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CHAPTER 1 INTRODUCTION 1.1 GENERAL Time is money an often heard statement in the construction industry, a statement that drives and motivates every player engaged in the construction industry. Ironically it is the dual elements of time and money that cause some of the most time and money consuming disputes. One of the most troubled and complicated area is that relating to the concept of concurrent delay, which is a strongly contested topic in the building and construction industry. Both parties to a construction contract regularly use concurrent delay as an excuse to avoid responsibility for extension of time claims and the assessment of liquidated damages. To date there has been no uniform application of legal principles to the concept of concurrent delay. This is largely due to the fact that the answer to the concurrent delay dilemma is complicated because it is requires consideration of the interaction of different factors. Delays are one of the biggest problems construction firms face. Delays can lead to many negative effects such as lawsuits between owners and contractors, increased costs, loss of productivity and revenue, and contract termination. The construction companies in many countries around the world experience significant delays. In the past few years, the number of claims submitted to the American Arbitration Association (AAA) reached almost 25% of the 1.7 million claims submitted over the past 74 years. In the United Kingdom (U.K.), a 2001 report by the National Audit Office, entitled Modernizing Construction, revealed that 70% of the projects undertaken by government departments and agencies were delivered late, and a recent research by Building Cost Information Service (BCIS) found that nearly 40% of all studied projects had overrun the contract period. In India, a study conducted by the Infrastructure and Project Monitoring Division of the Ministry of Statistics and Programmed Implementation in 2004 reported that out of 646 central

sector projects costing about 2500Cr, approximately 40% are behind schedule, with delays ranging from 1 to 252 months. In the United Arab Emirates (UAE), where construction contributes 14% to the gross domestic product (GDP), a study by Faridi and El-Sayegh (2006) revealed that 50% of construction projects encounter delays. A construction companys decision to expand into international markets must be based on a good understanding of the opportunities and threats associated with international business, as well as the development of company strengths relative to international activities (Luger, 1997). The study was done by surveying the executives in charge of international construction of large United States based contractors. The findings indicate that track record, specialist expertise, project management capability are the most important company strengths; loss of key personnel, shortage of financial resources, and inflation and currency fluctuations are the most important threats relative to international markets; and increased long term profitability, the ability to maintain shareholders returns, and the globalization and openness of the markets are the most important opportunities available in international works (Luger, 1997). The vast majority of construction firms are small enterprises that rely on outsourcing personnel as required. This has severely affected skills training and the retention of expertise in the industry as construction workers become highly mobile, walking in and out of the industry, depending on performance in other sectors of the economy. The impact can be seen in the rigid adherence to management techniques and construction practices handed down from colonial times which, as a result of inadequate skills and capacity. Delays with interim and final payments, as well as onerous contract conditions faced by construction firms, can also impose huge constraints on the industry. Many construction firms have suffered financial ruin and bankruptcy because of delays in payment, which are common with government contracts (Luger, 1997). To recover the damage caused by delays, both the delays and the parties responsible for them should be identified. However, delay situations are complex in nature because multiple delays can occur concurrently and because they can be caused by more than one party, or by none of the principal parties. One delay may

contribute to the formation of other delays (Arditi and Pattanakitchamroon, 2006). The analysis of these delays involves not only the calculation of the delay time but also the identification of the root causes and the responsibility for delays, Such an analysis therefore becomes a basis for the financial calculations that determine penalties or other damages to be assigned to the parties responsible for the delays. The most common cause of construction claims is delay. Moreover, delay claims are often extremely complex and difficult to resolve. For this reason, the construction industry requires an effective and reliable method for analyzing the causes and effects of construction delay. Presently, the methods of analysis in common use do not adequately account for several commonly encountered situations. As a result, project time extensions are often considered without rigorous analysis. Therefore the objective of this study is to propose and describe an effective and logical method for evaluating construction delays that adequately accounts for commonly encountered situations. Delay is one of the most common problem in construction industry. Many projects experience extensive delays and thereby exceed initial time and cost estimates. When a project completion date is delayed, causing cost increases or other damages, one or more of the parties may seek compensation by submitting a "claim" for these occurrences. The equitable allocation of responsibility for project delays becomes essential to the resolution of many construction disputes and claims. Analysis of schedule delay is carried to find out what happened in the project, when and how did delay event impact schedule and who caused the event. The impact, timing and the contributing effect of each of those causes to the overall delay should assist in helping the parties settle the delay without litigation. For this, there are different methods available for schedule delay analysis and selecting the appropriate one is the concern of all parties

1.2 PROJECT MOTIVATION Schedule delays must be analyzed in order to apportion responsibility for the duration of the delay among the project participants (owner, contractor, and/or third party). There are various methods that exist for schedule delay analysis. However, different analysis techniques provide different results for the same circumstances depending on the time and resources available for the analysis and the accessibility of project control documentation. The same technique may also yield inconsistent results when the points of views of different parties are considered (Hegazy and Zhang, 2005). Time-delay Impact Analysis (TDIA) is intended to provide a guideline, not to establish a standard. This recommended practice of American Association of Cost Engineering and International on TDIA provides guidelines for the project scheduler to assess and quantify the effects of an unplanned event or events on current project completion. While TDIA are usually performed by a project scheduler and can be applied on a variety of project types, the practice is generally used as part of the Total Cost Management (TCM) change management and forecasting processes on construction projects. 1.3 OBJECTIVES The objective of this research work is to quantify the delay that occurs in construction industry. The project looks at the differences in utilization of delay The project also looks at how factors in large, medium and small companies.

companies involved in various types of construction use delay analysis techniques. The life cycle phases of a project in which impact analysis can be used, such as design development, estimating and bidding, detailed planning prior to notice to proceed, control during construction, and operation and maintenance of a facility is also studied. This research shows how time impact analysis usage has changed over the years and how the respondents of the survey are currently using it. Attitudes of the construction industry towards delay analysis techniques are acquired from survey, such as the benefits obtained from time impact analysis and any reasons for success or lack of success in implementing it. The study provides insight into how technology

has affected, and will continue to affect the industry in regards to implementation of TDIA.

CHAPTER 2 REVIEW OF LITERATURE 2.1 GENERAL The main purpose of literature survey is to give us an idea about the work conducted world over in the field of the project work. This forms the basis on which we can carry out the work and the techniques that can be used for conducting questionnaire survey 2.2 LITERATURE SURVEY P. Fazio O. Moselhi P. Theberge S. Revay(1988) Phased construction and fast-tracking have received considerable attention in recent years and have been synonymous with the development of new project delivery systems under the professional construction management approach. Many articles and even textbooks have described only the advantages of these popular methods. Through a case study, this paper also identifies the potential disadvantages of the fast-track technique. Problem areas associated with the implementation of this technique are identified and further ranked with respect to their frequency observed on 28 fast-track construction contracts. A delay analysis shows the impact of this accelerated technique on construction activities. The far-reaching effects of mistakes during the early design/engineering phase in a fast-track programme are usually underrated. Accelerating a project through fast-tracking is a major decision, and construction professionals are often not aware of its implications. Based on the case study examined in this paper and other fast-track constructions previously analysed, trouble areas requiring special attention have been depicted and recommendations with regard to the effective use of this technique are presented. It has also been shown that unless considerable attention is directed to problem areas, particularly those related to design, such a popular accelerated technique could result in unexpected delays.

Daniel W. M. Chan and Mohan M. Kumaraswamy (1995) investigated the significant factors influencing construction duration of projects in Hong Kong. The results of the first phase led to the conclusion that larger samples were justified to investigate further the discerned relationships. Expanded samples were obtained in the second phase by adding some reported data from Hong Kong projects to the original surveyed sample. The second phase of this study also further investigates the relationships between different project characteristic variables such as the construction duration, construction cost, total gross floor area and the number of storey in the case of buildings. Moreover, a case study on plant utilization level and site labour productivity was carried out on a building site to explore the 'micro-factors' that affect construction durations. The findings are of importance to all construction industry participants as the derived models help to estimate the construction duration of a project on the basis of significant macro project parameters. Additionally, the results of the case study indicate the contribution of significantly variable site productivity levels to overall construction duration and suggest an agenda for future investigations. A third phase of this study is planned incorporating more detailed data collection and analysis of significant factors, as well as international comparisons where possible. Alkass. (1996) Major schedule analysis techniques include: (i) total time or asplanned versus as built; (ii) what-if or impacted as-planned; (iii) but-for or collapsed as-built; (iv) window, snapshot or contemporaneous period analysis; and (v) time impact analysis. Each technique may have several variants. Different techniques may yield different results for a same circumstance Also, the same technique may provide inconsistent results Zafar, ZQ (1996) The most important aspect of analyzing and presenting delay analysis is demonstrating by Zafar(1996). The causal effect between the owner's problems and changes and the delays and effects that those changes had on the performance of contract-critical work. The owner has to thoroughly understand and comprehend that his or her problem delayed the contractor before any agreement or settlement can be reached. The steps that should be taken to properly analyze and present delay claims.

Finke, Wickwire and Ockman (1999). Propose a new method called isolated delay type which utilizes advantageous attributes of the three techniques; namely but-for, window analysis, and time impact analysis. Unfortunately, there is no successful case using that method reported during the last 10 years. Karla Knight and Aminah Robinson Fayek (2000) undergone interview

survey of Alberta-based construction contractors was conducted in July and August 1998. The purpose of this survey was to elicit information on the factors that cause unanticipated project cost escalation during construction, from the contractor's perspective. This paper presents the findings of this survey and a proposed method of modeling the factors identified. The majority of factors identified impact labour productivity, which is a major source of cost overruns. A combination of subjective, objective, and secondary indicators are used to measure these factors and to assess their impact on project performance. The main conclusion of this survey is that many of the factors affecting the cost of construction are evaluated in subjective and imprecise terms and are difficult to quantify. This paper presents a method of modeling these factors using fuzzy membership functions, which capture the imprecision and subjectivity associated with the measurement of these factors. It discusses a basis for the definition of these membership functions and a method of calibrating these functions to make them more widely applicable to suit different contexts. These membership functions are being incorporated in a set of expert rules, which reason about the factors affecting costs, their impact on the project, and the appropriate corrective actions. These expert rules are being developed as part of a fuzzy expert system for construction project monitoring and control. A method of calibrating membership functions to suit individual contexts is currently being developed, which would be a significant advancement in the area of fuzzy logic. Stephen O Ogunlana, Krit Promkuntong and Vithool Jearkjirm(2004) investigated the impact of construction delays on the time and cost of projects. A survey of the delays experienced in high-rise building construction projects in Bangkok, Thailand, was undertaken and the result compared with other studies of

delays and overruns around the world to determine whether there are special problems that generate delays for construction in developing economies. Resource supply problems were by far the most acute problems of the Thai construction industry in the boom years. The results of the study support the view that construction industry problems in developing economies can be nested in three layers: (a) problems of shortages or inadequacies in industry infrastructure (mainly supply of resources); (b) problems caused by clients and consultants and (c) problems caused by contractor incompetence/inadequacies. Conclusions recommend the need for focussed effort by economy managers and construction industry associations to provide the infrastructure needed for efficient project management. This study should be of interest to emerging economies in Europe and Indochina. Murali Sambasivan and Yau Wen Soon (2005) investigated the problem of delays in the construction industry is a global phenomenon and the construction industry in Malaysia is no exception. The main purpose of this study is to identify the delay factors and their impact (effect) on project completion. Earlier studies either considered the causes or the effects of project delays, separately. This study takes an integrated approach and attempts to analyze the impact of specific causes on specific effects. A questionnaire survey was conducted to solicit the causes and effects of delay from clients, consultants, and contractors. About 150 respondents participated in the survey. This study identified 10 most important causes of delay from a list of 28 different causes and 6 different effects of delay. Ten most important causes were: (1) contractors improper planning, (2) contractors poor site management, (3) inadequate contractor experience, (4) inadequate clients finance and payments for completed work, (5) problems with subcontractors, (6) shortage in material, (7) labor supply, (8) equipment availability and failure, (9) lack of communication between parties, and (10) mistakes during the construction stage. Six main effects of delay were: (1) time overrun, (2) cost overrun, (3) disputes, (4) arbitration, (5) litigation, and (6) total abandonment. This study has also established an empirical relationship between each cause and effect.

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Lee (2005) present a delay analysis method considering lost productivity. Unclear differentiation between delay and disruption as well as between their claims may really challenge its applicability. Kim (2005) proposes a method using delay section, which addresses the two limitations of available methods, namely ambiguity in the analysis of concurrent delays and inadequate consideration of time-shortened activities. This method requires much effort and time in project records, updates, and analyses. Mbabazi (2005) employed a Venn diagram to eliminate such drawbacks of the but-for method as its narrow focus on the viewpoint of a single party and its inability to accurately consider concurrent delays. However, when applied to their case study the modified method results in so-called hidden concurrent delays, whereas no concurrency apparently exists in their as-built schedule, thus producing a questionable result. K.C.Iyer and K.N.Jha (2006) investigated over 40% of Indian construction projects are facing time overrun ranging from 1 to 252 months; the reasons for which are being studied by researchers to suggest possible remedial measures. This paper identifies 55 attributes responsible for impacting performance of the projects. These attributes were then presented to Indian construction professionals in the form of a questionnaire. Statistical analysis of responses on the attributes segregated them into distinct sets of success attributes and failure attributes. Factor analysis of sets of success attributes and failure attributes separately grouped them into six critical success factors and seven critical failure factors. In order to understand the extent of contribution these factors have on the outcome of a construction project, a second stage questionnaire survey was also undertaken. The analyses of responses of the second stage questionnaire led us to conclude that two success factors and one failure factor: commitment of project participants; owner's competence; and conflict among project participants contribute significantly in enhancement of current performance level of the project. The extent of their contribution has, however, been observed to vary for a given level of project performance. The analyses results are expected to help project professionals to focus on a few factors and get the optimum

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results rather than giving attention to all the factors and not getting the proportionate results. Kent Crescent, (2006) investigated the Construction delays are disruptive and expensive. This study assesses the causes of delays by focusing on actions and inactions of project participants and external factors. The study analyzed quantitative data from completed building projects to assess the extent of delays, and data obtained from a postal questionnaire survey of construction managers to assess the extent to which 44 identified factors contributed to overall delays on a typical project they have been involved with. The findings showed that the factors could be prioritized. However, Pareto analysis revealed that 88% of the factors (representing 39 highest priority factors) were responsible for 90% of the overall delays. This suggests that there is no discernable difference among the different delay factors and none really stands out as contributing to a large percentage of the problem. A onesample t test further confirmed that most of the factors are important contributors to delays. The results suggest the interdependent nature of construction activities and roles of project participants. The overall ranking of the factors and ranking within each factor category provide useful information for construction industry practitioners, policy makers, and researchers when devising ways of combating delays. The results also indicate areas of construction industry practice that Adhikari, I. et al (2006) proposed a delay is one of the most common problem in construction industry. Many projects experience extensive delays and thereby exceed initial time and cost estimates. When a project completion date is delayed, causing cost increases or other damages, one or more of the parties may seek compensation by submitting a "claim" for these occurrences. The equitable allocation of responsibility for project delays becomes essential to the resolution of many construction disputes and claims. Analysis of schedule delay is carried to find out what happened in the project, when and how did delay event impact schedule and who caused the event. The impact, timing and the contributing effect of each of those causes to the overall delay should assist in helping the parties settle the delay without litigation. For this, there are different methods available for schedule delay analysis and selecting the appropriate one is the concern of all parties. Five commonly used

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schedule delay analysis methods in the construction industry are taken and the appropriate one is being tried to select by using the analytical hierarchy process (AHP). All the data are assumed one and the highest number in the ranking is appropriate method. 2.3 SUMMARY From the recent literatures gone through we can claim that there is a wide scope for delay management systems in our country. A recent development in civil engineering industry has prompted an effective integrated delay management system. Many research methodologies in our literature have effectively used questionnaire survey for their studies. Hence we adopt various recommendations and ideas from our literature to frame a new research proposal.

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CHAPTER 3 METHODOLOGY

3.1 GENERAL When the completion of a project is delayed, how to accurately analyze the impact of a delayed activity on the project is a main problem for construction project managers. Available professional scheduling tools have been widely employed to plan and control construction schedules, but not designated for delay analysis that requires numerous computation scenarios by different views. There is several delay analysis methodologies developed in the past few years. Nearly all methodologies require the as-planned and as-built schedules for delay analysis. The as-planned schedule represents the contractors original plan for completing the work required by the contract documents and approved by the owner; the as-built schedule depicts the actual start and finish dates and sequence of activities as they occurred during the project. The as-planned and as-built schedules were usually represented by different formats, i.e. bar chart or precedence diagram or arrow diagram, and prepared by different software. Although few commercial delay analysis software systems are available now, they can not fit the requirements of different users, different platforms, and different professional scheduling tools employed by users. The analysis process of existed systems seems to be a black box for the users if they try to do further analysis by themselves. There is a need to analyze the system requirement of a construction delay analysis system that is beneficial to develop a transparent system. 3.2 COMPLETED PROJECTS From the detailed literature review carried out, it is seen that construction industry problems in developing economies can be grouped under three headings as given below (a) Problems of shortages or inadequacies in industry infrastructure (mainly supply of resources)

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(b) Problems caused by clients and consultants (c) Problems caused by contractor incompetence/inadequacies The reason for delays in construction projects are numerous and a few major reasons and listed below Contractors improper planning, Contractors poor site management, Inadequate contractor experience, Inadequate clients finance and payments for completed work, Problems with subcontractors, Shortage in material, Labor supply, Equipment availability and failure, Lack of communication between parties, Mistakes during the construction stage.

Delays negatively impact the project and the effects of these delays are: Time overrun, Cost overrun, Disputes, Arbitration, Litigation Total abandonment.

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3.2.1 PLANNING STEPS FOR SAMPLE SURVEY Preparing list of companies Questionnaire design Data collection Data analysis using SPSS Results and discussions Recommendations Summary and conclusion.

3.3 PREPARING LIST OF COMPANIES To a conduct questionnaire survey having a sample size of not less than 30 from more than 50 companies was our objective .Out of which we were able to get the participation of 39 companies providing 55 samples. All the companies that have participated in our project belong to various disciplines in construction industry such as project management consultancy, contractors, design, quantity surveyors and others. 3.4 QUESTIONNAIRE DESIGN Questionnaire is a data collection instrument used to secure desire information through communication with respondents. 3.4.1 ASSUMPTIONS Respondents is able and willing Information obtained is based on respondents verbal or written behavior.

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3.4.2

STEPS IN QUESTIONNAIRE DESIGN Specifying data requirements Determine type of questions to be asked Determine number and sequence of questions Preparing preliminary draft Revising and pre testing questionnaire

3.4.3 SEQUENCING OF QUESTIONS To frame a questionnaire we need a sequence. We cant ask questions in a haphazard manner, so we adopt mentioned type of sequencing. It is the most suited for our type of questionnaire and this following pattern for sequencing is used 1. 2. 3. 4. Personal questions Awareness Spontaneous attitudes Fixed alternative questions

This type of sequencing emphasizes on clear beginning, middle & end parts. It is logical throughout and begins with easy and interesting questions at the beginning and then threatening or embarrassing questions at the middle and personal questions at the end. Questions must be specific and avoiding confusion, fatigue and frustration. 3.4.4 TYPES OF QUESTIONS Direct and indirect Open-end or free answer Closed-ended or fixed alternative questions

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3.4.5 WORDINGS OF QUESTIONS Words meaning must be understood by least sophisticated member of the sample population. Clarity of meaning, avoid leading and loading questions and need to be specific are the key aspects to be looked after in wording of questions. 3.4.6 MODEL QUESTIONNAIRE A questionnaire was prepared using all the basic principles of questionnaire design and structured undisguised type is adopted with quita-mentional sequencing. The questionnaire that was finalized after pre-testing and revisions is given under this passage. Table 3.1-3.2 shows various queries placed before our respondents.

3.5 ONGOING PROJECTS 3.5.1 TDIA OVERVIEW This recommended practice focuses on the basic elements necessary to perform a Time Delay Impact Analysis (TDIA.) Necessary considerations and optional analysis practices are described. The TDIA is a forward-looking, prospective schedule analysis technique that adds a modeled delay to an accepted contract schedule to determine the possible impact of that delay to project completion. This practice is not recommended for a retrospective (hindsight or forensic) view taken after a significant passage of time since the delay event. This TDIA practice concerns itself with time aspects, not cost aspects of projects. The time impact must be quantified prior to determining any cost implications. No practical advantage is obtained by including cost factors into a time impact analysis. Linking time and cost into one analysis implies that time impacts are a function of costs, which for the purposes of a prospective TDIA is not true. Separating time analysis from cost

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analysis makes TDIA inherently easier to accomplish and accept contractually; eliminating the cost driven considerations from both creator and approver of the TDIA. This may be performed to evaluate the potential or most likely results of an unplanned event. This event may be either schedule acceleration or a delay. For simplicity and clarity, we will refer to this event as a delay (i.e., acceleration can be considered as a negative delay). Unplanned delays on a construction project are often regrettable but unavoidable. If the party responsible for executing the contract (Contractor) has been delayed by the effects of a change in the work or an event that was beyond his or her ability to reasonably foresee and plan for in the bidding process, then the entity responsible for overseeing the contract (Owner) may be obligated to adjust the contract, depending upon the terms of the contract. 3.6 METHODOLOGY FOR ONGOING PROJECT USING TDIA Step 1. Determine the baseline (as-planned) schedule for the analysis. Step 2.Establish the reasonableness of the baseline activity durations and logic, and revise as required. This results in a revised baseline. Step 3. Determine the source and reliability of as-built data. Step 4. Select the first Time Impact Analysis (TIA) date and determine the progress of all activities, to that date. Step 5.Note any delaying events which occurrs during the analysis period (late progress). Step 6. Update the revised baseline for progress during the analysis period (progress override). Step 7. Identify and insert new activities as necessary. Step 8. Revise remaining durations using Contractors projected schedule. Step 9. Note change in project completion date. Step10. Determine cause and responsibility (owner, Contractor, etc.) for the change in project completion date (technical review of activity).

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Step11. Inspect the network for controlling delays and note. Step12. Repeat steps 4-11 for each analysis. Step13. Develop successive Time Impact Analysis (TIA) around critical activity delays and controlling delays until the analysis reaches project completion, using as-built data. Step14. Summarize the results of the analysis using simplified summary graphics. Step15. Run comparative schedule analysis to ascertain all changes to the successive Time Impact Analysis (TIA) schedules and summarize. Step16. Identify and highlight on the summary graphics, the controlling and critical delays. 3.6.1 RELEVANCE OF TDIA IN SPECIFIC AREA Frozen work plan If the Contractor has not been given remediation direction and is not able to redeploy his work force in order to remain in readiness for resumption of work, then the work plan is said to be frozen and the assumptions inherent in a TDIA remain valid. Forward looking delays expected to occur or occurring at the present time are better subjects for a TDIA than those that are already finished. Using actual durations in place of estimates then suggests the need for a review of operational efficiency of the actual work and the removal of any of the time also spent on contract work during the delay period. In addition, the tendency for parties to wait and observe the actual durations is in conflict with the primary purpose of timely resolution in TDIAs. Short duration of delay In general, TDIAs are intended to model delays of less than one reporting period. If longer periods are considered, then an additional step must be considered. This optional step is needed to address the legal requirement and natural tendency of the Contractor to mitigate any delays where the mitigation does not involve additional costs. Mitigation effects become more pronounced as time progresses after a delay has occurred.

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3.6.2 SPECIFIC AREAS WHERE RELEVANCE OF TDIA IS LESS The longer the time period between the date that the schedule update reflected the status of the project and the date of the start of the delay event, the more conditions will have changed between the planned forecast schedule and the actual work schedule before the time of the delay. The schedule update used to model the delay must reasonably reflect the work plan in effect at the time of the delay. The less linear nature of the work plan Work plans based upon resource considerations are more easily adjusted without detriment to the project completion or planned expenses than those based upon physical constraints. Resources may possibly be redeployed to areas not affected by the delay. Work plans involving physical process steps dependent upon earlier work being completed (serial in nature) will likely be harder to mitigate. If more mitigation was accomplished during the delay it can have the opposite effect of that of a frozen work plan. The more work that was performed outof-sequence, the more construction restrictions waived, the more effort that is performed by either the Owner or Contractor on behalf of reducing the effects of a delay upon project completion, the less effective a TDIA will be in modeling the effects of a delay. The various processes involved in a typical Time Delay Impact Analysis is shown in Figure 3.1

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FIGURE 3.1 RECOMMENDED TDIA PROCEDURE

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CHAPTER 4 DATA COLLECTION AND DATA ANALYSIS 4.1 COMPLETED PROJECTS It is a process of collecting information using a data collection instrument which in our case happens to be questionnaire. In general there are two types of data that can be collected, Primary data & Secondary data. 4.1.1 PRIMARY DATA When a problem generated at hand is investigated by the researcher employing observations, surveys and experiments. The data thus collected is said to be a primary data. 4.1.2 SECONDARY DATA Researches that make use of this secondary data are called as desk research. It includes those data which are collected for some earlier research work and are applicable in the study that the researcher has presently under taken. In our research we have to collect primary data hence we will discuss in detail the types of primary data collected: Demographic and Socio-economic characteristics Attitudes Opinions Awareness Knowledge Intentions

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Motivation Behavior The questionnaire finalized after pre-testing and revision is to be presented to various respondents from prepared list of companies. The various methods to collect data in our case are: Personal interview Telephone survey Mail survey

We have adopted personal interview as the first prioritized method and have collected datas from already listed companies as per schedule. All the participants were engaged in face to face interviews and most of their feed backs and suggestions have been collected with sincere efforts. 4.2 ONGOING PROJECTS It is important to establish what the status of the projects completion was before the acceleration begins. This determination allows the parties to quantify exactly how much acceleration is being forecasted in the revised schedule. The accelerated schedule also needs to realistically forecast and quantify what additional efforts the contractor and its subcontractors will perform. Exponents Construction Consulting staff assists its clients in preparing and analyzing project schedules involving either directed or constructive acceleration issues. The project schedule was shown below from the site NIVERA BY COMPASS GROUPS. The Project was implemented At Tambaram.

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FIG 4.1 SCHEDULE DIAGRAM FOR PHASE 1 CONSTRUCTION

FIG 4.2 SHEDULE DIAGRAM FOR PHASE 1- STAGE 2

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4.3 DATA ANALYSIS 4.3.1 COMPLETED PROJECTS It is a process of placing data in an ordered form combining them with the existing information & extracting meaning from them. Interpretation is relating various new information to existing information. Analysis of data gives inferences of association or differences between various variables that is present in the research. Based on this analysis only we get conclusion, summary & recommendations the data were analyzed by using the computer software; Statistical Package for Social Science (SPSS 11.0) SPSS - Statistical Package for Social Studies is software that is being widely used by social scientists for evaluating various surveys. This being a very time saving and less tedious tool we have used it in our project. We will see certain features of it used in our project followed by its output. 4.3.2 USING THE SPSS DATA EDITOR You can manually enter data directly into SPSS by using the SPSS Data Editor. In the example below, we enter four pieces of information (name, birthday, height, gender) for each of four subjects. To open the Data Editor window, start up the SPSS program and cancel the opening screen, which asks you what file to open. 4.3.3 OTHER FILE TYPES For spreadsheet files, we have to choose the appropriate file type (Excel, dBase, Lotus). Excel files must be version 5 or later. If your spreadsheet has a single row of column names in the first row, SPSS will make these your variable names. Versions prior to SPSS 12 only accept variable names up to 8 characters, consisting of letters and numbers. Starting with version 12, SPSS accepts longer names provided they do not include blanks and other special characters. Variable names that do not meet SPSS standards are replaced by names of the form V001, V002, etc.

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4.3.4 VARIABLE PROPERTIES Variable definitions are more meaningful if you assign labels to better describe the variable and how it's coded. If certain codes indicate missing data, you must specify this to SPSS, otherwise all non-blank data values are used for computations. You also need to make sure SPSS has assigned each variable the correct type and Measurement Level (Nominal, Ordinal or Scale). Variable Labels and Value Labels are never required, but they make the output easier to understand. From the Data menu, select Define Variable Properties. Select all variables and move them to Variables to scan box. Click Continue. Click on a variable in the Scanned Variable List. Enter a Variable Label (optional), Value labels (if appropriate), mark its Missing values, and make sure the Measurement Level is correct. You can also set the number of decimal places to be displayed. Click on each variable in turn and fill in its properties. When you've finished them all, click OK. Here is the completed dialog for variable smoke. The icons next to each variable in the Scanned Variable list indicate its measurement level a ruler for Scale, three bubbles for Nominal, and 3 bars for Ordinal. Observe in the picture above that height and activity need their measurement level adjusted. After completing the Variable Properties dialog, click the Variable View tab in the Data Editor. The properties you entered for each variable should be reflected here. Variable properties can also be changed directly in the Variable View window.

4.3.5 COMPUTE Use Compute to create a new variable by calculating it from existing variables. For example, lets compute the difference in pulse rates between the first and second measurements for each student. We will call the new variable, diff. In the Data Editor window: Descriptive Statistics is that after you have defined your data to SPSS you are ready to begin data analysis. We will only discuss the most common descriptive procedures. Frequencies - Tabulates the number of cases with each value of a

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variable. This is suitable for variables that have only a few possible values (categories). Cross tabulations tabulates the number of cases within each combination of two or more categorical variables. To go to any part of the output, just click its entry in the Output Viewers Table of Contents. Your selection is highlighted in the Table of Contents, and the beginning of the selection is displayed in the main section of the viewer. Graphs used are Scatter plots that show the relationship between two variables. 4.3.6 PRINTING OUTPUT File/Print prints only what is visible in the output window. If youve turned off some part of the output (by clicking - in the Viewer), that part will not be printed. You can select a portion of the output to print by clicking on its icon; use ctrl-click to select several non-contiguous parts of the output. In the Print pop-up box, click Selection. The approaches used under SPSS are as follows: Descriptive Analysis Frequency Analysis

Although these techniques seem simple, the writer feels its adaptation is appropriate with the datas and the objectives itself. These techniques signify the result of the analysis with much clarity and it is also easier for the reader to grasp the writers message. In other words, these techniques are not all complicated and can be easily understood by all. The main purpose in choosing the SPSS analysis techniques is to provide clear and non-technical formats for common statistical procedures. It is also, because it is widely available and covers a broad spectrum of statistical procedures. 4.3.7 DESCRIPTIVE ANALYSIS This is the SPSS procedure that computes descriptive statistics. These statistics are used to summarize a set of scores in a convenient form and typically are

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the first calculations performed on a distribution of scores. With the descriptive procedure, any or all of the following statistics can be calculated such as mean, variance, standard deviation, and sum of scores, minimum and maximum scores, range, standard error, skewness and kurtosis. 4.3.8 FREQUENCY ANALYSIS Frequency distribution is a mathematical distribution which the objective is to obtain a count of the number of responses associated with different values of one variable and to express these counts in percentages terms. It also helps to determine the extent of item non-response and indicates the shape of the empirical distribution of the variable such as a histogram, or a vertical bar chart in which the values of the variable are portrayed along the x-axis and the absolute or relative frequencies of the values are placed along y-axis. The frequencies procedure is used to find and graph the number of cases falling into different response categories for discontinuous variables. In addition, the procedure allows one to obtain the appropriate descriptive statistics, for example mean, median, mode and standard deviation which are associated with the variables. Organizing & summarizing data in the form of Percentages Averages Dispersion

4.4 ONGOING PROJECTS The ongoing project data was analyzed by using time impact delay analysis. The following assumptions and steps which include in TDIA for data analysis

29

4.4.1 AS-PLANNED SCHEDULE Contract Dates (Milestones) Logical Relationships (Work Sequence) Reasonable Durations

4.4.2 AS-BUILT SCHEDULE Actual activity start dates Actual activity completion dates Change Orders inserted

30

CHAPTER 5 RESULTS ANALYSIS 5.1 GENERAL A detailed study was conducted among engineers and managers from 55 companies with a sample size of 55.Data analysis have been carried out with the help of professionals in the department of analysis and a short briefing of the software used and detailed results are furnished. Following are detailed results of various statistical tests done using SPSS. Each and every result has been punctuated with tables, Figs, and graphs and other representations. 5.2 AGE GROUP Various age groups at random have participated in our project. A systematic segregation has been done and results are given as people participated are up to an age of 25yrs, between 25-35yrs & more than 35yrs are given as 48.6%, 33.8%, 17.6%, respectively and Fig 4.1 shows the participation of various age groups.

Age Grouped
40

30

Frequency

48.65%
20
36

33.78%
25

10

17.57%
13

0 Upto 25 26 - 35 > 35

Age Grouped

31

FIG 5.1 AGE GROUPED 5.3 EDUCATIONAL QUALIFICATION A basic degree or diploma in civil engineering was kept as the basic qualification to participate in our project but still variety of people with varied qualification participated. Results have been presented as UG/diploma & PG/PG diploma as 51.4% & 48.6% respectively. Fig 5.2 shows grouping of different educational qualification of our respondents.

Educational qualification
UG/ Diploma PG/PG Diploma

48.65%

51.35%

36

38

FIG 5.2

EDUCATIONAL QUALIFICATION GROUPED 5.4 WORK EXPERIENCE Many professionals at a range from fresh engineers to vastly experienced ones have participated in our project. To be specific we have presented our results as people having an experience of 2yrs, 2-5yrs, & greater than 5yrs.Corresponding results are 27%, 32.4% & 40.5% respectively. Fig 5.3 shows the work experience being grouped
Work Experience Grouped

Up to 2 years 2 - 5 years > 5 years

32

27.03%

32.43%

FIG 5.3 WORK EXPERIENCE GROUPED 5.5 DESIGNATION As we have specified in our sampling plan our sampling unit are engineers and managers, we have broadly compiled all the participants under the headings engineers and managers. The results are given as percentage of participation as 64.9% for engineers and 35.1% for managers. Fig 5.4 shows the grouping of designation of respondents.
Designation

50

Frequency

40

30

64.86%

20

35.14%

10

Engineers
Designation

Managers

FIG 5.4 DESIGNATION GROUPED 5.6 GOVERNMENT VS PRIVATE PROJECTS A distinction was made between the projects that have participated as government and private and the results are given as 14.9% & 85.1% respectively. Fig 5.5 shows the difference between government and private projects based on the name of concern.

33

Name of concern

Goverment site
11

Private site

14.86%

63

85.14%

FIG 5.5 NAME OF CONCERN GROUPED 5.7 RESULTS OF QUESTIONNAIRE The following are the detailed results of different questionnaire headings that we have submitted to various participants. 5.7.1 CHANGE ORDER AWARENESS A set of questions were given to participations under the heading introduction to change order system. It was fond that 70.5% participant are accepted that delay occur due to change order construction phase system. Remaining 29.5% participant are not accepted change order phase. Further detailed results are given in the table 5.1 TABLE 5.1 CHANGE ORDER PHASE Frequency NO YES TOTAL 16 39 55 Percent 29.5 70.5 100.0

34

5.7.2 FACTORS AFFECT THE CONSTRUCTION PHASE From the questions raised under this section we can conclude that the factors which affect the construction projects in the form of percentage. For each factor they showed survey . TABLE 5.2 SHOWS THE FACTORS AFFECT THE CONSTRUCTION PHASE

Strongly disagree N % Change in design by consultant Value engineering Errors and omissions in design The scope of work for the contractor is not well defined The lack of coordination between contractor and consultant Lack of professional experience and judgments of contractor Lack of specialist construction manager Effect of material changes during construction phase 5.7.3 VARIOUS FACTORS THAT CAUSES DELAY 4 3 5.5% 10 18.2% 3 5.5% 10 18.2% 23 41.8% 4 3 5.5% 10 18.2% Dis Agree N % Neutral N % 5 9.1% Agree N % 4

Strongly agree N % 65.5% 14.5% 40.0%

7.3% 36 8

9 16.4% 38 69.1%

16 29.1% 17 30.9% 22

7 12.7% 21 38.2%

8 14.5% 16

29.1%

7.3% 14 25.5% 15 27.3% 22

40.0%

7 12.7% 12

21.8%

9 16.4% 15 27.3% 18

32.7%

7.3% 22 40.0% 16 29.1% 13

23.6%

35

Under this section we gave certain factors as the causes for incidents in the site due to poor management of available systems. Poor logistics planning was found to be the highest rated factor. Table 5.3 Lists the Various Responses on Each Cause of Incidents.

TABLE 5.3 RESPONSES ON EACH CAUSE OF INCIDENTS Sometime Never N % Effect of incomplete and inadequate plans and specification Obstinate nature of participants Lack of stipulated data Lack of human resources in construction site Lack of insufficient working drawing details Lack of mutual rapport between client and contractor Involvement of contractor team during execution phase Do you think change order affects construction progress 8 5 9.3% 4 4 7.3% 7 3 5.5% 1 1.8% 22 2 3.8% 11 7 s N % 12.7 % 12.7 % Seldom N % 12 21.8 % 21.8 % 38.2 % 20.8 % 40.0 % 23.6 % 48.1 % 20.0 % Often N % 4 Very often N % 58.2 % 25.5 % 25.5 % 32.1 % 14.5 % 41.8 % 24.1 % 54.5 %

7.3% 32 36.4 % 25.5 % 43.4 % 38.2 % 14.5 % 11.1 % 10.9 %

2 6

3.6% 10.9 %

12 21

20 14

14 14

23

17

21

12.7 %

13

23

7.4% 26

13

14.5 %

11

30

36

Construction errors incurred Procurement delays during construction Unforeseen problems at site 5.7.4 CPM USAGE

6 2 3

10.9 % 3.6% 5.6%

10 3 4

18.2 %

10

18.2 % 38.2 % 53.7 %

17 13 10

30.9 % 23.6 % 18.5 %

12 16 8

21.8 % 29.1 % 14.8 %

5.5% 21 7.4% 29

Under this section we gave certain questions regarding CPM usage and software usages and benefits by implementing our management system. The most beneficial software which was using in the construction projects was Ms-Project and Primavera. Fig 5.6 and 5.7 Shows the Level of Acceptance by Respondents on the CPM usage and Softwares.
Do you use the critical path method Yes No
40

Software the company uses for scheduling

50

18.18%
30

78.18%

Frequency
20

81.82%
10

5.45%
0

16.36% Others

Microsoft project

Sure trak

FIG 5.6 AND 5.7 USAGE CRITICAL PATH METHOD AND SOFTWARES 5.7.5 POSSIBILITIES Under this section we gave certain implementation elements and asked our participant whether and how much they are possible to implement. Scheduling focus was found to be most possible factor among all others. Fig 5.8 and 5.9 Gives Range of Possibilities to Implement our Proposed Elements.

37

Are any delays caused due to CPM scheduling

Software the company uses for scheduling

50

50

40

40

30

78.18%

30

74.55%

20

20

10

10

25.45%

21.82%
0 Microsoft project Others
0 Yes No

Software the company uses for scheduling

Are any delays caused due to CPM scheduling

FIG 5.8 AND 5.9 POSSIBILITIES TO IMPLEMENT OUR PROPOSED ELEMENTS Open ended question asked to participants for the delay which caused in the construction projects. For those elements responses was found to the most difficult elements to be implemented. Table 5.4 shows responses from participants. TABLE 5.4 RESPONSES RESULTS OF OPEN ENDED QUESTIONS Delays factors Aware of human resource in construction Can able to give tracking suggestion Lack of communication of clear view about project Well co-ordination between client and contractor Total Frequency 48 1 2 2 Percent 87.3 1.8 3.6 3.6

2 55

3.6 100.0

38

5.7.6 DIFFICULTIES Under this section we gave certain implementation elements and asked our participant whether and how much they are lack in coordination between project management teams and contractors in the construction phase. Fig 5.10 Gives Range Of Difficulties to Implement Our Proposed Elements
Do you lack of coordination between contractor and project management team affects construction progress
50

40

85.45%
30

20

Frequency
10

14.55%
0 Yes No

Do you lack of coordination between contractor and project management team affects construction progress

FIG 5.10 DIFFICULTIES TO IMPLEMENT OUR PROPOSED ELEMENTS 5.7.7 EMPLOYEE PARTICIPATION Under this section we gave certain factors as the expected employee participation for our proposed system. Among the responses we found decision making as the key area in which our participants wanted the participation of their employees the most. Table 5.5 Shows Results of Responses on Employee Participation for promoting client contractor interface

39

TABLE 5.5 RESPONSES ON EMPLOYEE PARTICIPATION FOR PROMOTING CLIENT CONTRACTOR INTERFACE

Frequency 44 By regular conducting of meeting properly with client and contractors Conducting meeting within engineers Offering increments and arranging get together Timely completing the project To appoint planning engineer in construction project Weekly once contract to client and fulfilled the client satisfaction Total 2 55 1

Percent 80.0 1.8

2 2 3

3.6 3.6 5.5

1.8

3.6 100.0

5.7.8 CONSTRUCTION ERRORS IN CONSTRUCTION PROJECT Under this section a question asked to know what the participant feels about the scope of the errors in projects. Fig 5.11 lists the responses for the following question having gone through our questionnaire.

40

Does construction errors at job site delay your project progress

50

40

80.0%
30

Frequency
20

10

20.0%
0 Yes No

Does construction errors at job site delay your project progress

FIG 5.11 CONSTRUCTION ERRORS AT JOB SITE DELAY Open ended question asked to participants for the delay which caused in the construction projects. For those elements responses was found to the most difficult elements to be implemented. Table 5.6 shows responses from participants. TABLE 5.6 CONSTRUCTION ERRORS WHICH AFFECT YOUR PROJECT PROGRESS

Construction errors In experienced labour Insufficient regular climate condition client problem physical condition labour personal problem Labour delay design delay lack of supervisors Mainly affect lack of well experience labours and planning Total

Freque 50 2 1 1 1 55

Percent 90.9 3.6 1.8 1.8 1.8 100.0

41

When the set of questions are based on implementation of factors which affect the construction projects. The responses for the following question having gone through our questionnaire, opinion based only through the ranking precedence. TABLE 5.7 EFFECTS IN CONSTRUCTION PROJECTS Effects in construction projects Construction delays Decrease in productivity Increase in project cost Decrease in quality of work Dispute between owner and contractor . 1.00 2.00 3.00 4.00 5.00 N % N % N % N % N % 40.0 30.9 14.5 10.9 22 17 8 6 2 3.6% % % % % 30.9 23.6 32.7 12.7 17 13 18 7 % % % % 14.5 20.0 43.6 20.0 8 11 24 1 1.8% 11 % % % % 10.9 40.0 40.0 2 3.6% 6 3 5.5% 22 22 % % % 10.9 14.5 34.5 36.4 6 8 2 3.6% 19 20 % % % %

5.8 OTHER RESULTS The results of various hypotheses constructed and various associations and differences between available variables are given below in detail. Table 5.8 gives the Descriptive Statistics TABLE 5.8 DESCRIPTIVE STATISTICS Minimu N m Maximu m Mean Std. Deviation

42

Effect Score Causes score Construction delays Decrease in productivity Increase in project cost Decrease in quality of work Dispute between owner and contractor Valid N (list wise)

55 52 55 55 55 55

46.67 38.18 1.00 1.00 1.00 1.00

84.44 67.1111 92.73 74.1958 5.00 4.00 5.00 5.00 2.0727 2.2727 2.9273 4.0182

9.17642 14.59456 1.15237 1.04447 1.27446 1.11373

55 52

1.00

5.00

3.7091

1.38340

Six variables generated by adding the responses to those questions and finding the percentage values for the same. Change order phase based on Q 1 (Value = 1 if answer = Yes and 0 if No) Factors affect the construction phase Q 2 to 9 (1=Strongly Agree and 5= Strongly Disagree) Causes of delays in construction phase Q 10 to 20 (1 = very often and 5 = never) Possibilities Q 21 to 23 (1 = yes t, 0 = no ) Difficulties Q24 to 29 (1 = yes, 0 = no ) Participation Q30 (1-highest preference 2, 3, 4-next preferences and 5-lowest preference) 5.8.1 RESULTS OF CORRELATION All the six variables that we have chosen for our research has been tested for association between them using correlation analysis and the results are furnished below where the table shows that there exists a significant correlation among the variables chosen. Table 4.17 lists the numerical details of correlation analysis. TABLE 5.9 CORRELATION ANALYSIS

43

Dispute betwee Decreas Constru ction delays Constru ction delays Pearson Correlat ion Sig. (255 -.048 .730 55 1 -.048 -.122 -.593(**) -.207 -.209 -.096 e in producti vity Increse in project cost Decreas n owner e in quality of work and contract or Effect Score Causes score

tailed) N Decreas Pearson e in Correlat producti ion Increse in project cost Sig. (2tailed) N Decreas Pearson e in quality of work Sig. (2tailed) N Pearson Correlat Correlat ion N Pearson Correlat ion

.730 55 1

.373 55 .001 .993 55

.000 55

.129 55

.125 55 .034 .803 55

.501 52 -.101 .475 52

-.307(*) -.470(**) .023 55 .000 55

55

-.122

.001

-.234 -.632(**)

.003

-.063

.373 55

.993 55 55

.086 55

.000 55

.984 55

.656 52

-.593(**)

-.307(*)

-.234

.136

.152

.187

.000

.023

.086 55 .136

.323 55 1

.267 55 .023

.185 52 .062

Dispute betwee

55 55 55 -.207 -.470(**) -.632(**)

n owner ion

44

and contract or Sig. (2tailed) N Pearson Correlat ion Sig. (2tailed) N Causes score Pearson Correlat ion Sig. (2tailed) N -.096 -.101 -.063 .187 .062 .640(**) 1 .129 55 -.209 .000 55 .034 .000 55 .003 .323 55 .152 55 .023 .866 55 1 .663 52 .640(**)

Effect Score

.125 55

.803 55

.984 55

.267 55

.866 55 55

.000 52

.501 52

.475 52

.656 52

.185 52

.663 52

.000 52 52

* Correlation is significant at the 0.05 level (2-tailed). ** Correlation is significant at the 0.01 level (2-tailed). 5.9 SUMMARY This chapter gives complete details of the results of our data analysis using software packages. We can come to conclusion from studying the results that we have successfully fulfilled our objectives for completed projects. 5.10 ONGOING PROJECTS

45

Constraints not required by contract must not be included in the analysis. Any constraint that is required by contract must be the least restrictive one that still describes the contractual requirement. list of constraints from least restrictive to most restrictive is as follows, Zero free float Zero total float Start No Later than Finish No Later Than Start No Earlier Than Finish No Earlier Than Start On Must Finish Must Start

5.10.1 RESCHEDULE DIAGRAMS FOR THE CONSTRUCTION PROJECT The set of diagram shows the reschedule diagram of construction project was undergone at tambaram. The figure 5.12 shows the baseline update of scheduled diagram. The fig 5.13 shows the reschedule diagram for the construction project. Fig 5.14 shows the change order diagram for the construction project

46

FIG 5.12 SHOWS BASELINE DIAGRAM

47

FIG 5.13 SHOWS RESCHEDULED DIAGRAM

FIG 5.14 SHOWS THE CHANGE ORDER SCHEDULED DIAGRAM CHAPTER 6 CONCLUSION 6.1 COMPLETED PROJECTS Based on the survey results, the following conclusions were drawn It was fond that 69.01% participant are aware of change order construction phases system and remaining 30.91% are not taken a big issue about change order system

48

We can conclude that the companies Participated in our survey are 45.5% managerial and 55.5% are technical.

Poor planning of consultants due to that delay in drawings was found to be the highest rated cause for incidents in site due to poor management.

40% responses agreed due to value engineering some what it affects the construction phase.

The scopes of the contractor are not well defined due to lacking of client side. Responses are neutral condition when the material changes and lack professional contractors in construction phase.

Most beneficial factor thats because delay was found to be providing change order in construction phase and inadequate plan and specification.

The main factor that cause delay lack of human resources like labours, supervisor technical engineers etc

One major issue was found in construction phase was unforeseen delays. Most of the construction company they are aware of MS Project, 81.82% are using MS-Project.

Among the responses we found that lack of human resources also not a constraint. They are much aware of coordination between contractor and client was not in good relationship.

49

The lack of communication with in contractor also major focus between the managerial side in constructing phase

Customer focus was found to be most possible factor among all others that can be implemented without problems.

Emergency preparedness and response was found to be the most difficult element to be implemented.

Among the responses we found decision making as the key area in which our participants wanted the participation of their employees the most. Responses between client contractors interface listed below:

phase.

By regular conducting of meeting properly with client and contractors Conducting meeting within engineers Offering increments and arranging get together Weekly once contract to client and fulfilled the client satisfaction To appoint planning engineer in construction project A construction error was main factor which was considered in the construction Delay concepts was a major concept /factor that all the participant rated below list: Construction delay was major factor almost 79% Decrease in productivity was placed in second place. Increase in cost also major issue it affects the construction project responses selected. Decrease in quality was not a major factor in construction project

50

Cost is found to be the major factor that all the participants have indicated as the factor that may present restrain the user from adopting our system.

We conclude strongly that existing parallel management system will not be adequate to handle upcoming large and complex projects.

6.2 COMPLETED PROJECT After completing the scheduled drawings delay which was found in the construction project was due to contractor up to 60 delays. Previously contractor found that 35 days delayed due to contractor and 25 due to consultant. After our study conducted analysis with the help of as planned schedule and as built schedule. The study concluded that delay mainly caused due to contractors improper planning, lack of planning engineer, insufficient technical supervisions. Rescheduled drawings were submitted to the consultant. According to replanned drawings they are progress the work. Major impact in time impact delay analysis we can able get a delay occurrence and responsibilities of delay occurred. APPENDIX QUESTIONNAIRE FORM OBJECTIVE OF MY RESEARCH WORK The prime objectives of this proposed work includes the following Quantifying delays in construction projects. Apportioning of delay due to various influencing factors. INSTRUCTIONS TO FILL QUESTIONNAIRE

51

Mostly the questions contained in this questionnaire will

comprise causes of delays at the construction stage which I have identified. You are requested to evaluate those causes based on severity on five point scaling system for closed ended questions which are all provided with options. Some of the questions are presented as open ended

questions in which questions will be in form of fill in the blank.

SECTION A Name: Address: _________________________________ _________________________________ Pin: _____________ Functional area: ___________________________ Role: ____________________________________ Industry:__________________________________ Organization / Company: ____________________ Email: Phone:

SECTION B Some of the causes of delays at the construction stage are formed as questions for your response to evaluate their effects and severity. Q 1) Does Change order affect the constructions phase? a. Yes b. No

Q 2 to 9) If yes rank the factors that affect the construction phase Strongly Agree Neutral Disagree Agree Strongly disagree

Q.No

Factors

52

2 3 4

Change in design by consultant Value engineering Errors and omissions in design The scope of work for the contractor is not well defined The lack of coordination between contractor and consultant Lack of professional experience and judgments of contractor Lack of specialist construction Manager Effect of material changes during construction phase

53

Q 10 to 20) To find out the degree of influence of the various factors that cause delay in the construction projects Q.No Factors Effect of incomplete and inadequate plans and specification Obstinate nature of participants Lack of stipulated data Lack of human resources in construction site Lack of insufficient working drawing details Lack of mutual rapport between client and contractor Involvement of contractor team during execution phase Do you think change order affects construction progress Construction errors incurred Procurement delays during construction phase Very Often Often Sometimes Seldom Never

10

11 12 13 14

15

16

17

18

19

20

Unforeseen problems at site

Q 21) Do you use the critical path method?

54

a. Yes

b. No

Q 22) Software the company uses for scheduling? a. Primavera project planner b. Microsoft project c. Sure trak d. Others _____________________ Q 23) Are any delays caused due to CPM scheduling? a. Yes b. No Q 24) If yes, mention suitable methods to avoid delays in future projects ________________________________________________________________ ________________________________________________________________ Q 25) Do you lack of coordination between contractor and project management team affects construction progress? a. Yes b. No Q 26) If yes, mention suitable technique to improve coordination between construction team a. Web based project management b. Implementation of project centre c. Other _____________________ Q 27) Your view on project construction management team in promoting client contractor interface ________________________________________________________________ ________________________________________________________________ Q 28) Does construction errors at job site delay your project progress a. Yes b. No Q 29) If yes please specify type of construction errors which affects your project progress ________________________________________________________________ ________________________________________________________________

55

Rank the following according to your preference from 1-5 with (1-highest preference 2, 3, 4-next preferences and 5-lowest preference)

Q 30) What are the effects of lack in construction progress? Construction delays Decrease in productivity Increase in project cost Decrease in quality of work Dispute between owner and contractor [ ] [ ] [ ] [ ] [ ]

56

LIST OF REFERENCES 1. Alkass, S., Mazerolle, M. and Harris, F. (1996). Construction delay analysis techniques. Construction Management and Economics,14, 375-394. 2. Bowers, J. A. (1995). Criticality in resource-constrained networks. Journal of the Operational Research Society, 46(1), 8091. 3. Craig Wright-RBC (2008) Expected delays of large construction projects to restrain nova scotias growth rate, . TORONTO, 4. Daniel W. M. Chan and Mohan M. Kumaraswamy (1995) A study of the factors affecting construction durations in Hong Kong a Department of Civil and Structural Engineering, The University of Hong Kong, Hong Kong Published in: Construction Management and Economics, Volume 13, Issue 4 July 1995 , pages 319 - 333 . 5. Dr., Kent Crescent (2006) Construction Delays and Their Causative Factors in Nigeria J. Constr. Engrg. and Mgmt. Volume 132, Issue 7, pp. 667-677 (July 2006) 6. Finke, M. R. (1999). Window analyses of compensable delays. Journal of Construction Engineering and Management, ASCE, 125(2), 96-100. 7. Fondahl, J. W. (1991). The development of the construction engineer: past progress and future problems. Journal of Construction Engineering and Management, ASCE, 117(3), 380392. 8. Hegazy, T. and Zhang, K. (2005). Daily windows delay analysis. Journal of Construction Engineering and Management, 131(5), 505512. 9. K.C.Iyer and K.N.Jha(2006) Critical Factors Affecting Schedule Performance: Evidence from Indian Construction Projects J. Constr. Engrg. and Mgmt. (august 2006) . Karla Knight and Aminah Robinson Fayek(1998) A preliminary study of the factors affecting the cost escalation of construction projects.

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10. Kartam, S. (1999). Generic methodology for analyzing delay claims. Journal of Construction Engineering and Management, ASCE, 125(6), 409-419. 11. Kim, K. and de la Garza, J. M. (2003). Phantom float. Journal of Construction Engineering and Management, ASCE, 129(5), 507-517. 12. Kim, Y., Kim, K., and Shin, D. (2005). Delay analysis method using delay section. Journal of Construction Engineering and Management, ASCE, 131(11), 1155-1164. 13. Kraiem, Z. M. and Diekmann, J. E. (1987). Concurrent delays in construction projects. Journal of Construction Engineering and Management, ASCE, 113(4), 591-602. 14. Lee, H. S., Ryu, H. G., Yu, J. H., and Kim, J. J. (2005). Method for calculating schedule delay considering lost productivity. Journal of Construction Engineering and Management, ASCE, 131(11), 1147-1154. 15. Mbabazi, A., Hegazy, T., and Saccomanno, method for delay analysis. Management, ASCE, 131(10), 1142-1144. 16. Murali Sambasivan, and Yau Wen Soon(2005) Causes and effects of delays in Malaysian construction industry . 17. P. Fazio ; O. Moselhi ; P. Th berge; S. Revay (1988) Design impact of construction fast-track Construction Management and Economics, Volume 6, Issue 3 Autumn 1988 , pages 195 - 208 . 18. Stephen O Ogunlana, Krit Promkuntong and Vithool Jearkjirm(2004) Construction delays in a fast-growing economy: Comparing Thailand with other economies School of Civil Engineering, Asian Institute of Technology, 19. Tavakoli and Alhaj, S.R.(1988) Scheduling and control processors, J.Mgmt in Engg.ASCE 4(4) pp.368-373 20. Timothy Calvey(2003) Builders Exchange Magazine F. (2005). Modified but-for Journal of Construction Engineering and