Application of Cloud Computing For The Internal Stakeholders
Application of Cloud Computing For The Internal Stakeholders
Application of Cloud Computing For The Internal Stakeholders
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ISSN 2659-2193
Volume: 07 | Issue: 01
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(Heravi et Client Establish the project, develop the project and process, and
al., 2015) control and operation
Consultant Establish the project, develop the project and process, and
control and operation
In another way, collaboration is the 2018). Many researchers stated that the
agreement among the several parties, who collaboration of stakeholders helped to
involve in the project to share the handling share the information, communicate
capacity, available data, information, and among them, and coordinate the
knowledge, aiming of the tasks defined by stakeholders to achieve a particular thing
the client or the stakeholders (Hu et al., Alreshidi et al., 2016b).
2016; Hughes et al., 2012; Matthews et al., Benefits for the adoption of cloud
2018). In the construction industry, the computing
time based and accurate information are The conventional method of
needed during the construction phase to collaboration is paper-based or verbal
success a particular project, because communication among the stakeholder to
stakeholders involve from the multiple communicate and share information
organisation. Real-time and effective (Teizer, 2013; Hu, 2008). Further, the
information generates the knowledge to authors commented that only a few
make the decisions efficiently (Cheng et stakeholders are working efficiently
al., 2012; Cao et al., 2017). In through the conventional method of
construction projects, there is a need for collaboration in the construction industry
the collaboration of stakeholders or (Ma et al., 2018). Two third of the
various organisations to deliver the construction problems are arisen by the
projects successfully (Abanda et al., inadequate exchange of information data
No Drawbacks Authors
Teizer, 2013
Hu, 2008
01 Inadequate * * * * * * * * * * * * * *
exchange of
information
02 Inefficiency of * * * * * *
data
03 Poor coordination * * * * *
04 Low transparency * * *
05 Limited * * * * * * * * * *
communication
06 Decision-making * * * * *
path critical
07 Collaboration * * * * * * * *
among
stakeholder very
low
01 Document * * * * * * * *
management
02 Contract * * * * * * * * * * * *
management
03 Design management * * * * * * * * * *
and drawing
04 Real-time * * * * * * * *
management
05 Project life cycle * * * * * * * *
management
06 Efficient * * * * * * *
communication
07 Supply chain * * * *
management
08 Finance * * * *
management
09 Tracking features * * *
10 Sophisticated * * *
reporting
11 Task assignment * * * *
12 Procurement * * *
13 Time management * * *
No Benefits Authors
01 Easy communication * * * *
02 High storage capacity *
03 Backup and recovery * * *
04 High collaboration * * * * * *
05 Real-time monitoring * * * * * * * *
06 No need for a physical location * *
07 Data transfer quality and * * * *
productivity improvement
08 Trust development * *
09 Low cost * * * * * * * *
10 Resource sharing * * * *
The construction stakeholders are rarely following Table 5 explains the limitations
involved in the construction process for the involvement of stakeholders
through CC (Afolabi, et al., 2018). The through CC.
No Limitation Authors