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.
Effect of construction delays on project time overruneSAT Journals
Abstract The time and cost for performance of a project are usually important to the employer and contractor. About 57% of Indian construction projects are experiencing time overrun. These time overruns always contributed as expensive to all parties. This paper highlights the types of construction delays due to which project suffer time and cost overrun. Construction delay is considered to be one of the recurring problems in the construction industry and it has an adverse effect on project success in terms of time, cost and quality. The construction industry is the tool through which a society achieves its goal of urban and rural development. It is one of the sectors that provides important ingredient for the development of an economy. This paper studies external and internal factors that influence the construction process and outlines the effect of delay in large construction projects. Various media reports shows incidents of extended delays and extensive cost overruns in infrastructure projects. These delayed projects are further can conclude additional delays and this affects an ongoing projects and also new projects which could not be started due to pending projects whose completion date already elongated. Realizing the density of matter this paper studies the performance of previous year 2012 ongoing and also completed projects. These projects are from around 17 various central sectors costing Rs. 1000 crore and above (Mega Projects). Keywords: Delays, Time overrun, Cost overrun, Megaprojects etc
Reasons for the Delay and Cost Overrun in Residential Projects - 2017Sankalp Swarnkar
This work found out the most significant reasons of time and cost overrun for ongoing residential projects, along with this, the study focuses on formulating recommendations for improving construction performance. At the end of this work, I have reached a conclusion that what are common issues that are attributing to time and cost overrun in projects.
Effect of construction delays on project time overruneSAT Journals
Abstract The time and cost for performance of a project are usually important to the employer and contractor. About 57% of Indian construction projects are experiencing time overrun. These time overruns always contributed as expensive to all parties. This paper highlights the types of construction delays due to which project suffer time and cost overrun. Construction delay is considered to be one of the recurring problems in the construction industry and it has an adverse effect on project success in terms of time, cost and quality. The construction industry is the tool through which a society achieves its goal of urban and rural development. It is one of the sectors that provides important ingredient for the development of an economy. This paper studies external and internal factors that influence the construction process and outlines the effect of delay in large construction projects. Various media reports shows incidents of extended delays and extensive cost overruns in infrastructure projects. These delayed projects are further can conclude additional delays and this affects an ongoing projects and also new projects which could not be started due to pending projects whose completion date already elongated. Realizing the density of matter this paper studies the performance of previous year 2012 ongoing and also completed projects. These projects are from around 17 various central sectors costing Rs. 1000 crore and above (Mega Projects). Keywords: Delays, Time overrun, Cost overrun, Megaprojects etc
Reasons for the Delay and Cost Overrun in Residential Projects - 2017Sankalp Swarnkar
This work found out the most significant reasons of time and cost overrun for ongoing residential projects, along with this, the study focuses on formulating recommendations for improving construction performance. At the end of this work, I have reached a conclusion that what are common issues that are attributing to time and cost overrun in projects.
Construction Scheduling, Work Study and Work Measurement _ Unit 2 _ Construct...Shrikant Kate
Construction Scheduling, Work Study and Work Measurement _ Unit 2 _ Construction Management _ Final Year (BE) _ Department of Civil Engineering _ TAE _ SPPU _ by Shrikant R. Kate
Construction scheduling, work study and work measurement Construction scheduling.
Construction project scheduling – purpose, factors affecting scheduling, time as a control tool
Work Breakdown Structure, project work breakdown levels, line of balance technique
Repetitive project management Work study and work measurement
Definition, objectives, basic procedure of work study, symbols, activity charts, string diagrams, time and motion studies.
Resource levelling is a technique in project management that overlooks resource allocation and resolves possible conflict arising from over-allocation. When project managers undertake a project, they need to plan their resources accordingly.
This will benefit the organization without having to face conflicts and not being able to deliver on time. Resource levelling is considered one of the key elements to resource management in the organization.
An organization starts to face problems if resources are not allocated properly i.e., some resource may be over-allocated whilst others will be under-allocated. Both will bring about a financial risk to the organization.
Resource levelling is required when there is a demand for resources more compared to the available supply.
Resource levelling helps an organization to make use of the available resources to the maximum. The idea behind resource levelling is to reduce wastage of resources i.e., to stop over-allocation of resources.
Project manager will identify time that is unused by a resource and will take measures to prevent it or making an advantage out of it.
By resource conflicts, there are numerous disadvantages suffered by the organization, such as:
Delay in certain tasks being completed
Difficulty in assigning a different resource
Unable to change task dependencies
To remove certain tasks
To add more tasks
Overall delays and budget overruns of projects
Planning and Scheduling Construction Projects using Primavera Software A Case...ijtsrd
Planning and Scheduling are very essential in the large infrastructure projects like road and bridge construction. These projects have numerous stakeholders and large amount of money, resources are invested. Improper planning and scheduling leads to loss of resources, increase in project cost and unpleasant delays. But with computer and software evolution, it is now possible to plan these projects using software like Primavera P6 and Microsoft office project. This paper deals with presentation of AwasYojna project in New Market Bhopal comparing the two different blocks namely Block A and Block B. The project framed stated the advantage and added benefits of web based primavera P6 for planning and scheduling of structures under construction under the government scheme of “AwasYojna” framing the issues and complications faced in the time frame of construction and availability of resources. Nidhi Raghuwanshi | Prof. M. C. Paliwal "Planning and Scheduling Construction Projects using Primavera Software: A Case Study" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-2 , February 2021, URL: https://www.ijtsrd.com/papers/ijtsrd38447.pdf Paper Url: https://www.ijtsrd.com/engineering/civil-engineering/38447/planning-and-scheduling-construction-projects-using-primavera-software-a-case-study/nidhi-raghuwanshi
This presentation covers the topic of project formulation and project appraisal. It covers the meaning of project formulation, its various stages and phases. It talks about the meaning, contents and significance of a project report. It also contains a mention about the guidelines by the Planning Commission to formulate a project report. It sheds light in the meaning project appraisal and it explains its various aspects. Enjoy learning!
Construction Scheduling, Work Study and Work Measurement _ Unit 2 _ Construct...Shrikant Kate
Construction Scheduling, Work Study and Work Measurement _ Unit 2 _ Construction Management _ Final Year (BE) _ Department of Civil Engineering _ TAE _ SPPU _ by Shrikant R. Kate
Construction scheduling, work study and work measurement Construction scheduling.
Construction project scheduling – purpose, factors affecting scheduling, time as a control tool
Work Breakdown Structure, project work breakdown levels, line of balance technique
Repetitive project management Work study and work measurement
Definition, objectives, basic procedure of work study, symbols, activity charts, string diagrams, time and motion studies.
Resource levelling is a technique in project management that overlooks resource allocation and resolves possible conflict arising from over-allocation. When project managers undertake a project, they need to plan their resources accordingly.
This will benefit the organization without having to face conflicts and not being able to deliver on time. Resource levelling is considered one of the key elements to resource management in the organization.
An organization starts to face problems if resources are not allocated properly i.e., some resource may be over-allocated whilst others will be under-allocated. Both will bring about a financial risk to the organization.
Resource levelling is required when there is a demand for resources more compared to the available supply.
Resource levelling helps an organization to make use of the available resources to the maximum. The idea behind resource levelling is to reduce wastage of resources i.e., to stop over-allocation of resources.
Project manager will identify time that is unused by a resource and will take measures to prevent it or making an advantage out of it.
By resource conflicts, there are numerous disadvantages suffered by the organization, such as:
Delay in certain tasks being completed
Difficulty in assigning a different resource
Unable to change task dependencies
To remove certain tasks
To add more tasks
Overall delays and budget overruns of projects
Planning and Scheduling Construction Projects using Primavera Software A Case...ijtsrd
Planning and Scheduling are very essential in the large infrastructure projects like road and bridge construction. These projects have numerous stakeholders and large amount of money, resources are invested. Improper planning and scheduling leads to loss of resources, increase in project cost and unpleasant delays. But with computer and software evolution, it is now possible to plan these projects using software like Primavera P6 and Microsoft office project. This paper deals with presentation of AwasYojna project in New Market Bhopal comparing the two different blocks namely Block A and Block B. The project framed stated the advantage and added benefits of web based primavera P6 for planning and scheduling of structures under construction under the government scheme of “AwasYojna” framing the issues and complications faced in the time frame of construction and availability of resources. Nidhi Raghuwanshi | Prof. M. C. Paliwal "Planning and Scheduling Construction Projects using Primavera Software: A Case Study" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-2 , February 2021, URL: https://www.ijtsrd.com/papers/ijtsrd38447.pdf Paper Url: https://www.ijtsrd.com/engineering/civil-engineering/38447/planning-and-scheduling-construction-projects-using-primavera-software-a-case-study/nidhi-raghuwanshi
This presentation covers the topic of project formulation and project appraisal. It covers the meaning of project formulation, its various stages and phases. It talks about the meaning, contents and significance of a project report. It also contains a mention about the guidelines by the Planning Commission to formulate a project report. It sheds light in the meaning project appraisal and it explains its various aspects. Enjoy learning!
A Study in Construction Delays of Residential StructuresIRJESJOURNAL
Abstract: Delays are one of the most common problem faced by the construction industry in India and around the world. Construction delays can be caused by several reasons which can be related to owner, design, labor or could be caused by some external factors such as bad weather. The delay in construction causes time overrun which implies that the project requires additional time for completion than originally anticipated. Time overrun in turn leads to cost overrun which causes huge monetary losses. This study focuses on finding out the most common causes of construction delays in Indian context. The study was carried out in South and Central Mumbai region. A questionnaire based survey was conducted based on 43 questions spread across 9 different categories. The findings were evaluated with Relative Importance Index technique. The aim of the study was to identify various causes of delays in construction and their importance.
Causes of delays on Construction Projects in Kuwait according to opinion of e...IJERA Editor
This paper presents an investigation into analysis of the causes of delays on Construction Projects in Kuwait according to opinion of engineers working in Kuwait. This is achieved through identification of the major causes of delays in the construction industry as reported in literature and using a questionnaire survey to collect the views of the various key players in the Kuwaiti construction industry. The data is analyzed and the views of the groups surveyed discussed and the relative importance index used to rank the causes of delays in the construction industry as per the questionnaire responses obtained. .It is found that the top 10 causes of delays in construction projects in Kuwait are as listed below. Using a lowest price bidding and tendering system Poor performance of the main contractor Inadequate experience or qualifications of main contractor’s staff Delay of payments from client to other parties Poor performance of subcontractors Shortage in the supply of general labour Frequent changes of subcontractors Delay in decision making by the client Poor management of subcontractors Conflict between the main parties to the contract Inappropriate methods used by the main contractor Proposals of ways to effectively prevent delays in the future construction projects managed in Kuwait construction industry were developed from the identified causes delay
The significant Causes and effects of delays in Ghadir 2206 residential projectIOSR Journals
Delays in the construction projects are global events and the construction industry in Iran is no
exception. The main purpose of this study is to identify the delay factors and their effect on a particular project
completion named Ghadir 2206 residential construction project located in Fooladshahr, Iran.
It is attempted to analyze the most important causes and their impacts on specific effects.
This study identified nine most important causes of delay and effects of delay. Nine most important causes were:
1) Contractor’s improper planning, 2) Design changes, 3) Contractor’s poor site management and mistaken
decision in changing managers, 4) Inadequate contractor experience, 5) Inadequate client’s finance and
payments for completed work, 6) Problems with subcontractors, 7) Lack of communication between parties, 8)
Construction mistakes and defective works ,9) Material price escalation. The causes categories in contractorrelated
factors, consultant-related factors, client-related factors and external factors.
The high significant causes identified are 1) Design changes 2) Material price escalation
Six main effects of delay were:
1) Time overrun 2) Cost overrun, 3) Disputes, 4) Arbitration, 5) Litigation, and 6) Abandonment
International Journal of Engineering Research and Applications (IJERA) is an open access online peer reviewed international journal that publishes research and review articles in the fields of Computer Science, Neural Networks, Electrical Engineering, Software Engineering, Information Technology, Mechanical Engineering, Chemical Engineering, Plastic Engineering, Food Technology, Textile Engineering, Nano Technology & science, Power Electronics, Electronics & Communication Engineering, Computational mathematics, Image processing, Civil Engineering, Structural Engineering, Environmental Engineering, VLSI Testing & Low Power VLSI Design etc.
Investigating the Factors Affecting Delays in Infrastructure ProjectsDr. Amarjeet Singh
Time and expense overruns are regular occurrences in the construction industry all around the world but these are a major concern in developing countries such as India, and their consequences can be extremely harmful when public infrastructure projects are concerned. In India as per the MoS & PI report, as of October 2019, there were 552 delayed construction projects, and the mean time overrun in these 552 delayed projects is29.07 months. Many studies in the literature review previously, have concentrated on a variety of infrastructure risk management issues but there have only been a few studies that have looked into the overall dynamics of infrastructure and how a project's timeline can be affected by changing risk interactions. This article aids in the investigation of the variables and causes of construction delays in infrastructure projects.
Student information management system project report ii.pdfKamal Acharya
Our project explains about the student management. This project mainly explains the various actions related to student details. This project shows some ease in adding, editing and deleting the student details. It also provides a less time consuming process for viewing, adding, editing and deleting the marks of the students.
Overview of the fundamental roles in Hydropower generation and the components involved in wider Electrical Engineering.
This paper presents the design and construction of hydroelectric dams from the hydrologist’s survey of the valley before construction, all aspects and involved disciplines, fluid dynamics, structural engineering, generation and mains frequency regulation to the very transmission of power through the network in the United Kingdom.
Author: Robbie Edward Sayers
Collaborators and co editors: Charlie Sims and Connor Healey.
(C) 2024 Robbie E. Sayers
NO1 Uk best vashikaran specialist in delhi vashikaran baba near me online vas...Amil Baba Dawood bangali
Contact with Dawood Bhai Just call on +92322-6382012 and we'll help you. We'll solve all your problems within 12 to 24 hours and with 101% guarantee and with astrology systematic. If you want to take any personal or professional advice then also you can call us on +92322-6382012 , ONLINE LOVE PROBLEM & Other all types of Daily Life Problem's.Then CALL or WHATSAPP us on +92322-6382012 and Get all these problems solutions here by Amil Baba DAWOOD BANGALI
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Hierarchical Digital Twin of a Naval Power SystemKerry Sado
A hierarchical digital twin of a Naval DC power system has been developed and experimentally verified. Similar to other state-of-the-art digital twins, this technology creates a digital replica of the physical system executed in real-time or faster, which can modify hardware controls. However, its advantage stems from distributing computational efforts by utilizing a hierarchical structure composed of lower-level digital twin blocks and a higher-level system digital twin. Each digital twin block is associated with a physical subsystem of the hardware and communicates with a singular system digital twin, which creates a system-level response. By extracting information from each level of the hierarchy, power system controls of the hardware were reconfigured autonomously. This hierarchical digital twin development offers several advantages over other digital twins, particularly in the field of naval power systems. The hierarchical structure allows for greater computational efficiency and scalability while the ability to autonomously reconfigure hardware controls offers increased flexibility and responsiveness. The hierarchical decomposition and models utilized were well aligned with the physical twin, as indicated by the maximum deviations between the developed digital twin hierarchy and the hardware.
CFD Simulation of By-pass Flow in a HRSG module by R&R Consult.pptxR&R Consult
CFD analysis is incredibly effective at solving mysteries and improving the performance of complex systems!
Here's a great example: At a large natural gas-fired power plant, where they use waste heat to generate steam and energy, they were puzzled that their boiler wasn't producing as much steam as expected.
R&R and Tetra Engineering Group Inc. were asked to solve the issue with reduced steam production.
An inspection had shown that a significant amount of hot flue gas was bypassing the boiler tubes, where the heat was supposed to be transferred.
R&R Consult conducted a CFD analysis, which revealed that 6.3% of the flue gas was bypassing the boiler tubes without transferring heat. The analysis also showed that the flue gas was instead being directed along the sides of the boiler and between the modules that were supposed to capture the heat. This was the cause of the reduced performance.
Based on our results, Tetra Engineering installed covering plates to reduce the bypass flow. This improved the boiler's performance and increased electricity production.
It is always satisfying when we can help solve complex challenges like this. Do your systems also need a check-up or optimization? Give us a call!
Work done in cooperation with James Malloy and David Moelling from Tetra Engineering.
More examples of our work https://www.r-r-consult.dk/en/cases-en/
About
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
• Remote control: Parallel or serial interface.
• Compatible with MAFI CCR system.
• Compatible with IDM8000 CCR.
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
• Easy in configuration using DIP switches.
Technical Specifications
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
Key Features
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
• Remote control: Parallel or serial interface
• Compatible with MAFI CCR system
• Copatiable with IDM8000 CCR
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
Application
• Remote control: Parallel or serial interface.
• Compatible with MAFI CCR system.
• Compatible with IDM8000 CCR.
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
• Easy in configuration using DIP switches.
Cosmetic shop management system project report.pdfKamal Acharya
Buying new cosmetic products is difficult. It can even be scary for those who have sensitive skin and are prone to skin trouble. The information needed to alleviate this problem is on the back of each product, but it's thought to interpret those ingredient lists unless you have a background in chemistry.
Instead of buying and hoping for the best, we can use data science to help us predict which products may be good fits for us. It includes various function programs to do the above mentioned tasks.
Data file handling has been effectively used in the program.
The automated cosmetic shop management system should deal with the automation of general workflow and administration process of the shop. The main processes of the system focus on customer's request where the system is able to search the most appropriate products and deliver it to the customers. It should help the employees to quickly identify the list of cosmetic product that have reached the minimum quantity and also keep a track of expired date for each cosmetic product. It should help the employees to find the rack number in which the product is placed.It is also Faster and more efficient way.
Explore the innovative world of trenchless pipe repair with our comprehensive guide, "The Benefits and Techniques of Trenchless Pipe Repair." This document delves into the modern methods of repairing underground pipes without the need for extensive excavation, highlighting the numerous advantages and the latest techniques used in the industry.
Learn about the cost savings, reduced environmental impact, and minimal disruption associated with trenchless technology. Discover detailed explanations of popular techniques such as pipe bursting, cured-in-place pipe (CIPP) lining, and directional drilling. Understand how these methods can be applied to various types of infrastructure, from residential plumbing to large-scale municipal systems.
Ideal for homeowners, contractors, engineers, and anyone interested in modern plumbing solutions, this guide provides valuable insights into why trenchless pipe repair is becoming the preferred choice for pipe rehabilitation. Stay informed about the latest advancements and best practices in the field.
Immunizing Image Classifiers Against Localized Adversary Attacksgerogepatton
This paper addresses the vulnerability of deep learning models, particularly convolutional neural networks
(CNN)s, to adversarial attacks and presents a proactive training technique designed to counter them. We
introduce a novel volumization algorithm, which transforms 2D images into 3D volumetric representations.
When combined with 3D convolution and deep curriculum learning optimization (CLO), itsignificantly improves
the immunity of models against localized universal attacks by up to 40%. We evaluate our proposed approach
using contemporary CNN architectures and the modified Canadian Institute for Advanced Research (CIFAR-10
and CIFAR-100) and ImageNet Large Scale Visual Recognition Challenge (ILSVRC12) datasets, showcasing
accuracy improvements over previous techniques. The results indicate that the combination of the volumetric
input and curriculum learning holds significant promise for mitigating adversarial attacks without necessitating
adversary training.
Immunizing Image Classifiers Against Localized Adversary Attacks
Time overruns
1. Factors responsible for Time
Overruns in Execution of
Construction Projects in India
by
Bhalchandra Shyamkant Tankkar
Department of Civil Engineering
V.N.I.T. Nagpur, (India)
2. Contents
INTRODUCTION
Background of
construction sector
Status of
Infrastructure
Projects in India
Details of the
projects facing time
overruns
Need for study
LITERATURE
REVIEW
Defining Time
Overruns
Classification of
Delay
Past studies on
Time overruns
RESEARCH
METHODOLOGY
Research Design
Questionnaire
Design
Data Collection
3. Contents
RESULTS &
DISCUSSION
Demographic details of
respondents
Data Collection
Overall response pattern
Testing reliability of data
Ranking of Factors based
on RII
ANOVA
Principal Component
factor Analysis
Comparisons with other
countries
CONCLUSION &
RECOMMENDATIONS
Conclusions of the study
Recommendations for
mitigating top three
factors
FUTURE
SCOPE
Areas for
further study
4. Background of Construction sector
Role of construction sector
• Construction industry is the second employer and contributor in
India after the Agriculture industry
• It accounts for second highest inflow of FDI and is valued at over
USD 126 billion (Source: http://makeinindia.com/sector/construction/)
Investment in infrastructure & construction
• ₹ 55,74,663 crores to be invested in infrastructure during the
Twelfth Five Year Plan period( 2012-2017) (Source: Infrastructure Statistics
2014, Central Statistics Office, MoSPI)
Challenges
• Cost and time overruns are the major issues faced by the sector
5. Status of Infrastructure Projects in India
The monitoring of public projects in India is done by Ministry of Statistics
and Program Implementation (MoSPI)
As per the 346 Flash Report of August 2014 released by the Ministry of
Statistics, out of 720 central sector infrastructure sector projects costing
₹ 150 crore and above, 295 projects were facing time overruns
Original cost of the 295 delayed projects is ₹ 5,48,838 crore and
anticipated cost is ₹ 6,50,274 crore, thus leading to a total cost overrun
of ₹ 1,01,436 crore
6. Details of the projects facing time overruns
Time Overrun No. of
projects
Less than 12 months 62
Between 13 to 24 months 66
Between 25 to 60 months 98
More than 60 months 69
21%
22%
33%
24%
Less than 12 months
Between 13 to 24 months
Between 25 to 60 months
More than 60 months
7. SECTORWISE DETAILS OF PROJECTS
FACING TIME OVERRUNS
Sector
No. of
Projects
delayed
Road 92
Railways 32
Petroleum 43
Power 64
Coal 34
Atomic Power 4
Steel 16
Road
32%
Railways
11%
Petroleum
15%
Power
23%
Coal
12%
Atomic
Power
1%
Steel
6%
Projects delayed in different sectors
8. Worst hit projects
Bankura-Damodar gauge conversion project of South Eastern Railways
• Initial cost estimated for was ₹ 111.9 crore in 2001
• Now estimated to cost the exchequer ₹ 2,371.85 crore
Gondia-Jabalpur stretch gauge conversion project undertaken by South
East Central Railway
• Original cost was ₹ 386 crore and the project was to be completed in 1998
• Now expected to be completed in 2019, a delay of 21 years and to cost ₹
590.63 crore
G1 and GS-15 oilfield project of ONGC off Andhra coast
• Cost overrun of 820 %
• Delay of more than 9 years
Singareni Collieries Co. Ltd's shaft project at its Adriyala mine
• Cost overrun of 479 %
• Delay of more than 2 years
9.
10. NEED FOR STUDY
Services provided by infrastructure projects serve as input for
other sectors
Due to delays in project implementation, people have to wait for
the provision of public goods and services longer than necessary
Most infrastructure projects in India are funded by taxpayers’
money
Existing literature reveals that the underlying causes, and thus
the remedies, differ from country to country
11. Defining Time Overruns
The time overrun variable is defined as the difference between the estimated project
duration and the actual time taken to complete the project.
Mathematical representation
• Net duration=Date of project commencement −Date of project approval
• Time overrun= Net duration − Project duration
In other words, time overrun may also be defined as the delays beyond the date for
completion specified by the contract or beyond the extended contract period where
an extension of time has been granted.
Delays have potential to result in disputes and claims leading to arbitration or
litigation
12. Classification of Delay
Delays
Ahmed et al.
(2003)
Internal causes
These arise from the parties to the contract (e.g. contractor, client,
and consultant)
External causes:
These, on the other hand, arise from events beyond the control of the
parties. They include the act of God, government action, and material
suppliers
Bolton
(1990)
Excusable but non-compensable delay
These are delays caused by occurrences which are not attributable to
any of the parties.
Compensable delay
These delays result from acts or omissions of the owner or someone
for whose acts an owner is liable
Inexcusable delay
These delays result from a contractor's own fault or his
subcontractors or material suppliers
13. PAST STUDIES ON TIME OVERRUNS
Ruqaishi and
Bashir (2014)
Oman
Poor site
management
Problems with
subcontractors
Inadequate
planning and
scheduling
Marzouk and
El-Rasas (2014)
Egypt
Finance and
payments of
completed work by
owner
Delay in revising
and approving
design documents
by owner
Ineffective
planning and
scheduling of
project
Kaliba et al
(2009)
Zambia
Delayed
payments
Contract
modification
Problems in
materials
procurement
Sweis et al
(2008)
Jordan
Shortage of technical
professionals in the
contractors
organization
Poor planning and
scheduling of the
project by the
contractor
Too many change
orders from owner
14. PAST STUDIES ON TIME OVERRUNS
Lo et al (2006)
Hong Kong
Lack of running
capital
Unforeseen
ground conditions
Inexperienced
contractors
Sambasivan and
Soon (2006)
Malaysia
Contractor’s
improper planning
Contractor’s poor
site management
Inadequate
contractor
experience
Faridi and El-
Sayegh (2006)
UAE
Inadequate early
planning of the
project
Shortage of
manpower
Poor site
management and
supervision
Koushki et al
(2005)
Kuwait
Changing orders
Owners’ financial
constraints
Owners’ lack of
experience in the
construction
business
15. PAST STUDIES ON TIME OVERRUNS
Frimpong et al
(2003)
Ghana
Improper Planning and
scheduling
Shortages of technical
personnel
Bad weather and
Unexpected geological
conditions
Odeh and
Battaineh (2002)
Jordan
Inadequate contractor
experience
Mistakes and
discrepancies in
contract documents
Poor Site management
Elinwa and
Joshua (2001)
Nigeria
Improper planning
Mode of financing and
payment for completed
works
Underestimation of
time/duration of projects
16. Research Design
Literature
Review
Identify factors
from literature
review
Discussions
with
professionals
from industry
Obtain
opinions from
professionals
Compare the
most important
factors
Finalize factors
to be used in
questionnaire
Preparation of
questionnaire
Data collection
Data Analysis
Compilation of
results
Drawing out
conclusion
Propose
suitable
mitigation
measures
17. Factors identified
Factor causing time overrun Source
Poor site management and
supervision
Elinwa, Odeh, Faridi, Fugar, Mydin,
Rwakarehe, Aibinu
Poor Site management Al-Najjar, Kaliba, Sweis, Doloi,
Le-Hoai, Ruqaishi, Danso
Rework due to frequent design
changes or mistakes in construction
Kaming, Assaf, Odeh, Elinwa,
Frimpong , Kaliba, Gardezi, Faridi
Unrealistic project duration given by
the client
Odeh, Faridi, Fugar, Rwakarehe,
Elinwa,
Delay in handing over the site to the
contractor
Assaf, Frimpong , Kaming,
Sambasivan, Le-Hoai, Doloi, Marzouk
18. Factors identified
Factor causing time overrun Source
Delay in financing and payment of
running bills
Frimpong, Omoregie, Lo, Fugar,
Gardezi , Dolage, Mizanur
Lack of co-ordination or
communication between the parties
Odeh, Koushki, Iyer, Le-Hoai,
Sambasivan, Ruqaishi, Doloi
Bad weather conditions Kaming, Assaf, Iyer, Apolot,
Gardezi, Dolage
Shortage of human resources Assaf, Chan, Odeh, Faridi, Danso,
Sweis,Dolage, Rwakarehe
Shortage of materials Chan, Omoregie, Faridi, Lo,
Sambasivan, LeHoai, Danso,
Rwakarehe
19. Questionnaire Design
•Section 1: General details
•Section 2: Opinion regarding Factors responsible for
time overruns
Questionnaire
consisted of two
parts
•Type of Organization
•Work zone in India
•Experience in years
•Cost of current project
Section 1:
General details
•The second section asked the respondent about his
opinion for a given factor. The respondents were asked
to select any one of the given options viz. Agree,
Partially Agree, Partially Disagree and Disagree
Section 2:
Respondent Opinion
20. Data Collection
190 copies of the questionnaire were distributed among construction personnel
engaged in works across India through e-mail and sometimes hard copies were
circulated
The questionnaire was distributed to a random sample of 64 clients, 32
consultants and 94 contractors
85 sets of questionnaires were received after follow up
The overall response rate was found to be around 45%
21. Data Collection
Respondent type
No. of
questionnaires
distributed
No. of
questionnaires
received
Response
rate
Clients 64 33 52%
Consultants 32 10 31%
Contractors 94 42 44%
All respondents 190 85 45%
0
50
100
150
200
Client Consultant Contractor All respondents
No.ofquestionnaires
Respondent type
Responses received
Distributed
Received
22. Demographic Details of Respondents
• Respondent profile based on type of organization
Type of
Organization
No. of
responses
% of
Total
Client
33 39%
Consultant
10 12%
Contractor
42 49%
Client
39%
Consultant
12%
Contractor
49%
Respondent profile based on type of
Organization
23. Demographic Details of Respondents
• Respondent profile based on working Region/Zone
in India
Region/Zone
In India
No. of
Respondents
% of
Total
East 5 6%
West 47 56%
Central 13 15%
North 7 8%
South 13 15%
East
6%
West
56%Central
15%
North
8%
South
15%
Respondent profile based on Zone/Region
24. Demographic Details of Respondents
• Cross section of respondent profile based on Type of
Organization and Working Zone in IndiaClient
Consultant
Contractor
North 2 1 4
South 2 2 9
East -- 1 4
West 24 4 19
Central 5 2 6
2 2
0
24
5
1
2
1
4
2
4
9
4
19
6
0
5
10
15
20
25
30
North South East West Central
Client Consultant Contractor
25. Demographic Details of Respondents
Respondent profile based on Experience
Experience of
Respondents
No. of
Respondents
% of
Total
0 to 5 years 56 66%
5 to 10 years 14 17%
10 to 15 years 2 2%
15 to 20 years 6 7%
More than 20 years 7 8%
0-5 years
66%
5-10
years
17%
10-15 years
2%
15- 20 years
7%
more than
20 years
8%
Respondent profile based on experience
26. Demographic Details of Respondents
• Respondent profile based on Cost of current project
Cost of
current project
Number of
respondents
% of
Total
Less than
₹ 10 cr
23 27%
Between ₹ 10 cr
to ₹50 cr
28 33%
Between ₹ 50 cr
to ₹100 cr
19 22%
More than
₹ 100 cr
15 18%
less than
₹ 10 crore
27%
₹ 10 crore
to ₹ 50
crore
33%
₹ 50 crore
to ₹ 100
crore
22%
more than
₹ 100 crore
18%
Respondent profile based on cost of current project
27. Notation of factors
T1 • Inadequate experience of the contractor
T2 • Poor site management and supervision
T3 • Rework due to frequent design changes
T4 • Unrealistic project duration given by the client
T5 • Delay in handling over the site to contractor
T6 • Delay in financing and payment of running bills
T7 • Lack of co-ordination or communication between parties
T8 • Bad weather conditions
T9 • Shortage of human resources
T10 • Shortage of materials
29. Coding the data
In order to code the data for purpose of
calculating required parameters, the responses
were coded using a four point Likert Scale
Response Weight assigned
Agree 4
Partially Agree 3
Partially Disagree 2
Disagree 1
No Idea Response not considered for
analysis
30. Testing Reliability of Data
Reliability Analysis
– The data collected was then tested for its
reliability by determination of Cronbach Alpha
Where,
– α = Cronbach alpha
– N= number of items
– v = average inter-item covariance among the
items
– c = average variance
31. Testing Reliability of Data
• Cronbach’s alpha reliability coefficient normally ranges
between 0 and 1.
• As per statisticians Gliem J. and Gliem R., (2003) the
following rules of thumb may be followed:
• For the current study the Cronbach alpha value obtained was
α = 0.705
Cronbach alpha value (α ) Reliability of data
α > 9 Excellent
9 > α > 8 Good
8 > α > 7 Acceptable
7 > α > 6 Poor
6 > α >5 Questionable
5 > α Discard the data
32. Relative Importance Index
• Relative Importance Index:
– The term relative importance refers to the
contribution a variable makes to the prediction of a
criterion variable by itself and in combination with
other predictor variables.
– where,
• A= highest weight given
• N= total number of respondents for a given factor
• ai = constant expressing the weight given to the ith
response
• i= 1,2,3,4
• fi = the variable expressing the frequency of the ith response
33. Overall Ranking of Factors
Factors causing time overruns Mean
Std.
Deviation
RII Rank
Shortage of human resources- skilled, semi-skilled and
unskilled (T9)
3.68 0.561 0.920 1
Poor site management (T2) 3.39 0.725 0.848 2
Lack of co-ordination or communication between
parties (T7)
3.32 0.694 0.830 3
Delay in financing and payment of running bills (T6) 3.31 0.964 0.826 4
Bad weather conditions (T8) 3.29 0.815 0.823 5
Shortage of materials on site (T10) 3.26 0.888 0.815 6
Rework due to frequent design changes (T3) 3.25 0.815 0.813 7
Unrealistic project duration given by client (T4) 3.09 1.031 0.773 8
Delay in handing over site to the contractor (T5) 2.98 1.134 0.745 9
Inadequate experience of Contractor (T1) 2.89 1.225 0.723 10
34. Ranking of factors by Clients
Factors causing time overruns Mean
Std.
Deviation
RII Rank
Inadequate experience of Contractor (T1) 3.76 0.502 0.938 1
Shortage of human resources- skilled, semi-skilled
and unskilled (T9)
3.58 0.502 0.893 2
Poor site management (T2) 3.48 0.712 0.870 3
Rework due to frequent design changes (T3) 3.33 0.692 0.833 4
Bad weather conditions (T8) 3.27 0.517 0.818 5
Shortage of materials on site (T10) 3.21 0.857 0.803 6
Lack of co-ordination or communication between
parties (T7)
3.21 0.740 0.803 6
Delay in financing and payment of running bills (T6) 2.58 1.032 0.643 8
Unrealistic project duration given by client (T4) 2.36 0.994 0.590 9
Delay in handing over site to the contractor (T5) 2.15 1.004 0.538 10
35. Ranking of factors by Consultants
Factors causing time overruns Mean
Std.
Deviation
RII Rank
Poor site management (T2) 3.70 0.483 0.925 1
Shortage of human resources- skilled, semi-skilled and
unskilled (T9)
3.70 0.675 0.925 1
Delay in handing over site to the contractor (T5) 3.30 0.823 0.825 3
Delay in financing and payment of running bills (T6) 3.30 0.823 0.825 3
Rework due to frequent design changes (T3) 3.30 1.059 0.800 3
Lack of co-ordination or communication between parties (T7) 3.20 0.966 0.805 6
Unrealistic project duration given by client (T4) 3.20 1.033 0.805 6
Inadequate experience of Contractor (T1) 3.00 0.943 0.750 8
Shortage of materials on site (T10) 2.70 0.949 0.675 9
Bad weather conditions (T8) 2.60 0.966 0.650 10
36. Ranking of factors by Contractors
Factors causing time overruns Mean
Std.
Deviation
RII Rank
Delay in financing and payment of running bills (T6) 3.88 0.395 0.970 1
Shortage of human resources- skilled, semi-skilled
and unskilled (T9)
3.76 0.576 0.940 2
Unrealistic project duration given by client (T4) 3.64 0.656 0.910 3
Delay in handing over site to the contractor (T5) 3.55 0.889 0.885 4
Bad weather conditions (T8) 3.60 1.231 0.865 5
Lack of co-ordination or communication between
parties (T7)
3.43 0.590 0.858 6
Shortage of materials on site (T10) 3.43 0.859 0.858 6
Poor site management (T2) 3.24 0.759 0.810 8
Rework due to frequent design changes (T3) 3.17 0.853 0.793 9
Inadequate experience of Contractor (T1) 2.19 1.254 0.548 10
37. ANOVA
One way ANOVA test can be used when we want to
compare means of more than two groups of an
independent variable
Null Hypothesis (Ho) – There is no significant
difference among construction professionals in
opinion for time overrun factor from different
regions of India.
Alternate Hypothesis (H1) - There is significant
difference among construction professionals in
opinion for time overrun factor from different
regions of India.
38. ANOVA
Factors responsible for time overruns Variance
Sum of
Squares
df Mean Square F Sig.
1. Inadequate experience of
contractor
Between Groups 10.429 4 2.607
1.804 .136Within Groups 115.619 80 1.445
Total 126.047 84
2. Poor site management and
supervision
Between Groups 1.173 4 .293
.546 .703Within Groups 43.015 80 .538
Total 44.188 84
3. Rework due to frequent design
change or mistakes in construction
Between Groups 5.370 4 1.343
2.129 .085Within Groups 50.441 80 .631
Total 55.812 84
4. Unrealistic project duration given
by client
Between Groups 2.813 4 .703
.651 .628Within Groups 86.434 80 1.080
Total 89.247 84
5. Delay in handing over site to
contractor
Between Groups .993 4 .248
.186 .945Within Groups 106.960 80 1.337
Total 107.953 84
6. Delay in financing and payment of
running bills for completed works
Between Groups 1.913 4 .478
.503 .734Within Groups 76.134 80 .952
Total 78.047 84
7. Lack of coordination and
communication between parties
Between Groups .103 4 .026
.051 .995Within Groups 40.320 80 .504
Total 40.424 84
8. Bad weather or environmental
conditions
Between Groups 5.308 4 1.327
2.104 .088Within Groups 49.835 79 .631
Total 55.143 83
9. Shortage of human resources Between Groups .819 4 .205
.640 .636Within Groups 25.604 80 .320
Total 26.424 84
10. Shortage of materials Between Groups .419 4 .105
.127 .972Within Groups 65.887 80 .824
Total 66.306 84
39. Interpreting ANOVA Results
Factors responsible for time overruns
Observed
value of F
statistic
Fobs
Observed
value of
significance
sigobs
Check for
significance;
Whether
sigobs >0.05
Maximum
value of F
statistic
Fmax
Check for
F statistic;
Whether
Fobs< Fmax
Remark
(Accept H0
OR Reject
H0)
1. Inadequate experience of contractor 1.804 0.136 Yes 2.486 Yes Accept H0
2. Poor site management and
supervision
0.546 0.703 Yes 2.486 Yes Accept H0
3. Rework due to frequent design
change or mistakes in construction
2.129 0.085 Yes 2.486 Yes Accept H0
4. Unrealistic project duration given by
client
0.651 0.628 Yes 2.486 Yes Accept H0
5. Delay in handing over site to
contractor
0.186 0.945 Yes 2.486 Yes Accept H0
6. Delay in financing and payment of
running bills for completed works
0.503 0.734 Yes 2.486 Yes Accept H0
7. Lack of coordination and
communication between parties
0.051 0.995 Yes 2.486 Yes Accept H0
8. Bad weather or environmental
conditions
2.104 0.088 Yes 2.486 Yes Accept H0
9. Shortage of human resources 0.640 0.636 Yes 2.486 Yes Accept H0
10. Shortage of materials 0.127 0.972 Yes 2.486 Yes Accept H0
40. Inference from ANOVA
From the results of ANOVA it can be concluded
that the null hypothesis can be accepted
There is no significant difference between the
opinions of the professionals from different
zones of the country about the time overrun
factors
41. Principal Component Factor Analysis
It is a technique used for reducing large number of
variables to a small number of components or
factors
Generally used in order to classify variables or for
detecting a possible structure in relationship
between the variables
42. Carrying out Principal Component Factor Analysis
Initial examination
• Determinant
• KMO test
• Test of sphericity
Extraction of
Factors without
Rotation
Check for logical
grouping of factors
Apply suitable
rotation and
extract factors
43. Initial examination
Correlation Matrixa
T1 T2 T3 T4 T5 T6 T7 T8 T9 T10
T1-Inadequate experience of
contractor
1.000
T2-Poor site management and
supervision .463 1.000
T3-Rework due to frequent design
change or mistakes in construction .337 .496 1.000
T4-Unrealistic project duration given
by client -.388 .111 .115 1.000
T5-Delay in handing over site to
contractor -.356 .075 -.017 .750 1.000
T6-Delay in financing and payment of
running bills for completed works -.357 .128 .169 .645 .647 1.000
T7-Lack of co-ordination and
communication between parties .111 .207 .309 .307 .258 .339 1.000
T8-Bad weather or environmental
conditions -.113 -.023 .114 .253 .311 .090 .261 1.000
T9- Shortage of human resources -.033 .038 -.094 .363 .283 .244 .113 .229 1.000
T10- Shortage of materials -.129 -.019 .133 .326 .259 .249 .316 .482 .379 1.000
a. Determinant = .025
44. Initial examination
The correlation
coefficient 0.025 is
considered as sufficient
(> 0.00001), which
indicates that none of the
two matrices have multi
collinearity or singularity.
The Kaiser-Meyer-Olkin
(KMO) measure of
sampling adequacy was
found to be 0.677 (> 0.50)
Bartlett test of sphericity
(test of identity matrix)
was 291.640 at
0.001(<0.05) level of
significance
These measures
confirmed the suitability
of the data for
proceeding to factor
analysis
45. Extraction of factors
The basic concept underlying the Principal Components Factor Analysis (PCFA) is
that the extracted components explain most of the variance of the correlated
variables
The factor analysis can extract common factors equal to or less than the number of
variables involved
The significant factors are those whose eigen values are greater than or equal to 1
Eigen value is a measure of how a standard variable adds to the principal
components
46. Total Variance Explained
Total Variance Explained
Component
Initial Eigen values
Extraction Sums of Squared
Loadings
Total
% of
Variance
Cumulative
% Total
% of
Variance
Cumulative
%
1 3.271 32.712 32.712 3.271 32.712 32.712
2 2.012 20.121 52.833 2.012 20.121 52.833
3 1.288 12.880 65.713 1.288 12.880 65.713
4 .917 9.174 74.886
5 .676 6.760 81.646
6 .589 5.891 87.538
7 .411 4.109 91.647
8 .333 3.330 94.977
9 .320 3.198 98.175
10 .183 1.825 100.000
Extraction Method: Principal Component Analysis.
47. Extraction of factors without rotation
Component Matrixa
Component
1 2 3
1. Inadequate experience of contractor .742
2. Poor site management and supervision .786
3. Rework due to frequent design change or mistakes in construction .779
4. Unrealistic project duration given by client .855
5. Delay in handing over site to contractor .818
6. Delay in financing and payment of running bills for completed works .768
7. Lack of co-ordination and communication between parties .501
8. Bad weather or environmental conditions .623
9. Shortage of human resources .495
10. Shortage of materials .593
Extraction Method: Principal Component Analysis.
a. 3 components extracted.
48. Extraction of factors After applying Rotation
Rotated Component Matrixa
Component
1 2 3
1. Inadequate experience of contractor .663
2. Poor site management and supervision .824
3. Rework due to frequent design change or mistakes in
construction .799
4. Unrealistic project duration given by client .854
5. Delay in handing over site to contractor .841
6. Delay in financing and payment of running bills for
completed works .867
7. Lack of co-ordination and communication between
parties .281
8. Bad weather or environmental conditions .796
9. Shortage of human resources .557
10. Shortage of materials .824
Extraction Method: Principal Component Analysis.
Rotation Method: Varimax with Kaiser Normalization
a. Rotation converged in 4 iterations.
49. Inferences from result of Principal Component
Factor Analysis
•The three components obtained were named as CFT 1,
CFT 2 and CFT 3
Factors extracted
•Delay in financing and payment of running bills for
completed works,
•Unrealistic project duration given by client
• Delay in handing over site to contractor
CFT 1
Client controlled factors
•Poor site management and supervision,
•Rework due to frequent design change or mistakes in
construction,
•Inadequate experience of contractor
•Lack of co-ordination and communication
CFT 2
Contractor controlled factors
•Shortage of materials,
•Shortage of human resourcesCFT 3
Planning related factors
50. Comparison with other countries
Country
Major factors for time overruns
1 2 3 4 5
India (This study)
Shortage of
manpower
Poor site
management
Lack of co-
ordination or
communication
between the parties
Delay in Financing
and payment of
running bills
Bad weather
conditions
Oman
(Ruqaishi,2014)
Poor site
management and
supervision by
contractors
Problems with
subcontractors
Inadequate
planning and
scheduling of
projects by
contractors
Poor management of
contractors’
schedules
Delay in delivery of
materials,
Egypt (Marzouk,
2014)
Finance and
payments of
completed work by
owner
Late in revising and
approving design
documents by
owner
Owner interference Suspension of work,
Mistakes and
discrepancies in
design documents
Tanzania
(Rwakarehe, 2014)
Inadequate design
Change in the scope
of the project
Change in
government policies
Delay in payment to
contractors which
results in interests
Inclement weather
Bangladesh
(Mizanur, 2014)
Rapid increase in
price of
construction
materials
Political situation
(revolution/ public
strikes)
Incompetent/and
immature
subcontractors
Poor financial
condition of
contractors
Frequent design
changes
Uganda
(Alinaitwe, 2013)
Changes in the work
scope
Delayed payments
to contractors
Poor monitoring
and control
High inflation and
interest rates.
Shortage of
manpower
Sri Lanka (D.A.R.
Dolage, 2013)
Delay in progress
payment by clients,
by contractors
Inaccurate planning
and scheduling of
projects
Rainy weather,
Unavailability of
experienced technical
staff
Excessive work in
hand of the
contractors
51. Comparison with other countries
Country
Major factors for time overruns
1 2 3 4 5
Iran (Towhid
Pourrostam, 2011)
Delay in progress
payments by client
Change orders by
client during
Construction
Poor site management
Slowness in decision
making process by
client
Financial difficulties
by contractor
Ghana (Fugar, 2010)
Delay in honouring
payment certificates
Underestimation of
cost of projects
Underestimation of
complexity of projects
Difficulty in accessing
Bank credit
Poor supervision
Libya (Tumi, 2009) Improper Planning
Lack of Effective
Communication
Design Errors
Shortage of materials
i.e. steel, concrete,
Slow Decision Making
Vietnam (Long Le-
Hoai, 2008)
Poor site management
and supervision
Poor project
management
assistance
Financial difficulties of
owner
Financial difficulties of
contractor
Design changes
Malaysia (Sambasivan,
2007)
Improper planning Poor site management
Inadequate contractor
experience
Inadequate client’s
finance and payments
for completed work
Problems with
subcontractors
Jordan (Sweis, 2007)
Financial difficulties
faced by the
contractor
Too many change
orders from owner
Poor planning and
scheduling of the
project by the
contractor
Presence of unskilled
labour
Shortage of technical
professionals in the
contractor’s
organization
Hong Kong (Tommy Y.
Lo, 2006)
Inadequate resources
due to contractor/lack
of running capital
Unforeseen ground
conditions
Exceptionally low bids
Inexperienced
contractors
Works in conflict with
existing structures/
utilities
UAE (Faridi, 2006)
Preparation and
approval of drawings
Slowness of the
owner’s decision-
making process
Shortage of
manpower
Poor supervision and
Inadequate early
planning of the
project
Poor site management
Nigeria (Aibinu, 2006)
Contractors’ financial
difficulties
Clients’ cash flow
problem
Architects’ incomplete
drawing
Subcontractor’s slow
mobilization
Equipment break-
down and
maintenance problem
52. Conclusions
The professionals across India share by and large a similar opinion about the factors
responsible for time overruns in execution of construction projects.
Lack of human resources emerged as the most significant factor and had the highest
degree of agreement among all the parties involved in construction.
Poor site management emerged as the second most significant factor and reflected an
agreement between the clients and consultants but the contractors differed in opinion.
Lack of coordination or communication between the construction parties was the third
most significant factor in the view of all the three parties.
The factors ‘Delay in financing and payment of running bills’, ‘Unrealistic project duration
given by client’, ‘Delay in handing over site to the contractor’ and ‘Inadequate experience
of Contractor’ had a very high degree of disagreement between clients and contractors.
This indicates a trust deficit between the client and contractor.
‘Bad weather conditions’’ were moderately significant for both the client and contractor
but consultants considered it least significant. This indicates that the consultants more
often do not consider external factors during planning.
56. Future Scope
Systematic studies are required to be undertaken to determine the effectiveness
of mitigation measures in order to improvise them further and develop suitable
models that can help preventing the factors inhibiting time overruns.
There is a need of sector specific studies as generalization comes at a cost and
may not reflect certain characteristics that are endemic to a particular sector.
An attempt can be made to develop regression models relating time overruns to
cost escalation in order to estimate the impact of time overruns on the cost
performance of the project.
Further studies need to undertaken in order to understand how modern
construction management techniques like lean construction or relational
contracts can help to mitigate the factors responsible for time overruns
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