JBCPR  Vol.1 No.2 , June 2013
Framework of Construction Procedure Manuals for PMIS Implementation
Abstract: Primarily project procedure manuals are intended to enforce company polices or procedures. These manuals are important pieces for successful project management in the construction industry,because construction projects are operated virtually. Even though subcontractors are responsible for field works,a general contractor is still responsible for providing quality project management services for project owners. The more subcontractors involved,the harder it is to monitor and control them, due to the different management processes and procedures they use. More than 36 procedure manuals in the building and industrial construction were reviewed to create process maps of various management services. According to surveys, larger contractors have a broader use of procedure manuals than smaller contractors. The full-scale manuals cover project administration, schedule, cost, contract administration, quality, or safety to home office operations. The small-scale manuals cover from site mobilization, to startup and closeout. Small-scale operation manuals are often used by medium to small contractors. This paper presents suggestions for integrated procedure manuals for construction management firms based on studies of multiple construction procedure manuals. A framework for integrating procedure manuals is presented. The proposed framework can be used to keep uniformity across management procedures and phases. In addition, it can be used to implement a project management system. It can be used to forecast or evaluate management activities through replicability of the management responses.
Cite this paper: Ryoo, B. (2013) Framework of Construction Procedure Manuals for PMIS Implementation. Journal of Building Construction and Planning Research, 1, 45-53. doi: 10.4236/jbcpr.2013.12007.

[1]   Y. Lin and H. Lee, “Developing Project Communities of Practice-Based Knowledge Management System in Construction,” Automation in Construction, Vol. 22, 2012, pp. 422-432.

[2]   CMAA, “Construction Management Standards of Practice,” Construction Management Association of America, 2010.

[3]   C. Thomsen, “Program Management Version 2.0,” Construction Management Association of America, 2008.

[4]   CMAA, “An Owner’s Guide to Construction and Program Management: Enabling Project Success under Any Delivery Method,” Construction Management Association of America, 2011.

[5]   B. Y. Ryoo and J. Kang “Impact of CM Procedure Manuals in Construction Project Management,” 3rd International Conference on Construction in Developing Countries, Bangkok, 4-6 July 2012.

[6]   A. Jaafari, “Towards a Smart Project Management Information System,” International Journal of Project Management, Vol. 16, No. 4, 1998, pp. 249-265. doi:10.1016/S0263-7863(97)00037-9

[7]   S. Lee and J. Yu, “Success Model of Project Management Information System in Construction,” Automation in Construction, Vol. 25, No. 10, 2012, pp. 82-93. doi:10.1016/j.autcon.2012.04.015

[8]   C. Haltenhoff, “The CM Contracting System: Fundamentals and Practices,” Prentice Hall, Upper Saddle River, 1998.

[9]   V. Uren, “Semantic Annotation for Knowledge Management: Requirements and a Survey of the State of the Art,” Web Semantics: Science, Services and Agents on the World Wide Web, Vol. 4, No. 1, 2006, pp. 14-28. doi:10.1016/j.websem.2005.10.002