the solutions they offer will be able to support new ways of working, otherwise the
IT systems will become an obstacle to the supply chain working in the way a client requires.
Although the software’s performance will depend upon a wide variety of factors, it is worth discussing
this with the supplier if the application is to support a substantial project.
In compiling the above table, should there be too many items with a high risk for the e-Project
information, then it may be deemed necessary to reduce the proposed scope of the e-Project
information. This would be the action of the Project Information Manager reporting to the Project
Sponsor as appropriate or as required.
1.4. Stage 4 - Project information management tools
By this stage the user of the guide has determined the scope of the e-Project (Stage 1); has
subsequently agreed and listed out the information content which will be managed electronically
within the project (Stage 2); has determined where the e-Project information sources are and the
barriers to an effective delivery and transfer of e-Project information to and from these sources (Stage
3).
Suppliers in this space are expanding the nature of their services and this will often include specialist
training which is crucial, together with good back up and support for the software. Suppliers’
commitment to service delivery could be quantified and compared with their competitors by
requesting their respective proposed Service Level Agreements.
The potential vendor’s track record is vital in order to prove to the customer that the quoted
functionality does actually work in an e-Project environment. Previous e-Project client references
would add to the credibility of the track record. Site visits can also be useful.
Financial stability of the software company is mentioned since there is trust involved. The client is
entrusting the software company to provide a tool that manages all the key project information. It
could also be a reference library for future projects and therefore some evidence of business longevity
is required before entrusting a company to manage and store e-Project information. Should long-term
data ownership or security prove a major concern then solutions that can be fully owned by the client
rather than rented Extranets, etc. would probably prove more appropriate.
1.4.1 Select software options
Before starting the next stage and, in the absence of an existing relationship, it is now recommended
that a cost benefit analysis be carried out in order to identify a suitable software solution or application
that can support the needs and requirements of the e-Project.
The first stage in this process is short list for tender a number of pre-selected software companies. The
following criterion, which is no different to when appointing contractors on a project, is suggested as a
basis for pre-selection in order of priority:
i. Functionality offered and available without modification
ii. Services offered and service availability including specialist training, user and application support
iii. Performance issues given particular operating environments
iv. Track record in e-Projects including reference sites
v. Financial stability of the software company
vi. Price.
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How to Manage e-Project Information
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1.4.2 Determine e-Project efficiencies
1.4.3 Cost/ benefit analysis
The principal ‘raison d’être’ for the e-Project is its capacity to deliver project efficiencies. This is now
the stage to try and evaluate this, both the tangible efficiencies and the intangible ones. This exercise
should be managed by the e-Project Information Manager on behalf of the Project Sponsor. In theory,
whether the savings are achieved by the design consultants in providing in real-time drawings to the
design team or contractors, or by the contractor in tendering on-line, ultimately it should be the
Project Sponsor who should receive the efficiencies. This could be either through cheaper consultant
fees or more competitive contractor prices or, perhaps more cynically, fewer claims for incorrect and
out of date information. The areas where efficiencies could be evaluated are suggested below:
Based on a tabulated list of the gross cost savings and the gross expenditures, the Project Information
Manager and the Project Sponsor can determine the cost effectiveness of the e-Project. We would
expect that this exercise would successfully validate the e-Project. However, sometimes it may result in
a reduced scope of project content and information sources. For example, this may be necessary
where there are an excessive number of e-Project information sources with a poor capability.
Cost savings
Time:
How much faster will the project be delivered by transferring the key information?
Electronically or in real-time? What is the value of that saving? Improved co-ordination
through access to up-to –date project status, information and minutes.
Quality:
What is the value of the qualitative improvements through the e-Project? Value of speedier
retrieval of project information, historical database of as-built records allowing maintenance
efficiencies? Value of reduced incorrect designs through improved quicker feedback from
consultants and contractors reducing re-design and re-work claims?
Cost:
What are the photocopying costs for documents, drawings and manuals, which will be
transferred electronically? What are the processing costs saved for the same activity? What is the
saved storage costs for retaining all the information for a period, normally 10 years post handover phase? What is the cost for the saved time in retrieving documents required for example
for insurance claims or construction claims? What is the estimated cost saving due to improve
project management information processes?
Equally, the cost savings may be huge for a sponsoring company which builds repetitively to standard
designs or which wishes to sell their built assets in the future. This is achievable due to the ability of
the company to be able to offer, subject to legal restrictions, complete and easily accessible technical
documentation for future vendors’ technical audit, including a full view of maintenance records.
Therefore, the cost/ benefit analysis will be different for company sponsors depending on their
particular requirements.
However, this stage is the hand-over from the e-Project ‘preliminary stage’ to ‘going-live stage’. It is
also recommended that the cost/ benefit analysis be used for benchmarking the success of the e-Project
as it goes live in the future. By completing the above stages and obtaining sign-off from the project
sponsor for the cost/ benefit analysis, the Project Information Manager will have built the foundations
for a successful delivery of the e-Project.
1.4.4 Complete contract with software supplier
Many vendors will carry either a standard licence or standard terms and conditions. Your ability to
negotiate these terms will, as ever, depend upon your bargaining power.
It is unrealistic however to expect the vendor to assume liability for all of the risks identified in the
earlier stages of the e-Project. They are interested in supplying a standard solution on a standard basis
and do not wish to become involved in content issues. The likely limitation liability relating to content
from software suppliers needs to be transparent to all project participants.
Expenditures
Direct Costs
This will include the software cost. This will typically comprise periodic licence fees for the use
of the software and service charges to cover training and on-going support.
Indirect Costs
These costs will include the costs associated with improving the communication capability of the
providers and users within the e-Project as determined in Stage 2 above.
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How to Manage e-Project Information
2. Stages 5 to 8: e-Project ‘going live’ phases
2.1. Stage 5 - Establish e-Project information processes
A final preliminary stage before being able to effectively manage e-Project information is to determine
the ‘rules of play’. We have suggested earlier that this should be considered at an even earlier stage if
time permits as this may affect the set up of the system. Key standard processes to determine include
the following:
i.
Which sources are providing which content?
ii.
Who are the e-Project information sources addressed to?
iii.
What are the codes for all the e-Project content? (e.g. drawing references)
iv.
Who is responsible for managing the content and sources within companies and organisations?
v.
Who oversees and agrees changes to the approved e-Project sources and content?
vi.
How will the content be transferred between sources? Will this be stored on a web-enabled
software to agreed locations and files or will there be pre-determined locations on a project
Intranet?
vii.
What are the control mechanisms in place to ensure the smooth operation of the e-Project?
(User meetings/ performance benchmarking/ content and source e-Project information check)
viii.
What are the e-Project performance strategic and operational benchmarks? (e.g. related to
cost/benefit analysis findings for strategic and user daily requirements for operational)
How to Manage e-Project Information
2.2. Stage 6 - Set up e-Project infrastructure
2.2.1 Implementation programme
Setting up the necessary infrastructure for the e-Project is to be treated like a mini-project. As such,
there needs to be a start and finish to the implementation process with a series of activities showing
how this is achieved. The three key activities during this stage are listed below:
ACTIVITY 1: Select Software ‘host’
During this stage the software to be used for ‘hosting’ the e-Project information will be selected from
those companies pre-selected. During this process it is important to ensure that the selected software
company can effectively provide the required functionalities to the agreed e-Project scope
benchmarks and support the improved information management processes described during Stage 4.
ACTIVITY 2: Address infrastructure requirements for sources
This stage will address the infrastructure requirements of those companies or organisations providing
the sources for the e-Project information. The extent of any communication deficiencies have in
theory been identified during the assessment made during Stage 3. This stage addresses the identified
operational inadequacies for e-Project information management.
ACTIVITY 3: Training
It is recommended that the Project Information Manager be responsible for co-ordinating an eProject working party group to discuss and agree on the above processes. This will be key to the
successful implementation and functioning of the e-Project and also useful to determine before
selecting and discussing the e-Project with a software company.
Ultimately the success of the e-Project will come down to the users. Therefore, this stage is absolutely
critical in ensuring that the user is both capable to use the software and familiar with the supporting
infrastructure, but also that they understand the benefits and objectives from the e-Project. This
process of understanding is essential, particularly when the concept of e-Project may not be too
familiar or where there are pockets of cynicism amongst the team.
The selected processes will very much be dependent on the requirements of the Project Sponsor. If
there is a need to hold and retrieve as-built designs or prepare maintenance schedules based on
equipment supplier manuals all transferred electronically, then this will affect how the e-Project
content is stored in terms of specific files, folders or equivalent for holding the information.
It is recommended that a full training programme be established and implemented for all key sources
of content to the e-Project. Typically, the training will include all processes including information
concerning the support available to users, from for example user help-desks.
A detailed understanding of the above processes in relation to particular preferences and e-Project
sponsor requirements will be necessary before identifying and selecting the software ‘host’ to facilitate
the e-Project (see Stage 6 below).
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Training should be continually reviewed throughout the project in response to new project
participants and new roles within the project.
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How to Manage e-Project Information
How to Manage e-Project Information
2.3. Stage 7 - Manage e-Project information
3. Case studies
With all preliminary stages complete and infrastructure and user training complete, the real task of
managing the e-Project information can effectively commence. Providing all the above stages have
been successfully completed, this task should essentially be self-running. The sources of information
know who they are, how they are transferring e-Project content, and where they are sending it. They
also understand the rules for doing this with a clear understanding of the processes. Their
infrastructure supports the e-Project and most importantly they all have the capability, through
training to manage e-Project information.
3.1. An Extranet to facilitate the management service
of a European network of petroleum outlet projects
Like all systems, all that is left is an appointed organisation to regulate the e-Project information
management against the objectives or benchmarks set at the outset of the project. It is suggested that
the Project Information Manager carry out this role. The key responsibilities of this person or
organisation would include the following:
● Monitor regularly the e-Project performance benchmarks
● Review regularly new requirements for information content
● Review regularly new requirements for information sources
● Review regularly new requirements for changes to approved processes
● Review regularly performance of e-Project infrastructure including software tool
● Assess feedback on the performance of the e-Project information management system
The key concept to remember is that the nature of the project is dynamic, with constant changes to not
only the designs and ideas but also the surrounding environment, whether that is changing teams and
persons within teams or the changing project requirements and objectives. Therefore, against this
typical project background the role of the Project Information Manager is crucial, particularly during
the continual assessment and regulatory activities of Stage 6.
2.4. Stage 8 – e-Project information management feedback
As a particular project is complete, whatever the scope, it is important, particularly for serial clients to
have a suggested feedback session on the performance of the e-Project information management
system.
It is suggested that all key users and providers of content, including the e-Project sponsor, attend this.
The objective of such a session would be improving the performance of the e-Project information
management for the next project. Areas to focus on could be:
A large petroleum organisation appointed Atkins to provide management, design and construction
supervision services to programmes of retail outlet projects for half of their European Network.
Activities range from extending the petrol station network to continual care and maintenance
projects, covering twelve European countries, each with a project team managing in excess of 5000
sites and providing services through the total project life cycle from feasibility to site handovers. One
key reason for Atkins appointment was that they already owned and used their own corporate
collaboration system iProNET (based on Business Collaborator), which could aid the management of
the many hundred planned annual projects.
Atkins commenced the implementation by carrying out a staged development plan that identified;
currently available information, new information expected during the programme operation, and any
tools/techniques such as databases that might be needed for the programme operation.
The implemented solution included customisation of the Business Collaborator interface,
development of a shared folder structure based on countries and type of project, configuration of
appropriate access rights, and also the potential to upload and share databases of projects and work
programmes. To provide greater brand identity with the petroleum organisation, the iProNET
interface was also customised to include both client and Atkins branding not only in home page
navigation aids but also within the main system functions.
One key example of immediate benefit from adoption of the Extranet was that all users were provided
with access to Petroleum organisation’s design standards. Traditionally, such standards are distributed
using A4 lever arch folders with updates issued to all recipients. Given the wide number of European
design offices such a method would have proven highly expensive and complex to manage. Atkins
elected to take the petroleum organisation standards file and scan each individual document to be
stored as an Adobe Acrobat file. The scanned files were then uploaded to iProNET within a folder
hierarchy that reflected the original standards’ chapters. Each user was granted access to the
standards folder to view or search for relevant information through the user interface. Most
significantly, any revisions or updates to the standards need only be changed online to be made
available to all consultants.
● Were the benchmarks met?
● What worked well and what did not?
● How can the performance be improved?
With the information from this feedback session, future e-Project processes can be improved
encouraging continual improvement in the performance and benefits to all project parties
exchanging, managing and using e-Project information.
Ideally, the Project Information Manager would facilitate Stage 8.
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The system currently holds information for many different projects in numerous European sites. Data
is populated by the users often immediately after creation such as following a site survey. For all users
the experience from system implementation has been very positive. A number of benefits have been
identified including the following key issues:
● More effective management & control: With projects and teams spread over a huge geographic
area the overall control of a programme of this nature would be extremely difficult if not
impossible.
● Knowledge exchange: Vast amounts of knowledge exist in numerous locations and utilising this
technology has started to draw that together.
● Discovery and formalisation of extended business process: Adoption of the Extranet has
provided an appreciation of the wider business process and has now driven a review of the
system and more fundamental work practices.
Operational feedback has led to a review of the system. Based on the type of work being carried out
plans are now in place to revise the system and include programme specific management databases.
These databases will also be used to help users navigate to the extensive number of project folders as
well as create new projects in appropriate folder hierarchies.
3.2. Project collaboration and supply chain
integration on the design and build of a retail development
A major retailer was planning a new £10m superstore development in Wrexham, North Wales and
appointed one of its partner contractors, Kajima, to carry out the project. The retailer wanted fasttrack delivery, so Kajima set a very tight target for the design and build.
The design phase lead-time was very short, and there was enthusiasm from the client, Kajima, the
architect and the other suppliers for the concept of using an online system to hold information
centrally. Given Kajima’s lead role and its previous experience in using BIW Information Channel
from BIW Technologies, this technology was adopted to promote project collaboration and supply
chain integration.
The system provided a secure project-specific information hub or exchange for the Wrexham project.
Every team member used this for creating and sharing all project data via the Internet, using a
standard web browser, with no need for any specialist software.
As the client and supplier team members could simply log in to view drawings, there were useful net
cost savings of more than £11,000 on printing and £1,000 on postage. The project architect reported
an 8% increase in efficiency. Traditionally, Kajima found the drawings issue/review/re-issue process
could take ten days; the Wrexham team was able to reduce this process to an average of just two days.
The best time noted was four hours! Around £31,000 was saved on design team fees. The number of
meetings decreased as the feeling of control grew.
How to Manage e-Project Information
3.3. Asset management through a collaborative environment
The Atkins Asset Management business required a solution to the problem of providing asset
management data to their clients in a managed environment. The data that the teams were supplying
ranged from high-level reports analysing property data, through to real time access to asset
management fault reporting data.
Rather than simply deploy a basic Extranet solution, an initial workshop was held with attendees from
all the stakeholder groups, Asset Managers, Technologists, Support Staff, and Business heads. The
workshop was designed to provide some key outcomes, namely a roadmap for future developments,
some quick wins to satisfy immediate client requirements and a specification for a collaboration model
that could be rolled out across different asset management contracts and clients. Essentially many
similar technologies are available but when complex contractual or procedural requirements exist it is
vital to identify the real needs before settling on the most appropriate solution.
The information that would be exchanged formed two distinct types; documentation, (Microsoft Excel
and Word reports, PowerPoint presentations, etc) and database sourced fault report records. Atkins'
iProNET technology (based on Business Collaborator) was implemented to provide the collaboration
engine because it included relational database and web-publishing functionality. As well as exchanging
work documents, this system enabled fault report data to be periodically published through a secure,
web based, user focused interface where client and asset management staff could view, filter and
analyse fault report information.
The implementation approach then involved creation of a 'proof of concept' system that was rolled out
to key users, particularly the main Atkins stakeholders. User driven feedback, including that from a
champion in a key client organisation, helped streamline the system to ensure key information
provision requirements were met and to include additional work process features. Modifications were
made to the system based on the findings of the testing phase, including developing detailed fault data
searching tools.
Once an approved solution was finalised the system was rolled out to numerous clients of the Asset
Management business. The system is now entering a second phase of development to enhance the
functionality and extend the scope for further client stakeholders. There are ambitions to improve the
use of the service by allowing clients access to real time fault reporting data by connecting the
collaboration system to the asset management database. Simply implementing a project Extranet
would have instantly benefited Atkins Asset Management and their clients, however, by taking time to
analyse the real needs a more effective solution has been developed that now forms part of an
extended service offering.
Using other innovative techniques and materials during the build phase, the team took just over 13
weeks to complete the superstore — which the retailer was able to open a day ahead of schedule (itself
a full four weeks faster than the previous record).
Both Kajima and the client are now using BIW’s system on further projects.
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How to Manage e-Project Information
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Construct IT Management Board
Chairman
Tim Broyd
CIRIA
Director
Martin Betts
University of Salford
Manager
Jason Underwood
Construct IT
Contractors
Derek Blundell
Ballast Construction
John Findlay
Balfour Beatty
Consultants
Martin Jarrett
Citex
Martin Ridgway
WSP Group
Clients
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Martin Ong
BAA
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How to Manage e-Project Information
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