International Journal of Advanced Science and Technology

Vol. 29, No.02, (2020), pp. 1248-1258

AVOIDANCE AND MITIGATION OF PROJECT DELAYS AMONG

SELECTED LOCAL CONSTRUCTION COMPANIES IN CEBU CITY
1
mark Anthony N. Polinar, 2john Lemuel G. Buntigao, 3ronald B. Payao, 4alexander Franco
A. Delantar, 5joan P. Tanino

1,2
Cebu Institute of Technology
University, Cebu Philippines

Abstract: The construction companies are one of the premier contributors to economic growth in the
Philippines, especially in the light of the current administration’s “Build, Build, Build” (BBB)- a
government program that seeks to accelerate infrastructure spending, develop industries that will
yield robust growth, create jobs, and improve the lives of Filipinos. However, project delays beset the
construction industry. Delays in the project can affect the reputation of a construction company, lead
to bad customer experience, and adversely affect profitability and company sustainability. This study
focused on determining factors that cause project delays and presented 20 predefined factors divided
into five categories. The 60 respondents were comprised of construction professionals with ongoing
projects in Cebu City. The process of data analysis used a descriptive method that ranked the factors
that cause project delays. Using the weighted mean, the results of this survey were then ranked based
on the weight of each factor that caused the delay. Based on the results, the five groups of factors that
have the most significance in causing project delays were: Quality with the weighted mean of 3.53,
Management with the weighted mean of 3.49, Financials with the weighted mean of 3.47, External
Factors with the weighted mean of 3.45, and Materials/Equipment with the weighted mean of 3.37.
After interpreting the results, avoidance and mitigation plans were drawn.

Keywords: construction, equipment

1. INTRODUCTION

The prospects for the construction industry in the Philippines are marked by general optimism.
In the Business World last February 1, 2019, Fitch Solution, an outfit that offers credit and debt
market information and macro intelligence, remarked: “We believe relative political stability within
the country will be a plus for the sector as policies enacted by the current government will benefit
from continuity over the next few years. The sector will be exposed to a smaller degree of political
and election risks in the short term as President Rodrigo Duterte is only slated to step down after the
2022 General Elections.” (https://www.bworldonline.com/
subway-project-to-boost-philippine-construction-sector/).
The construction industry has become one of the main contributors to the Gross Domestic
Product (GDP) of the Philippines. The Philippine News Agency, dated December 28, 2018, quoting
the Construction Statistics from the third-quarter Approved Building Permits of 2018, reported that
Central Visayas ranks second among the top five regions with the highest number of construction
projects, with the Province of Cebu placing third at the provincial level. (https://www.pna.gov.ph/
articles/1057616). As the construction industry is expanding, the volume of construction projects in
Cebu City will definitely increase, and expectedly, better than the national average.
Construction projects are complicated endeavors, associated with a huge amount of capital
investment and project duration. Part of the hindrance of completion of a project is delay. According

ISSN: 2005-4238 IJAST

1248
Copyright ⓒ 2020 SERSC
 International Journal of Advanced Science and Technology
Vol. 29, No.02, (2020), pp. 1248-1258

to Abd El-Razek et al., delay in construction projects is considered one of the most common factors
that cause a multitude of negative effects on the project. In construction, a delay could be defined as
the time overrun either beyond the contract date or beyond the date that the parties agreed upon for
delivery of a project (Assaf, S.A. and Al-Hejji S., 2006). Delay is not new in construction projects. It
is so rampant and commonplace, and every stakeholder of a construction project wants to do away
with it. Yet, notwithstanding the aversion of these stakeholders, delays continue to beset project
completion.There had been many studies on the cause of project delays in construction ventures and
some of these studies recommended mitigation plans. Worth mentioning are studies of construction
delays in Malaysia (M.F Hamsori et. al., 2018), India (R. M. Mate & G. A. Hinge, 2015), Slovenia
(Srdić & Šelih, 2015), Iraq (Twana Ahmed, 2015), Iran (Samad Mohammad Ebrahimzadeh
Sepasgozar, 2008), Las Vegas Nevada (Tafazzoli & Shrestha, 2017), Turkey (D. Aydin & E.
Mihlayanlar, 2018) and Dubai (SHAIKH ASIF ABDUS SAEED, 2009). These researches concluded
that project delays are inevitable in construction ventures all over the world. Regardless of whether or
not project delays are inevitable, the fact remains that scientific mitigation of delays will continue to
be desirable to the industry.In this study, construction professionals in the selected construction
company within the City of Cebu were identified as main informants. These construction
professionals provided rich and in-depth perspectives on the impact and the causes of project delays.
After the causes of project delays were identified, the causes were ranked and the results were
analyzed.

2. RELATED LITERATURE

2.1 Causes of Project Delays

M. Rafieizonooz et al. (2012) recognized (1) lack of commitment; (2) inefficient site
management; (3) poor site coordination; (4) complexity in heritage and legislation; (5) lack of
estimation skills and skilled workers; (6) lack of communication between parties; (7) improper
planning; and (8) lack of clarity in contract as the most critical factors of Tehran’s construction delay.

The top five ranked causes of project delays in the research paper by Srdić & Šelih (2015) in
Slovenia are tabulated in Table 2.1 below.

Table 2.1 Top 5 Ranked Causes of Delays as Perceived by the Respondents

Category of delay Cause of delay Rank

Legal Legal obstacles with building permit issues 1

Design Lack of design details and specification 2

Owner Slow decision making process issued by owner 3

Design Design documentation delays 4

Owner Change orders and additional issued by owner 5

Source: Srdić & Šelih (2015)

ISSN: 2005-4238 IJAST

1249
Copyright ⓒ 2020 SERSC
 International Journal of Advanced Science and Technology
Vol. 29, No.02, (2020), pp. 1248-1258

Also, the top five ranked factors of delays in the study carried out by Hasmori, Ismail, Abas, &
Khalid (2018) in Malaysia are listed in Table 2.2.

Table 2.2. Top Five Factors of Delay

No. Causes of Delay N Mean Construction Player
1 Financial difficulties 42 4.07 Contractor
2 Confusion and mistakes in 42 3.93 Consultant
design materials
3 Late in delivering materials 42 3.93 Contractor
4 Changes of order 42 3.90 Client
5 Lack coordination with 42 3.86 Client
contractors
Source: Hasmori, Ismail, Abas, & Khalid (2018)

The study of Tafazzoli, Mohammadsoroush (2017) revealed that the role of the owner was
significant in causing delays. Excessive change of order or commands by the owner (by reason of his
indecisiveness or otherwise) during the construction can derail the project schedule and unduly
lengthen construction time. Rani M. Mate and G.A. Hinge (2015) found that legal disputes between
various entities involved in the project, toothless delay penalties, delays in progress payment, delay in
the clearance and delivery of the site to the contractor and indecisive commands by owner during
construction are the top five causes of project delays in India.

2.2 Mitigation and Avoidance of Project Delays

Hoai, Lee and Lee (2008) concluded that most causes of delay and cost overrun of
construction project relate to human factors and management problems. Improving the abilities of the
managers and engineers will go a long way at mitigating and avoiding the cost overruns. Chan &
Kumaraswamy (1997) recommended continuous professional development schemes, thorough site
investigation, clearly defined roles and responsibility matrix, client brief, value management
techniques, and bridging the gaps in perception between the different groups are some of the measures
calculated to mitigate project delays, which in turn, will mitigate cost overrun. Effective site
management was observed as the key to improving construction project efficiency and productivity.
A carefully laid-out Delay Mitigation and Avoidance Plan can may be designed to help
construction companies overcome the causes of project delays. Muralidaran Ramabhadran (2018)
concluded that the most effective mitigation measures are detailed estimation, conducting
brainstorming, cost control considerations, procurement planning, mobilizing resources at the precise
moment of need and training of works. D. A. R. Dolage and T. Pathmarajah (2015) recommended that
the contractor must prepare a realistic work program in such a way that it is commensurate with his
capacity taking into account realistic projection of critical construction works duration.

3. RESEARCH OBJECTIVE

The aim of the study was to reexamine the factors that lead to delay in project completion, as
identified in previous studies, and to determine the impact of these factors on project completion. The
research locus consisted of selected local construction companies in Cebu City. The factors previously
identified as causes of delays were ranked according to their impact, and recommendations were made
on how to mitigate and avoid delays in project completion.

ISSN: 2005-4238 IJAST

1250
Copyright ⓒ 2020 SERSC
 International Journal of Advanced Science and Technology
Vol. 29, No.02, (2020), pp. 1248-1258

Specifically, the study sought to answer the following questions:

1. What are the determinants that cause project delays in construction companies in regards to:
Management Factors, Financial Factors, Material and Equipment Factors, Quality Factors,
and External Factors?
2. What is the level of impact to the above mentioned parameters?
3. What mitigation plan can be recommended to management to lessen the impact or to avoid
these factors?

4. RESEARCH METHODOLOGY

The quantitative type of research was used, specifically the descriptive method. The focus of the
study was identifying the causes of project delays by means of collecting numerical data and
analyzing the level of impact of each cause.
A questionnaire with close-ended questions was used since it presents itself as a suitable tool for
drawing information from the informants. Questionnaires were distributed and each respondent was
required to score each cause outlined. The causes gathered were derived both from previous studies on
the subject and from initial observations on actual, ongoing projects.
Statistics is an indispensable tool for this study in the analysis and interpretation of the data
gathered. Respondents were asked to rate each factor using the level of impact of Likert-Type Scale
ranging from 1 to 4 (1 representing No Impact and 4 representing Very High Impact). The scores were
interpreted using the weighted mean. The weighted mean is a type of average for analyzing the weight
of each cause of project delays. As stated by Seirs (2010), the mean descriptive statistics where
measurements use graph, tables and general discussions further bring to light the full import of the
analyzed data. By using the weighted mean, the cause of project delays will be weighted and ranked,
and hence, their respective impact to project completion is approximated.

The Weighted Mean is computed as follows:

Weighted mean = Σwx/Σw

Where:
Σ = the sum of all variables
w = the weights.
x = the value.

5. RESULTS AND DISCUSSION

This study examined the impact of causes of delay and 20 predefined factors.

Table 5.1: Weighted Mean of Factors Causes Project Delays

Weighted

Causes of Delays Descriptive Equivalent

Mean
No.

ISSN: 2005-4238 IJAST

1251
Copyright ⓒ 2020 SERSC
 International Journal of Advanced Science and Technology
Vol. 29, No.02, (2020), pp. 1248-1258

1 Lack of financial liquidity 3.78 Very High Impact

2 Ineffective project planning and scheduling 3.75 Very High Impact
3 Poor decision making by management 3.68 Very High Impact
4 Shortage of materials and equipment 3.68 Very High Impact
5 Changes in design during construction 3.65 Very High Impact
6 Poor cost control 3.62 Very High Impact
7 Shortage of laborer/Unskilled laborer 3.60 Very High Impact
8 Poor site management and supervision 3.55 Very High Impact
9 Rework due to error during construction 3.53 Very High Impact
10 Insufficient quality awareness and control 3.53 Very High Impact
11 Resource allocation and issues resulting 3.52 Very High Impact
from the handling of simultaneous projects
12 Delay in obtaining building permits 3.43 Very High Impact

13 Poor communication and coordination with 3.35 Very High Impact

other parties
14 Untoward accidents 3.33 Very High Impact
15 Delay progress payments by the client 3.32 Very High Impact
16 Bad weather condition 3.27 Medium Impact
17 Old and inefficient equipment 3.22 Medium Impact
18 Changes in material types and 3.20 Medium Impact
specifications
19 Poor estimation practices 3.17 Medium Impact
20 Poor site safety program 3.13 Medium Impact
Legend:
Scale Descriptive Equivalent
3.28 - 4.0 Very High Impact
2.52 – 3.27 Medium Impact
1.76 – 2.51 Low Impact
1.0 – 1.75 No Impact
Based on the above table, the twenty (20) ranked factors that cause project delays are: lack of
financial liquidity (where the company cannot meet their financial obligations) ranked 1st, ineffective
project planning and scheduling that creates poor performance and delay ranked 2nd, poor decision
making by management in dealing design changes and drawings ranked 3rd. Shortage of materials and
equipment due to improper planning ranked 4th, changes in design during construction in the middle
of construction ranked 5th, and poor cost control that resulted in failure to manage the delivery of the
project ranked 6th. Shortage of laborer/unskilled laborer due to poor planning of workforce
deployment ranked 7th, poor site management and poor supervision of construction personnel ranked
8th, rework due to error during construction that creates unsatisfactory work ranked 9th, and
insufficient quality awareness and control ranked 10th.. Resource allocation and issues resulting from
the handling of simultaneous projects ranked 11th, delay in obtaining building permits such as
construction permits ranked 12th, poor communication and coordination with other parties especially
in terms of coordination of activities ranked 13th, and untoward accidents such as injury from falling
objects ranked 14th. Delay in progress payments by the client due to financial incapacity ranked 15th,
bad weather condition such as calamities and other unplanned natural events ranked 16th, old and
inefficient equipment resulting to increase of manpower hours of work ranked 17th, while changes in
material types and specifications during and in the middle of the construction ranked 18th. Poor

ISSN: 2005-4238 IJAST

1252
Copyright ⓒ 2020 SERSC
 International Journal of Advanced Science and Technology
Vol. 29, No.02, (2020), pp. 1248-1258

estimation practices resulting in cost variance and cost overruns ranked 19th and poor site safety
program towards construction personnel ranked 20th.
The research findings revealed that fifteen (15) causes of delays exert Very High Impact on
project completion. They include: lack of financial liquidity, ineffective project planning and
scheduling, poor decision making by management, shortage of materials and equipment, changes in
design during construction, poor cost control, shortage of laborer/unskilled laborer, poor site
management and supervision, rework due to error during construction, insufficient quality awareness
and control, resource allocation and issues resulting from the handling of simultaneous projects, delay
in obtaining building permits, poor communication and coordination with other parties, untoward
accidents, and delay in progress payments by the client. Research data also revealed that five (5)
causes of delays exert Medium Impact on project completion. They include bad weather condition, old
and inefficient equipment, changes in material types and specifications, poor estimation practices and
poor site safety program.

Table 5.2: Average Weighted Mean and Ranked Major Group Causes of Project Delays
Average Weighted
Group of Factors Descriptive Equivalent
Mean
Quality Factors 3.53 Very High Impact
Management Factors 3.49 Very High Impact
Financial Factors 3.47 Very High Impact
External Factors 3.45 Very High Impact
Material/Equipment Factors 3.37 Very High Impact
Legend:
Scale Descriptive Equivalent
3.28 - 4.0 Very High Impact
2.52 – 3.27 Medium Impact
1.76 – 2.51 Low Impact
1.0 – 1.75 No Impact

6. CONCLUSIONS

This study has identified five groups of factors comprising previously identified 20 causes of
project delays, ranked according to their level of impact from the judgment of different construction
professionals who were currently working in construction projects in Cebu City, Philippines. The five
groups of factors that have the most significant component are: Quality Factors with the weighted
mean of 3.53 with the descriptive equivalent of Very High Impact. Quality consciousness and
conformance is very critical in executing construction plans because strict compliance of quality
standards tends to minimize rework. Management Factors emerged second, with the weighted mean
of 3.49 and the descriptive equivalent of Very High Impact. Management Factors such as effective
planning, accuracy of schedules, competent supervision, and efficiency of execution have direct effect
on project completion. This is followed by Financial Factors with the weighted mean of 3.47 and the
descriptive equivalent of Very High Impact. Financial Factors as a causal group is crucial because
the inability of a construction company in meeting its current and maturing financial obligations will
affect its capacity in acquiring urgently needed materials on credit. The fourth vital causal group is
External Factors with the weighted mean of 3.45 and the descriptive equivalent of Very High Impact.
Factors external to the company should also be monitored because they can also lead to time overruns.

ISSN: 2005-4238 IJAST

1253
Copyright ⓒ 2020 SERSC
 International Journal of Advanced Science and Technology
Vol. 29, No.02, (2020), pp. 1248-1258

Finally, Material and Equipment Factors with the weighted mean of 3.37 and the descriptive
equivalent of Very High Impact. Shortage of materials and/or lack of equipment is also a common
causal agent of delay.
The delay factors, it must be noted, do not operate independently of one another. Based on
the confirming interviews with the construction professionals and a number of related studies, a delay
factor can cause a domino effect; that is, one delay factor could activate another delay factor, which in
turn could trigger another. For example, poor quality consciousness could result to poor
communication, which in turn could result in erroneous specification of materials, which in turn could
result in rework. A schedule derailment could ripple to other activities that rely on the completion of
another. Also, some delays are a result of a combination of several delay factors. Some delay factors
are subtle and are barely noticeable, only to unravel themselves when they activate other delay factors
that are more manifest.

7. RECOMMENDATIONS

The researcher recommends the mitigation plan listed in table 7.1.

Table 7.1 Mitigation of Cause of Project Delays

Causes of Delays Descriptive Mitigation Plan

Equivalent
Lack of financial liquidity Very High Impact 1) Implement sound financial management
practices.
2) Match liquid assets (cash and near cash)
with fund requirements of the prospective
contract.
3) Include provisions for stand-by loan
arrangement payable upon the projected
time of contract payment by client.
4) Revise the procedure of contract awarding
to make sure that the contractor has
sufficient financial capacity to finance
project.
Ineffective project Very High Impact 1) Institute planning review mechanism
planning and scheduling engaging the services of third parties who
can review the project plan independently.
2) Utilize proven tools in schedule and risk
analysis.
Poor decision making by Very High Impact 1) Review decision-making process.
management 2) Institute decision review mechanisms,
providing management with opportunity to
analyze and critique the impact of its past
decisions.
Shortage of materials and Very High Impact 1) Schedule of materials and equipment
equipment acquisition should be synchronized with the
project schedule.
Changes in design during Very High Impact 1) Establish effective change control system

ISSN: 2005-4238 IJAST

1254
Copyright ⓒ 2020 SERSC
 International Journal of Advanced Science and Technology
Vol. 29, No.02, (2020), pp. 1248-1258

construction to avoid scoop creep in a project.

2) Promote conferences and freer
communication between contractor and
client prior to contract signing.
3) Include a penalty clause in the contract for
client-initiated design changes within the
contract implementation.
Poor cost control Very High Impact 1) Implement effective and efficient cost
control and monitoring system by using
software that allow real-time monitoring.
2) Update the cost data periodically to ensure
real-time accuracy of actual prices.
Shortage of Very High Impact 1) Prepare and compare the Inventory of
laborer/Unskilled laborer Laborer (that the contractor has previous
engagement) and the Labor Needs
Assessment for the project;
2) Prepare a Gantt Chart detailing engagement
and discharge of laborers
3) The contractor should deploy enough
manpower in a project site.
4) There should be a proper mechanism to
examine the skill level of the laborer.
Poor site management and Very High Impact A qualified and knowledgeable engineer
supervision should be deployed for site management and
supervision
Rework due to error during Very High Impact Architect/Engineer should check and monitor
construction ongoing work in order to avoid any errors
during the execution of the project. Accurate
monitoring of project activities will lessen the
need for a rework.
Insufficient quality Very High Impact 1) The contractor’s vision on quality must be
awareness and control articulated to all managers, supervisors,
foremen, staff, laborers, etc. to effectively
the message that the contractor is serious
on Total Quality.
2) Determine the duties and responsibilities of
each team member and follow conventional
quality control procedures to avoid rework.
3) Analyze mistakes, project delays and
shortfalls post-project to ensure learning
and non-recurrence of deviations in future
projects.
Resource allocation and Very High Impact 1) Avoid simultaneous projects if the
issues resulting from the construction company has no capacity or
handling of simultaneous experience to handle such.
projects 2) Assign one individual, experienced and
reliable project manager per project.

ISSN: 2005-4238 IJAST

1255
Copyright ⓒ 2020 SERSC
 International Journal of Advanced Science and Technology
Vol. 29, No.02, (2020), pp. 1248-1258

3) Weigh pros and cons of establishing central

Delay in obtaining building Very High Impact
permits
service units for equipment expediting,
materials and supplies replenishment,
personnel and timekeeping services, etc.
1) Assign an officer for document processing.
This personnel shall establish special
relations with government officials charged
with document processing and issuance.
2) Processing of building permits should have
clear head starts.

Poor communication and 1) Conduct periodic review meetings between

coordination with other Very High Impact the owner and other parties involved in the
parties project to track progress of project.
Untoward accidents Very High Impact 1) Safety First must be declared policy of the
company.
2) Strict sanctions should be consistently
imposed on safety violators to ensure 100%
compliance of safety procedures.
Delay progress payments Very High Impact 1) Advance or partial payment upon contract
by the client signing and clear progress billing schemes
shall be provided in the contract.
2) Penalty clauses may be provided to
discourage delay in progress payments.
Bad weather condition Medium Impact Project activities should be calculated and
arranged taking into consideration the adverse
effect of bad weather.
Old and inefficient Medium Impact 1) A Sinking Fund for the Retirement and
equipment Replacement of Old Equipment may be
established.
2) Fully depreciated equipment must be
retired and replaced in accordance with the
predetermined schedule.
Changes in material types Medium Impact Changes in material types and specifications
and specifications during project implementation shall be jointly
approved by both the construction company
and the client.
Poor estimation practices Medium Impact 1) Accurate analysis of the project scope of
work should be made before project
execution.
2) Project estimates should be reviewed by
another experienced engineer of the
contracting company.
3) Assure proper estimation by allotting and
pricing bills of materials.
4) Include a contingency budget for long-term
construction projects for such eventualities

ISSN: 2005-4238 IJAST

1256
Copyright ⓒ 2020 SERSC
 International Journal of Advanced Science and Technology
Vol. 29, No.02, (2020), pp. 1248-1258

as currency revaluation, recession, political

unrest, etc.
Poor site safety program Medium Impact Providing effective training program and
orientation to the workers to prevent accident
during construction.

REFERENCES

[1] Abd El-Razek, M. B. (2008). Causes of Delay in Building Construction Projects in Egypt. Journal
of Construction Engineering and Management, 134, 831-841
[2] Assaf, S.A. and Al-Hejji S. (2006). Causes of delay in large construction projects. International
Journal of Project Management 24, 349-357.
[3] A. Srdić and J. Šelih (2015). Delays in Construction Projects: Causes and Mitigation in Slovenia.
Organization, Technology and Management in Construction. An International Journal, 1383-
1389.
[4] M.F. Hasmori et al., Int. J. Of Integrated Engineering Vol. 10 No. 2 (2018) P.32-36.
[5] Muralidaran Ramabhadran, An Investigation into Cost Overrun in Construction Projects in United
Arab Emirates, International Journal of Construction Engineering and Management , Vol. 7 No. 1,
2018, pp. 1-21. doi: 10.5923/j.ijcem.20180701.01.
[6] Tafazzoli, Mohammadsoroush. (2017). Investigating Causes of Delay in U.S. Construction
Projects. 53rd Annual ASC International Conference.
[7] Rani M. Mate and G. A. Hinge (2015). Delay Mitigation in the Construction Industry.
International Journal of Engineering Research & Technology, 172-176.
[8] Rafieizonooz, Mahdi & Salim, Mohd & Khankhaje, Elnaz & Hussin, M & Zarebidaki, Ali &
Salmiati, Salmiati. (2015). Determining the Causes of Delay by Using Factor Analysis in
Tehran’s Construction Projects. Applied Mechanics and Materials. 735. 109-116.
10.4028/www.scientific.net/AMM.735.109.
[9] Shaikh Asif Abdus Saeed (2009). Delay to projects– cause, effect and Measures to reduce /
eliminate delay by mitigation / accelaration, Project Management Programme Institution of
Business.
[10] Samad Mohammad Ebrahimzadeh Sepasgozar (2008). MITIGATION OF DELAY IN
INDUSTRIAL CONSTRUCTION PROJECTS; CASE OF IRAN. 2nd INTERNATIONAL
CONFERENCE ON BUILT ENVIRONMENT IN DEVELOPING COUNTRIES, 906-922.
[11] Twana Ahmed (2015). Delay in Construction Project. pp 1-19.
[12] D. Aydin & E. Mihlayanlar (2018). Causes and Effects of Construction Project Delays: A Local
Case Study in Edirne City Centre. 5th International Project and Construction Management
Conference (IPCMC 2018), pp. 478-485.
[13] Chan, D. and Kumaraswamy, M. (1997) ‘A comparative study of causes of time overruns in
Hong Kong construction projects’, International Journal of Project Management, 15(1), 55–63,
[Online]. Available from: http://www.sciencedirect.com.ezproxy.liv.ac.uk/science/artic
le/pii/S0263786396000397 (Accessed: 10 December 2011)
[14] D. A. R. Dolage and T. Pathmarajah (2015). Mitigation of Delays Attributable to the Contractors
in the Construction Industry of Sri Lanka - Consultants’ Perspective. ENGINEER - Vol. XLVIII,
No. 01, pp. [21-30].
[15] Ehab SOLIMAN, “Recommendations to Mitigate Delay Causes in Kuwait Construction
Projects.” American Journal of Civil Engineering and Architecture, vol. 5, no. 6 (2017): 253-262.
doi: 10.12691/ajcea-5-6-5.

ISSN: 2005-4238 IJAST

1257
Copyright ⓒ 2020 SERSC
 International Journal of Advanced Science and Technology
Vol. 29, No.02, (2020), pp. 1248-1258

[16] https://www.pna.gov.ph/articles/1057616
[17] https://www.bworldonline.com/subway-project-to-boost-philippine-construction-sector/
[18].https://www.statisticshowto.datasciencecentral.com/weighted-mean/

ISSN: 2005-4238 IJAST

1258
Copyright ⓒ 2020 SERSC