The Effects of Construction Industry & Computers

Scientific management was a procedure created primarily for use in manufacturing management. Scientific management was intended to "increase the output in the average worker and to improve the efficiency of management." These exact same requirements of manufacturing operations also existed with respect to construction operations.

Soon after the development of scientific management, Henry Gantt and Taylor cooperated in adapting the technique for use inside the construction management. The resulting technique for construction management was the Gantt Chart. The Gantt Chart was the predecessor on the bar charts, which were later utilized extensively in construction management project control. These charts remained in use as construction project control procedures for quite a few yearsas the primary control methods in use.

Although the Gantt Charts/bar charts and also the later bar graphs were easy to construct and simple to use, the proved being inadequate and inefficient for use in really large construction projects. Even though it was evident that improved project scheduling and manage procedures had been required for construction management, radically new ways did not begin to be designed until the post-Second Globe War time period.

PERT also relies on personal computer support. In its original type PERT emphasized time, and provided a ways of calculating one of the most most likely time for completion of a project. PERT provides probability estimates of the time needed for completion of specific activities inside a series of activities. The probability determinations employ three time estimates--the most optimistic time, the most most likely time, and the most pessimistic time. Probably the most optimistic time assumes that everything will jobs out as planned, whilst the most pessimistic time assumes that Murphy's Law will prevail. In PERT, each of these time estimates is assigned a probability of 1/100.

CPM gave birth to other project computerized control procedures which are employed in construction management. Among these other project scheduling and control procedures are the following: (1) RPSM (resource planning and scheduling method), utilized within the scheduling of manpower; (2) RAMPS (resource allocation and manpower planning system), applied for all varieties of resource planning; and (3) PDM (project information management), which recast CPM "into precedence networks . . which were substantially various in appearance but which provided essentially the same calculated result." Lastly, the PMIS (project management details system) was produced as being a means of organizing the enormous volumes of facts generated by CPM in really big and complex construction projects. Numerous of the uncomplicated procedures of PMIS were first utilized inside 1960s; however, the computerization with the system was designed and refined during the 1970s.

 

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