Tesis

DEBRE BIRHAN UNIVERSITY
INSTITUTE OF TECHNOLOGY
COLLEGE OF ENGINEERING
CONSTRUCTION TECHNOLOGY AND MANAGEMENT
DEPARTMENT
TITLE: FACTORS CAUSING TIME OVERRUN IN BUILDING
CONSTRUCTION PROJECTS IN THE CASE OF DEBRE BIRHAN CITY
A thesis submitted to the School of Under graduate Studies of Debre Birhan University in
Partial fulfillment of the requirements for the Degree of Bachelor of Science in
Construction Technology and Management.
Prepared By
1. ABEBE GIRMA …………………………………506/05

2. MESERET ADDIS ……………………………….390/05
3. SAMSON TEFERA …………………………….. 819/05
4. ABEBA GIRMAY ………………………………1260/05
JUNE 19/2017
DEBRE BIRHAN, ETHIOPIA
DEBRE BIRHAN UNIVERSITY
INSTITUTE OF TECHNOLOGY
COLLEGE OF ENGINEERING
CONSTRUCTION TECHNOLOGY AND MANAGEMENT DEPARTMENT
TITLE: FACTORS CAUSING TIME OVERRUN IN BUILDING

CONSTRUCTION PROJECTS IN THE CASE OF DEBRE BIRHAN CITY
A thesis submitted to the School of under graduate Studies of Debre Birhan University in
Partial fulfillment of the requirements for the Degree of Bachelor of Science in
Construction Technology and Management.
Prepared By
1. ABEBE GIRMA …………………………………506/05

2. MESERET ADDIS ……………………………….390/05
3. SAMSON TEFERA …………………………….. 819/05
4. ABEBA GIRMAY ………………………………1260/05
MAIN ADVISOR: EYOB FANTAHUN

CO-ADVISOR: SHEMISU DENBER
JUNE 19/2017
DEBRE BIRHAN, ETHIOPIA
Factors causing time overrun in building construction projects in the case of Debre 2017
Birhan City
ACKNOWLEDGMENTS
Before everything else, we would like to thank God, for giving us wisdom and strength to be
able to undertake this thesis successfully. We would like also to acknowledge and express our
heartfelt thanks to our main advisor Mr. Eyob Fantahun and Co - Advisor Mr.Shemsu Dendir
for their valuable advice, timely comments, guidance, for sharing their expertise, and support
from the beginning until the end of the thesis. We would like also to thanks to all construction
companies who really helps us by answering our questionnaires honestly and diligently. Lastly,
our great thanks to our parents who inspire us by giving inspiration to make this thesis success.
BSC. Thesis by Abebe, Meseret, Samson and Abeba I

Birhan City
ABSTRACT
Time Overrun in building construction projects is one of the most significant issues being faced
by the construction industry today. There are various factors responsible for the time overrun
which require serious attention to understand and address in order to achieve successful
completion of projects on time. This is because time overrun has great impact to construction
cost which can never be recovered.
In Debre Birhan City there were most building construction projects face time overrun problems,
in order to effectively know factors of time overrun in building construction projects, we were
investigated the individual factor perspectives on the relative significance of these factors from
all of the stakeholders point of view.
The research identified 47 causes of time overrun through literature review on building
construction projects in the case of Debre Birhan City. The analysis from the questionnaire
survey part was done by using a total of 26 valid questionnaires, which received back from
contractors, consultants and client.
Based on their overall relative importance as factors causing time overrun Contractor
Financial problems, Lack of Quality assurance/control, Shortages of materials at site, Late
delivery of materials and Equipment, Change in the scope of the project, Waiting time for
approval of tests and inspections, Incompetent subcontractors, Insufficient Numbers of
equipment, Poor Quality of material and Poor procurement programming of materials were the
top ten most frequent factors causing time overrun appears in building construction projects at
Debre Birhan City.
Based on the percentage of interviewee response rate Delay in Finance and payments of
completed work, Delay in inspection and approval of completed works, Inadequate planning and
scheduling, shortage of material on site, Waiting time for approval of tests and inspections,
Delay in furnishes and delivers the site, Materials market instability, Poor distribution of labor
were the most significance factors causing time overruns in building construction projects at
Debre Birhan city.
Key words: Time overrun, Building, Debre Birhan and Construction projects.
BSC. Thesis by Abebe, Meseret, Samson and Abeba II

Birhan City
TABLE OF CONTENTS
ACKNOWLEDGMENTS ............................................................................................................... I
ABSTRACT .................................................................................................................................... II
LIST OF TABLES ......................................................................................................................... V
LIST OF FIGURES ...................................................................................................................... VI
ABBREVIATIONS ..................................................................................................................... VII
CHAPTER ONE INTRODUCTION ......................................................................................... 1
1.1 Background of the study ....................................................................................................... 1
1.2 Statement of the Problem ...................................................................................................... 1
1.3 Research Objectives and Questions ...................................................................................... 2
1.4 Significance of the Research ................................................................................................. 2
1.5 Scope of the Research ........................................................................................................... 3
1.6 Limitation of the study .......................................................................................................... 3
CHAPTER TWO LITERATURE REVIEW ................................................................................. 4
2.1 Definition of time overruns ................................................................................................... 4
2.1.1 Time overruns ................................................................................................................. 4
2.2 Factors Causing Project Time overruns ................................................................................ 4
2.3 Factors related from all individual stakeholders ................................................................... 5
2.3.1 Owners Related Factors causing time overrun ............................................................... 5
2.3.2 Designers related factors causing time overrun .............................................................. 5
2.3.3 Contractors‘ related factors causing time overrun .......................................................... 6
2.3.4 Consultants‘ related factors causing time overrun ......................................................... 9
2.4 Resource related factors ...................................................................................................... 12
2.5 Other time overrun factors .................................................................................................. 12
CHAPTER THREE RESEARCH METHODOLOGY ............................................................... 19
3.1 Research Location ............................................................................................................... 19
3.2 Research Strategy ................................................................................................................ 19
3.3 Research design ................................................................................................................... 19
3.4 Population............................................................................................................................ 19
3.5 Sample size distributions..................................................................................................... 19
BSC. Thesis by Abebe, Meseret, Samson and Abeba III

Birhan City
3.6 Data Collection process ....................................................................................................... 20

3.6.1 Questionnaire approach ................................................................................................ 20
3.6.2 Interview ....................................................................................................................... 20
3.7 Data analysis method .......................................................................................................... 21
CHAPTER FOUR RESULT AND DISSCUTION ..................................................................... 22
4.1 Identification of factors causing time overrun .................................................................... 22
4.2 Analysis and Ranking of factors causing time overrun from the individual stakeholders
point of view.............................................................................................................................. 23
4.2.1 Questionnaires Response Rate and Respondent‘s demographics................................. 23
4.2.2 Ranking of Causes of Cost Overrun based on relative importance index .................... 25
4.2.3 Ranking of the factors based on interviewee response rate .......................................... 34
CHAPTER FIVE CONCLUSIONS AND RECOMMENDATIONS ......................................... 36
5.1 Conclusions ......................................................................................................................... 36
5.2 Recommendations ............................................................................................................... 38
5.2.1 Recommendations for the Client .................................................................................. 38
5.2.2 Recommendations for Contractors ............................................................................... 38
5.2.3 Recommendations for Designers and Consultants ....................................................... 39
Reference ...................................................................................................................................... 40
Appendix A ................................................................................................................................... 44
Questionnaire ............................................................................................................................ 44
Appendix B ................................................................................................................................... 49
Interview questions ................................................................................................................... 49
DECLARATION .......................................................................................................................... 52
BSC. Thesis by Abebe, Meseret, Samson and Abeba IV

Birhan City
LIST OF TABLES
Table 2.1 Factors causing time overruns in building construction projects ................................. 13
Table 4.1 the 47 factors identified through literatures review ...................................................... 22
Table 4.2 Type of respondent organization, number and percentage of distributed received and
valid Reponses of questionnaires. ................................................................................................. 24
Table 4.3 Overall relative importance index (RII) and ranking of factors causing time overrun for
clients, consultants, and contractors.............................................................................................. 26
Table 4.4 top 20 most important causing of time overruns .......................................................... 30
Table 4.5 the factors that causes with very high degree .............................................................. 33
Table 4.6 the factors that causes with high degree ....................................................................... 33
Table 4.7 the factors that causes with average degree .................................................................. 34
Table 4.8 ranking of the factors based on percentage of interviewee response rate ..................... 34
BSC. Thesis by Abebe, Meseret, Samson and Abeba V

Birhan City
LIST OF FIGURES
Figure 4.1 respondents‘ organizational type replied valid questionnaires .................................... 24
Figure 4.2 respondents experience in years .................................................................................. 25
Figure 4.3 categories of factor causes of time over runs based on relative importance index ..... 29
BSC. Thesis by Abebe, Meseret, Samson and Abeba VI

Birhan City
ABBREVIATIONS
DBU……………………………………………….. Debre Birhan University
OWN………………………………………………..Owner responsibility
COS…………………………………………………Consultant responsibility
CON…………………………………………………Contractor responsibility
RES…………………………………………………..Resource related
OTH………………………………………………….Others time overrun factors
QA……………………………………………………Quality Assurance
CADD…………………………………………………Computer Aided Design and Drafting
RII……………………………………………………..Relative Importance Index
BSC. Thesis by Abebe, Meseret, Samson and Abeba VII

Factors causing time overrun in building construction projects in the case of 2017
Debre Birhan City
CHAPTER ONE
INTRODUCTION
1.1 Background of the study
In the world construction industry, time overrun is one of the critical problems faced in the
construction project as (Al-Najjar 2008) cited by (Hameed 2014) As (Al-Najjar 2008) cited
by (Hamzah et al. 2011) mentioned that, time overrun often causes disorder in workflow and
reduces of productivity. Consequently, projects are completed beyond the contract time
which can result in budget overrun, contractual claims or also abandonment of the projects as
(Al-Najjar 2008) cited by (Abedi et al., 2011).
Time overrun can be defined as late completion of works as compared to the planned
schedule or contract schedule. It occurs when the progress of a contract falls behind its
scheduled program. It may be caused by any party to the contract and may be a direct result
of one or more circumstances. A contract delay has adverse effects on both the owner and
contractor (either in the form of lost revenues or extra expenses) and it often raises the
contentious issue of delay responsibility, which may result in conflicts that frequently reach
the courts. (Hameed 2014)
1.2 Statement of the Problem

Most construction projects in Gaza Strip are affected to time overrun to the extent that it may
extend to the double period of time, that causing for Specially loss of project's profit,
increasing cost and leading to Technical and managerial problems between project's
stakeholders. This problem was resulted from poor planning, lack of managerial skill, poor
labor productivity, and increase the price of construction materials, environment, type of
projects and others. (Al-Najjar 2008)
In the same as the case of Debre Birhan City, time overrun in building construction projects
one of the critical problems faced. Time overrun often causes disorder in workflow and
reduces of productivity. Consequently, projects are completed beyond the contract time
which can result in budget overrun, contractual claims , abandonment of the projects and also
loss the opportunity cost of the project, when the projects complete behind the schedule or
late completed from contract agreements.
Therefore this thesis will be reducing time overrun problem in construction project and to
improve construction performance.
BSC. Thesis by Abebe, Meseret, Samson and Abeba 1

Debre Birhan City
1.3 Research Objectives and Questions

General Objective
The aim of this research was to assess factors causing time overrun in Building construction
projects in Debre Birhan city.
Specific Objective
1. To identify factors causing time overrun in building construction projects.
2. To investigate factors causing time overruns in building construction projects from the
individual stakeholder‘s point of view. And rank the factors based on overall importance.
3. To provide recommendations in order to minimize time overruns of construction projects.
Research questions
1. What are the factors causing time overrun on building construction projects?
2. What are the factors causing construction time overrun from the individual stakeholder‘s
point of view?
1.4 Significance of the Research

In this study we discussed about factors causing time overrun in building construction
project. We hope that it is important to take a clear vision and understanding about this study.
As large as research reach the mission in which it will aim the result of the final findings
would have the following significances.
For The Researchers
The study on factors causing time overrun of building construction, and to get the knowledge
about how to prevent the factors that may influence time overrun of building construction
project before the delay occur, time overrun in construction project.
For The DBU
It might also help Debre Birhan University as additional reference for other researchers that
the building contractors and construction managers will use to gain at least certain effective
information about time over run of building construction project in construction industry.
For The Engineers
To know more about factors causing time overruns in building construction projects, by
using that, they would developed their own prevention to reduce time overrun in progressive
building construction project work.

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For Other Researchers

They might use our research for their further study, to know the format of the research, to get
some information that may necessary for them and also it will help as reference for them.
1.5 Scope of the Research

The primary objectives of construction projects are to optimize quality, cost and time. In
Debre Birhan City, where the development status of construction industry and its
management is at an infant stage, fulfilling at least one of the requirements is difficult. This
research work was focuses on one of the basic requirements of time. Hence, the scope of the
study is restricted to the identification of factors causing time overrun on building
construction projects in the case of Debre Birhan City. And investigate the factors causing
time overruns from the individual stakeholder point of view.
1.6 Limitation of the study

 The study included the factors influencing time overrun in Debre Birhan City only.
 The duration of the research at least four months only but not enough.
 There is no financial support from DBU.
 When the questioners were distributed to the respondents, most of the respondents
were not interested to accept our questioners.

Debre Birhan City
CHAPTER TWO
LITERATURE REVIEW
2.1 Definition of time overruns
2.1.1 Time overruns
Time overruns is the extension of time beyond planned completion dates traceable to the
contractors as (Al-Najjar 2008) cited by (Kaming 1997) Delays are incidents that impact a
project‘s progress and postpone project activities; delay causing incidents may include
weather delays, unavailability of resources, design delays, etc. In general, project delays
occur as a result of project activities that have both external and internal cause and effect
relationship as (Al-Najjar 2008) cited by (Vidalis et al 2002).
As (Al-Najjar 2008) cited by (Choudhry 2004) and (Chang 1991)defined the time overruns as
the difference between the actual completion time and the estimated completion time. It was
measured in number of days. Project delays are those that cause the project completion date
to be delayed as (Al-Najjar 2008) cited by (Mohan 2007). From above, time overruns is
defined as the time increased to complete the project after planed date which caused by
internal and external factors surrounded the project.
2.2 Factors Causing Project Time overruns

(Kaming 1997) Investigated of design changes, materials shortage and inadequate planning
were the most significant contributors to time delays on construction projects. Similarly (M.S
.Sambasivan 2007)divided their findings into client, contractor and consultant categories,
with all three categories listing, poor site management, inadequate contractor experience and
poor subcontractors among the top five causes for time delays on construction projects.
(Assaf A. 1995) His Used 56 questions in three categories, namely owner,
architects/engineers and contractors, to determine the main causes of delays on large building
projects. Their survey showed that contractors believed that preparation of shop drawings,
delays in contractor‘s progress and payment by owners were the most important factors
contributing to time delays. According to architects/engineers, cash flow subcontractor‘s
schedules and slowness of owner decision making caused the most delays. Finally, owners
were of the opinion that design errors, excessive bureaucracy in project owner organization
and labor shortages contributed most to time delays. (Al-Khalil 1999) Studied public utility
projects and found that contractors considered, delay in claim settlement, slow decision

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making and, delays in progress payments as the most important delay factors. Owners
believed that, poor early planning, scope changes and, financial difficulties by the contractors
were the major causes of delay. The consultants somehow supported the owners‘ views by
indicating, financial difficulties by the contractor, improper contract knowledge and,
ineffective planning as the most significant delay factors. The following can be concluded
from the results published in the reviewed literature: The highest frequencies of time delay
factors attributed to client actions were, changes to design and drawings and, slow decision-
making: The highest time delay factor attributed to contractor action was, poor site
management followed by, poor planning: As far as external factors are concerned, the
overwhelming contributing factors to time delay were, material shortages.
2.3 Factors related from all individual stakeholders

2.3.1 Owners Related Factors causing time overrun
Delayed progress payments
According to the contractors surveyed, delayed progress payments would affect their
project‘s cash flow as a result of delayed income. For example postponing payment to
subcontractors& suppliers, delay in supply of materials, etc., these multiple problems will
eventually cause construction time and cost overruns. (Kumar 2014)
2.3.2 Designers related factors causing time overrun
Design Errors
Design errors, on the other hand, are mistakes made by the designer that, when corrected, do
not add to the greater value of the project. Design errors are unavoidable in any construction
projects and can negatively affect time and construction performance. Design errors can
aversely influence project performance and loss of life. Design errors are occurred due to
many factors such as unclear overview of design, lack of coordination process human
mistake. While a design error may be recoverable, we should be aware of the industry and
legal acceptance that there is no such thing as error-free design. Even a modest building
design effort requires scores of individuals acting on hundreds of major decisions to
coordinate the design of thousands of building components. A design effort is a unique, one-
time creative endeavor that does not have the benefit of product testing. To expect a perfect
design would be like believing software will function faultless. (Donald 2002)

Debre Birhan City
2.3.3 Contractors’ related factors causing time overrun

A) Errors during Construction
With the high demand of workforce in the local construction market, the majority of the
labors are without adequate training or limited experience. This often leads to poor
workmanship. Some work has to be re-done or repaired before the consultant or quality
control engineers could accept them. (Ren & Jones, 2008)
B) Contractors’ Financial Problems
As Azlan, Michael and Chan cited by (Zagorsky 2007) financial difficulty is defined as
getting into a situation where a respondent's credit is adversely impacted, such as not paying
bills. Contractor‘s financial difficulties are defined as the contractor not having sufficient
funds to carry out the construction works. This includes payment for the materials, laborer‘s
salaries and equipment to be used for the construction work.
As Azlan, Michael and Chan cited by (Thornton 2007)in his survey, found that slow
collection, low profit margins and insufficient capital or excessive debt are the 3 major causes
of financial difficulties among contractors. Slow collections topped the list in the years 2007
and 2005, in which the contractor received late payment from the client. As Azlan, Michael
and Chan cited by (Assaf and Al-Hejji 2006)who found that delay in payment from the client
would eventually cause financial difficulties to the contractor. Thus, most of the construction
works cannot be carried out due to these financial difficulties.
Insufficient profit is the second highest factor contributing to the financial difficulties of the
contractor. As Azlan, Michael and Chan cited by (Coulter 1992)) also agree with this and
they further explained that insufficient profit cannot be controlled because it is due to bad
economic conditions. As Azlan, Michael and Chan cited by (Coulter 1992)and (Thornton
2007)both postulated that insufficient capital is one of the major causes of financial
difficulties among contractors. Poor financial control by the contractor can lead to
insufficient capital (Liu 2010) hence; the contractor will have excessive debt which causes
them to face financial difficulties as they cannot pay back the debt.
C) Material Shortage
As Azlan, Michael and Chan cited by (McCaffer 1998), material shortages are due to poor
materials planning, inefficient communication, unreliable suppliers and late delivery. As
Azlan, Michael and Chan cited by (T.Mochal 2003)stated that poor planning is mistake
number one in project management. This is reflected in the scenario in which poor materials

Debre Birhan City
planning from the contractor could lead to material shortage because the materials needed for
construction may not be available within a certain time frame. This is due to mistakes in the
planning stage relating to when the materials are expected to be used in the construction
phase.
D) Poor Site Management
Effective and efficient site management by contractors is very important to ensure projects
are completed on time. Poor coordination contributes to delay from estimated completion
time. refereed from Poor site management may occur when contractors do not have enough
experience and suffer from a lack of knowledge in managing the project team As Azlan,
Michael and Chan cited by (Kadir 2005). A project manager is the leader in a construction
project in the sense that he is required to manage all the works on site from monitoring
progress of construction works to managing all the administrative work in the project. It is
almost importance for the project manager to manage the work and project teams effectively.
Hence, poor site management from the project manager will affect the whole team and also
the progress of works, resulting in the eventual outcome of project delay.
E) Equipment and Tool Shortage
As Azlan, Michael and Chan cited by (Chang 1991) highlighted that the input of tools and
equipment used in the construction site are either provided through direct investment by the
contractor or acquired through leasing. Some contractors may acquire tools and equipment
using both methods. The contractor has to plan the usage of equipment according to the
construction work to be carried out during a particular period of time because equipment
obtained by leasing has to be returned to the supplier by the due date at the end of the lease
period. As Azlan Michael and Chan cited by (Joyce 2006)added that the construction of high
rise buildings is increasing and, as a result, the use of cranes is also increasing. However, this
is contributing to equipment shortage as the crane suppliers do not have a sufficient number
of cranes to be leased out in order to meet this increasing demand. Hence, it is less likely that
the contractor would be able to extend the lease period of cranes if it was necessary to do so.
This shows that failures in effectively planning the usage of equipment will cause equipment
and tool shortages.
As Azlan, Michael and Chan cited by (Shree 2007)) stated that the cost of renting
construction equipment has risen by around 30% to 40% in only a few years. The increasing
cost of equipment affects the contractor greatly as they will face financial difficulty in renting

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that equipment. Therefore, the contractor will have to suffer from tools and equipment
shortage which consequently, contributes to delay in the project.
F) Construction Mistakes and Defective Works
As Azlan, Michael and Chan cited by (Gerskup 2010) claimed that poor workmanship,
carelessness and shortcuts are the three key factors that will contribute to defective works. As
Azlan, Michael and Chan cited by (Zanis 2010) also agree that poor workmanship is the main
contributor to defective works. She reported that the qualities of schools constructed in
Zambia are poor due to poor workmanship by the contractor. In addition, As Azlan, Michael
and Chan cited by (Kedikilwe 2009)in another case, mentioned that poor workmanship is the
main factor that produces dysfunctional solar panels in buildings.
The use of poor quality materials is one example of poor workmanship. In Turkey, several of
the building collapses in the Bingol–Karliova earthquakes were due to the use of improper
aggregate in the concrete during construction As Azlan, Michael and Chan cited by (Binici
2007)In the same study, (Binici 2007)found that the reinforcement bars used had corroded,
leading to the strength of the concrete being greatly reduced. Poor workmanship which leads
to defective works has to be rectified by the contractor but in order to do that; the project will
require postponement of time. Careless mistakes such as taking incorrect measurements from
plans and specifications will lead to construction mistakes As Azlan, Michael and Chan cited
by (Thomas 1991)
G) Coordination Problems
In a construction project, there are many parties involved such as contractor, consultant, sub-
contractor and client. Often, it may be difficult for these various separate parties to coordinate
well in order to complete the project. In one study conducted by As Azlan, Michael and Chan
cited by (Assaf A. 1995)it was found that difficulty in coordination between the parties is one
of the factors that contribute to delay. In addition, As Azlan, Michael and Chan cited by
(McCaffer 1998) also agreed that coordination problems will contribute to delay.
As Azlan, Michael and Chan cited by (Ali 2008) and (Kadir 2005)stated that lack of
coordination between contractors and subcontractors will lead to delay, for example in the
situation that newly revised construction drawings of a project may be issued later by the
contractors to the subcontractors. This leads to construction mistakes and the work requiring
to be redone. Reconstruction work takes additional time, therefore impacting upon the
completion time of the project.

Debre Birhan City
As Azlan, Michael and Chan cited by (M.S .Sambasivan 2007)most of the unskilled laborers
used in the construction industry are foreign laborers. These foreign laborers have little
formal education As Azlan, Michael and Chan cited by (Santoso 2003). Thus, coordination is
very important to guide and instruct these laborers to perform their work correctly. Without
coordination, the project will be delayed due to rectifying defective works and low
productivity of laborers.
H) Lost Productivity and Efficiency
As Azlan, Michael and Chan cited by (Donald 2002)productivity is the measurement of labor
efficiency to complete the required work. Lost productivity and efficiency of the laborers
always occurs when delays were happen As Azlan, Michael and Chan cited by (Bramble
2000)this occurs due to acceleration of the schedule and also the pressure to complete the
work. In addition, delays caused by construction mistakes will need rework and this leads to a
significant increase in the amount of work the laborers are required to complete. This directly
reduces the productivity and efficiency of the working laborers.
I) Equipment allocation problem
To avoid the shortage of equipment‘s, proper planning and management are essentially
needed. If good site supervision/Contractor has been conducted, these delays can be easily
avoided. To allocate the equipment in the construction process properly to deliver the
construction work effectively, a program chart can be prepared using construction software
like primavera, MS project etc. (Sivakumar.S, and Shree 2015)
2.3.4 Consultants’ related factors causing time overrun
1. Quality assurance /quality control
According to the manual of professional practice for quality in the construction project,
―quality assurance (QA) is a program covering activities necessary to provide quality in the
work to meet the project requirements. QA involves establishing project related policies,
procedures, standards, training, guidelines, and systems necessary to produce product in that
various techniques and activities are used to monitor the process and to pursue the
elimination of sources that lead to unsatisfactory quality performance. Most design-related
quality assurance and quality control activities are covered by a design organizations standard
office procedure. Developing and monitoring the activities within the quality assurance
program in the construction phase are the responsibility of either the designer or the
construction management depending on the project delivery system in use.

Debre Birhan City
The term quality assurance (QA) and quality control (QC) are frequently used
interchangeably. Since quality control is a part of quality assurance, maintaining a clear
distinction between then is difficult but important. Quality assurance is all planed and
systematic actions necessary to provide adequate confidence that a structure, system or
component will perform satisfactorily and conform to project requirement. On the other hand,
quality control is a set of procedures involved in the quality assurance process. These
procedures include planning, coordinating, developing, checking, reviewing, and scheduling
the work. (Gunaydin and h.murat 1997)
2. Preparation and approval of drawings
a) Producing the Drawings
Construction drawings are normally prepared based on the drawings produced in design
development. Each discipline involved will prepare a ―discipline package‖ of construction
drawings.
b) Preproduction
There are several important points to address before starting the production process. These
include:
 Confirming that the client has approved the design development documents and the
preliminary project budget
 Verifying the project delivery approach and project schedule
 Communicating the client‘s requirements for the content, detail level, and packaging of
the construction documents
 Identifying and confirming client-required formats or standards (e.g., sheet sizes,
layouts, sequence, numbering, symbols, and abbreviations)
 Confirming that the proposed CADD software is acceptable to the client
c) Development of drawings
The preparation of construction documents requires a systematic review process to ensure
that all discipline packages (e.g., structural, mechanical, electrical, lighting, audiovisual,
interiors, etc.) are coordinated and properly integrated. When the documents including both
drawings and specifications are completed and approved, they provide a basis for preparing
an estimated cost of construction. Based on this estimate, the bid packages can be prepared.
During the development of drawings, coordination and review of the drawing packages
requires an ongoing process of checking and rechecking. Each discipline will regularly
review its own drawings for adherence to the documentation standards and will coordinate

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with the work of other disciplines. Project participants meet with each other and with
independent peer consultants to review and coordinate work. Additionally, the entire project
team may meet at key points in the process for the same purpose. These review and
coordination initiatives are repeated through each step of development, and again when the
final documents package is assembled. Independent peer reviewers are required for document
review and checking before documents are released for bidding. Senior staff not involved in
the project can be assigned this task, or the client may employ independent consultants for
this purpose. The construction drawings must be reviewed and approved by building code
officials for compliance with zoning and planning requirements in order for a building permit
to be issued. In some jurisdictions design review also is required.
During the bidding and negotiation process, the team that prepared the construction drawings
and specifications may provide support to the client by reviewing or confirming cost
estimates and perhaps preparing contract modifications, which may involve drawing changes.
The team also remains available for consultation during the construction administration phase
to assist with preparing revised sketches for addendums and change orders. (John Wiley &
Sons (2000))
3. Poor communication and coordination with other parties
These factors are consultant related factor. The consultants play a very important role in
design-Related delays because as they are the in charge of the design process in conjunction
with the owner of the project. Design related issues such as changes in drawings, incomplete
and faulty specifications and change orders have a very damaging effect on project
completion times and invariably lead to cost escalations as well. These are issues that can be
controlled with proper design process management and timely decision making. Any changes
in the scope of work should be carried out it should be done in the earlier stage that is almost
in the beginning of work. The decisions made early in the life of a project have the most
profound effect on delivering a safe, quality project within the time and budget allocated. If a
good coordination is provided by the consultants with the engineers in the projects at proper
time then the project can be completed within the stipulated time. (Sivakumar.S and shree
2015) Since there are many parties involved in a project, the communication between the
parties is very crucial for the success of the project. Proper and effective communication
between the parties must be established during the planning stage. Any problem with
communication can lead to severe misunderstanding and therefore, delays in the execution of
the project. Hence, in order to accelerate the communications and decision making among all

Debre Birhan City
parties, appropriate communication systems linking all project teams and weekly meetings
record should be developed throughout the life cycle of the project. It is highly recommended
that a computerized communication system should be used as an enhancing communication
tool in every project. (Vimonsat and vanissorn 2012)
2.4 Resource related factors

A. Shortage of labors
This factor is labor related factor. Continuous coordination and relationship between project
participants are required throughout the project life cycle for solving problems and
developing project performance. Owners are encouraged to facilitate payment to labors in
order to overcome delay, disputes, and claims. To improve the efficiency of labors, proper
training and continuous encouragement should be provided by the contractors. (Sivakumar.S
and shree 2015)
B. Poor quality of construction materials and Shortage of construction
materials
This factor is material related factor. Proper planning should be carried out in storage of the
construction materials to avoid the shortage of the materials. Quality materials should be of a
greater interest for contractors in order to improve cost, time, and quality performance. This
can be done by applying quality training and meetings that are necessary for performing an
improvement. (Sivakumar.S and shree 2015)
2.5 Other time overrun factors

1) External Factors
Most of the projects surveyed were in the early stages and this means that the works being
undertaken were foundation work or construction of the building structure. Such activities
would undoubtedly be affected by rain. Project managers whose buildings included
basements said that their basements were flooded and they needed extra time and equipment
to dewater them. Most of the concreting works for the structures were also affected by heavy
rain and occasionally, concreting was postponed. Another impact of weather was that rivers
with sand quarries were flooded and affecting the availability of sand. (Kumar 2014)
2) Site ground conditions
The inherent site conditions of a project affect the speed of (Frimpong et al., 2003). This is
often due to a lack of or poor investigation of site ground conditions to obtain data regarding
site soil conditions. Site conditions refer to the features on a site, whether there are existing

Debre Birhan City
structures or not; the condition of the subsoil; the firmness of the earth beneath the surface;
the distance of the water table to the surface; underground service ducts and similar features.
The research of (Frimpong et al. 2003) found that ground problems and unexpected
geological conditions contribute to delays. Other ground factors that impact on the speed of
construction include the nature of demolition of work; the nature of restoration work; the
structural stability of ground; the extent of ground contamination; the extent of archaeological
finds; the impact of the water table; the impact of underground services, and the impact of
underpinning existing structures. (Aiyetan 2010-12-15)
3) Adverse weather
(Thomas 1991) Declare that adverse weather conditions can cause as much as a 30% decline
in productivity. Highway construction projects are so sensitive to rainfall that the complete
suspension of an operation may occur as a result of saturated or unworkable soil, which will
take some days to dry, and paving condition (El-Reyes and Mosellini, 2001). The same
applies to casting of concrete in projects, whether it is over the site or on high rise structures.
This means that productivity will decline unless management devises a method to mitigate
the effect of rain. (Aiyetan 2010-12-15)
4) Underestimation of completion time
Some of the reasons leading to the underestimation of completion time are the inadequate
time estimation and planning. Often, people underestimate the amount of time needed to
complete a project, especially when the project manager is not familiar with the task to be
carried out. Unexpected events or unscheduled high priority work may not be taken into
account. Therefore, it is recommended that at the beginning of any projects, understanding
the project outcome, reviewing the project/task given in detail and listing down the entire
component task in full detail will help with the time planning for the project. (Vimonsat and
vanissorn 2012)
Table 2.1 Factors causing time overruns in building construction projects
Factors Author Remark
Owner/client Change in the scope (Fugar and Owners ‗perspective, Delays
Responsibility of the project Agyakwah-Baah in Building Construction
(OWN) 2010) Projects in Ghana
Delay in progress Alaghbari The significant factors
payment by owner et al.,(2007) causing delay of building
construction projects in
Malaysia,

Debre Birhan City
Financial (M.S .Sambasivan Causes and Effects of Delays

difficulties of 2007) in Malaysian Construction
owner Industry.
Delays in decisions Alaghbari et The significant factors
making al.,(2007) causing delay of building
Malaysia,
Owner interference (Enshassi, Delays and Cost Overruns in
Kumaraswamy and the Construction Projects
Jomah 2010) in the Gaza Strip
Unrealistic contract (M.S .Sambasivan Causes and Effects of Delays
duration and 2007) in Malaysian Construction
requirements Industry
imposed
Consultant Delay in inspection Agyakwah (2010) Delays in Building
Responsibility and approval of Construction Projects in
(COS) completed works Ghana,
Unrealistic contract (M.S .Sambasivan Causes and Effects of Delays
duration and 2007) in Malaysian Construction
requirements Industry
imposed
Frequent design (Le-Hoai et al. Delay and cost overruns in
changes 2008) Vietnam large construction
projects
Mistakes and Errors (Fugar and Delays in Building
in design Agyakwah-Baah Construction Projects in
2010) Ghana,
Delay Preparation Alaghbari et al., The significant factors

and approval of (2007) causing delay of building
drawings construction projects in
Malaysia
Incomplete design (Alaghbari et al., The significant factors
at the time of tender 2007) causing delay of building
Malaysia
Contractor Inadequate (Fugar and Delays in Building
responsibility planning and Agyakwah-Baah Construction Projects in
(CON) scheduling 2010) Ghana,
Lack of experience (M.S .Sambasivan Causes and Effects of Delays

2007) in Malaysian Construction

Debre Birhan City
Industry
Poor site (Alaghbari et al., The significant factors
management and 2007) causing delay of building
Supervision construction projects in
Malaysia
Incompetent (Le-Hoai et al. Delay and cost overruns in
subcontractors 2008) Vietnam large construction
projects
Cash flow and (Alaghbari et al., The significant factors
financial difficulties 2007 causing delay of building
faced by contractors construction projects in
Malaysia
Errors during (Enshassi, Delays and Cost Overruns in
construction Kumaraswamy and the Construction Projects in
Jomah 2010) the Gaza Strip
Lack of protection (Al-Najjar 2008) Factors Influencing Time and

of complete work Cost Overruns on
Construction Projects in the
Gaza Strip
Human error Factors Influencing Time and
(Al-Najjar 2008) Cost Overruns on
Gaza Strip
Poor distribution of Factors Influencing Time and
labor Cost Overruns on
(Al-Najjar 2008) Construction Projects in the
Gaza Strip
Inadequate (Al-Najjar 2008) Factors Influencing Time and
contractor Cost Overruns on
experience Construction Projects in the
Gaza Strip
Equipment (Al-Najjar 2008) Factors Influencing Time and
allocation problems Cost Overruns on
Gaza Strip
Resource Fluctuation of (Le-Hoai et al. Delay and cost overruns in
Related prices of materials 2008) Vietnam large construction
Factors projects

Debre Birhan City
(RES) Shortages of (Le-Hoai Delay and cost overruns in

materials et al. 2008) Vietnam large construction
projects
Late delivery of (Enshassi, Delays and Cost Overruns in

materials and Kumaraswamy and the Construction Projects
Equipment Jomah 2010) in the Gaza Strip
Insufficient Alaghbari et al., The significant factors
Numbers of (2007) causing delay of building
equipment construction projects in
Malaysia
Labor productivity (Fugar and Delays in Building

Agyakwah-Baah Construction Projects in
2010) Ghana
Shortage of site (Alaghbari et al., The significant factors
workers 2007) causing delay of building
Malaysia
Contract Conflicts between (Enshassi, Significant factors causing
Related contract documents. Kumaraswamy and time and cost overruns in
Jomah 2010) construction projects in the
Gaza strip:
Contractor (Fallahnejad 2013) Delay causes in Iran gas
selection methods pipeline projects
Insufficient time for (Oladapo 2007.) A quantitative assessment of

preparation of the cost and time impact of
contract documents variation orders on
construction projects
Underestimation of (Fugar and Delays in Building
time for completion Agyakwah-Baah Construction Projects in
of projects 2010) Ghana.
Scheduling Lack of (Doloi, et al. Analyzing factors affecting
and commitment 2012)) delays in Indian construction
controlling projects.
Related No supervision (Soekiman, et al. Factors Relating to Labor
method and 2011. ) Productivity Affecting the
Incapable Project Schedule
inspectors Performance in Indonesia.
Stoppages because (Al-Khalil 1999) Factors Influencing Time and
of work being Cost Overruns on

Debre Birhan City
rejected by Construction
consultant Projects in the Gaza Strip.
The distance (Lo, Fung and Construction Delays in Hong
between each Tung 2006.) Kong Civil Engineering
project site posed Projects.
challenges in
logistic planning
to distribute
resources
Ineffective planning (Odeh and Causes of construction delay:
and scheduling Battaineh 2002.) Traditional contracts
Organization Conflict among (Al-Najjar 2008) Factors Influencing Time and
Related project participants, Cost Overruns on
major disputes and Construction
negotiations. Projects in the Gaza Strip
Consequences of (Wang and Yuan , Factors affecting contractors‘
decision making 2011) risk attitudes in construction
projects:
Case study from China
Lack of knowledge, (Iyer and Jha 2006) Critical Factors Affecting
experience and bad Schedule Performance:
leadership Evidence from Indian
Construction Projects.
Financing Delayed payments (Abd El-Razek, Causes of Delay in Building
Related on contracts Bassioni and Construction Projects in
Mobarak 2008) Egypt
Financial problem, (Assaf and Al-Hejji Causes of Delay in Large

funds and 2006) Building Construction
associated Projects.
auxiliaries not
ready
Others Effect of weather (Fugar and Delays in Building
(OTH) Agyakwah-Baah Construction Projects in
2010) Ghana
Unforeseen ground Yang and Wei Causes of Delay in the
condition (2010) Planning and Design Phases
for Construction Projects
Accidents on site (Enshassi, Delays and Cost Overruns in
Kumaraswamy and the Construction Projects in
Lack of (Alaghbari et al., The significant factors

Debre Birhan City
coordination 2007) causing delay of building

between parties construction projects in
Malaysia
Lack of (M.S .Sambasivan Causes and Effects of Delays
communication 2007) in Malaysian Construction
between parties Industry
Law and regulation (Enshassi, Delays and Cost Overruns in
frame work Kumaraswamy and the Construction Projects in

Debre Birhan City
CHAPTER THREE
RESEARCH METHODOLOGY
3.1 Research Location
Our study area is located in Debre Birhan city: Debre Birhan city is relatively located in
Amhara region north shewa zone 130 km distance away from the capital Addis Ababa in
North East Ethiopia. Its absolute location is 90 40‘47‘‘North, 39031‘58‘‘East. The research was
done on building construction projects, which were complete and substantially complete on
the year 2017 to 2018. And our respondents of the questioner are located in Debre Birhan
city.
3.2 Research Design

In this thesis, both quantitative and qualitative approach were used to understand the
perception of construction professionals towards factors causing time overrun on building
construction projects in the case of Debre Birhan City.
3.3 Research Strategy

The research was concerned on the objectives and identifying factors causing time overruns
through literature. And the thesis consists of five phases; the first one is the proposal for
identifying and defining the problems and establishment of the objectives of the study and
development of thesis plan. The second phase of the thesis includes literature review.
Literatures of time overruns were reviewed. The third phase of the thesis included a
methodology of the thesis. The fourth phase of the research focused on results and discussion.
The last phase of the research includes the conclusions and recommendations.
3.4 Population
The populations for this research contractors, clients and consultants who were participates in
private and public/governmental building construction projects at Debre Birhan Campus and
Debre Birhan city.
3.5 Sample size distributions

The target groups in this study are clients, contractors and consultants, they are Participate on
Building construction, Answer the questions with in their profession and willing to give
response for questioners and interview. We were distributed 8 questionnaires for clients, 16
questionnaires were distributed in contractors‘ side, and in side of consultant 10
questionnaires were distributed. By using judgmental or purposive sampling: it is the one in
Debre Birhan City
which the person who is selecting the sample is who tries to make the sample representative,
depending on his opinion or purpose, or they think would be appropriate for the study, thus
being the representation subjective.The target groups in this study are clients, contractors and
consultants. These respondents are projects managers, site engineers, office engineers,
owners and consulting groups as they have a practical experience in building construction
industries. Their sufficient experiences are suitable indication to find out the perceptive of the
relative importance of project performance indicators of the owner, consultant and contractor
parties. Generally, a total of 34 questionnaires were distributed for the three parties that
involved in building projects.
3.6 Data Collection process

In this research the collection of data was done through using questionnaire survey approach
and interview to contractor client and consultant in building construction projects at Debre
Birhan city.
3.6.1 Questionnaire approach
A questionnaire was used to evaluate the perception of client, contractors and consultants on
the issue of factors causing time overruns on building construction projects at Debre Birhan
city. The questionnaire included three parts that are related to the factors of time overruns at
construction projects in Debre Birhan city, these parts are background of the respondents,
general organization information and factors causing time overruns in building construction
projects. The questionnaires were containing 47 factors in five groups causing time overruns
in building construction projects. We are asked the respondents to set the given 47 factors
causing time overruns in construction project based on rank from the 5-point likert‘s scale
(from 1-5) based on an overall importance of causing time overruns. The scales used in the
questionnaire were listed below.
V.H D. = Very high degree (5) L.D. = Low degree (2)
H.D. = High degree (4) V.L.D. = Very low degree (1)
A.D. = Average degree (3)
3.6.2 Interview
Interviews are most frequent used data collection strategy in research. This type of data
collection technique is appropriate if you already have clear research interests and questions
you want to real information. Carrying through interviews has the advantage that unclear
questions can be clear and explain to the respondent.

Debre Birhan City
3.7 Data analysis method

The collected data were analyzed using relative importance index method (RII) to determine
the frequency of factors causing time overruns on building construction projects at Debre
Birhan city. Relative importance index method (RII) is used here to determine all of the
respondent‘s perceptions of the relative importance of the key cause indicators in Debre
Birhan city construction projects. The relative importance index is computed as follow.
Where:
 W is the weight given to each factor by the respondents and ranges from 1 to 5
 A = the highest weight = 5
 N = the total number of respondents
 X = the number of frequencies
 i= the measure of degrees of cause (1 to 5)

Debre Birhan City
CHAPTER FOUR
RESULT AND DISSCUTION
4.1 Identification of factors causing time overrun
This chapter describes the results and discussion of questionnaire survey and interview
concerning factors causing time overruns in Debre Birhan City. And meet the objective of the
thesis, the first objective focused on the identification of the factors causing time overruns on
building construction projects. In order to identify these factors conduct different literatures
related to factors of time overrun. These factors were discussed in the literature review and
also the results were presented in chapter two. From the results identified a total of 47
different factors were identified listed and used in the questionnaire for further analysis to
meet the objective of this research. The identified factors were shown below in Table 4.1.
Table 4.1 the 47 factors identified through literatures review
1 Delay to furnish and deliver the 25 Delay in inspection and approval of
site (Right of way problem) completed works
2 Poor communication and 26 Frequent design changes
coordination
3 Finance and payments of 27 Unrealistic contract duration and
completed work. requirements imposed
4 Owner interference. 28 Slowness in giving instruction
5 Delay in decision-making by 29 Poor material handling on site
owners.
6 Change in the scope of the 30 Shortages of materials at site
project
7 Unrealistic imposed contract 31 Late delivery of materials and
duration. Equipment
8 Financial problems 32 Insufficient Numbers of equipment
9 Incompetent subcontractors 33 Poor procurement programming of
materials and equipment
10 Poor Site management. 34 Lack of materials in markets
11 Construction methods. 35 Equipment availability and failure
12 Inadequate planning and 36 Inaccurate prediction of equipment

Debre Birhan City
scheduling production rate

13 Errors during construction. 37 Lack of equipment
14 Inadequate contractor experience. 38 Lack of maintenance for the equipment
15 Quality of material. 39 Unskilled operators
16 Labor supply. 40 Labor productivity
17 Poor distribution of labors 41 Shortage of site workers
18 Equipment allocation problems 42 Major disputes and negotiations in
contract
19 Absence of consultant‘s site staff 43 Building regulations
20 Lack of experience on the part of 44 Lack of communication between the
the consultant parties.
21 Improper Contract management. 45 Weather condition
22 Preparation and approval of 46 Unforeseen ground condition
drawings.
23 Quality assurance/control. 47 Changes in laws and regulations
24 Waiting time for approval of tests
and inspections.
4.2 Investigation and Ranking of factors causing time overrun

from the individual stakeholders point of view
This portion of the study shows the discussions and results to meet the second objective of
the study, which was the investigation of relative importance of the identified factors to rank
their overall importance. We have been used questionnaires and interview to meet the second
objective. This Objective includes:
 Questionnaires Response Rate and Respondent‘s demographics
 Ranking of the factors based on relative important index
 Ranking of the factors based on interviewee response rate.
4.2.1 Questionnaires Response Rate and Respondent’s demographics
The sample of population for this research were professionals composed from contractors,
consulting firms and Client, who participated in the building construction projects in Debre
Birhan Campus and Debre Birhan City. These include project managers, office engineers, site
engineers, designers, general Forman and resident engineers.

Debre Birhan City
Totally 34 Arranged questionnaires were distributed. 8 questionnaires have been distributed

to clients, 16 questionnaires to contractor firms, and 10 questionnaires to consultant firms.
From these distributed questionnaires, 28 questionnaires were received back. However, some
of the questionnaires were not completed which were considered as invalid and not used for
further analysis as shown below in table 4.2.
Table 4.2 Type of respondent organization, number and percentage of distributed received
and valid Reponses of questionnaires.
Respondents Number of Number of % of Number of % of
Organization questionnaires questionnaires responses valid valid
Distributed Received received questionnaires responses
Client 8 6 75 5 62.5
Consultant 10 8 80 8 80
Contractor 16 14 87.50 13 81.25
Total 34 28 82.35 26 76.47
From the above table 4.2 the clients replied a valid questionnaire were contain 19.23% (5),
consultants were contain 30.77% (8) and contractors also contain 50% (13) of the replied
valid questionnaires as shown at Fig 4.1. All questionnaires were received from domestic
firms.
client
19.23%
contractor
50%
consultant
30.77%
Figure 4.1 respondents‘ organizational type replied valid questionnaires

As shown in the following figure 4.2 the overall experience of the respondents in building
construction projects were shown as the majority (36%) of the respondents had 0-5 years of

Debre Birhan City
professional experience, about 28 % had 5-10 years of professional experience, and the
remain 24% had over 10 years of professional experience in building construction industry.
40 36
percentage (%)
30
28
20 24
10
0-5 years
5-10 years
> 10 years
Expriance in years
Figure 4.2 respondents experience in years

4.2.2 Ranking the factors of Time Overrun based on relative importance
index
In this part of the research, the ranking of the factors were done based on level of relative
importance using relative importance index (RII). In the questionnaire; the respondents were
asked about the relative importance of each factors of time overrun based on the five point
Likert‘s-scale which ranges from 1(very low degree) to 5(very high degree). From the
responses gathered from the respondents RII value for each causes calculated with the
following formula:
Where:
 W is the weight given to each factor by the respondents and ranges from 1 to 5
 A = the highest weight = 5
 N = the total number of respondents

Debre Birhan City
 X = the number of frequencies

 i= the measure of degrees of cause (1 to 5)
The table as indicated below shows the calculated relative importance index values and rank
for each factors causes of time overrun based on their importance as cause of time overrun
from contractors, consultants, and client and overall respondents point view.
Table 4.3 Overall relative importance index (RII) and ranking of factors causing time
overrun for clients, consultants, and contractors.
Overall Client Consultant Contractor
No. Factors Causing Time Overrun RII RII RII RII
(Rank) (Rank) (Rank) (Rank)
1 Contractor Financial problems 0.769(1) 0.800(2) 0.775(2) 0.754(1)
2 Quality assurance/control. 0.715(2) 0.560(22) 0.725(8) 0.692(7)
3 Shortages of materials at site 0.708(3) 0.680(7) 0.725(8) 0.708(4)
4 Late delivery of materials and 0.708(3) 0.760(3) 0.675(15) 0.708(4)
Equipment
5 Change in the scope of the 0.692(5) 0.600(15) 0.775(2) 0.678(8)
project
6 Waiting time for approval of 0.685(6) 0.600(15) 0.675(15) 0.723(3)
tests and inspections.
7 Incompetent subcontractors 0.685(6) 0.640(11) 0.750(5) 0.662(9)
8 Insufficient Numbers of 0.685(6) 0.720(5) 0.700(12) 0.662(9)
equipment
9 Quality of material. 0.677(9) 0.680(7) 0.775(2) 0.615(19)
10 Poor procurement programming 0.669(10) 0.560(22) 0.675(15) 0.631(17)
of materials and equipment
11 Delay in Finance and payments 0.662(11) 0.560(22) 0.800(1) 0.615(19)

of completed work.
12 Delay in inspection and approval 0.646(12) 0.840(1) 0.500(46) 0.662(9)

of completed works
13 Frequent design changes 0.646(12) 0.560(22) 0.675(15) 0.662(9)
14 Owner interference. 0.646(12) 0.560(22) 0.675(15) 0.662(9)

Debre Birhan City
15 Unforeseen ground condition 0.646(12) 0.560(22) 0.550(39) 0.739(2)

16 Lack of equipment 0.638(16) 0.680(7) 0.675(15) 0.600(24)
17 Lack of maintenance for the 0.638(16) 0.600(15) 0.550(39) 0.708(4)
equipment
18 Lack of materials in markets 0.631(18) 0.440(34) 0.725(8) 0.569(34)
19 Delay in decision-making by 0.623(19) 0.400(40) 0.750(5) 0.631(17)
owners
20 Slowness in giving instruction 0.608(20) 0.640(11) 0.575(35) 0.615(19)
21 Inadequate planning and 0.600(21) 0.760(3) 0.675(15) 0.600(24)
scheduling
22 Poor Site management. 0.600(21) 0.640(11) 0.650(25) 0.554(39)
23 Shortage of site workers 0.600(21) 0.640(11) 0.700(12) 0.523(43)
24 Equipment availability and 0.600(21) 0.560(22) 0.625(25) 0.600(24)
failure
25 Labor supply. 0.600(21) 0.600(15) 0.625(27) 0.585(29)
26 Preparation and approval of 0.600(21) 0.600(15) 0.525(44) 0.646(15)
drawings.
27 Inadequate contractor 0.600(21) 0.480(32) 0.675(15) 0.585(29)
experience.
28 Absence of consultant‘s site staff 0.592(28) 0.600(15) 0.600(31) 0.585(29)
29 Errors during construction. 0.592(28) 0.520(31) 0.625(27) 0.600(24)
30 Equipment allocation problems 0.592(28) 0.600(15) 0.600(31) 0.585(29)
31 Unrealistic imposed contract 0.592(28) 0.320(47) 0.750(5) 0.646(15)
duration.
32 Labor productivity 0.592(28) 0.400(40) 0.675(15) 0.615(19)
33 Building regulations 0.585(33) 0.480(32) 0.650(25) 0.585(29)
34 Lack of communication between 0.585(33) 0.560(22) 0.575(35) 0.600(24)
the parties.
35 Unrealistic contract duration and 0.577(35) 0.680(7) 0.575(35) 0.662(9)
requirements imposed
36 Inaccurate prediction of 0.577(35) 0.440(34) 0.625(27) 0.615(19)
equipment production rate

Debre Birhan City
37 Improper Contract management. 0.546(37) 0.440(34) 0.600(31) 0.554(39)

38 Delay to furnish and deliver the 0.546(37) 0.440(34) 0.675(15) 0.508(45)
site (Right of way problem)
39 Construction methods. 0.538(39) 0.400(40) 0.600(31) 0.554(39)
40 Poor distribution of labors 0.538(39) 0.720(5) 0.475(47) 0.508(45)
41 Poor material handling on site 0.538(39) 0.560(22) 0.725(8) 0.569(34)
42 Changes in laws and regulations 0.538(39) 0.440(34) 0.700(12) 0.477(47)
43 Poor communication and 0.531(43) 0.440(34) 0.525(44) 0.569(34)
coordination
44 Weather condition 0.531(43) 0.360(44) 0.575(35) 0.569(34)
45 Lack of experience on the part of 0.523(45) 0.360(44) 0.550(39) 0.569(34)
the consultant
46 Major disputes and negotiations 0.515(46) 0.400(40) 0.550(39) 0.539(42)
in contract
47 Unskilled operators 0.500(47) 0.360(44) 0.550(39) 0.523(43)
From the analysis based on overall respondents results, showed that the importance of factors
causing time overruns could be categorized into five classes. Firstly, the very high degree
causes, second high degree causes, third average degree causes, fourth with low degree
causes and finally with very low degree causes of time overrun. Alpha is used here to
measure the reliability of the questionnaire between each degree. The range of Chronbach.s
coefficient alpha value between 0.500 and + 0.769. The closer the Alpha is to 0.769, the
greater the internal consistency of items in the instrument being assumed.
α = (maximum RII-minimum RII)/5
α = (0.769-0.500)/5 = 0.054
 Alpha is the range that present between each interval and divided the intervals equally.
Minimum Overall RII plus alpha (α) gives upper boundary of the fifth interval, upper
boundary of fifth interval plus alpha gives the upper boundary of fourth intervals and also
Shown in the following calculation.
 0.500 = minimum Overall RII and lower boundary of the fifth interval.
 0.054 = alpha(α) Chronbach.s coefficient
 0.500+0.054 = 0.554 is upper boundary of the fifth interval and lower boundary of the
fourth interval.

Debre Birhan City
 0.554+0.054 = 0.608 is upper boundary of the fourth interval and lower bounder of the
third interval.
 0.608+0.054 = 0.662 is upper boundary of the third interval and lower bounder of the
second interval.
 0.662+0.054 = 0.716 is upper boundary of the second interval and lower bounder of the
first interval.
 0.716+0.054 = 0.769 is upper boundary of the first interval and maximum Overall RII.
0.716< α≤0.769 causes with very high degree (5)
0.662< α≤0.716 causes with high degree (4)
0.608<α≤0.662 causes with average degree (3)
0.554< α≤0.6o8 causes with low degree (2)
0.500≤ α≤0.554 causes with very low degree (1)
Based on the above categories factors are 2.13% causes with very high degree, 19.15%
causes with high degree, 21.28% causes with average degree, 34.04% causes with low degree
and the remaining 23.41% causes with very low degree from the identified 47 factors. The
figure below shows the relative importance ranges of the 47 identified causes and their
respective percentage.
2.13%
23.41%
19.15%
causes with very high degree
causes with high degree
causes with avarage degree
21.28%
causes wioth low degree
34.o4%
causes with very low degree
Figure 4.3 categories of factor causes of time over runs based on relative importance index
Table 4.3 above shows according to overall respondents, contractor‘s financial problem was
the most relative importance factor of time overrun as it has the first rank among all causes
with RII value of 0.769. Lack of quality assurance/control has been ranked by all respondents
in the second position with RII value equal to 0.715 and Shortages of materials at site and late
delivery of materials and equipment were ranked as the third significant cause. As shown

Debre Birhan City
below in the table the top 20 most relative importance causes of time overrun were listed in
descending order of rank with their respective overall relative importance Index (RII) values.
Table 4.4 top 20 most important causing of time overruns
No. Factors Overall Rank Group
RII
1 Contractor Financial 0.769 1 Contractor responsibility
problems
2 Lack of Quality 0.715 2 Consultant responsibility
assurance/control.
3 Shortages of materials at site 0.708 3 Resource related
4 Late delivery of materials 0.708 3 Resource related
and
Equipment
5 Change in the scope of the 0.692 5 Owner responsibility
project
6 Waiting time for approval of 0.685 6 Consultant responsibility
7 Incompetent subcontractors 0.685 6 Contractor responsibility
8 Insufficient Numbers of 0.685 6 Resource related
equipment
9 Poor Quality of material. 0.677 9 Resource related
10 Poor procurement 0.669 10 Resource related
programming of materials
and equipment
11 Delay in Finance and 0.662 11 Owner responsibility
payments of completed
work.
12 Delay in inspection and 0.646 12 Consultant responsibility
approval of completed
works
13 Frequent design changes 0.646 12 Owner responsibility
14 Owner interference. 0.646 12 Owner responsibility

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15 Unforeseen ground 0.646 12 Others

condition
16 Lack of equipment 0.638 16 Resource related
17 Lack of maintenance for the 0.638 16 Resource related
equipment
18 Lack of materials in markets 0.631 18 Resource related
19 Delay in decision-making by 0.623 19 Owner responsibility
owners
20 Slowness in giving 0.608 20 Consultant responsibility
instruction
According to overall response of questionnaire the following top ten causes of time overruns
are discussed briefly.
1. Contractors financial problem was the most important factor as it has the first rank
among all factors with RII = 0.769. This importance is traced to the difficult financial
situation from which Debre Birhan city building construction project suffers. Zagorsky
(2007), financial difficulty is defined as getting into a situation where a respondent's credit is
adversely impacted, such as not paying bills. Contractor‘s financial problems are defined as
the contractor not having sufficient funds to carry out the construction works.
2. Lack of Quality assurance/control has been ranked by all respondents in second place
with RII=0.715 as the second most important cause of time overrun at Debre Birhan city.
Quality assurance/control were a factor causing time overrun in building construction
projects this problem came from the responsibility of consulting groups. Quality assurance is
a program covering activities necessary to provide quality in the work to meet the project
requirements.
3. Both Shortages of materials at site and late delivery of materials and Equipment have
been ranked by all response in the third position with RII equal 0.708. According to the
response shortage of construction material and late delivery of material and equipment
problems were suffers in building construction projects.
Shortage of construction materials was a problem that comes from sacristy of material at
construction site and in the market. Late delivery of materials and equipment‘s was important
factors faced on construction building projects at Debre Birhan city. The contractors not
deliver materials and equipment‘s with the proper time were follow time overrun. Lack of

Debre Birhan City
adequate material and equipment delivery schedule and purchasing plan was also a factor of
time overrun.
4. Change in the scope of the project was ranked the fifth most important cause of time
overrun with RII=0.692 from all respondents viewpoints. Scope change occurs when the
client introduces new works, such change instead of stone masonry use RCC sheer wall for
basement wall. These causes may be due to changed or unexpected project conditions, design
errors, or due to the client request. The problem is owner related problems.
5. Waiting time for approval of tests and inspections, Incompetent subcontractors and
Insufficient Numbers of equipment have been ranked by all respondents in sixth place with
RII=0.685 as the five most important cause of time overrun. (Sivakumar.S and shree
2015)They said that waiting time for inspection and approval of works were the
responsibility of consultants, if the works are not supervised and approved in the required
schedule there might happen time overrun of construction project.
Incompetent subcontractors were the responsibility of contractors. When the contractors have
no sub-contractors the complexity of work increase in large projects then the project was
faced in time overruns.
Insufficient Numbers of equipment are resource related factors and followed by financial
qualification of contractor and availability of equipment‘s. From questioner‘s analysis and
literature review, these factors were most significant factors of time overrun.
6. Poor quality of material was ranked the ninth most important cause of time overrun with
RII=0.677 from all respondents. Poor quality of construction materials use one the most
causes of time overrun in the construction. Poor quality of construction materials is causes for
defective work, this defective work done repetitively as much as possible consumed more
time. Then the project was faced for time overrun as well as cost overrun.
7. Poor procurement programming of materials and equipment has been ranked by all
respondents in tenth place with RII=0.669 as the tenth most important cause of time overrun.
Absence of proper procurement program and schedule of materials and equipment were the
most factor of time overrun in most building projects at Debre Birhan. And lack of constant
suppliers for material and equipment‘s are the furthermost causes of time overrun in building
projects.
According to the overall respondents‘ the factors that cause with very high degrees are
identified with the relative importance index of the factors are lie between (0.716< α≤0.769)
see table 4.5 and include only one factors.

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Table 4.5 the factors that causes with very high degree
No Factors Overall Rank Group
RII
1 Contractor Financial problems 0.769 1 Contractor responsibility
The factors that causes with large degrees are identified in the interval between (0.662<
α≤0.716) see table 4.6 and nine factors included.
Table 4.6 the factors that causes with high degree
No Factors Overall Rank Group
RII
1 Lack of Quality 0.715 2 Consultant responsibility
assurance/control.
2 Shortages of materials at site 0.708 3 Resource related
3 Late delivery of materials and 0.708 3 Resource related
Equipment
4 Change in the scope of the 0.692 5 Owner responsibility
project
5 Waiting time for approval of 0.685 6 Consultant responsibility
6 Incompetent subcontractors 0.685 6 Contractor responsibility
7 Insufficient Numbers of 0.685 6 Resource related
equipment
8 Poor Quality of material. 0.677 9 Resource related
9 Poor procurement 0.669 10 Resource related
programming of materials and
equipment
The factors that causes with large degrees are identified in the interval between (0.662<
α≤0.716). These were the most significance factors of time overrun in building construction
projects in Debre Birhan. From the identified 47 factors in this interval nine factors had been
included. These are shown in the following table 4.7.

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Table 4.7 the factors that causes with average degree

No. Factors Overall Rank Group
RII
payments of completed
work.
2 Delay in inspection and 0.646 12 Consultant
approval of completed responsibility
works
3 Frequent design changes 0.646 12 Owner responsibility
4 Owner interference. 0.646 12 Owner responsibility
5 Unforeseen ground 0.646 12 Other
condition
6 Lack of equipment 0.638 16 Resource related
7 Lack of maintenance for the 0.638 16 Resource related
equipment
8 Lack of materials in markets 0.631 18 Resource related
9 Delay in decision-making by 0.623 19 Owner responsibility
owners
10 Slowness in giving 0.608 20 Consultant
instruction responsibility
4.2.3 Ranking of the factors based on interviewee response rate

According to the percentage of interviewee response rate the factors causing time overruns
were ranked shown as follow in the table 4.8.
( )
Table 4.8 ranking of the factors based on percentage of interviewee response rate
No. Factors Percentage Rank Group
(%)
payments of completed work

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2 Delay in inspection and 88.8 1 Consultant

approval of completed works responsibility
3 Inadequate planning and 77.7 3 Contractor
scheduling responsibility
4 shortage of material on site 77.7 3 Resource related
5 Waiting time for approval of 44.4 5 Consultant
tests and inspections responsibility
6 Delay in furnishes and 44.4 5 Owner responsibility
delivers the site
7 Materials market instability 44.4 5 Resource related
8 Poor distribution of labor 44.4 5 Contractor
responsibility
From the above table 4.7 ranking of factors based on interviewee‘s response rate delay in
Finance and payments and delay in inspection and approval of completed works have been
placed in the first rank with 88.8% of interviewee‘s response rate. Inadequate planning and
scheduling and also shortage of material on site have been ranked by all interviewees
response rate in the third position with 77.7%. Waiting time for approval of tests and
inspections, Delay in furnishes and delivers the site, Materials market instability and Poor
distribution of labor have been ranked in the last place with 44.4% interviewees response
rate.

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CHAPTER FIVE
CONCLUSIONS AND RECOMMENDATIONS
5.1 Conclusions
This study has investigated the factors causing time overrun in building construction projects
at Debre Birhan city. Data were collected from interview and questionnaires from
contractors, consultants and client which were participating in building construction industry.
From the findings of the analysis of questionnaire responses and interview the following
conclusions are drawn.
 In this study, 47 factors were identified and ranked based on their relative importance
index.
 Based on their overall relative importance as factors causing time overrun Contractor
Financial problems, Lack of Quality assurance/control, Shortages of materials at site,
Late delivery of materials and Equipment, Change in the scope of the project, Waiting
time for approval of tests and inspections, Incompetent subcontractors, Insufficient
Numbers of equipment, Poor Quality of material, Poor procurement programming of
materials and equipment, Delay in Finance and payments of completed work, Delay in
inspection and approval of completed works, Frequent design changes, Owner
interference and Unforeseen ground condition, Lack of equipment, Lack of maintenance
for the equipment, Lack of materials in markets Delay in decision-making by owners and
Slowness in giving instruction were the top twenty most important factors causing time
overrun appears in building construction projects at Debre Birhan City.
 Based on the overall response the factor causes with very high degree only include
contractor‘s financial problem.
 Factors causes with high degree were Lack of Quality assurance/control, Shortages of
materials at site, Late delivery of materials and Equipment, Change in the scope of the
project, Waiting time for approval of tests and inspections, Incompetent subcontractors,
Insufficient Numbers of equipment, Poor Quality of material and Poor procurement
programming of materials and equipment
 Factors causes with average degree were Delay in Finance and payments of completed
work, Delay in inspection and approval of completed works, frequent design changes,
Owner interference, Unforeseen ground condition, Lack of equipment, Lack of

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maintenance for the equipment, Lack of materials in markets, delay in decision-making

by owners and Slowness in giving instruction.
 Based on the percentage of interviewee response rate Delay in Finance and payments of
completed work, Delay in inspection and approval of completed works, Inadequate
planning and scheduling, shortage of material on site, Waiting time for approval of tests
and inspections, Delay in furnishes and delivers the site, Materials market instability,
Poor distribution of labor were the most significance factors causing time overruns in
building construction projects at Debre Birhan city.

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5.2 Recommendations
Based on the analysis and findings of the study the following recommendations are made to
contractors, the client, consultants and designers in order to minimize the problem of time
overrun in building construction projects at Debre Birhan City.
5.2.1 Recommendations for the Client
In order to minimize time overrun associated with factors recommended for client. It is
important to consider the following points.
 Careful and proper attention must be given in feasibility, planning, and design stages.
In totally, adequate time should be given at these stages in order to minimize frequent
design change and project scope changes.
 The client recommended pay the progress payment to contractors with in the requested
time in order to minimize time overruns.
 The client should be avoiding the interface during construction. The client has any
suggestion ask to consultant in order to minimize time overrun.
 The client gives fast decision- making to minimize delay in diction making by owner.
 The client should be delivered the site (right of way problem) at the design stage
before the contract is awarded for the contractor.
 The client is recommended to select the experienced designers, consultants, and
contractors before awarding the project simply based on lowest bidding procurement
method.
5.2.2 Recommendations for Contractors
In order to minimize time overrun related with factors recommended to Contractors. Consider
the following points.
 Contractors are advised to have enough cash flow before starting any construction
project and recommended to use advance payment properly to avoid the financial
problems at the construction stage. And also advised to conduct breakeven analysis
from time to time.
 The contractors are recommended to have competitive sub-contractors to reduce the
complexity of large project that leads to minimize time overrun.
 The contractors must be prepared adequate planning and scheduling and adapt good
site management to minimize time overrun.

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 Contractors are recommended to supply and deliver the required construction materials
and equipment‘s on time and with adequate quantity to minimize time overrun.
Therefore, the contractor should nominate suppliers, which have the capacity to deliver
the materials, and equipment‘s on the required time.
 The contractor should have time schedule for material supply to the construction site
and create storage mechanisms on site to minimize the effect of shortage of materials.
5.2.3 Recommendations for Designers and Consultants
In order to minimize time overrun related with factors recommended to Consultants and
designers. Consider the following points.
 The consultants are recommended improve quality assurance/control of the contractor
work based on contact document. We advise the consultant for review and approve
design documents, specifications, drawings, and the payments of contractor to avoid
time overrun.
 The consultants should be inspect and approved test result on time in order to
minimize time overrun.
 Consultants are advised to hire a qualified technical staff to manage the project in a
good way, so he would be able to overcome any technical or management problems
that happen. It is also advised for consultant to have high qualification to give suitable
instruction in a suitable time and to be able to answer any question stated by contractor
to avoid time overrun.
 Consultants are recommended conduct inspection and approval for completed work of
contractors on time to minimize any delay.
 The designer advised to concentrate and should done adequate site investigations,
feasibility studies and planning at design stages properly and effectively in order to
minimize time overrun at construction stages due to design changes.

Debre Birhan City
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Debre Birhan City
Appendix A
Questionnaire
Dear Respondent
This Questionnaire survey is part of academic research that aims to identify the factors
causing time overrun in building construction projects at Debre Birhan campus and Debre
Birhan city. The research is conducted for fulfilling the requirement of BSc. Degree in
Construction Technology and management at Debre Birhan University.
For the purpose of this thesis time overrun is defined as the final completion time of the
project exceeds the initial estimated time of the project.
All the information you provide will kept in strict confidentiality and it will be only used
for academic research.
We have a value your participation and thank you for the commitment of time, energy,
and effort. If you have any kind of questions, you are kindly requested to contact me by
using the address given below.
Sincerely

Debre Birhan City
Part I. Background of the respondents

Name of respondent______________________________________________________
Date..._______________________ profession_________________________________
Name of company/organization_____________________________________________
Title or position of respondent______________________________________________
Educational level________________________________________________________
Experience __________________________________________________________
Part II. Company profile
1. Name of organization : ____________________________________________
2. Major type of work involved:
Buildings Roads Water and Sewage Bridge
3. Which of the following best describes in your company?
Owner Project manager Site Engineer Office Engineer
4. Relevant working experience (Years):
0-5 Yrs 6-10 Yrs 11-15 Yrs > 16 Yrs
5. Average of projects executed per year (ETB):
Less than 1 million 1-5 million 5-10 million More than 10 million
6. No. of constant employees:
Less than 10 10-15 15-20 More than 20
7. Organization type
Owner Contractor Consultant sub-contractor

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Part III. Factors causing time overruns on building construction projects in Debre
Birhan city
Please indicate the importance of each factor by ticking the appropriate boxes. Add any
remarks relating to each factor on the last column e.g. as to the reasons, the critical factors or
the solutions.
V.H.D. = Very high degree (5), H.D. = high degree (4)
A.D. = average degree (3), L.D. = low degree (2)
V.L.D. = very low degree (1)
No Factor V.H.D H.D A.D. L.D V.L.D Remark(if any)
(5) (4) (3) (2) (1)
A Owner
1 Delay to furnish and deliver the site
(Right of way problem)
2 Poor communication and coordination
3 Delay in Finance and payments of

completed work.
4 Owner interference.
5 Delay in decision-making by owners.
6 Change in the scope of the project
7 Unrealistic imposed contract duration.
B Contractor
1 Financial problems
2 Incompetent subcontractors
3 Poor Site management.
4 Construction methods.
5 Inadequate planning and scheduling
6 Errors during construction.
7 Inadequate contractor experience.
8 Quality of material.
9 Labor supply.
10 Poor distribution of labors
11 Equipment allocation problems

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C Consultant
1 Absence of consultant‘s site staff
2 Lack of experience on the part of the

consultant
3 Improper Contract management.
4 Preparation and approval of drawings.
5 Quality assurance/control.
6 Waiting time for approval of tests and

inspections.
7 Delay in inspection and approval of
completed works
8 Frequent design changes
9 Unrealistic contract duration and

requirements imposed
10 Slowness in giving instruction
No Factor V.H.D H.D. A.D L.D. V.L.D Remark (If any)

(5) (4) (3) (2) (1)
D Resource related
1 Poor material handling on site
2 Shortages of materials at site
3 Late delivery of materials and

Equipment
4 Insufficient Numbers of equipment
5 Poor procurement programming of

materials and equipment
6 Lack of materials in markets
7 Equipment availability and failure
8 Inaccurate prediction of equipment

production rate
9 Lack of equipment
10 Lack of maintenance for the equipment
11 Unskilled operators

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12 Labor productivity
13 Shortage of site workers
E Other
1 Major disputes and negotiations in

contract
2 Building regulations
3 Lack of communication between the

parties.
4 Weather condition
5 Unforeseen ground condition
6 Changes in laws and regulations
If you have comments regarding time overrun kindly request to write here
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
_____ __________________________________________.

Debre Birhan City
Appendix B
Interview questions
Name of Interviewee _____________________________________________________
Date_______________________________
Name of company/organization _____________________________________________
Title or position of Interviewee _____________________________________________
Educational level ________________________________________________________
Experience __________________________________________________________
1. General about the project
i. Project name? ____________________________________________________
ii. Project type? ____________________________________________________
iii. Parties in the project?
a) Owner _____________________________________________
b) Contractor _____________________________________________
c) Consultant _____________________________________________
2. Brief description of the original project schedule
a) Project commencement date? ______________________________
b) Contract period of the project? ______________________________
c) Original completion time? ______________________________
3. What percent of the work is completed? ______________________________
4. What percent of the work would have been completed according to the approved work
program? __________________________________________________________
5. Is the actual progress of the work lagging behind the schedule or ahead of the schedule?
__________________________________________________________
6. Is the actual progress of the work is ahead of the original schedule, what are the critical
success factors? (If any) ___________________________________________________
_________________________________________________________________________
7. If the actual progress of the work is lagging behind, who is responsible for the time
overrun?
The owner
The consultant
The contractor

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Reasons outside the control of the parties

(If any) ___________________________________________________
8. If the owner is responsible for the time overrun, what are the factors causing time overruns
of the project related to owner responsibility?
a) Delay in finance and progress payment
b) Delay in furnishes and delivers the site
c) Owner interface
d) Poor communication
e) (If any specify) ___________________________________________________
9. At what stage the factors causing time overrun did happened related to owner?
At pre construction stage
During construction stage
10. If the contractor is responsible for the time overrun, what are factors causing time
overruns of the project related to contractor?
a) Improper site management
b) Inadequate planning and scheduling
c) Poor distribution of labor
d) Equipment allocation problems
e) (If any specify) ___________________________________________________
11. At what stage the factors causing time overrun did happened related to contractor?
At pre construction stage
During construction stage
12. If the consultant is responsible for the time overrun, what are factors causing time
overruns of the project related to consultant?
a) Improper contract management?
b) Delay in inspection and approval of completed works?
c) Quality assurance/control problem?
d) Absence of consultant staff on site?
e) Waiting time for approval of tests and inspections?
f) (If any specify) ___________________________________________________
13. Were there any factor causes of delay outside the control of the parties? What are they?
a) Force majeure?
b) Exceptional adverse weather conditions?

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c) Civil commotions or strikes affecting the works?

d) Government statues that restricts use of fuel or labor?
e) Materials market instability?
f) Government legislation change?
14. What are the factors causing time overruns related to resources?
a) Shortage of material on site?
b) Insufficient number of equipment?
c) Shortage of site worker?
d) Lack of material in the market?
e) (if any specify) ___________________________________________________
15. To what degree has adverse weather condition contributed to Time overruns in the
execution of building construction projects?
Very high degree
High degree
Average degree
Low degree
16. For what type of delay claim for extension of time was requested and approved?
17. For what types of delay claim for liquidated damages were requested and approved?
___________________________________________________
18. Are there any claim raised by either party in relation to time overruns?
19. If your firm did not make claims, what was the reason?
a) Successful completion?
b) Lack of construction industry policy?
c) Lack of claim administration process?
d) Lack of claim experts within your firm?
Others, please specify_______________________________________
20. What actions have been taken to avoid time overruns?

Debre Birhan City
DECLARATION
This thesis entitles ―Factors causing time overrun in building construction projects in the case
of Debre Birhan City‖ is our original work and has not been presented for a degree in any
other university and that all sources of material used for the thesis have been dually
acknowledged.
Candidate
1. Abebe Girma Signature.........................
2. Meseret Addis Signature.........................
3. Samson Tefera Signature.........................
4. Abeba Girmay Signature.........................

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DEBRE BIRHAN UNIVERSITY

1. ABEBE GIRMA …………………………………506/05

TITLE: FACTORS CAUSING TIME OVERRUN IN BUILDING

1. ABEBE GIRMA …………………………………506/05

MAIN ADVISOR: EYOB FANTAHUN

BSC. Thesis by Abebe, Meseret, Samson and Abeba I

BSC. Thesis by Abebe, Meseret, Samson and Abeba II

BSC. Thesis by Abebe, Meseret, Samson and Abeba III

3.6 Data Collection process ....................................................................................................... 20

BSC. Thesis by Abebe, Meseret, Samson and Abeba IV

BSC. Thesis by Abebe, Meseret, Samson and Abeba V

BSC. Thesis by Abebe, Meseret, Samson and Abeba VI

BSC. Thesis by Abebe, Meseret, Samson and Abeba VII

1.2 Statement of the Problem

BSC. Thesis by Abebe, Meseret, Samson and Abeba 1

1.3 Research Objectives and Questions

1.4 Significance of the Research

BSC. Thesis by Abebe, Meseret, Samson and Abeba 2

For Other Researchers

1.5 Scope of the Research

1.6 Limitation of the study

BSC. Thesis by Abebe, Meseret, Samson and Abeba 3

2.2 Factors Causing Project Time overruns

BSC. Thesis by Abebe, Meseret, Samson and Abeba 4

2.3 Factors related from all individual stakeholders

BSC. Thesis by Abebe, Meseret, Samson and Abeba 5

2.3.3 Contractors’ related factors causing time overrun

BSC. Thesis by Abebe, Meseret, Samson and Abeba 6

BSC. Thesis by Abebe, Meseret, Samson and Abeba 7

BSC. Thesis by Abebe, Meseret, Samson and Abeba 8

BSC. Thesis by Abebe, Meseret, Samson and Abeba 9

BSC. Thesis by Abebe, Meseret, Samson and Abeba 10

BSC. Thesis by Abebe, Meseret, Samson and Abeba 11

2.4 Resource related factors

2.5 Other time overrun factors

BSC. Thesis by Abebe, Meseret, Samson and Abeba 12

BSC. Thesis by Abebe, Meseret, Samson and Abeba 13

Financial (M.S .Sambasivan Causes and Effects of Delays

Delay Preparation Alaghbari et al., The significant factors

Lack of experience (M.S .Sambasivan Causes and Effects of Delays

BSC. Thesis by Abebe, Meseret, Samson and Abeba 14

Lack of protection (Al-Najjar 2008) Factors Influencing Time and

BSC. Thesis by Abebe, Meseret, Samson and Abeba 15

(RES) Shortages of (Le-Hoai Delay and cost overruns in

Late delivery of (Enshassi, Delays and Cost Overruns in

Labor productivity (Fugar and Delays in Building

Insufficient time for (Oladapo 2007.) A quantitative assessment of

BSC. Thesis by Abebe, Meseret, Samson and Abeba 16

Financial problem, (Assaf and Al-Hejji Causes of Delay in Large

BSC. Thesis by Abebe, Meseret, Samson and Abeba 17

coordination 2007) causing delay of building

BSC. Thesis by Abebe, Meseret, Samson and Abeba 18

3.2 Research Design

3.3 Research Strategy

3.5 Sample size distributions

3.6 Data Collection process

BSC. Thesis by Abebe, Meseret, Samson and Abeba 20

3.7 Data analysis method

BSC. Thesis by Abebe, Meseret, Samson and Abeba 21

BSC. Thesis by Abebe, Meseret, Samson and Abeba 22

scheduling production rate

4.2 Investigation and Ranking of factors causing time overrun