The
Risk Management Mode of Construction Project Management in the multimedia environment of
internet of things
Harbin Vocational
College of Science and Technology, Harbin 150081, Heilongjiang, China 2
Infrastructure Management Center, Harbin University, Harbin 150086,
Heilongjiang, China
Correspondence should be addressed to Hai Xie: xiehai@hrbu.edu.cn
Abstract
The construction industry is the pillar industry of
China’s national economy. According to the statistics of the National Bureau of
Statistics, the GDP in 2016 was 744.127 billion yuan, while the total
construction output value was 193.567 billion yuan, accounting for 6.5 percent
of China’s GDP. The construction industry has played a pivotal role in
promoting social development. Construction projects have always belonged to
typical high-risk industries, and they will be affected by many factors, and
these factors are mostly from the social environment and the natural
environment, which makes it difficult to realize the expected construction
period, cost, quality, safety, etc., of the construction project. The
objectives, especially for large- and medium-sized construction projects,
involve a lot of specialties, a wide range, a long construction period, and a
huge amount of investment. Once the risks appear, the consequences are
unimaginable. In addition, construction projects will be affected by accidental
factors during the implementation process. If not handled in time, it will
seriously affect the normal operation of construction projects. In view of the
above problems, this article aims to study the risk management research of
construction project management under the multimedia environment of the
Internet of Things. Combining the characteristics of mobile construction
projects, various problems are analyzed in the construction process of
construction projects. This paper proposes a multimedia-based construction
project management system, construction project quality management objectives
and principles, and schedule risk prediction. The experimental results of this
paper show that taking the construction project under the multimedia
environment as an example, the communication management and quality control
management of the construction project under the multimedia environment are
studied. Through the combination of theory and practice, the work of
construction projects under the multimedia environment of the Internet of
Things is guaranteed to be completed on time and with high quality.
1.
Introduction
1. Introduction
In
the whole life cycle of a construction project, the risk problem has always
been difficult to solve, which will not only affect the construction quality of
the construction project, but also have a greater effect on the operation
effect of the construction project [1]. The diversity of production and the
complexity of buildings make the probability of project construction risk
factors and risk events greater, often resulting in more serious consequences.
Due to the large amount of construction engineering projects, a large number of
units and factors will be involved, resulting in problems such as schedule
risk, decision risk, operational risk, technical risk, and safety risk of the
entire construction project. If not handled in time, it is inevitable. It will
have a greater impact on its overall implementation effect. It can be seen that
strengthening the risk management of construction projects is particularly
important, mainly reflected in the following three points [2–5]:
1. Through
risk management of construction projects, it is beneficial to improve the risk
control ability of project managers. No matter what type of risk occurs,
project managers can make correct decisions in the first time, and minimize the
risk [6].
2. Through
the risk management of construction projects, it is conducive to the resolution
of various unfavorable factors and has a good promotion effect on the normal
operation of construction projects [7, 8].
3. Through
risk management of construction projects, it is conducive to reducing social
nonperforming assets and can significantly promote the sustainable development
of China’s social economy [9, 10].
“Risk
management” was first proposed by the Germans after “World War I,” and American
scholars began to study “risk management” in the 1930s, and then continued to
develop. “Risk management” officially became a professional discipline in the
1950s. In turn, the ongoing drive by the American College of Insurance
Professionals is making growth more deliberate and complex [11–13]. In 1987,
the American Project Management Association began to publish the project
management knowledge system, which is also the world’s first project management
knowledge system, which indicates that risk management has become an important
part of project management [14]. British scholars have also achieved fruitful
results in risk management. Some scholars believe that project risk management
is not only a scientific management theory, but also a project management
theory, which is closely related to the operation and management level of the
project, and is also a decision that the project manager must master [15–17].
The British applied the risk analysis method in the oil pipeline project of
Beihai Oilfield, which not only improved the safety of the project but also
reduced the project cost. At the same time, the establishment of the British
Chartered Insurance Institute and the British Risk Management Association was
very large. To a certain extent, it promotes the development of risk management
in the UK [18]. American scholars and British scholars have their own
characteristics in project risk management and have strong complementarities.
In addition, the French are the first people in the world to apply risk
management ideas to the business management system, and most of them conduct
research risk management from the management level. From the current point of
view, risk management theory has been widely applied to engineering
construction organization, engineering construction, engineering design,
project feasibility analysis, and other fields. The project risk management
system has been basically established and improved [19].
Risk
management came to China in 1985, introduced by Dr. Duan Kailing, and the
publication of Risk Analysis and Decision-making (Professor Guo Zhongwei)
marked the formal study of risk management in China as a professional discipline
[20]. With the accelerating process of China’s reform and opening up, a large
number of foreign advanced risk theories have been introduced and applied to
the Guangzhou Metro Construction Project, the Three Gorges Project Construction
Project, and the Gezhouba Hydropower Project Construction Project, which have
achieved better application results. “Engineering Project Risk Management
—Theory, Method and Application” (Wang Zhuoyu) carried out a comprehensive and
in-depth analysis of the methods and theories of project risk management [21].
Hao introduced the method of risk identification comprehensively and also
proposed a series of risk prevention measures based on the perspective of
transferring risks, reducing risks, and avoiding risks [22]. Hao, Shen, etc.,
proposed a series of management methods, countermeasures, and evasive
strategies to effectively control project risks, avoid adverse effects, and
achieve the overall goal of the project with the least cost [23–25]. These
studies provide some reference for the research in this paper, but there are
some shortcomings in the study due to too little time and insufficient sample
size.
The
article discusses in detail the application of construction project risk
management in order to provide experience for similar projects. Construction
projects have always belonged to typical high-risk industries, and they will be
affected by many factors, and these factors are mostly from the social
environment and the natural environment, which makes it difficult to realize
the expected construction period, cost, quality, safety, etc., of the
construction project. The objectives, especially for large- and medium-sized
construction projects, involve a lot of specialties, a wide range, a long
construction period, and a huge amount of investment. Once the risks appear,
the consequences are unimaginable. In addition, construction projects will be
affected by accidental factors during the implementation process. If not
handled in time, it will seriously affect the normal operation of construction
projects. In view of the above problems, this paper proposes a risk management
model for building project management in a multimedia environment, controlling
the construction period and managing risks through multimedia technology.
2.
Construction Project Risk Management
2.1.
Construction Project Management Theory
Construction
project management is mainly to use scientific knowledge, technical means,
tools, and other operations to manage the project. Management is generally
carried out through the processes of organization, planning, leadership,
coordination, scheduling, and control. The project management requirements
clarify the management organization, organizational functions, role
positioning, scope of duties, etc., rationally optimize resource allocation,
and complete management objectives within the specified time limit and cost
range [26]. Project management covers a wide range of topics, including project
time, scope, cost, schedule, communication, risk, human resources, procurement,
contracts, information, machinery and equipment, and on-site management. The
purpose of comprehensive project management is to achieve the project
objectives within the contract period and meet the expectations and
requirements of all stakeholders. The project management content is not single,
and the various elements are intertwined, which constitutes the project
management scope intricately. Coordinating various management factors and
making it operate scientifically and orderly is the effect that project
management should achieve. Project management involves the life cycle of the
project. The life cycle of the project refers to the whole process from project
planning and implementation to acceptance. The life cycle of a project varies
with the size of the project and the length of the cycle. The life cycle of the
project varies from several months to several years. Regardless of the length
of the project life cycle, the project management process that is experienced
generally has commonalities and must be organized. Planning, coordination,
control, and other processes must use scientific and technological means and
advanced management methods to achieve the ultimate goal of management.
Generally
speaking, risk refers to the possibility of an unfavorable event. It is an
uncertain loss that can predict the probability and consequences of its
occurrence. Project risk is an uncertain factor that deviates from the project
objectives and affects the project implementation process. It may have certain
obstacles to the realization of a certain part of the project’s target process
and may also cause significant losses to the project’s revenue. The risk
research is also to reduce the impact of uncertain events on the project plan.
Most of the risks are predictable, identifiable, and controlled, with the
following characteristics [27, 28].
First,
project risks are objective. The project risk does not depend on manpower’s
will; it is existed objectively. The quantum of risk and the likelihood of
happening are different for different combinations of risk in different risk
factors. Project risk occurs as a result of a combination of environmental,
economic, technological, policy, and cultural factors, which allows managers to
control the occurrence of risks. Therefore, project risks have an objective
existence [29].
Second,
project risks are relative. The relative risk is mainly reflected in the degree
of influence of the same risk on different projects. The risk factors that have
a significant impact on one project may have the opposite effect on the other
project; the project risk exists objectively, but the manager can pass certain
means reduce or transfer risk.
Third,
project risks are deformable. The risks at each stage of the project are
different and will change with management. This change may be beneficial or
unfavorable. The risk changes in large projects will be more obvious because of
the large risk factors of large projects.
Fourth,
the diversity and predictability of project risks. Different types of projects,
different cycle lengths, and different management factors, the existing risks
are diverse.
Fifth,
the predictability of project risks. Project managers can predict the source of
risk, the amount of risk and the probability of occurrence by scientifically
analyzing data, etc., and formulate effective measures to prevent and reduce
risks.
2.1.2.
Risk Evaluation
The
probability of the risk analysis result determines the order in which it is dealt
with. A high probability indicates that the risk is likely to occur, and
countermeasures should be taken first. To achieve this goal, run the risk
analysis module to obtain the probability of occurrence of risk information,
match the data with the preset risk level, and divide the level according to
the standard.
2.1.3. Risk Prevention. Project risk
prevention is a measure to reduce the probability and impact of risk based on
the results of risk identification and assessment. The ultimate goal is to ensure
the maximum benefit of relevant parties. The choice of risk prevention methods
should be based on the actual situation of the project. The same project may
use several methodologies; different courses of the same work may use different
methodologies, with the overriding goal of reducing their losses due to
exposures.
2.2.
Risk Management
2.2.1. Risk Management Overview. There are different
risk management mechanisms in various industries in the real society, and of
course they will show different characteristics in each industry. Risk
management is mainly composed of risk control managers and potential objective
risks. Therefore, in some more complex production environments, professional
risk control managers must be present to ensure the smooth progress of the
project. Risk management needs to go through a series of complicated
supervision, management, and approval processes before it can be implemented.
Therefore, these processes are particularly important. Only by controlling all
the identification, quantification, evaluation, control, and supervision
processes in between can they be implemented. Achieve effective control of
risks, so as to ensure the smooth progress of production activities.
2.2.2. Risk Identification. Risk identification
is the first step in the risk management process. Many potential risks may be
encountered in the various work processes of the project. They must be judged
and summarized according to their different characteristics. They would have to
be judged and conclude according to their diverse characteristics. The ultimate
goal of risk recognition is to find the item. That is to find the incentives
that cause the risk and reduce its impact on the subsequent operation of the
project.
2.3. Construction Project Risk of
Construction Progress. Due to the long production cycle,
large-scale, and complicated management process of construction projects, in
the actual construction, there is obvious uncertainty in the event. Therefore,
the risk events brought about to some extent affect the completion of the
planned progress of the construction progress. There are five aspects to the
project construction schedule risk.
2.3.1. Objective Search and
Universality. Whether
it is a natural disaster or a conflict in economic and social development, it
is an objective risk. In fact, there are many types of risks and great harm.
The implementation of construction project management can only reduce the
probability of occurrence of risks and reduce losses through management methods
and technical methods, but it cannot eliminate risks objectively.
2.3.2.
Uncertainty and Measurability. The uncertainty of
construction schedule risk is reflected in four aspects: probability, time,
resulting result, and loss. According to the relevant literature and the
experience of the relevant construction personnel on the site, it is often
possible to calculate the construction schedule risk probability and
consequences and theoretically realize the prediction and measurement.
2.3.4. Risk Events in Variability
Construction Are in Dynamic Development.
Every
process and every factor in the construction is constantly changing. The
variability of the progress risk is mainly reflected in the nature,
consequences and type.
2.3.5.
Phased
(1) The
stage of potential risk: it refers to the construction schedule risk factors
that have existed objectively, but have not yet occurred, and have not caused
direct economic losses and social impacts on the project but may deteriorate.
(2) The
stage of risk occurrence: it means that the construction schedule risk has
already occurred, and the project economic loss and madness influence are
taking shape. However, due to the unfinished construction schedule risk, if no
effective measures are taken, it will start to cause economic loss and social
impact of the project. In the actual situation, the duration of the event is
very short.
(3) Stages
of consequences: it refers to the stage in which certain project economic
losses and madness have been formed. Often the consequences of project
formation are irreparable, but effective measures can be used to reduce the
extent of losses and control the consequences of project formation.
3.
Application of Multimedia Technology in Construction Project Management
3.1.
Shortcomings of the Internet of Things Multimedia Technology in the Application
of Construction Engineering
3.1.1. The Internet of Things
Multimedia Technology Is Immature and the Software Is Narrow. My country’s
construction engineering management informationization time is very short, and
my country’s multimedia technology is still very backward and immature.
Construction engineering multimedia software is still in its infancy, and there
is still a big gap compared with foreign countries. A lot of construction
companies do not fully understand the multimedia technology adoption. Due to
the overall lack of a plan for multimedia software development, the theme is
the same, and lead to a lot of low-level repeated development. Multimedia
software development should be familiar with the internal management details of
construction companies in the short term, excessively pursue multimedia
software development projects, and pursue market profits.
3.1.2. Management System Defects. In the management
of construction projects, the management methods are weak, the multimedia technology
management level is not high enough, the management mode is not diversified,
the project management is chaotic, and there is no corresponding system
support, which ultimately leads to the lack of implementation and progress of
the multimedia system. Without system support, especially the functions and
skills of some professional management software, it is difficult to fully
understand. The application of most multimedia technologies in construction
companies only stays in the preparation plan. There is no effective management
method for the adjustment of the regulatory plan.
3.1.3. Multimedia Technology Gaps in
Different Regions. Some
large-scale high-level enterprises have reached the forefront of the country,
established local area networks, and realized resource sharing among employees
within the enterprise. Employees can query and obtain various materials through
the local area network established by the company. While acquiring data, it
also ensures data security, which plays an important role in improving the work
efficiency of all units of the enterprise [30]. In some economically developed
areas, due to abundant information sources, construction project managers have
a deeper understanding of information management than other units, while construction
project managers in economically underdeveloped areas or remote areas have a
weaker understanding of multimedia technology. And the promotion and
application of multimedia technology in municipal construction projects is the
worst. The development of multimedia technology in different regions has opened
a huge gap.
3.2. Quality Management Objectives and
Principles of Construction Engineering in Multimedia Environment. Quality management
objectives of construction engineering in a multimedia environment: ensure that
the new multimedia system can normally cut access network operation within a
predetermined period of time, without affecting the normal use of multimedia by
users. Quality management principles for construction engineering in a multimedia
environment: during the construction period, it does not affect any other
business on the live network. Features of mobile communication multimedia
software include the following.
3.2.1. Complex Multimedia Technology. The construction
project management system in the multimedia environment consists of the host
device, the data communication device, and the storage device. The operating
system includes the Windows operating system, the Solaris operating system, and
the SUSE operating system. The construction project management system in the
multimedia environment is a system engineering, a project that only a
multidisciplinary engineer can work together to complete.
3.2.2. Short Construction Period and
Complicated Process. Operators
generally require the completion of the construction of the construction
project under the new multimedia environment within 3 months, and the mobile
company has strict access system in and out of the building and computer room.
The construction project management equipment and the existing network
operation equipment in the multimedia environment are believed, the operational
process.
3.2.3. Strict Testing. In the multimedia
environment, there is a strict test manual before the construction project
management is put into operation. After passing the functional verification
test and service test of the multimedia technology system of the Internet of
Things, the new system can be cut over.
For
the characteristics of construction under multimedia environment, we use the
“brainstorming” method to discuss and propose solutions to the quality of
people, equipment, process system, and environment of the building construction
under multimedia information business environment through the knowledge of
construction project management that we have been learned, as shown in
Figure
1.
4.
Construction Project Management under Multimedia Environment
4.1. Multimedia-Based Construction
Project Management System. As
shown in Figure 2, the multimedia-based construction project management system
mainly includes quality inspection management, emergency call, unified portal,
statistical report, video telephony, architectural design, progress inquiry,
process design, intermediate software, task notification, CTI middleware, and
unified handover. It is made of several parts. It covers basically all segments
of the construction project administration field, such as design, execution,
inquiry, handover, notification, and oversight, and adds features such as video
call, emergency call and other communication services.
4.2.
Architectural Design and Construction Schedule Management in a Multimedia
Environment
4.2.1. Architectural Design in a
Multimedia Environment. Visibility
of the 3D building structure is an essential application of interactive
technology in engineering. The threedimensional structure obtained by using
software technology is compared with the traditional CAD two-dimensional
template drawing. The two have different levels of essence. The latter has the
following drawbacks: first, it has certain deficiency and cannot transmit the
structural information of the building to the building. Maintenance software,
construction management software, etc., when using building maintenance and
construction management software, it is necessary to repattern and increase the
workload; second, there is no spatial expression ability; the construction
drawing lacks height direction data and requires designers to exert their own
space imagination. With the support of space imagination, the model is
restored. This method has a high error rate when drawing some architectural
drawings with complex shapes. Moreover, there are still structural heights of
the building beams that cannot be used in 2D drawings. The drawbacks reflected
in the process are prone to a large number of rework of construction drawings,
which ultimately affects the progress and quality of the entire project. Revit
software modeling can solve the above problems: First, the Revit structural
model, as an effective carrier of parameterized information, can provide great
convenience and improve work efficiency when downstream software reads 3D
geometric information, reducing the workload. Secondly, Revit software can
fully realize the functions of 3D visualization and color differentiation and
can realize
“visual
management.” Perform well-targeted inspection in the process of switching
preset view templates. The task of the 3D model: the 3D building model is shown
in Figure 3.
Figure 1: “Brainstorming” analysis of building engineering quality management in multimedia environment
Figure 2: Multimedia-based
construction project management system.
Figure 3: 3D building model.
4.2.2. Engineering Progress Management
of Construction Projects in Multimedia Environment. Develop a project
schedule management mechanism to determine the progress of the project through
a scientific assessment of the progress of the project in the construction
project, and then compare it with the expected progress, as shown in Figure 4.
Figure 4: Multimedia-based construction project
progress management.
4.2.3. Progress Risk Prediction. According to the
assessment of the schedule, adopt tailor-made risk surveillance and response
measures for the predicted schedule rises to mitigate and avoid the adverse
effect of schedule risks and form a project progress risk management schedule.
The forecast of schedule risk is shown in Table 1 and Figure 5. Figure 5 shows
the degree of project schedule risk by different colors.
|
Table 1: Project schedule risk
prediction.
|
5.
Conclusions
- This
article discusses the theory and method of construction project management
and risk pipeline based on the multimedia technology of the Internet of
Things and combines the characteristics of mobile construction project to
analyze various problems in the construction process of construction.
Taking the construction project in the multimedia environment as an
example, the focus is on the progress management and quality control
management of engineering construction projects in the multimedia
environment. Through the combination of theory and practice, the work of
the construction project under the multimedia environment is guaranteed to
be completed on time and in good quality.
- For
the management of construction projects, based on the schedule, the risk
factors should be identified regularly, the schedule risk list should be
established, and the risks should be qualitatively and quantitatively
evaluated. The probability of occurrence and the impact on the
construction period should be carried out to carry out project planning
management and project time optimization. Adopt risk control measures,
timely monitor of risk evolution, and mitigate or circumvent the impact of
risk incidents on project target, so as to achieve active management of
project risks and active schedule control.
- With
the continuous development of engineering and construction enterprises,
the project risk management theory is continuously innovated, the
engineering technology is increasingly perfect, the quality of personnel
is continuously improved, and the project managers pay more and more
attention to the risk of the project, and the project risk identification
is clearer. The project risk assessment is more accurate, the project risk
response strategy is more active and effective, and relevant measures are
more complete. The probability of project risk is reduced, the project
risk is more controllable, the impact area caused by project risk is
reduced, and the loss caused by project risk is further reduced, thereby
improving the internal operation efficiency of the engineering
construction enterprise and strengthening the internal enterprise.
Control, improve the construction process, make the construction process
more rigorous, and be able to respond more effectively to risk resistance.
In the future, not only will the research on risk management of
engineering projects be more comprehensive, systematic and effective, but
also extend to other risk management fields, so that more effective and
scientific project risk management methods will emerge, and enterprises
will be provided with a more rigorous process operation system. In order
to improve the management level of enterprises, we should contribute to
the ability to deal with risks.
Data
Availability
This
article does not cover data research. No data were used to support this study.
Conflicts
of Interest
The
authors declare that they have no conflicts of interest regarding the
publication of this study.
Acknowledgments
This
study was supported by Heilongjiang Provincial Natural Science Foundation
Project: Research and Application of the Prefabricated Construction Method of
Concrete TwoWay Superimposed Slabs Based on the Industrialization of Buildings,
General Project, no. E2017057.
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