Majority of road projects in India experience significant time overruns ranging from a few months to over five years. The main causes of delays include issues with land acquisition and regulatory approvals, insufficient funding, design changes, and disputes between stakeholders. Other factors contributing to delays are poor planning and coordination by contractors, use of unskilled labor, equipment problems, and adverse weather conditions. These delays significantly increase project costs and risk viability through cost overruns, reduced quality, litigation, and claims.
The document provides an overview of construction project management for school districts. It discusses establishing clear lines of communication and responsibility matrices for district staff and consultants. It also discusses recognizing potential issues during construction like change orders exceeding 10% of the contract total and how to handle them, such as carefully scrutinizing documentation for change order requests. The document emphasizes the district's responsibility to taxpayers to resolve issues legally and promote success for all parties involved in the project.
The document provides an outline for contract and construction management. It discusses managing the construction period through 15 activities including organization, planning, survey checks, site organization, construction methods, time control, cost control, quality control, site meetings, progress reports, claims and disputes, completion of works, and inspection of works. It also discusses managing the defects liability period through inspection of works, defects liability certificate, and final certificate. Project controls are discussed including time and cost control through critical path scheduling, float, resources, and progress reporting.
Pre-opening interior snagging services for luxury hotelsSamir Khosla
The Brentford Group provides snagging services to address defects and incomplete work that arise at the end of construction projects. Their services include snag prevention through oversight of contractors, snag audits to identify issues, and full snag rectification. The document outlines these services and provides a case study of Brentford successfully rectifying snags to allow on-time opening of a delayed 5-star hotel project in India.
This document provides information about NCON Corporation and the services they offer for construction project management. It describes their three phase process for planning projects that involves fact finding, programming, and final design/construction. It highlights how early engagement with NCON helps clients reduce risks and costs. Examples of completed projects and national clients are also listed.
Stakeholder management In Construction IndustryGirish Singh
Stakeholder Management is a theory by which we can ensure the success of the project by avoiding may type of disputes & problem during the project life cycle
The document discusses reasons for cost and time overruns in Indian infrastructure projects. It identifies external factors like delays in regulatory approvals and land acquisition, and internal factors like ineffective project planning and monitoring as causes for schedule overruns. For cost overruns, it points to scope changes, inadequate project reports, and price escalations beyond projections as key reasons. It recommends establishing project management offices for monitoring, adopting risk management techniques, and implementing strategies like periodic reviews and cost escalation clauses to control schedule and cost overruns.
This document discusses contracts and disputes in construction projects. It defines what a contract is and explains that written contracts are necessary to clearly establish the risks, obligations, and relationships of the parties involved. Written contracts provide a means to manage risks, obligations, and performance in a disciplined manner. The document also discusses different types of contracts, potential areas of disputes such as scope, schedule, and design issues, and ways to prevent and analyze claims that may arise.
Construction site supervision aalecture one.Gebeyehu Worku
The document provides guidance on construction site supervision and inspection. It discusses key topics such as the definition and importance of inspection, the roles and responsibilities of inspectors, common defects in construction, and health and safety issues. The main points are:
1) Inspection aims to ensure quality, safety, and compliance with standards and specifications during construction projects.
2) Inspectors must have technical skills as well as strong communication, problem-solving, and analytical abilities.
3) Defects can occur due to poor workmanship, materials, or supervision, and inspectors must properly identify causes and recommendations.
4) Health and safety on construction sites is critical, as accidents often result from unsafe practices or conditions
The document provides an overview of construction project management for school districts. It discusses establishing clear lines of communication and responsibility matrices for district staff and consultants. It also discusses recognizing potential issues during construction like change orders exceeding 10% of the contract total and how to handle them, such as carefully scrutinizing documentation for change order requests. The document emphasizes the district's responsibility to taxpayers to resolve issues legally and promote success for all parties involved in the project.
The document provides an outline for contract and construction management. It discusses managing the construction period through 15 activities including organization, planning, survey checks, site organization, construction methods, time control, cost control, quality control, site meetings, progress reports, claims and disputes, completion of works, and inspection of works. It also discusses managing the defects liability period through inspection of works, defects liability certificate, and final certificate. Project controls are discussed including time and cost control through critical path scheduling, float, resources, and progress reporting.
Pre-opening interior snagging services for luxury hotelsSamir Khosla
The Brentford Group provides snagging services to address defects and incomplete work that arise at the end of construction projects. Their services include snag prevention through oversight of contractors, snag audits to identify issues, and full snag rectification. The document outlines these services and provides a case study of Brentford successfully rectifying snags to allow on-time opening of a delayed 5-star hotel project in India.
This document provides information about NCON Corporation and the services they offer for construction project management. It describes their three phase process for planning projects that involves fact finding, programming, and final design/construction. It highlights how early engagement with NCON helps clients reduce risks and costs. Examples of completed projects and national clients are also listed.
Stakeholder management In Construction IndustryGirish Singh
Stakeholder Management is a theory by which we can ensure the success of the project by avoiding may type of disputes & problem during the project life cycle
The document discusses reasons for cost and time overruns in Indian infrastructure projects. It identifies external factors like delays in regulatory approvals and land acquisition, and internal factors like ineffective project planning and monitoring as causes for schedule overruns. For cost overruns, it points to scope changes, inadequate project reports, and price escalations beyond projections as key reasons. It recommends establishing project management offices for monitoring, adopting risk management techniques, and implementing strategies like periodic reviews and cost escalation clauses to control schedule and cost overruns.
This document discusses contracts and disputes in construction projects. It defines what a contract is and explains that written contracts are necessary to clearly establish the risks, obligations, and relationships of the parties involved. Written contracts provide a means to manage risks, obligations, and performance in a disciplined manner. The document also discusses different types of contracts, potential areas of disputes such as scope, schedule, and design issues, and ways to prevent and analyze claims that may arise.
Construction site supervision aalecture one.Gebeyehu Worku
The document provides guidance on construction site supervision and inspection. It discusses key topics such as the definition and importance of inspection, the roles and responsibilities of inspectors, common defects in construction, and health and safety issues. The main points are:
1) Inspection aims to ensure quality, safety, and compliance with standards and specifications during construction projects.
2) Inspectors must have technical skills as well as strong communication, problem-solving, and analytical abilities.
3) Defects can occur due to poor workmanship, materials, or supervision, and inspectors must properly identify causes and recommendations.
4) Health and safety on construction sites is critical, as accidents often result from unsafe practices or conditions
Analysis of Cost Over Run in Construction ProjectsIRJET Journal
This document analyzes the causes and effects of cost overruns in construction projects in India. It identifies major reasons for cost overruns such as inaccurate planning, delays in land acquisition, weather issues, shortage of skilled labor, and contractor inefficiencies. The author conducted a case study of a hospital construction project in Pune to identify specific overrun factors like delayed payments, poor scheduling, and ineffective management. The conclusion is that the most significant overrun causes are delayed payments, inaccurate planning, weather, lack of experienced staff, excessive contractor workloads, and poor liquidity/management. Recommendations to avoid overruns include proper planning, accounting for cost variations, clear project scoping, efficient resource use, and strong communication.
Training Slides of Claims and Counterclaims Preparation, Analysis, Assessment and Successful Settlement of Disputes , discussing the importance of Claims and Counterclaims.
Some Key-Points:
- The Framework of Compliance
- Corporate Governance
- Compliance Program
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
Project closure is the process of ending a project in an orderly manner whether the project was successful or not. The aims of closure are to end the project at all levels with minimal disruption and integrate the project outputs. Project termination can occur through several modes including normal completion, premature closure, failure, or changed priorities. The closure process involves reassigning team members, disposing of materials, final reporting, and integrating the project outputs. The project manager may oversee closure or a termination manager may be assigned to handle the long process of winding down the project. Termination activities include completing all work, notifying stakeholders, settling financials, conducting audits, and documenting lessons learned in a final report.
This document discusses construction project management. It begins with an introduction to project management and its goals of completing projects on time, within budget and to quality standards. It then outlines the typical steps in project management including initiation, planning, construction and closeout. It discusses working with project teams and techniques for scheduling like Gantt charts. The document also covers project budgeting, planning tools like Building Information Modeling (BIM), and concludes with case studies of large construction projects like Burj Khalifa that achieved tight schedules through use of new technologies and project management best practices.
The document discusses setting up an effective contract administration system to document claims arising from changes, delays, and other issues on a construction project. It recommends identifying and ranking project risks, determining responsibility for risks, and outlining the evidence and documentation needed to prove entitlement to compensation. Effective documentation includes updated schedules, daily reports, correspondence, meeting minutes, and photos/videos. Quantifying impacts requires separating direct costs from disruption costs and analyzing effects on both changed and unchanged work.
Planning and Project Controls under NEC4 – the choice isn’t yours! by "Glenn ...Project Controls Expo
Planning and Project Controls under NEC4 – the choice isn’t yours! by Glenn Hide - Director for GMH Planning Ltd, UK
Hezron Ricketts - Senior Manager, Senior Counsel to the Board for Th3rd Curve, UK at at Project Controls Expo 2017, Arsenal Stadium, London
This document contains the resume of Robert J. Rymer. It lists his qualifications, accomplishments, and work experience. Rymer has over 20 years of experience in the mortgage industry. He currently works as a Senior Project Manager at Bank of America, where he leads projects to implement a new mortgage loan origination platform. Previously, he held roles managing audit teams and designing mortgage processes.
Discusses contractual relationships in a traditional design and construction project delivery. Covers 5 phases of basic architectural service and additional services.
This is a paper presentation on construction supervision delivered to a body of professionals in the construction industry at a seminar in Lagos state, Nigeria in May, 2015.
The document discusses the typical project development process for construction projects. It describes the 6 main phases as: 1) concept and feasibility studies, 2) engineering and design, 3) procurement, 4) construction, 5) start-up and implementation, and 6) operation and utilization. It also outlines the basic management activities involved in planning, organizing, controlling construction projects at different management levels from organizational to task-level.
(1) The document discusses how operational readiness is often underestimated during project development, leading to issues during commissioning and start-up that cost owners millions. (2) It advocates for establishing an operational readiness team early in projects to provide input on design decisions and ensure deliverables like manuals and training are on track. (3) Jacobs Consultancy offers operational readiness assurance services to help owners implement best practices through all project phases to smooth the transition to operations.
While there are some common qualities needed for a project manager in any industry, there are also some differences depending on the specific industry or type of project.
For both construction and software companies, strong communication skills, ability to manage budgets/schedules, and leadership skills are important. However:
- In construction, safety oversight is a bigger responsibility due to worksite hazards. Technical knowledge of building materials/processes is also more important.
- In software, the PM needs to deeply understand programming languages/platforms to effectively manage developers. Technical troubleshooting abilities are more vital.
- Construction PMs deal with more external factors like weather, permitting. Software PMs have more remote workforces.
- Risk management looks different -
The document provides an introduction to the NEC3 engineering construction contract. It discusses the history and development of the NEC, including key reports that influenced it. The basic characteristics of the NEC are outlined, including its focus on cooperation, clear roles, and flexibility. The main options for pricing arrangements and allocating risk are explained. Secondary option clauses and how different contract types in the NEC family can be used together on a project are also summarized.
Process of pre construction phase drawbacksglibson rojer
The document discusses the process of pre-construction planning in Mumbai. It outlines the primary goals of pre-construction as minimizing time and costs while maintaining quality. Standard components include reviewing documents, creating a work breakdown structure, and establishing a time plan. Existing drawbacks include starting construction before completing designs. The roles of architects include project design, approvals, drawings, contractor selection, and monitoring construction. Different types of construction contracts are also discussed.
This document discusses project cost management. It explains that cost management includes planning, estimating, budgeting, and controlling costs to complete a project within the approved budget. Estimating involves developing cost estimates for project resources. Budgeting aggregates these estimates to establish a cost baseline. Controlling costs involves managing the baseline and variances using tools like earned value management. A surveyor plays a key role by supporting cost planning, estimating, monitoring budgets, and other cost control activities. Effective cost control is important for project success and company profitability.
Constructing on of India's largest single location Effluent Treatment PlantsPRABHASH GOKARN
Tata Steel operates one of the largest chromite mines in India at the Sukinda Valley in Odisha. The chrome ore produced is subsequently converted it to Ferro Chrome and sold to customers across the world, making Tata Steel one of the top ten Chrome players in the world. A large quantity of water, generated during mining and due to rainfall, needs to be handled during the mining operations. Chrome Ore mainly contains tri-valent chromium oxide and a very small fraction of hexavalent di-chromate. Water coming in contact with chromium ore preferentially leaches out soluble hexavalent chromium from the ore body, as a result, water from the mine contains 0.2 – 4 mg/l of hexavalent chromium against a safe limit of 0.05 mg/l for human consumption; requiring all water to be treated before its release from the mines. Thus, Tata Steel has set up an Effluent Treatment Plant at Sukinda with a capacity of ~108 million litres/day, the largest in the region, and possibly one of the largest single location ETPs in India. This paper discusses how the challenges faced during construction of this Effluent Treatment Plant were successfully tackled.
This document provides an overview of considerations for building facilities in India, including:
- Government regulations around planning, building codes, and special economic zones can be complex to navigate with bureaucratic delays common.
- Major primary markets for facilities include Delhi, Mumbai, Bangalore, Hyderabad, and Chennai which have established central business districts and growing peripheral districts.
- Development models range from direct development by a company to using a local or global developer under a build to suit contract, each with tradeoffs around costs, timelines and quality control.
- Design criteria must account for site conditions, sustainable programs, renewable energy sources, and workplace trends to deliver aspirational facilities in India.
Infrastructure plays a vital role in ensuring a sustained growth trajectory for India, it is imperative that we identify the core issues affecting completion of infrastructure projects in India and chalk out initiatives that need to be acted upon in short term as well as long term. This study attempts to identify these pertinent issues.
Project Management Challenges in an Effluent Treatment Plant Construction PRABHASH GOKARN
Tata Steel operates India’s largest chromite mines at the Sukinda Valley in Odisha producing chrome ore which is subsequently converted it to Ferro Chrome and sold to customers across the world. A large quantity of water, generated during mining and due to rainfall, needs to be handled during the mining operations. Chrome Ore mainly contains tri-valent Chromic oxide and a very small fraction of hexavalent di-chromate. Water coming in contact with chromium ore preferentially leaches out soluble hexavalent chromium from the ore body, as a result, water from the mine contains 0.2 – 4 mg/l of hexavalent chromium against a safe limit of 0.005 mg/l for human consumption; requiring all water to be treated before its release from the mines. Thus, Tata Steel is setting up an effluent plant at Sukinda with a capacity of 108 million litres/day; perhaps one of the largest in the region; which will be complete by end June 2015.
Construction Challenges For Bridges In Hilly AreasShantanu Patil
Hilly region pose unique problem for bridge construction. In a restricted hilly area itself climatic condition, Geographical features and hydrological parameters affect considerably. Keeping in view the bridge site and various constraints, type of bridges and method of construction are to be selected carefully for safe, economical and successful completion of bridges construction.
Analysis of Cost Over Run in Construction ProjectsIRJET Journal
This document analyzes the causes and effects of cost overruns in construction projects in India. It identifies major reasons for cost overruns such as inaccurate planning, delays in land acquisition, weather issues, shortage of skilled labor, and contractor inefficiencies. The author conducted a case study of a hospital construction project in Pune to identify specific overrun factors like delayed payments, poor scheduling, and ineffective management. The conclusion is that the most significant overrun causes are delayed payments, inaccurate planning, weather, lack of experienced staff, excessive contractor workloads, and poor liquidity/management. Recommendations to avoid overruns include proper planning, accounting for cost variations, clear project scoping, efficient resource use, and strong communication.
Training Slides of Claims and Counterclaims Preparation, Analysis, Assessment and Successful Settlement of Disputes , discussing the importance of Claims and Counterclaims.
Some Key-Points:
- The Framework of Compliance
- Corporate Governance
- Compliance Program
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
Project closure is the process of ending a project in an orderly manner whether the project was successful or not. The aims of closure are to end the project at all levels with minimal disruption and integrate the project outputs. Project termination can occur through several modes including normal completion, premature closure, failure, or changed priorities. The closure process involves reassigning team members, disposing of materials, final reporting, and integrating the project outputs. The project manager may oversee closure or a termination manager may be assigned to handle the long process of winding down the project. Termination activities include completing all work, notifying stakeholders, settling financials, conducting audits, and documenting lessons learned in a final report.
This document discusses construction project management. It begins with an introduction to project management and its goals of completing projects on time, within budget and to quality standards. It then outlines the typical steps in project management including initiation, planning, construction and closeout. It discusses working with project teams and techniques for scheduling like Gantt charts. The document also covers project budgeting, planning tools like Building Information Modeling (BIM), and concludes with case studies of large construction projects like Burj Khalifa that achieved tight schedules through use of new technologies and project management best practices.
The document discusses setting up an effective contract administration system to document claims arising from changes, delays, and other issues on a construction project. It recommends identifying and ranking project risks, determining responsibility for risks, and outlining the evidence and documentation needed to prove entitlement to compensation. Effective documentation includes updated schedules, daily reports, correspondence, meeting minutes, and photos/videos. Quantifying impacts requires separating direct costs from disruption costs and analyzing effects on both changed and unchanged work.
Planning and Project Controls under NEC4 – the choice isn’t yours! by "Glenn ...Project Controls Expo
Planning and Project Controls under NEC4 – the choice isn’t yours! by Glenn Hide - Director for GMH Planning Ltd, UK
Hezron Ricketts - Senior Manager, Senior Counsel to the Board for Th3rd Curve, UK at at Project Controls Expo 2017, Arsenal Stadium, London
This document contains the resume of Robert J. Rymer. It lists his qualifications, accomplishments, and work experience. Rymer has over 20 years of experience in the mortgage industry. He currently works as a Senior Project Manager at Bank of America, where he leads projects to implement a new mortgage loan origination platform. Previously, he held roles managing audit teams and designing mortgage processes.
Discusses contractual relationships in a traditional design and construction project delivery. Covers 5 phases of basic architectural service and additional services.
This is a paper presentation on construction supervision delivered to a body of professionals in the construction industry at a seminar in Lagos state, Nigeria in May, 2015.
The document discusses the typical project development process for construction projects. It describes the 6 main phases as: 1) concept and feasibility studies, 2) engineering and design, 3) procurement, 4) construction, 5) start-up and implementation, and 6) operation and utilization. It also outlines the basic management activities involved in planning, organizing, controlling construction projects at different management levels from organizational to task-level.
(1) The document discusses how operational readiness is often underestimated during project development, leading to issues during commissioning and start-up that cost owners millions. (2) It advocates for establishing an operational readiness team early in projects to provide input on design decisions and ensure deliverables like manuals and training are on track. (3) Jacobs Consultancy offers operational readiness assurance services to help owners implement best practices through all project phases to smooth the transition to operations.
While there are some common qualities needed for a project manager in any industry, there are also some differences depending on the specific industry or type of project.
For both construction and software companies, strong communication skills, ability to manage budgets/schedules, and leadership skills are important. However:
- In construction, safety oversight is a bigger responsibility due to worksite hazards. Technical knowledge of building materials/processes is also more important.
- In software, the PM needs to deeply understand programming languages/platforms to effectively manage developers. Technical troubleshooting abilities are more vital.
- Construction PMs deal with more external factors like weather, permitting. Software PMs have more remote workforces.
- Risk management looks different -
The document provides an introduction to the NEC3 engineering construction contract. It discusses the history and development of the NEC, including key reports that influenced it. The basic characteristics of the NEC are outlined, including its focus on cooperation, clear roles, and flexibility. The main options for pricing arrangements and allocating risk are explained. Secondary option clauses and how different contract types in the NEC family can be used together on a project are also summarized.
Process of pre construction phase drawbacksglibson rojer
The document discusses the process of pre-construction planning in Mumbai. It outlines the primary goals of pre-construction as minimizing time and costs while maintaining quality. Standard components include reviewing documents, creating a work breakdown structure, and establishing a time plan. Existing drawbacks include starting construction before completing designs. The roles of architects include project design, approvals, drawings, contractor selection, and monitoring construction. Different types of construction contracts are also discussed.
This document discusses project cost management. It explains that cost management includes planning, estimating, budgeting, and controlling costs to complete a project within the approved budget. Estimating involves developing cost estimates for project resources. Budgeting aggregates these estimates to establish a cost baseline. Controlling costs involves managing the baseline and variances using tools like earned value management. A surveyor plays a key role by supporting cost planning, estimating, monitoring budgets, and other cost control activities. Effective cost control is important for project success and company profitability.
Constructing on of India's largest single location Effluent Treatment PlantsPRABHASH GOKARN
Tata Steel operates one of the largest chromite mines in India at the Sukinda Valley in Odisha. The chrome ore produced is subsequently converted it to Ferro Chrome and sold to customers across the world, making Tata Steel one of the top ten Chrome players in the world. A large quantity of water, generated during mining and due to rainfall, needs to be handled during the mining operations. Chrome Ore mainly contains tri-valent chromium oxide and a very small fraction of hexavalent di-chromate. Water coming in contact with chromium ore preferentially leaches out soluble hexavalent chromium from the ore body, as a result, water from the mine contains 0.2 – 4 mg/l of hexavalent chromium against a safe limit of 0.05 mg/l for human consumption; requiring all water to be treated before its release from the mines. Thus, Tata Steel has set up an Effluent Treatment Plant at Sukinda with a capacity of ~108 million litres/day, the largest in the region, and possibly one of the largest single location ETPs in India. This paper discusses how the challenges faced during construction of this Effluent Treatment Plant were successfully tackled.
This document provides an overview of considerations for building facilities in India, including:
- Government regulations around planning, building codes, and special economic zones can be complex to navigate with bureaucratic delays common.
- Major primary markets for facilities include Delhi, Mumbai, Bangalore, Hyderabad, and Chennai which have established central business districts and growing peripheral districts.
- Development models range from direct development by a company to using a local or global developer under a build to suit contract, each with tradeoffs around costs, timelines and quality control.
- Design criteria must account for site conditions, sustainable programs, renewable energy sources, and workplace trends to deliver aspirational facilities in India.
Infrastructure plays a vital role in ensuring a sustained growth trajectory for India, it is imperative that we identify the core issues affecting completion of infrastructure projects in India and chalk out initiatives that need to be acted upon in short term as well as long term. This study attempts to identify these pertinent issues.
Project Management Challenges in an Effluent Treatment Plant Construction PRABHASH GOKARN
Tata Steel operates India’s largest chromite mines at the Sukinda Valley in Odisha producing chrome ore which is subsequently converted it to Ferro Chrome and sold to customers across the world. A large quantity of water, generated during mining and due to rainfall, needs to be handled during the mining operations. Chrome Ore mainly contains tri-valent Chromic oxide and a very small fraction of hexavalent di-chromate. Water coming in contact with chromium ore preferentially leaches out soluble hexavalent chromium from the ore body, as a result, water from the mine contains 0.2 – 4 mg/l of hexavalent chromium against a safe limit of 0.005 mg/l for human consumption; requiring all water to be treated before its release from the mines. Thus, Tata Steel is setting up an effluent plant at Sukinda with a capacity of 108 million litres/day; perhaps one of the largest in the region; which will be complete by end June 2015.
Construction Challenges For Bridges In Hilly AreasShantanu Patil
Hilly region pose unique problem for bridge construction. In a restricted hilly area itself climatic condition, Geographical features and hydrological parameters affect considerably. Keeping in view the bridge site and various constraints, type of bridges and method of construction are to be selected carefully for safe, economical and successful completion of bridges construction.
The document discusses resource allocation in project management. It defines resources as anything required to accomplish an activity or undertake an enterprise. The basic resources are land, labor, and capital. Resource allocation involves assigning available resources in an economic way and scheduling activities and their resource needs based on both resource availability and project time. Techniques to avoid over-allocating resources include resource leveling, prioritizing projects, linking tasks, leaving breathing room in schedules, and avoiding an approach where teams constantly put out fires.
The document discusses quality assurance and quality control concepts in construction projects based on ISO 9001:2008. It outlines a quality management system with four levels - quality manual, procedures, plans, and forms/records. Key elements include defining roles for QA/QC departments in verifying requirements and monitoring activities. Quality control focuses on inspection, monitoring and reducing variation. The presentation provides an example of applying the quality system to a HOYA construction project, with the goal of zero defects and identifying problems before customers.
The document discusses contract administration processes and common issues that can lead to disputes such as deviations, claims, and breaches. It emphasizes the importance of clear documentation, communication, and dispute avoidance strategies. The document then outlines various alternative dispute resolution methods like negotiation, mediation, conciliation, and arbitration that can be used to resolve disputes without litigation. It provides details on the procedures, roles
A study on the analysis and evaluation of delays in private construction Proj...IRJET Journal
The document summarizes a study on the analysis and evaluation of delays in private construction projects in Kerala, India. It identifies the objectives as determining the root causes of delays, their effects, and recommendations to minimize delays. A literature review found the top causes to be poor site management, lack of skilled labor, unrealistic planning, worker absences, design changes, accidents, subcontractor delays, and lack of materials. A questionnaire survey of owners, designers, and contractors in Kerala identified the top 15 causes of delays as issues with payments, design document approval, change orders, rework errors, resource management, design data collection, misunderstanding of requirements, unskilled labor, motivation, material shortages, and damaged materials. The
Project management involves planning, organizing, and managing resources to successfully complete projects within defined objectives and constraints. It has five main stages: initiation, planning, execution, monitoring and controlling, and closing. Key aspects of project management include defining project scope and objectives, developing a work breakdown structure and schedule, managing risks and issues, monitoring progress, and ensuring project closure. Effective project management requires integrating various technical and human factors to deliver projects on time, within budget and meeting specified requirements.
Stakeholders’ Perception of the Causes and Effect of Construction Delays on P...IJMER
Indian Construction industry is large, volatile, and requires tremendous capital outlays. Typically, the work offers low rates of return in relation to the amount of risk involved. A unique element of risk in the industry is the manner in which disputes and claims are woven through the fibre of the construction process. Delay is generally acknowledged as the most common, costly, complex and risky problem encountered in construction projects. Because of the overriding importance of time for both the Owner and the Contractor, it is the source of frequent disputes and claims leading to lawsuits. The growing rate of delays is adversely affecting the timely delivery of construction projects. Presently construction industries are facing a lot of problems, considering that a paper assess construction stakeholder’s perception to the causes of delays and its effects on project delivery. And also one case study is considered in this paper to elicit responses from construction stakeholders. The primary aim of this paper is to identify the perceptions of the different parties regarding causes of delays, the allocation of responsibilities and the types of delays, and method of minimizing the construction delays
This literature review aims to identify the nature, causes, and impacts of extensions of time (EOT) on the performance of construction projects in Nepal. It analyzes facts and figures related to EOT in the context of Nepalese construction industries. The main findings are that eligibility for an EOT claim is usually due to client, contractor, consultant, contractual documents, materials, labor, equipment, latent conditions, force majeure or external factors. Adherence to contracts is important to ensure smooth project management and success of any contractual claims without disputes. These findings can help identify areas for further improvement in managing EOT.
This document discusses and compares different construction project procurement methods for a proposed 20-story condominium development. It analyzes traditional procurement, management contracting, lump sum contracting, and design-build approaches. The traditional method is recommended due to the project size and the client's need for cost certainty and control over design quality. This procurement method provides a fixed contract price early and ensures the client can directly influence the design, while also transferring most risks to the contractor.
This document discusses and compares different construction project procurement methods for a proposed 20-story condominium development. It analyzes traditional procurement, management contracting, lump sum contracting, and design-build approaches. The document recommends the traditional procurement method for this project, noting it provides price certainty, allows for client control over design quality, and secures the project budget and completion timeline. Traditional procurement is seen as most suitable given the project characteristics and client needs and risks. Design-build is not recommended due to reduced client control and potential cost-cutting affecting quality for a large-scale development like a 20-story condominium.
AN INTRODUCTION TO CONSTRUCTION PROJECT MANAGEMENTsangerarayal
Construction management is as much an art as it is a science, and it is something that is often quite difficult to do. It's difficult because one has to look at a wide range of variables and try to guess what effect each variable will have on a construction project. For example, a construction manager in the middle of a project will have to take into account the following:
This document discusses project controlling and monitoring in construction, specifically time controlling and monitoring. It outlines factors that can affect construction timelines, including management, economic, owner/client, consultant, contractor, material/equipment, and external factors. It also discusses scheduling, performance reports, change requests, record keeping, and the purpose of maintaining site records in construction projects for reference, quality control, and monitoring financial and physical progress.
This document discusses extension of time (EOT) for project contracts. It defines EOT as providing additional time for a contractor to complete a project if it is delayed past the original completion date stipulated in the contract. Common reasons for project delays include delays in site access, approvals, materials, and payments. Both contractors and employers can be responsible for delays. If a delay is approved, an EOT is granted but does not necessarily include compensation; compensation must be separately established. Record keeping of delay reasons is important to determine responsibility.
Causes of Delay in Construction of Bridge GirdersIOSR Journals
The document discusses causes of delay in the construction of bridge girders for a three-span bridge over the Sabarmati River in Gandhinagar, Gujarat, India. It analyzes the planned versus actual construction schedules, finding total delays of 75 days. Major causes of delay included insufficient equipment capacity, lack of materials and skilled labor, delays in design approvals, labor issues, and use of conventional construction methods. The document categorizes common causes of construction delays and identifies responsible parties.
Causes of Delay in Construction of Bridge GirdersIOSR Journals
This document analyzes the causes of delay in the construction of bridge girders for three spans of a major bridge across the Sabarmati River in Gandhinagar, Gujarat, India. Data was collected on the planned versus actual construction schedules. The total delay was found to be 75 days, with various activities like staging work, shuttering work, and reinforcement fixing experiencing delays. Major causes of delay included insufficient equipment capacity, lack of skilled labor, delays in design drawings, and poor site management. The contractor was found to be primarily responsible for these delays through issues like inadequate planning, site layout, and labor productivity.
Causes of Delay in Construction of Bridge GirdersIOSR Journals
This document analyzes the causes of delay in the construction of bridge girders for three spans of a major bridge across the Sabarmati River in Gandhinagar, Gujarat, India. Data was collected on the planned versus actual construction schedules. The total delay was found to be 75 days, with various activities like staging work, shuttering work, and reinforcement fixing experiencing delays. Major causes of delay included insufficient equipment capacity, lack of skilled labor, delays in design drawings, and poor site management. The contractor was found to be primarily responsible for these delays through issues like inadequate planning, site layout, and labor productivity.
This document analyzes the causes of delay in the construction of bridge girders for three spans of a major bridge across the Sabarmati River in Gandhinagar, Gujarat, India. Data was collected on the planned versus actual construction schedules. The total delay was found to be 75 days, with various activities like staging work, shuttering work, and reinforcement fixing experiencing delays. Major causes of delay included insufficient equipment capacity, lack of materials and skilled labor, delays in design drawings, poor site management, and labor issues. The contractor was found to be primarily responsible for these delays through inadequate site planning, labor inefficiencies, and lack of supervision and expertise.
The document discusses five causes of project delay and cost overrun, and their mitigation measures. It identifies the main causes as design errors, scope changes, inappropriate procurement and contractual management, and project complexity. It provides examples of how each cause can lead to delays and cost overruns. The document recommends measures to mitigate each cause, such as thorough design reviews, clear change management plans, selecting qualified contractors and drafting clear contracts, and accounting for complexity in plans and estimates.
The significance of managing submittal workflows correctly with iFieldSmart T...iFieldsmart Technologies
Design teams, owners, and other stakeholders require supplemental information about project materials, components, equipment, etc. to be handed over before actual onsite installation begins. The review and approval process for these submittals isn’t just for an aesthetic purpose, but it serves as a critical component for project structural integrity. Contractors need to manage submittals and their approval process meticulously for people and teams to review and approve submittals for on-schedule project completion.
Incorrect submittal workflows can hit planned project costs, quality, and outcomes. These challenges need a collaborative construction management app like iFieldSmart Technologies to speed up and improve the review and approval process. It is common for project teams to question and exchange feedback during the submittal review process. iFieldSmart’s single page dashboard streams everything inside a single view to make the process faster and more efficient for information exchange through cloud-based documentation.
Complex and large projects can give rise to hundreds or even thousands of unique submittals that require proactive management from project contractors.
Depending on silo emails, excel worksheets, paper trails, etc. lead to large error margins, inaccuracies, and inconsistencies in submittals workflows.
Negative impacts of an inconsistent submittal process or workflow.
When correctly managed, submittals can aid in streamlined project outcomes, but incorrect management can lead to costly rework and project delays. Incorrect submittal management can make it longer for submittals to go through architects, subcontractors, owners, and other teams. These delays can cause a serious ripple effect for onsite activities due to a lack of information completeness including manufacturing delays, missed timelines, rescheduling activities, and other inconsistencies. Here are a few scenarios wherein wrong submittal workflows can go from mediocre to disastrous.
SCENARIO # 1
Commercial general contractors have a myriad of activities and responsibilities to handle. Forgetting to send a submittal for a type of concrete block beforehand can lead to errors. Inability to follow specifications mentioned in the spec book for concrete block types can lead to delays in the building of the roof structure. Reengineering and reinforcing the roof with concrete and rebar takes additional cost and time to rectify the error.
Schedule a quick demo to create and manage submittals quickly and efficiently.
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This document discusses and recommends procurement systems and tender methods for a proposed new branch campus of Taylor's University in Kota Kinabalu, Sabah, Malaysia. It analyzes the traditional, design-build, open tendering, selective tendering, and negotiated tendering options. It ultimately recommends the design-build procurement system due to its ability to deliver the project on time and within budget, along with selective tendering to ensure contractor quality. A project schedule is also proposed.
3C provides owner's representative and construction management services to help clients maximize value and minimize risks on construction projects. With over 50 years of experience in the industry, 3C acts as an extension of the client's team to bridge communication between owners and contractors. Services include drawing and bid review, value engineering to find cost savings, schedule review to ensure timely completion, and evaluation of general contractors' qualifications to select the best partner for the job. The goal is to catch any issues early and help clients avoid delays, cost overruns, and disputes.
HOW TO MINIMIZE DELAYS IN CONSTRUCTION OF COMMERCIAL PROJECTIRJET Journal
This document discusses ways to minimize delays in the construction of commercial projects. It begins by defining delays and their causes, which can be due to the owner, contractor, external factors or third parties. Delays are costly and common in the construction industry. The document then outlines the objectives of the study, which are to analyze the impacts and causes of delays on commercial projects and understand how delays lead to cost overruns. Guidelines are then proposed for minimizing delays based on the findings.
Similar to challenges of highway projects in India (20)
HOW TO MINIMIZE DELAYS IN CONSTRUCTION OF COMMERCIAL PROJECT
challenges of highway projects in India
1. A note of Highway projects in India
Majority of road projects in India are affected by time overrun and this time overruns vary
from a few months to as high as five or more years, placing the project viability at risk.
The effects of delay in Road project are cost overrun, poor quality completion,
litigation/arbitration and claims.
I Clients’ related issues
(Owner)
Description
Land/site handover & Delay in
regulatory approvals
One of the most important reasons for the delay of road
project. Project is conceived/started after part land
clearance with the expectation over project period the
issues will be taken up/resolved but actually solved on
time
Insufficient funding
Funds are not adequately released during relevant
phases of projects ‘execution.
Milestones payments are not made on time due to
organizational lapses or bureaucracy.
Inadequate cash flow leads to delay in delivery of
Materials and equipment to the site and delay in payment
of workers’ salaries.
Interference with project
performance
Top management staff of the Client’s establishment
interfere in project execution because of vested interest
This happens mostly, if the management staff were
instrumental in the appointment of the vendor/contractor.
Delay or non-payment for
Completed works
This happens when agreed milestones for payment are
not followed or when there is no cash flow projection in
the project implementation plan.
Impractical allocation of
resources
Funds, manpower, materials, equipment are inadequate
to complete the project because project owners or clients
have not properly assessed whether they have the
required resources to complete such projects.
Unrealistic contract duration
The stated completion duration is impracticable and this
could be caused by wrong packaging of the contract
document, political interference or
unprofessional/inexperienced client’s staff.
2. Wrong choice of Consultants &
Contractors
Clients select Consultants and Contractors as their
vendors.
If the selection process is faulty, unqualified vendors will
be engaged.
This could lead to faulty works and frequent rework and
delay in project completion
Slow decision making
Clients are the project Owners. When they do not make
decisions on time regarding project matters, they slow
down activities at the project sites.
Slow decision making could be caused by an
organization’s internal bureaucracy or wrong channels of
communication.
Design alterations & change
orders
Change in specifications and scope which were not
considered originally or changes of design to address
some omissions that were vital to project functionality.
Alterations may require temporary stoppages that delay
overall
Project completion.
II Contractor-related issues Description
Poor coordination of
subcontractors
Some aspects of construction works are subcontracted to
nominated specialised subcontractors. These
subcontractors must be properly coordinated by the Prime
contractor to ensure timely delivery of assigned aspects
of works.
Contractors must therefore ensure that each
subcontractor delivers at the stipulated time as per
contract with quality.
Inappropriate construction
methods
Construction activities are required to be carried out using
best practices and tools.
When the procedures are not followed, errors occur and
leading to rework and delays.
Inadequate planning/ Ineffective
procurement planning
Contractors appoint Project Managers who are expected
to draw up workable project plans and modalities for their
implementation.
A faulty plan will lead to delay in project completion.
3. Most Local Contractors rarely have practicable work
programs at the initial stage of project planning.
Lack of appropriate work programs impairs monitoring of
project progress against the stipulated time.
Inadequate experience A contractor who does not possess requisite experience
usually makes construction errors.
These errors lead to rework and delays in activities.
Mistakes during construction
stage
Inexperienced contractors usually make errors during
construction.
Sometimes contractors employ low skilled staff in order to
make more profit by paying them lower salaries.
Tendencies of errors are, thus, higher.
Rework of an already executed aspect of a scope slows
down project progress.
This has serious impact if it involves execution of critical
tasks.
Incompetent site management Contractor’s employees that are not skilled in project
management are not able to manage their project site
appropriately, thus, culminating in faulty work, reworks
and delay in completion of tasks.
Wrong choice of Bankers Banks provide funds for most projects. Their actions and
inactions directly impact on a contractor’s ability to
execute the project as scheduled.
III Labour and equipment
related issues
Description
Unskilled site manpower
Employment of unskilled personnel at the project sites
impedes execution of work to specification and leads to
error or mistakes during construction.
Time is then spent on alterations and corrections.
Improper equipment selection
& Faulty equipment
The use of the incorrect equipment extends tasks while
faulty equipment leads to delay due to the time spent to
repair.
Labour disputes Labour disputes such as strikes slow down construction
4. as time is spent on negotiation and settlement of
grievances.
IV Materials-related issues Description
Poor quality materials Poor quality materials lead to poor quality workmanship,
thus an unacceptable product.
Most often, the project owners insist that correction be
made or that parts of work be completely redone.
Material shortages This results in slowed activities and sometimes temporary
abandonment of sites.
V Consultant-related issues Description
Inappropriate design
Late preparation of drawings
and other contract documents
Improper design stalls project execution because of the
time it takes for such design to be reviewed, amended
and accepted for construction works.
When errors are observed in the design, works are
temporary suspended until such errors are removed.
This is predominant in organisations where selection
processes of vendors are compromised.
Poor contract management
Most projects have consultants as the contract managers.
They liaise between the client and the contractor.
Projects get delayed when the required management
principles are not utilised during projects’ execution.
Late identification & resolution
of drawings & specification
errors & omissions
Projects are required to be completed on schedule, within
budget and according to specification.
If consultants do not identify errors and omissions in the
working drawings early enough, already completed
activities may require alterations when such errors and
omissions are discovered after project commencement.
Improper contract
packaging/delivery strategy
Clients usually outsource packaging/delivery of contracts
to the consultants who are professionals.
Errors in this task hinder the overall project performance
because issues not properly captured must be addressed
before project activities can progress otherwise, issue
may arise that lead to legal redress.
Over inspection
Inspectors are required to track performance of the
project through periodical monitoring.
5. Too frequent inspection becomes a distraction to the
contractors, hence could impede contractors’ progress.
Long waiting time for
inspection & testing
Certain aspects of projects require inspection and testing
before further activities could be carried out.
Usually, Consultants and Clients’ staff are tasked with the
responsibility of coordinating such exercises. Delays in
these impede project progress.
Inappropriate coordination of
information
If projects issues or contractor’s requests are not
addressed timely and information is not effectively
managed, project activities can be negatively affected.
There must be a good communication management plan
in place so that site information is properly channelled
and coordinated.
Lack of coordination of information fosters
misunderstanding, potentially causing conflicts that
require resolution time.
VI Community related issues Description
Lack of community buy-in
Local communities are stakeholders in public sector road
projects that are carried out to improve socio-economic
conditions.
Proper needs assessments are important as communities
usually partner with projects they know will address their
needs.
It is therefore appropriate to ensure a buy-in from
expected beneficiaries of projects so that they could
cooperate with the Construction duration
Delay or Non-payment of
Compensation
At times people in the community are required to
relinquish their properties for demolition to achieve project
objectives.
In contracts, provisions are made for payment of
compensation.
Delay in making these payments or non-payments may
stall project execution because, the affected owners of
such properties resist attempts for their properties to be
demolished without provision for replacement.
VII Contractual relationship
related issues
Description
6. Lack of adequate
communication between the
parties
Poor or inadequate communication between parties leads
to misunderstanding and misrepresentation of facts.
This could breed conflicts and consequently hinders
smooth progress of activities.
Contractual disputes/
negotiations
Major disputes and negotiations between parties in
project impede progress of work as aggrieved parties wait
until grievances are resolved before they continue.
VIII External issues Description
Weather conditions In areas where there is frequent rainfall, inexperienced
contractor /consultants do not account for weather
projections in their project implementation plan thus
proposed time line is not possible.
Change in government's
leadership & policies
Certain projects are stalled and abandoned when political
leadership that initiated is changed.
Sometimes, change in government policies such as
monetary and fiscal policies could lead to an increase in
the cost of construction materials and equipment.
Contractors will not be able to continue with the project as
scheduled because of the time they need to spend on
approvals for price fluctuations and contract revision.
Natural disasters (e.g. floods)
There are areas that usually experience natural disasters
in stretches of road project such as floods. These
disasters are generally unpredictable and cause delay
abnormally in project completion.
Interference by political
leaders
This is usually experienced in Road projects because
they are linearly stretched to vast areas.
Some political leaders have vested interest in particular
projects. They interfere by requesting additional scope
requirements not captured in the original design or by
imposing unqualified contractors / subcontractors on the
client.
The above action leads to poor project performance
especially in terms of time and quality also.
Conclusion: The success of a road project depends on various factors. Some are in control
of Govt body and some of them are in control of private stakeholder therefore close and
timely participation of different stakeholders is mandatory for quality completion of project.
7. The vagaries of a road project can be arrested if it is emphasised and developed on 4 “R” s
– risk allocation, regulation, renegotiation and resource raising.