Information overload in construction project management

This research investigates information overload of construction project managers. The aim is to identify its occurrence pattern and influencing factors. First, a conceptual definition of information overload is developed, using time as the criterion to describe information load. Information overload for a project manager is taken as occurring when the demands on information processing time exceed the supply of time. Second, the variation of information load throughout the project is structured using the interaction of a project manager with project members through the stages of a project. These two elements are combined in a matrix format where values for information overload are ascribed to cells representing the interaction with each member during each stage of the project. Six key project members, and four project stages are defined. To allow the subjective quantification of information overload, five practical situations of real-life information overload are described, of which one must be chosen for each of the 24 stage-member cells. To test the model and allow investigation of the influencing factors of information overload, data were collected using a questionnaire survey of 140 project managers. Respondents were asked to select the relevant situation for each cell in the matrix. The resulting matrices had a weighting system applied and a mean calculated for each circumstance to create an Information Load Point (ILP). ILPs are presented in the Information Load Matrix (ILM). The relationships between the information overload pattern and its key influencing factors are investigated by applying significance tests (three-factor mixed analysis of variance and ordinal logistic regression) comparing the ILMs of each class of each attribute. This is done by testing a number of hypotheses which seek the effect of selected key factors (organization type, project manager's experience, original profession, project size, complexity, contract type, and quality of information) on information overload. The results suggest that information overload patterns vary in different project stages and with project members. Project manager attributes (organization type, experience and original profession) are found to affect the information overload pattern. On the other hand, project and information attributes are generally found not to affect the pattern. These results suggest that, while organizations adapt themselves to manage information loads resulting from the projects with which they are involved, the main influencing factors of information overload are dependent on the skills and abilities of the individual project manager. This implies that the focus of further research on information management strategies should be more on the personal rather than the organizational attributes. Therefore, equipping project managers with improved procedural and technical skills and technology to maximise the efficiency and effectiveness of their use of time should be the priority for the management of information overload, not the deliberate adaptation of project organizations.