Paperless policy: digital filing system benefits to DoD contracting organizations

MBA Professional ReportThe year 2000 was the cutoff date for the Department of Defense (DoD) to have paperless processes in place. Since then, advances in computer technology have led to such paperless contracting processes as the DoD wide Standard Procurement System (SPS), Wide Area Work Flow, and other department specific major weapon procurement information systems. Although great strides were made by the DoD to implement paperless contracting processes, there still exists substantial room for improvement. Despite the use of all of the paperless system processes, now, seven years beyond the paperless cutoff date, many organizations still use a paper based filing system. This thesis will explore the policy and benefits of implementing a paperless contracting filing system using a software program such as Adobe Acrobat, provide a brief assessment of current Air Force and Navy/Marine contract filing systems, and include a real-world case study of the implementation of a paperless policy change at the Los Angeles Air Force Base (LAAFB).http://archive.org/details/paperlesspolicyd1094510172Approved for public release; distribution is unlimited

An investigation into BIM uptake among contracting firms : an empirical study in Nigeria

Purpose – Building Information Modeling (BIM) is vital in the performance improvement of contracting firms. Thus, there is a need to stimulate its implementation in the construction sector with a view to meeting the competitive demands of the industry. However, there have been very few studies on BIM implementation among contracting firms in Nigeria. Hence, this study examines the current BIM uptake among Nigerian contracting firms, assesses the barriers to BIM implementation, and examines ways of improving BIM implementation within these contracting firms. Design/methodology/approach – A questionnaire survey was conducted on contracting firms (comprising small, medium and large sized firms) in Lagos, Nigeria. The obtained data were analyzed using both descriptive and inferential statistics. These included percentage, mean score, standard deviation, the Kruskal-Wallis test and factor analysis. Findings – The study revealed the current state of BIM implementation among contracting firms in Nigeria in terms of their knowledge of BIM, their usage of BIM as well as the BIM software adopted. Furthermore, the study identified 25 barriers to BIM implementation in contracting firms and identified 15 ways to improve BIM implementation in contracting firms. The relative importance of both the identified barriers and the ways for improving BIM implementation was gauged among contracting firms comprising small, medium and large sized firms. The result of the Kruskal-Wallis test revealed that, except for two (out of 25) identified barriers, and one (out of 15) identified ways of improving BIM implementation in contracting firms, there is no significant statistical difference in the perceptions of the three respondents’ groups. The result of the factor analysis categorized the identified 25 barriers into seven main factors. Practical implications – The study provides empirical evidence on the barriers to BIM implementation and the ways of improving its implementation among contracting firms; thereby providing a better insight of the Nigerian construction industry’s BIM environment. Originality/value – The study’s findings can positively inform the decisions of construction stakeholders to formulate strategies capable of improving BIM implementation in the construction industry at large

Impact of the BuilderTrend Project Management Software on a Small Scale Residential Building Firm

For a smaller construction firm to maintain viability within the market place, it must adopt effective and more efficient means of promoting sales, managing subcontractors, and meeting increasingly short schedules in order to keep pace with competitors. The intent of this research is to compose a case study on a small-scale general contracting firm that is currently in the process of implementing the management software, BuilderTrend. It aims to conduct a preliminary evaluation of the firm’s standard practices prior to implementation, followed by an analysis of the software’s impact on key performance indicators including sales and project documentation. It will also address challenges faced during the product implementation process as well as potential barriers to the projected growth in the product’s utility. The study will then proceed to predict key factors that may reduce or increase benefits over a projection of two years, establishing a qualitative range of plausible outcomes in relation to utility over time

Systematic Procedures to Determine Incentive / Disincentive Dollar Amounts for Highway Transportation Construction Projects, Research Report 11-22

The Federal Highway Administration has encouraged state transportation agencies to implement Incentive/Disincentive (I/D) contracting provisions for early project completion. Although general guidelines to determine the I/D dollar amount for a project are available, there is no systematic and practical tool in use to determine optimum I/D dollar amounts for I/D projects considering road user cost, agency cost, contractor’s acceleration cost, and contractor’s cost savings. Therefore, systematic procedures and models to assist project planners and engineers in determining an appropriate I/D dollar amount are essential to optimizing the use of I/D contracting techniques. This research performed a literature review related to the determination of daily I/D dollar amounts. Caltrans I/D project data were then collected and evaluated. Project performance data were analyzed with regard to project outcomes in two key areas: project time and project cost. Statistical analyses were performed to identify the impact of I/D dollar amount on project time and cost performance. Using Construction Analysis for Pavement Rehabilitation Strategies (CA4PRS) software, Caltrans I/D projects were analyzed to introduce three different levels of CA4PRS implementations for the I/D dollar amounts calculation. Based on the results of the I/D project case studies, the systematic procedures to determine appropriate I/D dollar amounts were developed using the CA4PRS schedule-traffic-cost integration process for the new I-5 rehabilitation project in LA. The proposed procedures were applied to a typical highway pavement rehabilitation project using HMA (hot mix asphalt) materials. Further research is needed to apply the proposed model to other types of highway projects, with adjustment for the type of project

Web Services Support for Dynamic Business Process Outsourcing

Outsourcing of business processes is crucial for organizations to be effective, efficient and flexible. To meet fast-changing market conditions, dynamic outsourcing is required, in which business relationships are established and enacted on-the-fly in an adaptive, fine-grained way unrestricted by geographic distance. This requires automated means for both the establishment of outsourcing relationships and for the enactment of services performed in these relationships over electronic channels. Due to wide industry support and the underlying model of loose coupling of services, Web services increasingly become the mechanism of choice to connect organizations across organizational boundaries. This paper analyzes to which extent Web services support the dynamic process outsourcing paradigm. We discuss contract -based dynamic business process outsourcing to define requirements and then introduce the Web services framework. Based on this, we investigate the match between the two. We observe that the Web services framework requires further support for cross - organizational business processes and mechanisms for contracting, QoS management and process-based transaction support and suggest ways to fill those gaps

Outsourcing and acquisition models comparison related to IT supplier selection decision analysis

This paper presents a comparison of acquisition models related to decision analysis of IT supplier selection. The main standards are: Capability Maturity Model Integration for Acquisition (CMMI-ACQ), ISO / IEC 12207 Information Technology / Software Life Cycle Processes, IEEE 1062 Recommended Practice for Software Acquisition, the IT Infrastructure Library (ITIL) and the Project Management Body of Knowledge (PMBOK) guide. The objective of this paper is to compare the previous models to find the advantages and disadvantages of them for the future development of a decision model for IT supplier selection

Strengthening Construction Management in the Rural Rehab Line of Business

The Five Key ObservationsObservation#1: Rural rehab success emanated from positive thinking and persistent implementationObservation #2: Almost every RHRO would benefit from a substantial increase in the per unit funding available, especially in light of the forthcoming HUD HOME requirement to establish written rehab standards in ten subcategories.Observation #3: A smartphone and tablet with 20 to 40 apps is the rehab specialist's Swiss Army knife. They are our, GPS, calculator, spec writer, office lifeline in case of danger, camera, clock, cost estimator calendar and a hundred other single-purpose but very important uses.Observation #4: NeighborWorks® Rural Initiative could provide a clearinghouse for success techniques targeted to rural rehab. Each month it might focus on a specific aspect of rehab management; inspection checklists in January, green specs in February, feasibility checklist in March, contractor qualification questionnaires in April and so on.Observation #5: Even with most components of in-house contractor success formula in place, per the Statistic Research Institute 53% of construction firms go out of business with in the first 4 years. It remains a very risky model that requires significant; funding, staff experience, administrative support and risk tolerance.Three Rehab Production Models And Their AlternativesThis middle section restates the introduction and methodology and offers a detailed review of the Traditional Rehab Specialist, Construction Management Of Subcontractor and the In-House General Contractor production models .for each model the article provides: definition and staffing pattern, design roles and tasks for each major player, benefits and challenges, alternative models and finally recommendations for successful implementationFocus TopicsDuring our interview process, three ideas surfaced that were best served with a mini discussion of the topic rather than being embedded in the already large middle section.The three topics are; software and technology, management of community relations – marketing and quality control, and budget solution

Component Based System Framework for Dynamic B2B Interaction

Business-to-business (B2B) collaboration is becoming a pivotal way to bring today's enterprises to success in the dynamically changing, e-business environment. Though many business-to-business protocols are developed to support B2B interaction, none are generally accepted. A B2B system should support different B2B protocols dynamically to enable interaction between diverse enterprises. This paper proposes a framework for dynamic B2B interaction. A B2B transaction is divided into the interaction part and business implementation part to support flexible interaction. A component based system framework is proposed,to support the B2B transaction execution. To support. dynamic B2B services, dynamic component composition is required. Service and component notions are combined into a composable service component. The composition architecture is also presented

Understanding smart contracts as a new option in transaction cost economics

Among different concepts associated with the term blockchain, smart contracts have been a prominent one, especially popularized by the Ethereum platform. In this study, we unpack this concept within the framework of Transaction Cost Economics (TCE). This institutional economics theory emphasizes the role of distinctive (private and public) contract law regimes in shaping firm boundaries. We propose that widespread adoption of the smart contract concept creates a new option in public contracting, which may give rise to a smart-contract-augmented contract law regime. We discuss tradeoffs involved in the attractiveness of the smart contract concept for firms and the resulting potential for change in firm boundaries. Based on our new conceptualization, we discuss potential roles the three branches of government – judicial, executive, and legislative – in enabling and using this new contract law regime. We conclude the paper by pointing out limitations of the TCE perspective and suggesting future research directions