KYAMBOGO UNIVERSITY

FACULTY OF ENGINEERING
DEPARTMENT OF LANDS AND ARCHITECTURAL STUDIES
PROJECT PROPOSAL

INVESTIGATING THE MANAGEMENT TO CAUSE OF VARIATION ORDERS IN

BUILDING PROJECTS IN NAKAWA DIVISION

BY

NAHABWE JULIAN
16/U/6189/EBE/PE
CONTACTS:
E-mail: nahabwejulian@gmail.com
Tel: O777732009

SUPERVISOR:
MS AKIROR IRENE SUZAN

A RESEARCH PROPOSAL SUBMITTED TO THE DEPARTMENT OF LANDS

AND ARCHITECTURAL STUDIES IN PARTIAL FULFILLMENT OF THE
REQUIREMENTS FOR THE AWARD OF A BACHELOR OF SCIENCE
IN BUILDING ECONOMICS OF KYAMBOGO UNIVERSITY

NOVEMBER, 2020
 APPROVAL
This is to certify that the project report is carried out under my supervision and is ready for
submission to the board of examiners.
MADAM AKIROR IREN SUZAN
DATE........................................................ SIGNATURE...............................................

i
 DECLARATION
I declare to the best of my knowledge that the work presented in this book is my original and has
never been submitted for any other academic award and where information from other authors
has been used it has been cited.
NAHABWE JULIAN
DATE........................................................
SIGNATURE...............................................

ii
 DEDICATION
This research report is dedicated to my family that devoted moral, spiritual and financial support
so as to see me through. They have been great source of motivation and inspiration throughout
my academic life.

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 ACKNOWLEDGEMENT
To actually claim the entire credit for this piece of work would not only be inconsiderate but
entirely unjust. The progress of this report is mainly dependent on guidance, moral and technical
support from a number of people whose cooperation and efforts am bound to acknowledge.
I deeply appreciate my supervisor a lecturer at the department of lands and architectural studies
for his unwavering support and professional advice as my supervisor that he shared with me
throughout the period of the study, not forgetting the time he sacrificed for me out of his tight
schedules to supervise my work.
My sincere gratitude goes to all lecturers and staff of Kyambogo University especially the
department of lands and architectural studies for their support throughout my Bachelor’s
program in general and in particular this project. They have added to my knowledge as I pursued
a bachelor’s in
Special thanks go to my Dad and Mum who laid a strong academic foundation upon which I
have been able to reach this far. It was amidst scarcity of resources that they managed to educate
me as well as instilling important core values of hard work, persistence and determination to me.
I am also grateful to the entire fraternity of construction firm in Nakawa division, Kampala who
accepted to provide me with the relevant information so as to see that my study was
accomplished.
All the above and many others not mentioned here, I’m greatly indebted to you

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 TABLE OF CONTENTS

APPROVAL.................................................................................................................................................i
DECLARATION.........................................................................................................................................ii

DEDICATION............................................................................................................................................iii

ACKNOWLEDGEMENT..........................................................................................................................iv

TABLE OF CONTENTS.............................................................................................................................v

LIST OF TABLES....................................................................................................................................viii

TABLE OF FIGURES................................................................................................................................ix

LIST OF ACRONYMS...............................................................................................................................x

ABSTRACT...............................................................................................................................................xi

CHPATER ONE:........................................................................................................................................1

INTRODUCTION.......................................................................................................................................1

1.1 Introduction...........................................................................................................................................1

1.2 Background ofthe Study........................................................................................................................1

1.3 Statement ofthe Problem........................................................................................................................3

1.4 Objective of the study............................................................................................................................3

1.4.1 General Objective...............................................................................................................................3

1.4.2 Specific Objective...............................................................................................................................3

1.5 Research Questions...............................................................................................................................4

1.6 Hypotheses of the study.........................................................................................................................4

1.7 Justification ofthe Study........................................................................................................................4

1.8 Significance ofthe Study........................................................................................................................4

1.9 Scope ofthe Study..................................................................................................................................5

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1.9.1 Content Scope.....................................................................................................................................5

1.9.2 Geography Scope................................................................................................................................5

1.9.3 Time Scope.........................................................................................................................................5

1.10 Conceptual Framework ofthe Study....................................................................................................6

CHAPTER TWO.........................................................................................................................................7

LITERATURE REVIEW............................................................................................................................7

2.1 Introduction...........................................................................................................................................7

2.2 The Factors Influencing the Occurrence of Variation Orders in Construction Projects.........................7

2.3 The Effects of Variation Orders in Construction Projects......................................................................9

2.4 The Effects of Clear Information and Communication Channels on Variation Orders in construction
projects......................................................................................................................................................11

CHAPTER THREE:..................................................................................................................................13

METHODOLOGY....................................................................................................................................13

3.1. Introduction........................................................................................................................................13

3.2. The Case Study Area..........................................................................................................................13

3.3. Research design..................................................................................................................................13

3.5. Sampling Methods and Procedures.....................................................................................................14

3.5.1. Population........................................................................................................................................14

3.5.2. Sample Size.....................................................................................................................................14

3.5.3 Selection technique...........................................................................................................................14

3.6. Data Collection methods.....................................................................................................................15

3.6.1 Questionnaire guides........................................................................................................................15

1.6.3 Documentary review check list.........................................................................................................15

3.7. Data Collection Matrix.......................................................................................................................16

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3.8 Validity and Reliability of Instruments................................................................................................16

3.9. Data analysis and presentation............................................................................................................16

3.9.1 Qualitative Analysis.........................................................................................................................16

3.9.2 Quantitative Analysis.......................................................................................................................16

3.10. Ethical considerations.......................................................................................................................17

3.11. Anticipated Limitations of the study.................................................................................................17

CHAPTER FOUR.....................................................................................................................................18

PRESENTATION, ANALYSIS AND INTERPRETATION OF RESULTS............................................18

4.1 Introduction.........................................................................................................................................18

4.2 Background of the respondents............................................................................................................18

4.2.1 Gender of the respondents................................................................................................................18

4.2.2 Marital status of respondents............................................................................................................19

4.2.3 Age of respondents...........................................................................................................................19

4.2.4 Highest level of education................................................................................................................19

4.3 The causes of variation orders in construction projects.......................................................................20

4.4 The effects of variation orders in construction projects.......................................................................21

4.5 The influence of clear information and communication channels on variation orders.........................22

CHAPTER FIVE.......................................................................................................................................24

DISCUSSION, CONCLUSION AND RECOMMENDATIONS..............................................................24

5.2 Discussion of the study findings..........................................................................................................24

5.2.1 The causes of poor quality output on construction projects..............................................................24

5.2.2 The effect of customer focus on the quality of output on construction projects................................25

5.2.3 The effect of benchmarking on the quality of output on construction project...................................25

5.3 Conclusion of the study.......................................................................................................................26

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5.4 Recommendations to the study............................................................................................................27

5.5 Further areas of research recommended for study...............................................................................28

appendices: QUESTIONNAIRE FOR respondents...................................................................................32

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 LIST OF TABLES
Table 3.1: Distribution of Respondents.....................................................................................................14
Table 3.2: Data Collection Matrix.............................................................................................................16
Table 3.3 Likert scale................................................................................................................................17
Table 4.4: Marital status of respondents....................................................................................................19
Table 4.5: Highest level of education of respondents................................................................................20
Table 4.6: The causes of variation orders in construction projects............................................................20
Table 4.7: The effects of variation orders in construction projects............................................................21
Table 4.8: The influence of clear information and communication channels on variation orders..............22

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 TABLE OF FIGURES
Figure 4.2 Gender distribution of respondents...........................................................................................18
Figure 4.3: Respondents by Age................................................................................................................19

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 LIST OF ACRONYMS
CPD: Continuing Professional Development
DV: Dependent variable
ISO: International Organization for Standardization
IV: Independent variable
NIST: National Institute of Standards and Technology
UNBS: Uganda Bureau of Standard
CEIM: Engineering and Infrastructure Management,

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 ABSTRACT
The study titled ‘investigating the management to cause of variation orders in building projects
in nakawa division. The study was guided by three research objectives namely, to examine the
causes of variation orders in construction projects in Nakawa division, to assess the effects of
variation orders in construction projects in Nakawa division and To find out the influence of
clear information and communication channels on variation orders in Nakawa division

The study used a cross sectional survey which involved qualitative and quantitative approaches
to gather data from 30 respondents in all, including survey respondents and key informants
selected using simple random sampling and purposive sampling for key informants. Data was
collected using questionnaire and interview. Descriptive and inferential statistical analyses were
used and the data was presented using frequency tables, while qualitative data was analyzed by
the narrative techniques, paraphrasing and direct quotation.

The study recommended that the clients’ responded that drawings should be complete at tender
stage to minimize variation orders on building projects. Eventually, this may aid in eliminating
the occurrence of variations, arising from errors and design discrepancies, during the
construction stage where the impact of the variations can be severe. The client should allow
sufficient time to prepare an elaborately detailed project brief. This will eliminate frequent
variations to the original plan of the project due to client change of mind.

Direct communication among the project team is a key to eliminate variations occur due to
communication gap during design and execution phase. Consultants should give sufficient time
for planning and design phase, this will assist in minimizing variation orders due design changes
at construction stage.

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 CHPATER ONE:
INTRODUCTION
1.1 Introduction
This chapter covered literature review related to the study by other scholars. This literature will
be arranged according to the objectives of the study as illustrated below;
1.2 Background ofthe Study
Osman et al. (2009) defined the change as any deviation from an agreed upon well-defined scope
and schedule. The words “Variation Order” conjure strong feelings of negativity for all involved
in construction projects. Owners do not like them because they generally feel they are paying for
other’s mistakes. In some cases, contractors believe that Variation Orders disrupt workflow and
require additional paperwork and time. In other cases, contractors would find the Variation
orders a mean to improve their outcome of the project. However, it is generally accepted that
consultants, contractors and owners agree that projects would be better without Variation orders.
Variation orders have long been an inherent part of the construction industry. It is seldom to spot
a construction project being executed without a change which normally arises as a result of some
causes attributed to the different parties involved in the project execution. Upon acknowledging
its existence, the change – or variation is formally regularized by the issuance of a change order
which is a document describing the scope of the change and its impact on both cost and / or time.
If no agreement is reached between the parties of the project on the change, it turns into a claim
or dispute that may negatively affect the execution of the project and curtail its chances of
successful completion. A number of researchers gave several definitions to be change order. It is
work that added to or deleted from the original scope of work of a contract which alters the
original contract amount or completion date (Zawawi, et al. 2010).

According to Construction (2011), management of change or variation orders easily boost

operational efficiency of construction. A critical step in the management of variations is to
identify and understand their sources, causes and effects. According to Construction Engineering
and Infrastructure Management, CEIM, (2011), identifying the nature or type of variations will
assist in formulating a procedure suitable for the management of variations. The study evaluated
the causes of variations in building projects; and investigated the origins of variation orders. The
causes of variation orders identified will be of help to practitioners in assessing variation orders.

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The evaluation of the causes of variation will assist professionals in adopting proactive measures
tocontrol the important causes of variations. This willbe helpful in minimizing the adverse effect
of variations on building projects in the sector. Homaid et al. (2009) investigated 21 causes and
these include. The client may directly initiate variations or the variations are required because the
client fails to fulfill certain requirements for carrying out the project. Change of plans or scope
by client; Change of construction time byclient; Client financial problem; Unclear brief
(Inadequate project objectives); Change of materials or procedure; Impediments in prompt
decision making; Obstinate nature of client;Change in specification by clientConsultants may
directly initiate variations or the variations may be required because the consultants fail to fulfill
certain requirements for the carrying out of the project, Change in design by consultant; Change
in specification by consultant; Errors and omissions in design; Errors and omissions in contract
bills; Discrepancies between contact documents; Inadequate scope of work for contractor;
Technology change; Lack of coordination; Design complexity; Inadequate working drawings
details; Consultant lack of judgment or experience; Consultant lack of knowledge of available
materials and equipment; Honest wrong belief of consultant; Consultant lack of required data;
(Elshahat and Dawood, 2014) and 11 potential impacts of change orders which include; Increase
in project cost, Progress is affected but without any delay, Increase in overhead expenses, Delay
in payment, Quality degradation, Productivity degradation, Procurement delay, Rework and
demolition, Logistics delays, Blemish firm’s reputation, Poor safety conditions, Poor
professional relations, Additional payments for contractor, Disputes among professionals,
Completion schedule delay. Also, nine practices reported to management and control of change
orders. The study identified eleven important causes and seven important impacts. It is further
concluded that the consultant is the most responsible party for the change orders. The overall
average increase in total cost of construction projects due to change orders was found to be
11.3%. The research concluded that change of project scope due to owner requirements is the
most important cause and cost overruns are the most important impacts of change orders in those
projects.
According to Zawawi (2010) changing the plans by the owners is the main source of change
orders, change in mind, substituting materials and/or procedures is the second source of change
orders and errors and omissions in design is another source. Increase in project cost and duration
were found as the main two effects of change orders. In another study it was concluded that the
best way to manage change orders is to reach a negotiated. In general, Variations orders present
problems to all parties involved in the construction process. Variations are the major cause of

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project failure. From some interviews which was done with some construction managers in
nakawa, Construction Field, Variation orders were the main cause of increasing in contract value
and/or the extension of time.
Variation Orders strain the relationships of the owners, engineer, contractors, subcontractors, and
others involved in the construction process as well as add cost and schedule delay. Changes on
one project can also affect other unrelated projects by tying up resources that are committed
elsewhere. Negative relationships between the parties are another byproduct of changes on a
project. Not only is workflow disrupted, but also trying to get quick responses quotes, shop
drawings, and many other things required to get back schedule causes a strain on working
relationships (Rashid, et al. 2012).
1.3 Statement ofthe Problem
Effective management of variations is important in order to mitigate their adverse effects on
building projects. Bottari (2014) noted that effective change or variation management is critical
to mitigating project risk.
Despite of the above, Variation Orders strain the relationships of the owners, engineer,
contractors, subcontractors, and others involved in the construction process as well as add cost
and schedule delay. Changes on one project can also affect other unrelated projects by tying up
resources that are committed elsewhere. Negative relationships between the parties are another
byproduct of changes on a project. Not only is workflow disrupted, but also trying to get quick
responses quotes, shop drawings, and many other things required to get back schedule causes a
strain on working relationships (Rashid, et al. 2012).It is against this background that the study
will investigate the management to cause of variation orders in building projects in Nakawa
division
1.4 Objective of the study
1.4.1 General Objective
The general objective of the study is to investigating the management to cause of variation orders
in building projects in Nakawa division, Kampala district.
1.4.2 Specific Objective
i. To examine the causes of variation orders in construction projects in Nakawa division
ii. To assess the effects of variation orders in construction projects in Nakawa division
iii. To find out the influence of clear information and communication channels on variation
orders in Nakawa division

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1.5 Research Questions
i. What are the causes of variation orders in construction projects in Nakawa division?
ii. What are the effects of variation orders in construction projects Nakawa division?
iii. What is the effect of clear information and communication channels on variation orders
in Nakawa division?
1.6 Hypotheses of the study
Ho: There is no significant relationship betweencauses and variation orders in construction
projects in Nakawa division.
Ho: There is no significant relationship between effects and variation orders in construction
projects Nakawa division
Ho: There is no significant relationship between clear information and communication channels
on variation orders in Nakawa division
1.7 Justification ofthe Study
For construction work to be executed in a successful manner, it is a usual thing for the parties
that are involved to enter into contractual agreement, this helps all the parties that are involved in
the contract agreement to know their rights and their obligations throughout the period of the
project. It is imperative that the building contractual agreement, in respective of the type and
form of the contract, should affirm plainly the tasks and gain of all parties to the contract
without any form of ambiguity.
In carrying out construction projects, all forms of controversies usually arise. The construction
industry is jam-packed with projects that are completed with cost overrun, project cost overrun
occurs when a there is a significant increase in the project cost than the one that wasinitially
budgeted for the project Harbans (2003), cost overrun could be as a consequenceof variation in
costs of raw materials, wobbly cost of manufactured materials, soaring cost of machineries,
lowest bidding procurement procedures, poor project (site) management / poor cost control,
delays between design and procurement phases, incorrect / inappropriate methods of cost
estimation, additional work, improper planning, and unsupportive government policies.
1.8 Significance ofthe Study
This study will provide insights that reveal the factors influencing project variation with an aim
of enabling project delivering organizations become more knowledgeable of the factors hence
looking into ways that can minimize project variations.

4
The study will highlight the important factors accounting for the variations in large construction
projects. In this way, the study findings will contribute to the universe of knowledge regarding
the initiation, planning, execution and termination of construction. This knowledge is important
especially to the construction industry which is constantly looking for better ways to complete
projects on time, within costs and agreed- upon performance parameters.
This study will also be important to the government in formulation of construction industry
policies and the way these policies are implemented. An informed policy provides useful
guidelines to the industry which minimizes project failures, reduces risks and severally enables
order in the construction industry. This study will also benefit other stakeholders such as;
Contractors: The results of this study will be of great importance to any individual involved in
project construction and implementation since it will give them an insight on the factors that
influence project variation.
Developers: The results of this study will be of great importance to the owners of the project
since it will give them an insight on how effectively projects can be implemented and delivered
without experiencing delays caused by the identified factors.
Scholars: The results of this study will be of great importance to scholars since it shall provide
insight on the factors influencing project delays in Kenya hence enable them attain informed
information on the same.
1.9 Scope ofthe Study
1.9.1 Content Scope
To investigate the prevalence of variation orders on construction projects; to proffer solutions on
how to minimize construction cost in Nakawa division and to establish the nature and extent of
the impact of variation orders on overall project performance
1.9.2 Geography Scope
The study will be carried out in Nakawa division, Kampala district
1.9.3 Time Scope
The study will take a period of four months (January-April, 2020) so as to deeply analyze the
problem of the study

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1.10 Conceptual Framework ofthe Study
Management to Cause (IV)
Variation orders (DV)  Change in design by consultant
Causes of variation orders  Lack of consultant's knowledge
of available materials and
equipment
Effects of variation orders  Errors and omission in design
 Change in specification by
owner
Clear information and
communication channels.

Source: Abdul Rahman et al. (2012), and improved by the researcher

The figure above shows the relationship between management and variation orders. The
independent variable is management cause which is measured in terms of Proper project
planning and scheduling, Effective site management and supervision and Clear information and
communication channels. The dependent variable is variation orders, which is measured in terms
of Change in design by consultant, Lack of consultant's knowledge of available materials and
equipment, Errors and omission in design and Change in specification by owner, (Abdul Rahman
et al., 2012).

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 CHAPTER TWO
LITERATURE REVIEW

2.1 Introduction
This section will present a review of related literature about management to variation orders in
construction industry. The review will be based on studies by various academicians and writers
on the issue of bureaucracy and staff performance. Therefore, the study will present some
selected empirical studies and gaps that will be identified to justify the present study.
2.2 The Factors Influencing the Occurrence of Variation Orders in Construction Projects
Nature of the works
Construction works involve building, civil and/or specialist works. Building works include, for
example, the construction of residential houses, commercial premises and offices. Civil works
include, for example, the construction of roads and infrastructural installations. Construction
projects that involve extensive unforeseen conditions are likely to generate variation orders. For
example, civil works involving bulk earth excavation and building works that include specialist
works beyond the expertise of the designer cannot accurately be determined before works
commence on site. According to Uyun (2017), the drawings and specifications do not always
show the real site conditions nor do preliminary investigations. Despite this situation, it is
common that works commence on site while some trades and building elements still need to be
completely designed or detailed. Consequently, contracts contain provisional quantities and sums
that will be subject to future adjustment.
Complexity of the project
Project complexity is a result of continuous demands for speed in construction, cost and quality
control, health and safety in the work place and avoidance of disputes, together with
technological advances, economic liberalisation and globalisation, environmental issues and
fragmentation of the construction industry (Gidado, 1996). Ireland (2017) indicated that
complexity involves an item having two or more components or two or more variables. Two
types of project complexity are distinguished, namely organisational or management complexity
and technological or technical complexity (Ireland, 2017).
A construction project involves a management structure for a certain period of diverse
organisations including contractors and consultants. Management complexity refers to business

7
aspects of the project, parties involved in a contract and their relationships in terms of
communication, allocation of responsibility and authority of decision making and allocation of
tasks.
The degree of project complexity is classified as low, medium and high complexity (Ireland,
2017). The greater the project complexity, the greater the likelihood of variation order
occurrence. A variation order issued due to the complexity of the design may take time for the
design team to understand the required change and redesign while works on site are put on hold.
Ireland (2017) discussed a complex project involving an electronic engineer working for one
contractor and a computer scientist working for another that resulted in an error that cost
$600,000 to redesign and rebuild connectors. The error resulted from connectors being
misaligned by one position such that the electronic engineer started with sequencethrough while
the computer scientist started with the sequence 0 through 255. The variation order issued in this
case was to solve the problem resulting from the project complexity.
Procurement methodThe participants in a construction project constitute a multi-organizational
body generally including a client, designers, specialist consultants, project managers and
constructors. The path followed to deliver the project differs from one project to another.
Typically, this is a procurement method that stipulates the form of contractual arrangement
between participants or parties to the contract. One type of procurement method may result in
more variation orders than another. For example, Love (2016) indicated that non-traditional
procurement methods are subject to greater occurrence of errors, omissions and changes than the
traditional methods. Traditionally, an employer who wished a project to be constructed would
invariably commission a designer or design team to prepare drawings of the proposed scheme
and, if the scheme was sufficiently large, employ a quantity surveyor to prepare documentation,
such as bills of quantities, from which the contractor could prepare a bid price (Ashworth, 2014).
Since the works commence on site when the design is complete, the occurrence of variation
orders in this arrangement is minimised. revealed that clients who spent more time and money on
the design phase issued less variation orders than those who allocated insufficient money and
time to this phase. The more time spent on completing the contract documents before
commencement of works, the more likely the avoidance of discrepancies between the contract
documents, errors and omissions into the design. Consequently, there is less variation orders.
Turner (2011) indicated that since clients and their consultants control the origin of variations,
variations should not occur if pre-construction design has been good.
Non-traditional methods

8
Over the years other forms of procurement have emerged, namely, nontraditional methods.
Ashworth (2014) indicated that changes in procurement methods are the result of a move away
from the craft base to the introduction of off-site manufacture, the use of industrialised
components, the wider application of mechanical plant and equipment, the improved knowledge
of production techniques, the recognition that involvement of the contractor into both the design
and the way works are carried out on site will result into quality of finished works. For example,
design and construct procurement methods where the contractor is responsible for the design and
construction are deemed to overcome the problem of variation order occurrence. The
involvement of contractors into the design is an opportunity for them to use specialised
knowledge and methods of construction evolving from their own design10 and as a result, there
is less scope for variations than with the design and construct approach (Sunday (2010).
Based on Nasiru et al. (2015), there are three main factors of variation due to other causes and
they are new government regulation, differing site conditions and weather condition.
Furthermore, Luqman et al., 2016) studied the potential effects of variation orders on
institutional building projects in Singapore, and their findings suggest that increase in project
costs, increase in payments to contractor, delay in project completion schedule, increase in
overhead expenses and rework and demolition are the most common effects of variations
(Luqman et al., 2016).
In addition, Luqman et al., (2016) stated that, lack of integration of the design and construction
processes of projects procured most especially through traditional procurement method always
effect to variation orders. Causes of variation orders can be from many sources, hence, making
the project owner to be more challenging in managing the occurrence of variation. Therefore,
Halwatura et al (2013) explained that, though it is likely that variation orders cannot be
completely avoided, they still can be minimized or prevented if their origin and causes were
clearly identified.
2.3 The Effects of Variation Orders in Construction Projects
Impact is defined in electronic Webster dictionary as “the force of impression of one thing on
another”. In construction, variation orders can impact portions of the project directly or indirectly
and result in reduced productivity. This is always a subjective issue as the contractor feel that the
loss due to variation order is the fault of the designers and owners. Conversely, owners typically
claim that the loss in productivity is due to poor management on the part of the contractors.
However, not every variation order will impact the productivity of the project. Variations in any
planned activity will cause a disturbance and will require the rearrangement or review of the

9
existing plan under the recent developments. Given the complex, multi-party and multi resource
nature of the construction industry, it is not difficult to perceive the impacts of changes on
projects.
Impacts of variations were observed by many researchers and its occurrence has an adverse
impact on project performance. Ruben (2018) found that variation orders had an impact on
overall project performance and the major adverse impact of variation orders are time and cost
overruns and disputes between the parties to the contract. Thomas et al. (2017) suggest that
variability generally impedes project performance. According to Arain and Pheng (2015)
variation orders are an unwanted but inevitable reality of any construction project. Further,
Hanna et al. (2018) found that projects with many variation orders cause the contractor to
achieve lower productivity levels than planned.
Variation orders adversely impact project performance in terms of cost overruns, time overruns,
quality degradation, health and safety issues and professional relations. Numerous studies have
been done to identify the impacts of variations, relationships between variation and its impacts
(Osman et al., 2019).
Increase in project cost
Construction projects involve recognized phases of which two are particularly important, namely
the pre-construction and construction phases. The most common impact of variations during the
construction phase is the increase in project cost (CII, 1990). However, all variation orders do
not increase the costs of construction. Omissions in most cases reduce costs while additions
increase costs (Ssegawa et al., 2012). As Ruben (2018) found in his study variation orders
adversely impact costs. In every construction project, a contingency sum is usually allocated to
cater for possible variations in the project, while keeping the overall project cost intact.
Arguably, the more the number of variation orders, the more they are likely to affect the overall
construction delivery cost. In fact, variation orders have both a direct and indirect effect on cost.
Direct costs constitute the additional costs incurred to perform the activities of the current
variation orders.
Progress is affected
Project progress may be impacted by variations (Assaf et al., 2015). During execution of the
project, time has an equivalent monetary value even if the professional team tries its best to keep
the project completion schedule intact. However, only major variations during the project may
affect the project completion time. This means the contractor would usually try to accommodate

10
the variations by utilizing the free floats in the construction schedules. Hence, the variations
affect the progress but without any delay in the project completion if the free floats are utilized.
Increase in overhead expenses
Variations need to go through a few stages of processing procedures as mentioned earlier and
require to be evaluated before they can even be implemented (O’Brien, 2010). The process and
implementation of variations in construction projects would increase the overhead expenses for
all the participants concerned. Normally these overhead charges are provided for from the
contingency fund allocated for the construction project.
Dispute faced by contractor
Aftab and Faris, (2014) reported that variations often affect to disputes and dissatisfactions
among the parties involved in construction projects. As studied by Richard and Kofi (2013)
internationally, in Ghana, variation order has become main issue in the construction industry.
This had resulted in several impact and among them is in some contracts dispute between parties.
It is supported by O’Brien (2010), the possibility of contractual dispute also can increase due to
variations. This is because, variations resemble the problems to all the parties involved in the
construction process and it also can be originated from various factors relating to the
construction projects (cited by Richard & Kofi, 2013).
Moreover, dispute in variation may be affected by the problems happened related to the contract
document. Aftab and Faris, (2014) expained that conflicts among contract documents can bring
about misinterpretation of the actual requirement of a project. Thus, this also lead to difficulty to
the contractor and the subcontractors to execute the works in construction site. Therefore, it is
important to make sure that the contract documents are clear and precise. Delays to the project
completion or cause variations in cost will be the impact when there is insufficient details in the
contract documents.
2.4 The Effects of Clear Information and Communication Channels on Variation Orders in
construction projects.
During a project, communication can occur in various directions depending on who is
communicating. There is upward communication to management from your own organization
and the customer’s organization. Lateral communication takes place with customers and within
project teams. Machinery needs to be put in place for further communication to take place, either
downward communication (from superior to sub-ordinate), horizontal communication (between
colleagues) or upward communication (from sub-ordinates to superior). Mehra (2019) stated that
communication will always involve more than one person.

11
There exist numerous studies that have paid attention to the lack of effective communication in
the construction industry (Emerson, et al, 2012). Communication carries a special importance
within the industry as a result of its project-based structure. Given that construction is such a
fragmented, dynamic and disparate sector, effective communication becomes essential “for the
successful delivery of performance goals (productivity, profitability and repeat working
opportunities” (Dainty et.al, 2016). A review of management literature reveals that studies on
communication have focused mainly on the nature
of interpersonal communication. However, there seems to be few empirical studies related to the
subject in project-based industries such as construction.
Interpersonal communication in construction projects takes three forms: oral, written (or
graphic), and nonverbal communication. Oral communication refers to sending messages by
using common spoken symbols. It includes face-to-face, telephone, meetings, and presentations.
In a project environment, it is the appropriate medium for “timely exchange of information, rapid
feedback, immediate synthesis of message, and timely closure” Carlson et.al. (2015). Written
communication includes e-mails, fax, memos, letters, reports, plans (strategic and tactical), legal
documents and other forms of information to be transmitted. Writing bid proposals, progress
reports, training manuals etc. is an important part of management of construction projects.
Jergeas and Hartman (2014) suggested keeping good records and communications in order to
avoid claims and disputes in construction projects. Gorse et.al, (2018) investigated interpersonal
communication behavior between designers and contractors during the construction phase of
projects. Their findings reveal that informal approaches such as face-to-face are perceived to be
the most effective medium of communication within the industry. Their results are also
supported by Carlsson et.al. (2015) who conducted communication research within the Swedish
construction industry. Carlsson et.al, (2015) argue that “barriers to effective communication are
likely to be broken down by more integrated project delivery systems. In their study, Shohet and
Frydman (2013) identified effective patterns of communication at the construction manager level
in projects delivered by construction management procurement protocol in Israel. They found
that verbal communication continues to be highly important in ensuring adherence to project
objectives.

12
 CHAPTER THREE:
METHODOLOGY

3.1. Introduction
This chapter introduces information on the study area so as to bring out the general overview of
the area. This chapter gives a clear highlight of the following; case study area, research design,
study population, sampling techniques and procedure, sample size, data sources, data collection
methods and matrix, data analysis and presentation
3.2. The Case Study Area
According to (Frankfort-Nachmias, Nachmias, & DeWaard, 1996), a case study based on the
areas with rich information. Generally, whatever the subject matter, the case study normally
depends on a conscious and deliberate choice about which area to select from among a large
number of possibilities (Denscombe, 2017). The study was carried out in Nakawa division with
the coordinates of 0°23'50.0"N, 32°38'26.0"E (Latitude: 0.397237; Longitude: 32.640557). It
borders Kira town to the east, Wakiso district to the north, Kawempe division to the North West,
Kampala central division to the west, Makindye division across Murchison bay to the south-west
and Lake Victoria to the south. Neighborhoods in the division include; Luzira, Kyambogo,
Mbuya, Naguru, Kyanja, Mutungo, Bugoloobi, Bukoto, Butabika, Kiswa, Nakawa, Kiwaatule,
Nabisunsa and Ntinda.
3.3. Research design
a research design is plan for data collection and analysis, Cooper & Schindler (2014). a cross
sectional survey design was used for the study as it gathers data from the sample population at
any particular time as itpermit collection of information from a sample that is drawn from a
predetermined population. both qualitative and quantitative paradigms were applied. qualitative
methods involved in-depth probing and application of subjectively interpreted data (Bailey,
2012). Qualitative research enabled the researcher to gather in-depth information about the study,
for example unstructured qualitative interviews served this purpose. quantitative method will
provide data necessary to test the hypothesis. Sekaran (2016) states that quantitative methods are
plans for carrying out research oriented towards quantification and are applied in order to
describe current conditions or to investigate relationships, including cause and effect
relationships.

13
3.5. Sampling Methods and Procedures
3.5.1. Population
According to Cooper & Schindler (2018), a study population is a whole collection or the
universe of all members or units of a group that is a concerned in particular study. A population
is a group of individuals under study that shares common characteristics. The population in this
study included architects, Engineers, consultants, quantity surveyor andconstruction firms.
3.5.2. Sample Size
According Saunders, Lewis & Thornhill (2018), a sample is a sub group or part of a large
population of interest. The sample size (n) was computed using Cochran’s formula (1963)
n= pq/ (E/Zα/2) 2
Where n- sample size
p- Probability of success which is 0.5
q- Probability of failure which is the 0.5
E- Maximum allowable error (consider it to be 17%)
Zα/2- level of significance (considering a 5% level of significance implying that Z α/2 is 1.96) from
binomial probability distribution table.
Therefore, n= (0.5x0.5)/ (0.14/1.96)2
n=49, this is the sample size
Distribution of Respondents
Table 3.1: Distribution of Respondents
Target population Total population Sample size Sampling Strategy
Contractors 26 13 Purposive
Architects 50 23 Purposive
Quantity Surveyors 10 5 Simple random
Client 15 8 Simple random
Total 101 49
Source: Primary Data
3.5.3 Selection technique
Simple random sampling is a strategy that adds credibility to a sample when the potential
purposeful sample is larger than one can handle whereby it uses small sample sizes, thus the goal
is credibility, not representatives or the ability to generalize (Creswell, 2014). Simple random
sampling technique was employed so as to eliminate bias by giving all respondents equal chance
to be chosen. Purposive sampling was used to select respondents to be considered for the study

14
(Creswell & Plano, 2011). This also helped a researcher to create generalizations from the
sample being used in the study.
3.6. Data Collection methods
3.6.1 Questionnaire guides
A questionnaire enables a researcher to organise the questions and receive replies without
actually having to talk to every respondent (Walliman, 2005). The questions are fixed and are the
same for each respondent. Most of the questionnaires were hand-delivered and responded to in
the presence of the researcher. This option might be time consuming but yielded a high response
rate. Closed-ended and open-ended questions were formulated. Respondents wer restricted in the
way they answer the questions as they were required to select one answer from among the given
ones. Closed-ended questions, as they provide 'ready made' categories within which respondents
reply to the questions asked by the researcher, help to ensure that the information needed by the
researcher is obtained (Kumar, 2005).
Open-ended questions provided a wealth of information provided respondents feel comfortable
about expressing their opinions; provide the respondents an opportunity to express themselves
freely resulting in a greater variety of information; virtually eliminate the possibility of the
investigator's bias.
3.6.2 Oral Interviews
The interview were conducted face-to-face with the interviewee asking questions selected
individuals. The interview is a useful technique for collecting data which was probably not be
accessible using techniques such as observations and questionnaires. Semi-structured interview
were conducted with senior project supervision and follow up team leader, a senior contract
administrator, and a senior project manager to gather information on causes and impacts of
variation orders on public building projects as well as to look for recommendations if any to
minimize them.
1.6.3 Documentary review check list
The documentary review checklist will be used for the purpose of reviewing documentary data.
It will provide a guide to research both published and unpublished literature to enrich the
literature on the study variables. According to Creswell (2009) holds that literature generated
from the documentary review is helpful in gathering and comparing primary data.

15
3.7. Data Collection Matrix
Table 3.2: Data Collection Matrix
Research question Information Sources Tools
What are causes of Causes of variation Clients, Consultants, Questionnaires
variations in construction orders, Civil Engineers, Interview guide
industries Types of variation Architects and
orders Contractors
What are the effects of Effects of variation Clients, Interview guide
variation orders in orders Contractors ,quantity Document review
construction companies? surveyor Observations

3.8 Validity and Reliability of Instruments

The validity of the research instruments was measured through the justification of each question
in relation to the objectives of the study. Their reliability was tested by using similar instrument
on different informants and then comparing the results. Also similar questions were
administered to different people to compare their responses. The instruments that were tested
included the key informant interview guides and the open-ended questionnaires.
3.9. Data analysis and presentation
Data analysis encompasses the compilation and interpretation of the data collected. Analysis
depended on the nature and form the data has been recorded. Since the data was recorded using
qualitative and quantitative approaches, the analysis was done accordingly.
3.9.1 Qualitative Analysis
The analysis of qualitative data consisted of abstracting from the raw data all points that a
researcher considers to be relevant to the topic under investigation. Qualitative data was analysed
thematically. Thematic analysis included analysis of words, concepts, literary devices, and/or
non-verbal cues (O’Leary, 2014). During the interview, especially a semi-structured one,
interviewees are not always straight forward to the point.
3.9.2 Quantitative Analysis
Data collected was used in quantitative data analysis. Responses from closed–ended and open-
ended questions were transferred into a summary sheet by tabulating. These were tallied to
establish frequencies which were converted into percentages. The numbers of respondents giving

16
similar answers were converted into percentages to illustrate relevant levels of opinion. The
statistical package for social scientists (SPSS) and Microsoft excel were used to analyze data.
Results were presented inform of tables, graphs and pie charts.
3.10. Ethical considerations
The researcher in the collection of the data from the field applied confidentiality and privacy: It
refers to the obligation of an individual or organization to safeguard entrusted information. The
research participant’s privacy was assured by the researcher, who kept all the information safely
locked up during the research process. Only the researcher had access to the data collected.
3.11. Anticipated Limitations of the study
The researcher, in an attempt to carry out this research may encounter some challenges which
include the following;
i Problem of Language barrier. Not all the people understand and speak English. The researcher
used the interpreters to overcome this challenge.
ii None response by the respondents. People are usually sensitive and suspicious on matters
concerning land ownership. This was minimized by getting authorization from the Local
Authorities and relevant officials to conduct interviews.
3.12 Measurement of variable
The study has independent and dependent variables. The categorical variables was measured
using the nominal scale, with numbers being assigned to each category only to identify similar
objects with in a category from elements in another category that were different. The researcher
used the ordinal measurement scale composed of discrete variables. A five point Likert type
scale (5- Strongly agree (SA), 4-Agree (A), 3-Not-sure (NS), 2- Disagree (D) and 1-Strongly
disagree (SD) measurement of questions was used in the study. The choice of this measurement
was that each point on the scale carried a numerical score which was used to measure the
respondent’s attitude and it was the most frequently used summated scale in the study of social
attitude.
Table 3.3 Likert scale
Strongly Agree (SA) = 5 Disagree (D) = 2
Agree (A) = 4 Strongly Disagree (SD) = 1
Undecided (U) = 3

17
 CHAPTER FOUR
PRESENTATION, ANALYSIS AND INTERPRETATION OF RESULTS

4.1 Introduction

This chapter presents the analyses of findings of the assessment on the impact of total quality
management in promoting quality output on construction projects in Nakawa division. The
findings are presented in relation to the specific objectives and mainly presented as percentages
using graphics that included tables, graphs and charts.

4.2 Background of the respondents

The backgrounds information of respondents was observed by the study. Among these
characteristics included distribution of respondents, age, highest level of education, marital status
and work experience.

4.2.1 Gender of the respondents

The gender distribution of the respondents was also obtained and presented as follows.

Male
20
67%
Male
Female
Female
10
33%

Source: Primary Data, 2020

Figure 4.1 Gender distribution of respondents

Figure 4.2, it is indicated that the majority of respondents in the study were males constituting
67%, Females on the other hand constituted 33% of the respondents. The implication of this
18
finding was that no matter the disparity in percentage of males and females who attended the
study, at least views of both males and females were captured which is too vital in making a
critical analysis on the management of variation orders in building projects.

4.2.2 Marital status of respondents

Respondents were also asked to tell their marital status and the findings were then recorded and
presented as follow.

Table 4.4: Marital status of respondents

Marital Status Frequency Percentage

Single 10 33
Married 17 57
Divorced 3 10
Total 30 100
Source: Primary Data 2020
When respondents were asked to state their marital status, the following responses were recorded
and presented. According to table 4.4 above, 13(43%) were single by marital status, 17(57%)
were married and 3(10%) were divorced. This imples that both marital status was equally
represented.

4.2.3 Age of respondents

50
45
40
35
30
25 Frequency
20
Percentage
15
10
5
0
18-24 25-31 32-38 39-45 46 and
above

Source: Primary data, 2020

19
Figure 4.2: Respondents by Age

In terms of age, the fig 4.3 shows that, 3(10%) of the respondents were between below 18-
24years of age, 6(20%) were aged 25-31, majority of respondents were 14(47%) aged between
32-38 years, 5(17%) were aged 39-45 and 2(7%) were aged 46 and above. These findings show
that the respondents were mature enough to answer questions presented before them.

4.2.4 Highest level of education

This section presented the findings on the respondents’ highest level of education;

Table 4.5: Highest level of education of respondents

Category Frequency Percentage

Certificate 3 10
Diploma 8 27
Degree 19 63
Total 30 100
Source: Primary data, 2020
According to table 4.5, majority of the respondents 19(63%) were degree holders, these were
followed by 8(27%) diploma holders, and 3(10%) who were certificate holders. By
interpretation, this meant that majority of the respondents had attained a minimum of bachelors
degree which is the minimum requirement for one to qualify as an employee construction firms,
therefore being able to provide relevant information regarding the study.

20
4.3 The causes of variation orders in construction projects
Table 4.6: The causes of variation orders in construction projects
Statements SA A N D SD

F % F % F % F % F %

Change in design 15 50 3 1 2 7 - - 10 33
0

Errors and omissions in design 14 47 12 4 - - - - 4 13

0

Conflicts between contract documents 18 60 7 2 2 7 3 10 - -

3

Inadequate scope of work for contractor 12 40 4 1 3 10 2 7 9 30

4

Design complexity 10 33 11 3 - - 5 17 4 13
7

Inadequate shop drawing details 8 27 2 7 1 3 4 13 15 50

Surce: Primary Data, 2020

Results from table 4.6 indicate that change in design causes of variation orders in construction
projects with majority respondents 15(50%) strongly agreeing with the sstatment, 3(10%) agreed
with the statement, 2(7%) of the respondemts were neutral and 10(33%) of respondents strongly
disagreed with the statement.

On sub component errors and omissions in design causes of variation orders in construction
projects, 14(47%) of respondents strongly agreed with the statement, 12(40%) of resepondents
agreed with the respondents, none of the respondents were either neutral or disagreed with the
respondents and 4(13%) strongly disagreed with the statement.

21
Further still, conflicts between contract document causes of variation orders in construction
projects, 18(60%) strongly agreed with the statement, 2(23%) agreed with the statement, 2(7%)
were neutral, and 3(10%) of the respondents strongly disagreed with the statement.

On sub component, inadequate scope of work for contractor causing of variation orders in
construction projects, 12(40%) strongly agreed with the statement, 4(14%) agreed with the
statement, 3(10%) were neutral with the staatment, 2(7%) disagreed with the statement and
9(30%) strongly disagreed with the statement.

On sub component design complexity causing of variation orders in construction projects,

10(33%) strongly disagreed with the statement, 11(37%) agreed witht the statement, none of the
respondents were neutral, 5(17%) of the resepondents disagreed with the statement and 4(13%)
strongly disagreed with statement

Further still, on sub component inadequate shop drawing details causing of variation orders in
construction projects, 8(27%) of respondents strongly agreed with the statement, 2(7%) agreed,
1(3%) were nneutral, 4(13%) of the respondents disagreed with of the statement and majority of
the resepondents strongly disagreed with the statement. This implies that inadequate shop
drawings do not cause variation orders.

4.4 The effects of variation orders in construction projects

Table 4.7: The effects of variation orders in construction projects
Statements SA A N D SD

F % F % F % F % F %

Increase in project cost 21 70 7 2 - - - - 2 7

3

Increase in overhead expenses 14 47 6 2 - - 3 10 7 23

0

Delay in payment 15 50 7 2 - - - - 8 27
3

Quality degradation 25 83 - - - - - - 5 17

Productivity degradation 6 20 4 1 3 10 - - 17 57
22
 3

Blemish firm’s reputation 12 40 5 1 - - - - 13 43

7

Poor professional relations 4 13 - - 16 53 - - 10 33

Source: Primary Data, 2020

Results in the table 4.7 above indicate that majority of respondents 21(70%) strongly agreed with
the statment that increase in project cost affects variation orders in construction projects, 7(23%)
of respondents agreed with the statement, none of the respondent was either neutral or disagreed
with the statement and 2(7%) strongly disagreed with the statement.

On sub component increase in overhead expenses, majority of the respondents 14(47%) strongly
agreed with the statement, 6(20%) agreed with the statement, none of the respondents was
neutral, 3(10%) disagreed with the statement and 7(23%) strongly disagreed with the statement.

Findings also revealed that delay in payment caused by variation orders, 15(50%) of the
respondents strongly agreed with the statement, 7(23%) agreed with the statement, none of the
respondents were either neutral nor disagreed with the statement and 8(27%) strongly disagreed
with the statement.

On sub component quality degradation, majority of respondents strongly agreed with the
statement whereas none of the respondents either agreed, was neutral nor disagreed with he
statement and 5(17%) of the respondents strongly disagreed with the statement.

Further still, on sub component productivity degradation, 6(20%) of the respondents strongly
agreed with the statement, 4(13%) agreed, 3(10%) of respondents were neutral, none respondents
disagreed with the statement and majority of resepondents 17(57%) strongly disagreed with the
statement.

On sub component blemish firm’s reputation, 12(40%) of the respondents strongly agreed with
the statement, 5(17%) agreed, none of the respondents were either neutral or diiagreed with the
statement and 13(43%) of the respondents strongly disagreed with the statement.

Finally on poor professional relations, majority of the respondents 16(53%) were neutral about
the statement, 10(33%) strongly disagreed with the statement, 4(13%) of resepondents strongly
23
agreed witht the statement and none of the resepondents either agreed or disagreed with the
statement.

4.5 The influence of clear information and communication channels on variation orders
Table 4.8: The influence of clear information and communication channels on variation
orders
Statements SA A N D SD

F % F % F % F % F %

Communication increases relationship 22 73 5 1 - - - - 3 10

between contractor and client 7

Communication flow reduces Errors and 16 53 12 4 - - - 2 7 -

omissions in design. 0

Communication flow reduces conflicts 21 70 4 1 - - 3 10 2 7

between contract documents 3

Communication flow reduces cost incurred 26 87 - - - - 3 10 1 3

by clients as a result of errors.

Source: Primary Data, 2020

Finding the table 4.8 above reveals that on sub component communication increases relationship
between contractor and client, majority of respondents 22(73%) strongly agreed with the
statement, whereas 3(10%) strongly disagreed with the stataement.

On sub component communication flow reduces Errors and omissions in design, 16(53%) of the
respondents strongly agreed with the statement, 12(40%) agreed with the statement and 2(7%)
disagreed with the statement

Further still, on communication flow reduces conflicts between contract documents, 21(70%) of
the respondents strongly agreed with the statement, 4(13%) agreed with the statement, none of
the respondent was neutral about the statement, 3(10%) of respondents disagreed with the
statement and 2(7%) strongly disagreed with the statement.

24
On sub component communication flow reduces cost incurred by clients as a result of errors,
26(87%) strongly agreed witht the statement, none of the respondents either agreed or was
neutral about the statement, 3(10%) disagreed with the statement and 1(3%) strongly disagreed
with the statement.

CHAPTER FIVE
DISCUSSION, CONCLUSION AND RECOMMENDATIONS
5.1 Introduction
This study examined assessment on the impact of total quality management in promoting quality
output on construction projects in Nakawa division. This chapter presents a summary, discussion
of findings, conclusions and recommendations made by the study, and all these are in line with
the research objectives.

5.2 Discussion of the study findings

5.2.1 To examine the causes of variation orders in construction projects
Results from table 4.6 indicate that change in design causes of variation orders in construction
projects with majority respondents 15(50%) strongly agreeing with the sstatment, On sub
component errors and omissions in design causes of variation orders in construction projects,
14(47%) of respondents strongly agreed with the statement, Further still, conflicts between
contract document causes of variation orders in construction projects, 18(60%) strongly agreed
with the statement.

The study finding above in agreement with Uyun (2017) who noted that construction works
involve building, civil and/or specialist works. Building works include, for example, the
construction of residential houses, commercial premises and offices. Civil works include, for
example, the construction of roads and infrastructural installations. Construction projects that
involve extensive unforeseen conditions are likely to generate variation orders. For example,
civil works involving bulk earth excavation and building works that include specialist works

25
beyond the expertise of the designer cannot accurately be determined before works commence
on site. According to Uyun (2017), the drawings and specifications do not always show the real
site conditions nor do preliminary investigations. Despite this situation, it is common that works
commence on site while some trades and building elements still need to be completely designed
or detailed. Consequently, contracts contain provisional quantities and sums that will be subject
to future adjustment.
Further still Ireland (2017) indicated the project complexity is a result of continuous demands for
speed in construction, cost and quality control, health and safety in the work place and avoidance
of disputes, together with technological advances, economic liberalisation and globalisation,
environmental issues and fragmentation of the construction industry. Ireland (2017) indicated
that complexity involves an item having two or more components or two or more variables. Two
types of project complexity are distinguished, namely organisational or management complexity
and technological or technical complexity (Ireland, 2017).

5.2.2 To assess the effects of variation orders in construction projects

Results in the table 4.7 above indicate that majority of respondents 70% strongly agreed with the
statment that increase in project cost affects variation orders in construction projects, Findings
also revealed that delay in payment caused by variation orders, 50% of the respondents strongly
agreed with the statement.

The findings above in agreement with Ruben (2018) who found that variation orders had an
impact on overall project performance and the major adverse impact of variation orders are time
and cost overruns and disputes between the parties to the contract. Thomas et al. (2017) suggest
that variability generally impedes project performance. According to Arain and Pheng (2015)
variation orders are an unwanted but inevitable reality of any construction project. Further,
Hanna et al. (2018) found that projects with many variation orders cause the contractor to
achieve lower productivity levels than planned.

Assaf et al., 2015 posit that project progress may be impacted by variations during execution of
the project, time has an equivalent monetary value even if the professional team tries its best to
keep the project completion schedule intact. However, only major variations during the project
may affect the project completion time. This means the contractor would usually try to
accommodate the variations by utilizing the free floats in the construction schedules. Hence, the

26
variations affect the progress but without any delay in the project completion if the free floats are
utilized.
In line with the above, Aftab and Faris, (2014) reported that variations often affect to disputes
and dissatisfactions among the parties involved in construction projects. As studied by Richard
and Kofi (2013) internationally, in Ghana, variation order has become main issue in the
construction industry. This had resulted in several impact and among them is in some contracts
dispute between parties. It is supported by O’Brien (2010), the possibility of contractual dispute
also can increase due to variations. This is because, variations resemble the problems to all the
parties involved in the construction process and it also can be originated from various factors
relating to the construction projects (cited by Richard & Kofi, 2013).

5.2.3 The influence of clear information and communication channels on variation orders
Finding the table 4.8 above reveals that communication increases relationship between contractor
and client, majority of respondents 22(73%) strongly agreed with the statement, communication
flow reduces Errors and omissions in design, 16(53%) of the respondents strongly agreed with
the statement, and communication flow reduces conflicts between contract documents, 21(70%)
of the respondents strongly agreed with the statement

The study findings above are in line Mehra (2019) stated that communication will always
involve more than one person. There exist numerous studies that have paid attention to the lack
of effective communication in the construction industry (Emerson, et al, 2012). Communication
carries a special importance within the industry as a result of its project-based structure. Given
that construction is such a fragmented, dynamic and disparate sector, effective communication
becomes essential “for the successful delivery of performance goals (productivity, profitability
and repeat working opportunities” (Dainty et.al, 2016). A review of management literature
reveals that studies on communication have focused mainly on the nature
of interpersonal communication. However, there seems to be few empirical studies related to the
subject in project-based industries such as construction.

Further still, Jergeas and Hartman (2014) suggested keeping good records and communications
in order to avoid claims and disputes in construction projects. Gorse et.al, (2018) investigated
interpersonal communication behavior between designers and contractors during the construction
phase of projects. Their findings reveal that informal approaches such as face-to-face are
27
perceived to be the most effective medium of communication within the industry. Their results
are also supported by Carlsson et.al. (2015) who conducted communication research within the
Swedish construction industry. Carlsson et.al, (2015) argue that “barriers to effective
communication are likely to be broken down by more integrated project delivery systems. In
their study, Shohet and Frydman (2013) identified effective patterns of communication at the
construction manager level in projects delivered by construction management procurement
protocol in Israel.

5.3 Conclusion of the study

From the overall responses, it was concluded that impediment in prompt decision making
process, change in design by the consultant, inadequate working drawing details, change in
specifications, and poor procurement process were the most important causes of variation orders
on public building projects. And there was a strong correlation between ranking by client and
consultant, client and contractor as well as consultant and contractor. This confirmed that most of
the respondents have the same perception about the causes of variation orders on public building
projects.

From the overall responses received, it was concluded that the top most impacts of variation
orders on public building projects were completion schedule delay, increase in project cost,
additional payments for contractor, effect on progress, and increase in overhead expenses. The
correlation between ranking by client and consultant, client and contractor as well as consultant
and contractor was strong. This indicated that most of the respondents have the same perception
about the impact of variation orders on public building projects.

5.4 Recommendations to the study

The clients’ responded that drawings should be complete at tender stage to minimize variation
orders on building projects. Eventually, this may aid in eliminating the occurrence of variations,
arising from errors and design discrepancies, during the construction stage where the impact of
the variations can be severe.

The consultants’ and the contractors’ response argued on the strategy that states adequate
planning in advance is required by all involved parties before works start on site to minimize
variation orders. This was because a well planned project can eliminate variations that may arise
due to lack of pre-project planning.

28
The consultant should produce a concluding design and contract documents

Works should be supervised with an experienced and dedicated supervisor  Enhance

communication between all parties

The client should allow sufficient time to prepare an elaborately detailed project brief. This will
eliminate frequent variations to the original plan of the project due to client change of mind.

Variations can be minimized if consultants produce a complete design as change of design was
the major cause of variations in public building projects.

Direct communication among the project team is a key to eliminate variations occur due to
communication gap during design and execution phase.

Consultants should give sufficient time for planning and design phase, this will assist in
minimizing variation orders due design changes at construction stage.

A detailed design would be able to exert control to unnecessary interference from consultants or
other external influences.

The consultants should prepare completed contract document before the tendering stage. This
minimizes variation orders occur due to change of specifications.

Contractors should identify and inform the varied item of work to the client before the activity
starts to reduce variations. Because the client will have sufficient time to check the varied item in
different perspectives to give work order at minimum variations.

There should be improvement in project management, and improved decision making process on
the part of the client during project execution stage so as to minimize the occurrence of variation
orders.

5.5 Further areas of research recommended for study

Since this study focused on public building projects, it would be interesting to study the impact
of variation orders in other building projects and compare the results.

A more elaborative investigation into the contract conditions is needed with the view to
minimizing impact of variation orders in public building projects.

29
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APPENDICES: QUESTIONNAIRE FOR RESPONDENTS

Dear respondent, I am Nahabwe Julian a student of Kyambogo University pursuing a bachelor of

science in building economics. I am carrying out a study on “investigating the management to
cause of variation orders in building projects in Nakawa division in Kampala district”. The
purpose of the study is purely academic and information given will be treated with the highest
degree of confidentiality.

Please tick as appropriate

SECTION A: BIO DATA
1. What is your Gender status?
a) Female b) Male
2. What is your age range?
a) 18-24
b) 25-31
c) 32-38
d) 39-45
46 and above
What is your level of Education?
a) Certificate
b) Diploma
34
c) Degree
4. What is your marital status?
a) Single
b) Married
c) Divorced

SECTION B: TO EXAMINE THE CAUSES OF VARIATION ORDERS IN

CONSTRUCTION PROJECTS IN NAKAWA DIVISION
Tick in the Box that corresponds to the most appropriate option.

SA A N D SDA
Change in design
Errors and omissions in design
Conflicts between contract documents
Inadequate scope of work for contractor
Design complexity
Inadequate shop drawing details

Key: SA- strongly agree, A-agree, N- Neutral, D- disagree, SDA, Strongly disagree

SECTION C: TO ASSESS THE EFFECTS OF VARIATION ORDERS IN

CONSTRUCTION PROJECTS NAKAWA DIVISION

SA A N D SDA
Increase in project cost
Increase in overhead expenses
Delay in payment
Quality degradation
Productivity degradation

35
 Blemish firm’s reputation
Poor professional relations

Key: SA- strongly agree, A-agree, N- Neutral, D- disagree, SDA, Strongly disagree

SECTION D: TO FIND OUT THE INFLUENCE OF CLEAR INFORMATION AND

COMMUNICATION CHANNELS ON VARIATION ORDERS IN NAKAWA DIVISION

SA A N D SDA
Communication increases relationship between
contractor and client
Communication flow reduces Errors and omissions in
design.
Communication flow reduces conflicts between contract
documents
Communication flowreduces cost incurred clients as a
result of errors.

Key: SA- strongly agree, A-agree, N- Neutral, D- disagree, SDA, Strongly disagree

Thank you for your time and cooperation

36