During the planning stages, the Seoul Metropolitan Government determined the optimal system developmental approach. The system developmental plan was established after an expert review of the plan was carried out by the Seoul Metropolitan Government’s Information System Planning Bureau . A company with a lot of experiences in handling the management of public construction projects was selected through a public bidding process that included a technical review. During the period of system development, advisory committee and working group sessions were held to ensure that problems do not occur when the system was actually applied to the real work process. The system also underwent two rounds of information system audits to build the best system possible.
System development was supervised by the Public Works Division in the Seoul Metropolitan Iifrastructure Headquarters . A working group and advisory committee were organized that consisted of managers from each department of the division. Visits were made to construction companies and construction management companies – the actual users of the system - to collect the user requirements, encourage their active participation and to promote the usability of the system. Participation from citizens and interested parties was also encouraged by reflecting their opinions, as well.
Among the 777 people that monitored the progress of Seoul’s city governance, only 18% knew about the Construction Information System website. Based on an analysis of the frequency of use among the 70 people who had visited the website, it was found that 48% had visited the site more than once a month.
The Seoul Metropolitan Government’s Urban Infrastructure Division consisted of a working group that supervised the project, an advisory committee (expert group), and an auditor, while the system development company was made up of a project manager, quality management team, technical support team, standardization team, C-PMIS development team, electronic authorization system development team, validation team, and maintenance team. After the development of the CPMIS, two executive presentations and three working-level support group meetings consisting of 11 working level employees were held, and one progress report to the technical audit supervisor were made.
The working-level group, which was made up of 12 people from related departments to collect feedbacks related to work process improvement and system development and to conduct decision-making for each project phase (Three meetings were held to solve problems).
Experienced managers from different departments (administration, architecture, civil engineering, electronics, mechanicals, and landscape architecture), gathered to analyze and analyze the needs and review the workflows.
System developer Bolim Information System ran an internal development team and consulted with the working-level group whenever issues (issues, problems, flaws) arose, after which their conclusions were reflected in the project.
The number of documents, such as process reports (work order reports, status reports), between our division and the system developer, amounted to around 3,300 in 2010, 3,900 in 2009, 3,300 in 2008, and 2,500 in 2009.