Modeling Principles of Decision Support Systems

Modeling Principles of Decision Support Systems

DOI: 10.4018/978-1-4666-9873-4.ch006
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Abstract

In Chapter 5, some mathetical techniques that underpin decision support systems have been examined. The rationale behind reviewing the mathematical techniques was to facilitate understanding of their applications. This chapter will build on Chapter 5, to examine the modelling intentions behind some decisions in the domain of construction. Within finite time and resources, the matrix-based, optimization techniques and the sub-works chaining diagram (SWCD techniques will be further explored.
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Understanding The Interactions Between Formal And Informal Sector

The execution of most projects requires interactions of teams from both the formal and informal sectors. The interactions of teams from both sectors is related to man-power, materials and equipment, and funding means.

The Interactions of Man-Power

The formal sector uses standard methods and generally employs technicians often considered as focal points for each job category. These technicians usually have a regular contract of employment compared to those in the informal sector. Most often, the technicians are very few and responsible for contacting the temporary workers in the informal sector, who are essentially jobbers, and whom their availability and the competence are not always cannot be ascertained. It is the responsibility of the focal points of the formal sector to respect the general work schedule, involving several jobbers from the informal sector with varying skills and uncertain work pattern or availability. This dependence on jobbers shows the importance and risk of delivery construction projects using the informal sector’s workforce. This dependence becomes more complex as each team leader (i.e. from focal points) have to manage many other team leaders from the informal sector with most on non-permanent contracts. For example, Figure 1 shows how a bricklaying team leader Mi manages others bricklayers mjl from the informal sector.

Figure 1.

The relationship between the formal sector and the informal man power

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