A Study on a Major Construction Management Challenges in Delivering Quality Construction Projects of India

Student’s full name: Dhruvang Panchal "A study on a major construction management challenges in delivering quality construction projects of India” Chapter 1: Introduction 11 1.1 Topic Overview: 11 1.2 Research Motivation: 12 1.3 Significance of the study: 12 1.4 Research Questions is given below: 13 15.

Running head: CONSTRUCTION CHALLENGES IN DELIVERING QUALITY PROJECTS
“A study on a major construction management challenges in
delivering quality construction projects of India"
Prepared By
Dhruvang Panchal
Student Id: 201700595
Asia Pacific International College

CONSTRUCTION CHALLENGES IN DELIVERING QUALITY PROJECTS
SBM 1300
Supervisor: Dr Mohammad Mojtahedi
ASIA PACIFIC INTERNATIONAL COLLEGE
ASSIGNMENT 1 COVER SHEET
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Student
name: Dhruvang Panchal
Student ID
number: 201700595
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name: Research Project
Unit
number: SBM1300
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name: MBPM
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A.M
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Tutor name: Dr. Venkatesh Mahadevan/ Dr Mohammad Mojtahedi
ASSIGNMENT DETAILS
T Assignment 1
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CONSTRUCTION CHALLENGES IN DELIVERING QUALITY PROJECTS
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e date:
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Student’s
full name: Dhruvang Panchal
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CONSTRUCTION CHALLENGES IN DELIVERING QUALITY PROJECTS
"A study on a major construction management challenges in
delivering quality construction projects of India”
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CONSTRUCTION CHALLENGES IN DELIVERING QUALITY PROJECTS
Table of Contents
Chapter 1: Introduction..................................................................................................................11
1.1 Topic Overview:..................................................................................................................11
1.2 Research Motivation:...........................................................................................................12
1.3 Significance of the study:....................................................................................................12
1.4 Research Questions is given below:....................................................................................13
15. Research Aim and the Objectives:.......................................................................................13
1.6 The Research design:...........................................................................................................13
1.7 Theoretical Orientation:.......................................................................................................14
1. 8 Findings and Applications:.................................................................................................14
1.9 Thesis structure:...................................................................................................................14
1.10 Summary:...........................................................................................................................15
Chapter 2: Literature Review.........................................................................................................16
2.1 Introduction:........................................................................................................................16
2.2 Construction Industry in India:............................................................................................16
2.3 Construction Project Management:.....................................................................................17
2.4 Challenges faced by Construction Managers......................................................................18
2.4.1 Nature of Construction Activities.....................................................................................18
2.4.2 Employee Considerations.................................................................................................19
2.4.3 Safety Issues.....................................................................................................................20
2.4.4 Time Constraints...............................................................................................................21
2.4.5 Environmental Issues........................................................................................................21
2.5 Skills that are needed by the construction Manager............................................................22
2.6Strategies to Overcome the Challenges................................................................................22
2.6 Summary..............................................................................................................................23
Chapter 3: Research Methodology................................................................................................24
3.1 Introduction..........................................................................................................................24
3.2 Research Overview..............................................................................................................24
3.3 Research Hypotheses...........................................................................................................24
3.4 Research Questions are:.......................................................................................................24
3.5 Research Design..................................................................................................................25
3.6 Data Collection Methods.....................................................................................................30
3.6.1 Secondary Data.................................................................................................................30
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3.6.2 Primary Data.....................................................................................................................30
3.6.2.1 Structured Questionnaire...............................................................................................30
3.6.2.2 Data Analysis section:...................................................................................................31
3.7 Sampling Technique and Sample........................................................................................31
3.8 Validity and questionnaire:..................................................................................................31
3.9 Ethical consideration:..........................................................................................................31
3.10 Limitations:........................................................................................................................32
3.11 Summary............................................................................................................................32
Chapter 4: Data analysis................................................................................................................33
4.1 Introduction..........................................................................................................................33
4.2 Quantitative analysis............................................................................................................33
Analysis.....................................................................................................................................68
Chapter 5: Conclusion and recommendations...............................................................................71
References..................................................................................................................................73
Appendix A: Questionnaire.......................................................................................................76
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Chapter 1: Introduction
1.1 Topic Overview:
In a country like INDIA, the contribution of the construction industry is very high to the
Gross Domestic Product of INDIA. It is also provide employment opportunity a lot with
contributing economically to the development of the nation. In the 2016 government presented a
report in which it is shown that the construction industry is worth more than $126 billion and the
growth will be consistent in the near future (Doloi et al. 2012). The prediction is made that the
growth of the construction industry would increases 7 times by the year 2028. The future
perspective is high but there are some challenges that have to be faced by the industry related to
construction management and non-construction management.
In the industry of the construction, many departments are there in the company beside the
peripheral department that can be coping up with the strategy of the company and some
operations that can operate different activities. Housing is the main department where the
construction industry mainly focus, beside that the industry also do some immigration projects
that helps the individuals. This industry is needed huge human resources. The more the human
resource the less workload will be there. The construction manager who is appointed by the
company decreases the workload of the project manager. The managers do the administrative
work as well as execute the project activities. To manage the all the activity the project manager
need to use the human resource for that several changes need to be made. The construction
manager must undertake the whole responsibility of the project and need to keep the time in the
mind as well. There will be problem with human resource and with the related activity and the
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resource management as well. This report is taken under to study the challenges that are faced in
construction management in the metropolitan cities like Mumbai, Kolkata and Delhi.
1.2 Research Motivation:
The main motive behind the study is for relating the link between growth the industry of
construction and the challenges that this industry in facing. Earlier the prediction is made that the
construction industry in India will grow rapidly in the next five to ten years with the investment
made in the infrastructure. The growth gets hike by taking the flagship project of the
government. These kinds of initiatives push the growth rate of the nation that is expected to rise
at the rate of 5.65% (Fisher 2011). This industry will grow because of the population that is
rapidly increasing in the current scenario and the growth will be steady. The competition gets
higher in the construction industry in the recent time to survive in the industry the company
needs to understand the technology, management, and finance along with the legal rules.
However the construction in India faces many challenges like the funding for the industry is
limited and weak currency. There are some additional challenges like the land limit scarcity, lack
of efficient employees, materials cost are increased, complexity of project, adoption of
technology, natural hazards, employee safety, change resistance and environment stability. These
challenges must be overcome because these can affect the growth of the industry.
1.3 Significance of the study:
The significance of the research is because the construction industry in India is becoming
a booming sector because of the population rise, investment in the infrastructure, construction
activities and construction activity demand. As the industry is growing rapidly and the demand
for the construction activities, the demand must be supplied to the market. There are many
challenges that the industry has to face. Understanding and overcoming the challenges is
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necessary to supply the services that the market is asked for. The government is supporting the
industry initiatives but this kind of challenges decreases the growth rate. So it is become very
important for the companies to understand the challenge and overcome them. The study is
significant because it tells al the challenges that are faced by the construction manager is facing
and by that that the further strategies can be made to overcome the issues.
1.4 Research Questions is given below:
The research question is:
“What are the challenges and issues that the construction management faces in India?”
15. Research Aim and the Objectives:
The aim of this research report is to study the challenges faced by the construction
industry in India.
 Construction industry growth study in India
 Management of construction project study
 Management challenges faced in the metropolitan cities like Kolkata,
Mumbai, and Delhi.
 To study the skill that is needed by the managers in construction industry.
 For identifying the required strategies to overcome those challenges
1.6 The Research design:
Research study which is descriptive in design is adopted in this research study. Because
it will give the best view of the challenges that are need to be understood. Have to keep in the
mind that this positiveist theory wills deductive approach. From the manager of construction of
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popular cities quantities data is collected by using the structured surveys with some close-ended
questions.
1.7 Theoretical Orientation:
The theoretical framework can explain the thoughts with well explanation and giving a
base to the study of the research, it is making the significant enquiry. Then focus of the study
will be on review the industry of the construction in India that how this industry is working and
what future prospect it gives. For identifying the challenges that the industry is facing many
journals and many studies were used as a source to form theoretical basis. Construction industry
in India is facing a large number of challenges and for the further research and study some
theoretical framework is present these challenges.
1. 8 Findings and Applications:
The research shows the insider of the several challenges that are faced by the construction
management in India and what will restrict the growth in the future. A quantitative analysis is
presented than can apply to the whole population. That will allow the small and the medium
enterprises to implement the strategies to overcome the challenges.
1.9 Thesis structure:
In five parts the research report is divided. Brief overview of the study in presented on
the first chapter. That introduced the detail of the topic and it presents the significance of the
study and motivation. The structure of the study is also presented. The second chapter describes
the previous studies and the articles that are related to the challenges that the management of
construction is facing in the different countries. The growth of the industry and the prospect is
also described in this. The third chapter shows the research and the data collection method of the
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study. The fourth chapter has focused on the method for data analysis and the last part shows the
conclusion and additional recommendations for the study.
1.10 Summary:
The topic overview of the industry of construction in India is described briefly in the first
chapter. The significance of the study, motivation and research aim & objectives is also
presented. In the second chapter previous studies and the articles related to these challenges that
a construction industry is facing in different nation.
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Chapter 2: Literature Review
2.1 Introduction:
This chapter will discuss and review the previous studies that are faces by the industry of
the construction. This part has been divided into three sections which focus on the growth of the
construction industry in India, project management in construction, construction management
challenges, and construction manager’s skills and to overcome the challenges required strategies.
2.2 Construction Industry in India:
The construction industry in India is growing significantly. To transform the urban India
the government is supporting this industry. The 100 mission of the smart city is also a part of
these initiatives to support the industry and it will also provide clean and sustainable
environment to the people of India by the year 2020 (ReportBuyer, 2016). This kind of initiatives
has increased the demand of the effective construction management for the intended result. In the
rural area the industry of construction is also, growing here the government is offering low cost
home with good build to the poor and the people of the slums for rehabilitation. The main focus
is on the demands for the effective management in construction on social development of houses.
By the year 2022 housing for all initiative is taken where the government will provide 20million
social housing in the whole country this target is set by the government. These kinds of
development are only possible by the help of management of construction. The industry is also
promoting the development in the urban area and the economic growth is supported through the
initiative knows as AMRUT, that will transform the urban area in the country. The basic features
of these initiatives are to provide parks, water supply, drainage, good transportation, medical
facilities and green space. In the process of improving the infrastructure of the country, the
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constructions are going in the several work areas like roads, residential and in the commercial
development.
2.3 Construction Project Management:
Documentation of construction, design building and procurement of construction are the
construction management services that are related to the activities. The approach of the
construction management is the contractual agreement between the management construction
and the customers (Cooke, 2014). To manage a project the necessary requirements are; computer
demands for scope need to be managed, cost, time and the quality; developing the goal clear and
realizable; adoption of plans; approach to various expectation; and the stakeholders concerns.
Because of the industry, nature it is very difficult manage the project construction.
Besides changing the policies of the government and the regulatory body interference, it
is the industry nature is complex, culture ingrained, workforce migrating , base setup of the
project, working conditions, suppliers drivers and sub contractors that is making the construction
industry challenging. These challenges are affecting the process of the construction management
challenging and lead to the failure even (Lai et al., 2011). The main reason why a project fails is
the lack of approach towards the project, advance planning, comprehensive engineering, strategy
of management, inconsistence monitoring, communication and coordination. Apart from these
the industry of the construction is dealing with issues of managerial nature.
In accordance to Dainty & Loosemore (2013), any project in the construction industry
which is to succeed is based upon the project manager towards the appointment of the employees
and monitoring the cost control, quality and time, environmental and material constrains. It has
been argued that the managers of the company undertake various multiple or stand-alone project
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irrespective of their size of the total project, customer type and the nature of the undertaken
activities. It is very difficult to handle the majority of the project because the uncertainty level is
very high and other aspects like date, cost (Shehu & Akintoye 2010).
In addition it is getting tougher for the companies to manage several procets that are
sharing the same resources as the result shortage of resource is occurred (Winch, 2010).
2.4 Challenges faced by Construction Managers
When completing a project, it is seen that several issues are faced by project
manager. Challenges are divided into employee considerations, time constraints, safety, environ
mental and nature of work.
2.4.1 Nature of Construction Activities
Range of independent activities is included in construction and these results in the
introduction of few challenges and these challenges are not generally seen by other industries.
Manufacturing differs from construction since in construction the work would be much more
seasonal and it involves projects that are unique and has remote sites with accessibility issue
(Doloi et al., 2012). In construction, processes in activities are uncertain and in automation,
difficulty in implementation is detected. This has increased probability to experience conditions
with varying cost that are unforseen. Additionally, there are difficulty in supplying and managing
resources and utilities. Technical innovations are adopted in a slow rate in a construction
industry and success depends upon the quality of workers. In spite of having several warning
signs, a manager has to tackle weather conditions. This can cause hindrance to a project.
Individuals engaged in site development activities and civil work is the most affected. Weather
related delays are not welcome in the present construction environment. In reality no one can
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control the weather; therefore there is a need for a framework that would mitigate the impact on
costs and project delays.
The activities type is changing and it entails retrofit, restoration activities and more
rehabilitation. These activities are known to increase the risk in the process. Risk includes
limited information, several other challenges and maintaining current facilities at the time of
construction (Hwang & Ng, 2013). The work concentrated in urban areas is more complicated as
there are more utilities present which needs to be guarded as well as maintained during the
process of construction. Surrounding environment should be maintained and preserved since
activities in construction do not take place in isolation.
2.4.2 Employee Considerations
Employees are considered to be a greatest resource just like in other businesses. An
activity in construction depends on knowledge and competencies of individual’s execution as
well as planning. A team may have individuals with different qualities. The projects will be
completed with success if the management is talented and can successfully direct the employees
(Harris & McCaffer, 2013). Unskilled as well as skilled employees are needed in construction
activities. But there is challenge in recruiting skilled workers. Several issues are identified in
recruiting skilled labor. In the labor market, construction industry has a bad reputation. Few
studies have depicted that for younger generation, construction is considered a last option for
employment. Activities concerning construction are dangerous, dirty as well as infrequent where
safe environment is provided by other industries. Because of the technological advancement in
industries other than conventional ones, youth are getting attracted towards those industries.
Therefore, construction industry faces shortage of experienced, skilled and talented labor.
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People from different regions are recruited in construction industry. A country like China
has filled the gap in domestic workforce. Employees who work hard make a substantial addition
to the industry (Ochieng& Price, 2010). When recruiting from a foreign base, a manger has to
face several challenges. Issues can range from language and cultural barriers. Confusion is the
direct effect emanating form language barriers and this result in decrease in productivity. Safety
risk is also there in language barriers. Solutions from the end of managers are a must for
improving safety and productivity of workers. Workers should be trained for long term
performance. Different foreign bases must elect a leader who can effectively communicate
between management and employees (McGeorge& Zou, 2012). People can get motivation and
develop their career. Empowerment for employees will result in motivation, enhanced
productivity, innovation and increased commitment levels. Advantages for workers comprise of
appreciation, increased self worth and emotions of belonging. It makes workers more responsible
and will result in effective performance. It can be said it is a challenge for managers for assessing
worker’s consideration.
2.4.3 Safety Issues
This is considered one of the main issues since activities are generally hazardous
and risky. Few can result in fatalities, which is not desirable. Construction industry said to have
highest number of fatalities in context of human suffering as well as overall costs (Lai et al.,
2011). Costs are divided into indirect and direct costs. Indirect costs are related to loss of time
for injured workers, loss of efficiency and damaged tools whereas direct costs are related to
medical expenses and compensation (Kines et al., 2010). A manger therefore must be concerned
about safety reasons. As per OSHA, one of these reasons for abiding by legal obligations is
indirect and direct financial effects, personal and corporate legal liability, contract requirements
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and ethical responsibility. As per court, managers are to be held responsible in providing safe
tools, safe workplace, and instructions regarding safety (Manu et al., 2013) and enforcing safety
regulations for workers. Therefore, it can be said that safety is major concern for managers
involved in construction business.
2.4.4 Time Constraints
Time is considered as an asset for owners, users and builders of construction
business. From the viewpoint of owner, it can be considered that, companies will lose revenue by
not including loss of clients, cash flow crunch, extended interest payments and negative
marketing effects (Olawale& Sun, 2010). Financial effects are identical when compared to the
owners and this is based on user’s viewpoint. If there are postponements in construction
infrastructure and rehabilitation, then it can adversely affect the public and companies. Time
implications entail incentive payments and liquidated damage. Cash flow crunch and overhead
costs has lead to increased postponements. An increased labor and equipment expense has lead
to inefficient time management. Because of the delays reputation is also at risks (Hardin &
McCool, 2015). To complete increased volume work with finite resources and in given time is
very challenging even for the managers. Strategies need to be formulated which would help in
achieving targets and this is essential for the managers.
2.4.5 Environmental Issues
Environmental concerns are there in the construction industry. A construction
manager needs to define liabilities and responsibilities concerned with the environment. Few
sectors are affected because of the environmental concerns (Halpin, 2010). Strict rules,
enforcement and permitting requirements are designed to protect the environment as well as
human health. It could lead to project delays if the company does not comply with the
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environmental laws of country (Zhang et al., 2010). Construction manager should possess
complete knowledge of regulations and rules. Construction is affected by these (parklands,
erosion, wetlands and contaminated soil) environmental issues. This would affect the delivery of
the projects and would also increase the company’s risk.
2.5 Skills that are needed by the construction Manager
The work of a construction manager is deemed to be very demanding, varied and
is complex since there is a need for juggling multiple issues simultaneously. Management skills
in project are very important for project deliveries (Fisher, 2011). Management of projects
includes a vast array of skills like interpersonal skills, cognitive ability and also technical skills.
The manager also needs to apply leadership behavior that is effective according to the situation.
There are six areas into which skill is divided such as leadership competencies, team building,
and technological, coping and organizational communication. Soft skills that a manger needs to
have are communication, problem solving, creativity, trustworthiness and team building (Walker,
2015). An effective construction manager will need to determine the issue of risk, evaluate
project statuses and the ability for strategizing the projects.
2.6Strategies to Overcome the Challenges
Many stakeholders are involved in a construction project. For effective
management, control and execution of mega projects diverse players should handle challenges as
well as diversity. Successful accomplishment of activities will depend on quality, delivery within
stipulated time and budget estimate. When majority of projects are related to complexity and
uncertainty, the key approach will be the execution of effective project management (Hwang &
Ng, 2013). Construction project managers needs to follow a conventional way to manage and to
implement construction project, they overlook allocation of individual factors. Impetus is more
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on time, quality and cost. A successful completion of a project directly depends upon
commitment and strategies of communication. Initial planning, continuous improvement,
stakeholder communication and organizing are the main concepts for effective management
(Radosavljevic & Bennett, 2012).
2.6 Summary
This chapter has mainly focused on the review of Indian construction industry.
Various challenges that the manager faced are also discussed like safety issues, environmental
issues, time considerations and nature of construction activities. For effective management
several soft skills and hard skills are required. This is for construction managers only. To
overcome the challenges strategies such as organizing, planning, commitment, communication
and project control integration should be adopted.
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Chapter 3: Research Methodology
3.1 Introduction
Research design that is used for collection of data to address the study questions has been
properly explained. It includes the method which is applied for gathering secondary and primary
data. It will also encompass data analysis, ethical considerations and data analysis.
3.2 Research Overview
For testing the hypothesis in the chapter research questions are developed. Selected
instrument will study few questions directed by the hypothesis. The way research questions will
be presented will indicated by table 1.
3.3 Research Hypotheses
1. Interdependent and complex construction activities are a key challenge for
managers involved in construction.
2. Language, individual and cultural differences can be considered as a challenge for
managers.
3. Environmental issues, delays in time and unsafe working environment poses
challenge for many managers.
4. Continuous improvement, integration, project preparation and communication
will help in overcoming those challenges.
3.4 Research Questions are:
1. How project delivery is impacted because of complex nature of activities?
2. Why nature of activities is considered to be challenge for mangers?
3. Is project delivery affected by cultural and language barriers?
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4. Why environmental issue is a challenge for managers?
5. Why time constraint is considered a challenge?
6. How can communication help in overcoming the construction management
challenges?
7. Why integration in project is helpful?
3.5 Research Design
Table 1 is the hypotheses table presenting the research questions and how respondents
will answer these questions:
Hypothesis Research Questions Instruments
Utilization
1. The key
challenge for the
construction
managers are
Complex and inter-
dependent
construction
activities.
1. The nature of the activities
which are in India
is a challenge or not?
2. How the construction project
delivery affected by complex nature of
the activities?
Survey
Question will be
asked to the managers of
the construction companies
that how the complex
nature of the work affects
the delivery of project and
quality and is it difficult to
handle the challenges.
Literature Review
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Hypothesis Research Questions Instruments
Utilization
This is not an
instrument of the research
but it will give the inside
nature of the construction
activities that has been the
challenges for the
construction managers in
the older studies. It will
help to construct a theory to
be tested later.
2. The
challenge for
construction
managers are
Cultural, individual
and language
differences.
1. Is the consideration of
employees and the differences is a
challenge in India for the managers of
the construction?
2. Does the project delivery get
affected by the language and cultural
barriers?
Survey
Questions will be
asked to the managers of
the construction of the
companies to get to know
how the cultural barriers
and language differences in
diverse impact on the
quality of project delivery
and to handle them is
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Hypothesis Research Questions Instruments
Utilization
difficult or not
Literature Review
This is not an
instrument of the research
but it will give the inside
nature of the construction
activities that has been the
challenges for the
construction managers in
the older studies. It will
help to construct a theory to
be tested later.
3. The
challenge for
construction
managers are
working unsafely,
environment, delays
in time and issues
with environment.
1. In India is the unsafe
environment of work is a challenge for
the managers of construction?
2. Is the issue of environment in
India is a challenge for construction
managers?
3. time constraint in India is a
Survey
Questions will be
asked to the managers of
the construction companies
to ask how unsafe working
environment, environment
issues and time restrictions
impacts the quality of
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Hypothesis Research Questions Instruments
Utilization
challenge for the managers of
construction or not?
project delivery and is it
difficult to handle them or
not.
Literature Review
This is not an
instrument of the research
but it will give the inside
nature of the construction
activities that has been the
challenges for the
construction managers in
the older studies. It will
help to construct a theory to
be tested later.
4. To
overcoming the
challenges
Communication,
planning, project
integration and
1. In overcoming construction
management challenges Is
communication helpful?
2. In overcoming construction
management challenges is the planning
and organizing helpful?
Survey
Questions would be
asked to construction
managers of the companies
to get to know regarding
the communication,
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Hypothesis Research Questions Instruments
Utilization
continuous
improvement is
required.
3. To overcome the construction
management challenges is the project
integration helpful?
4. To overcome the construction
management challenges is the
continuous improvement helpful?
planning, continuous
improvement and project
integration strategy is
helpful in overcoming
management challenges or
not.
Literature Review
This is not an
instrument of the research
but it will give the inside
nature of the construction
activities that has been the
challenges for the
construction managers in
the older studies. It will
help to construct a theory to
be tested later.
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3.6 Data Collection Methods
3.6.1 Secondary Data
Using news reports, company websites, articles and journals, previous studies
were analysed very critically and inferences were developed for helping the primary study.
Literature review has been built using secondary information and also collected from differing
sources (Bryman, 2015). The data could be descriptive, analytical and would help in providing a
deep insight which supports research. For this study, base of the information were built up using
news papers, journal and articles which will also be used to conduct a literature review. This will
then further support the study on construction management challenges in a country like India.
Managers must formulate information regarding the challenges that construction managers face,
management of construction activities and solution for overcoming challenges.
3.6.2 Primary Data
A research collects this type of data for conducting fresh study. Quantitative and
qualitative are two types of primary data (Bryman and Bell, 2015). Quantitative data is analyzed
statistically and is presented in numbers whereas qualitative data is analyzed using human
interpretation. Data is gathered from interviews, personal experience and questionnaires.
Quantitative data is collected for providing a deep insight on challenges that a manger faces.
Using structured questionnaire data is collected.
3.6.2.1 Structured Questionnaire
The research is based on collection of information from the participants and is
also based on quantitative data. Questionnaire is intended to ask questions that are related to
management issues which the construction manager faces. Questionnaire will be divided into 4
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CONSTRUCTION CHALLENGES IN DELIVERING QUALITY PROJECTS
parts n which first part would focus on demographic information, second part is for identifying
the challenges, 3rd portion will focus on skills and the fourth part will focus on strategies. To
know the importance and effect of distinct variables Likert scale is used (Smith, 2015).
3.6.2.2 Data Analysis section:
Data is analyzed by the help of a statistical tool known as SPSS. Statistics that are
used for analyzing data are correlation, frequency, cross tabulation and one sample t-tests.
Additionally, this would help in understanding the relation that exists between the challenges
which a construction manager faces in a country like India.
3.7 Sampling Technique and Sample
Sampling can be termed as a process which allows identifying a respondent base
for which study will be conducted. The focus will be on construction companies since the survey
will be conducted on India. Random sampling technique is used.
3.8 Validity and questionnaire:
Before the study is conducted, the questionnaire is to be validated. In Australian
companies two or three managers of construction are contracted for reviewing the questionnaire.
After the review and as per the review there are no changes which are required in the
questionnaires and so that same set of questionnaire is send to the Indian origin managers of
construction.
3.9 Ethical consideration:
In the study before beginning of asking the respondents for participating, they were
informed fully about the purpose of the research as well as how it will be conducted. Complete
transparency is there in terms of approach of conducting the study and to participate. In the
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CONSTRUCTION CHALLENGES IN DELIVERING QUALITY PROJECTS
second case, they will be asked to participate after only the volunteer consent. After the consent
the questionnaire is emailed. They have to be ensure about the data confidentiality as well as the
policy must not harmed in the process.
3.10 Limitations:
There are also two limitations though the study conducted carefully. Firstly, the
questionnaire is send via email medium and there is no guarantee that the person receives the
email will complete the study. Secondly, there are restriction of the questionnaire is send their
views are off topic. There will be suggestion of the mix approach so that for the manager the
views will be different and challenges they presented could be a better insight into the study.
3.11 Summary
This chapter will describe the quantitative research methodology that is used for the study
for completion. It is presented that in the research questions, the study will be addressed. The
questionnaire will be approached for collecting the data primarily and statistical tools are to be
used for the collected data analysis.
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Chapter 4: Data analysis
4.1 Introduction
In this chapter, data from organizing the survey has been collected and analysed. 80
number of respondents have been considered for the study. In addition, SPSS data analysis
method has been used in the survey. Quantitative data analysis method is used for analysing
statistical data for the research.
4.2 Quantitative analysis
Age groups
Frequency Percent Valid Percent Cumulative
Percent
Valid
25 -30 years 21 26.3 26.3 26.3
31 - 35 years 25 31.3 31.3 57.5
Over 36 years 34 42.5 42.5 100.0
Total 80 100.0 100.0
Table 1: Age groups of respondents
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Figure 1: Age groups of respondents
Income
Frequency Percent Valid Percent Cumulative
Percent
Valid
less than 20000 INR 31 38.8 38.8 38.8
21000 INR to 40000
INR 24 30.0 30.0 68.8
Over 40000 INR 25 31.3 31.3 100.0
Total 80 100.0 100.0
Table 2: Income group
Figure 2: Income group
According to the table and graph, it is clearly indicated that people more than 36 years
represent maximum number as the respondents in the survey. On the other hand, people having
income less than 20000 INR are the maximum number shown as respondents of the survey. It
has been indicated that respondents are between the ranges of 21000 INR to 40000 INR are
considered as middle percentage of the respondents. Hence, cumulative percentage is 100 for the
people having more than 40000 INR.
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Experience
Frequency Percent Valid Percent Cumulative
Percent
Valid
Less than 3 years 35 43.8 43.8 43.8
3 to 6 years 23 28.7 28.7 72.5
Over 7 years 22 27.5 27.5 100.0
Total 80 100.0 100.0
Table 4: Level of experience
Figure 4: Level of experience
Company working in
Frequency Percent Valid Percent Cumulative
Percent
Valid Bharat Heavy Electricals
ltd 13 16.3 16.3 16.3
Hindustan construction
company 11 13.8 13.8 30.0
Jaypee group 8 10.0 10.0 40.0
L&T 9 11.3 11.3 51.2
Lanco Infratech 12 15.0 15.0 66.3
Reliance infrastructure 11 13.8 13.8 80.0
Tata 16 20.0 20.0 100.0
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Total 80 100.0 100.0
Table 5: Working companies
On the contrary, it is important to take opinion of people having experience regarding the
field. In this case, the people less than 3 years are percentage of 43.8 out of total number of
respondents in the survey. In addition, 28.7% respondents are working since 3 to 6 years. On the
contrary, 27.5% respondents in the survey are working more than 7 years in the construction
industry of India.
Table 5: Working companies
Job role
Frequency Percent Valid Percent Cumulative
Percent
Valid Human Resource
Manager 6 7.5 7.5 7.5
Financial Manager 17 21.3 21.3 28.7
Engineering Manager 12 15.0 15.0 43.8
Technical Manager 13 16.3 16.3 60.0
Civil Manager 21 26.3 26.3 86.3
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Supervisor 11 13.8 13.8 100.0
Total 80 100.0 100.0
Table 6: Job role
Figure 6: Job role
In the survey, workers from different companies have been selected for giving responses.
There are 16.3% respondents are working with Bharat Heavy Electrical Ltd. In addition, 13.8%
respondents out of total number of respondents are working with Hindustan Construction
Company. However, nearly 20% respondents in the survey are working Tata. It is important to
select respondents from different companies, as it is required to take opinions from them
regarding construction challenges while developing quality projects.
Do you think resource allocation of materials, men, machines and money is a
challenge?
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Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly agree 17 21.3 21.3 21.3
Agree 24 30.0 30.0 51.2
Neutral 21 26.3 26.3 77.5
Disagree 10 12.5 12.5 90.0
Strongly disagree 8 10.0 10.0 100.0
Total 80 100.0 100.0
Table 7: Allocation of materials, men, machines and money is a challenge
Figure 7: Allocation of materials, men, machines and money is a challenge
Most of the respondents are agreed that resource allocation of materials, men, machines
and money is a challenge. Hence, management of the organization needs to focus on this.
Do you think scheduling of activities and its completion in a challenge?
Frequency Percent Valid Percent Cumulative
Percent
Valid Strongly agree 11 13.8 13.8 13.8
Agree 26 32.5 32.5 46.3
Neutral 14 17.5 17.5 63.7
Disagree 14 17.5 17.5 81.3
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Strongly disagree 15 18.8 18.8 100.0
Total 80 100.0 100.0
Table 8: scheduling of activities and its completion in a challenge
Figure 8: scheduling of activities and its completion in a challenge
The table and graph show that most of the respondents are agreed that scheduling of
activities and its completion in a challenge. Thus, workers needs to emphasize on the factor.
Do you think complex nature of activities is a challenge?
Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly agree 11 13.8 13.8 13.8
Agree 17 21.3 21.3 35.0
Neutral 23 28.7 28.7 63.7
Disagree 18 22.5 22.5 86.3
Strongly disagree 11 13.8 13.8 100.0
Total 80 100.0 100.0
Table 9: complex nature of activities is a challenge
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Figure 9: complex nature of activities is a challenge
In a project, there are several roles involved. Hence, it is required to take opinion from
different personnel regarding the challenges faced by the organizations while managing quality
projects. Human resource manager, financial manager, engineering manager, technical manager
as well as civil manager is the respondents of the survey. In the survey, nearly 7.5 respondents
out of total number of participants in the survey are human resource manager. Approximately
21.3% participants are financial manager. However, nearly 16.3% participants are working as
technical manager. On the other hand, 26.3% respondents are working in the organization.
However, opinion from the civil manger is important as the persons are directly involved with
the quality management.
Do you think unsafe working environment is a challenge?
Frequency Percent Valid Percent Cumulative
Percent
Valid Strongly agree 15 18.8 18.8 18.8
Agree 24 30.0 30.0 48.8
Neutral 12 15.0 15.0 63.7
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Disagree 17 21.3 21.3 85.0
Strongly disagree 12 15.0 15.0 100.0
Total 80 100.0 100.0
Table 10: unsafe working environment is a challenge
Figure 10: unsafe working environment is a challenge
However, it is important to focus on the other’s opinions, as it is important to focus on
different aspects as IT management issues while developing quality projects. Hence, it is
important to take opinions from technical manager and human resource manager while managing
quality.
Do you think cost and quality management is a challenge?
Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly agree 19 23.8 23.8 23.8
Agree 19 23.8 23.8 47.5
Neutral 18 22.5 22.5 70.0
Disagree 16 20.0 20.0 90.0
Strongly disagree 8 10.0 10.0 100.0
Total 80 100.0 100.0
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Table 11: cost and quality management is a challenge
Figure 11: cost and quality management is a challenge
On the other scheduling activities as well as its competition is one of the major
challenges faced while developing quality projects. In this aspect, 13.8% respondents out of total
number of respondents are strongly agreed with the statement. However, 32.5% respondents are
agreed with the scheduling and activities.
Do you think cultural diversities and communication between employees is a
challenge?
Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly agree 12 15.0 15.0 15.0
Agree 17 21.3 21.3 36.3
Neutral 16 20.0 20.0 56.3
Disagree 18 22.5 22.5 78.8
Strongly disagree 17 21.3 21.3 100.0
Total 80 100.0 100.0
Table 12: cultural diversities and communication between employees is a challenge
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Figure 12: cultural diversities and communication between employees is a challenge
In construction project, complex nature is a major factor for delivering quality project. In
this a regard, a question has been asked regarding the factor. There are 13.8% respondents out of
total number of respondents are strongly agreed regarding the factor. However, 21.3%
respondents are agreed on the matter. In addition, 28.7% respondents out of total number of
respondents remain neutral; on the case. It is important to mention that 22.5% participants out of
total respondents are disagreed about the matter. On the other hand, there are 13.8% respondents
are strongly disagreed about the matter.
Do your environment poses as a challenge?
Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly agree 20 25.0 25.0 25.0
Agree 21 26.3 26.3 51.2
Neutral 19 23.8 23.8 75.0
Disagree 10 12.5 12.5 87.5
Strongly disagree 10 12.5 12.5 100.0
Total 80 100.0 100.0
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Table 13: environment poses as a challenge
Figure 13: environment poses as a challenge
Regarding unsafe working environment, maximum number of respondents is agreed on
the matter. However, cost as well as quality management is a major factor for delivering quality
construction. In this aspect, there are 23.8% respondents are strongly agreed with the factor.
However, 20% respondents are strongly disagreed about the matter. In the survey, 22.3%
respondents out of total number of respondents are disagreed that cultural diversities and
communication between employees is a challenge.
Technical Skills are very important for construction managers to handle the
several challenges
Frequency Percent Valid Percent Cumulative
Percent
Valid Very Important 21 26.3 26.3 26.3
Important 20 25.0 25.0 51.2
Neutral 14 17.5 17.5 68.8
Less Important 11 13.8 13.8 82.5
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Not at All
Important 14 17.5 17.5 100.0
Total 80 100.0 100.0
Table 14: Technical Skills are very important for construction managers to handle
the several challenges
\
Figure 14: Technical Skills are very important for construction managers to handle the
several challenges
The respondents have opined that technical Skills are very important for construction
managers to handle the several challenges. Hence, management of the organization needs to
focus on the factor and take effective steps regarding this.
Communication Skills are very important for construction managers to handle
the several challenges
Frequency Percent Valid Percent Cumulative
Percent
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CONSTRUCTION CHALLENGES IN DELIVERING QUALITY PROJECTS
Valid
Very Important 21 26.3 26.3 26.3
Important 21 26.3 26.3 52.5
Neutral 14 17.5 17.5 70.0
Less Important 15 18.8 18.8 88.8
Not at All
Important 9 11.3 11.3 100.0
Total 80 100.0 100.0
Table 15: Communication Skills are very important for construction managers to
handle the several challenges
Figure 15: Communication Skills are very important for construction managers to handle
the several challenges
The above table and graph depicts that few respondents stated that communication Skills
are very important for construction managers to handle the several challenges. However, many
respondents are argued regarding the statement.
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Organization Management Skills are very important for construction managers
to handle the several challenges
Frequency Percent Valid Percent Cumulative
Percent
Valid
Very Important 14 17.5 17.5 17.5
Important 20 25.0 25.0 42.5
Neutral 21 26.3 26.3 68.8
Less Important 14 17.5 17.5 86.3
Not at All
Important 11 13.8 13.8 100.0
Total 80 100.0 100.0
Table 16: Organization Management Skills are very important for construction
managers to handle the several challenges
Figure 16: Organization Management Skills are very important for construction managers
to handle the several challenges
The table and graph depicts that Organization Management Skills are very important for
construction managers to handle the several challenges. Hence, it is required to focus on the
organization management skill.
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Problem Solving Skills are very important for construction managers to handle
the several challenges
Frequency Percent Valid Percent Cumulative
Percent
Valid
Very Important 18 22.5 22.5 22.5
Important 22 27.5 27.5 50.0
Neutral 17 21.3 21.3 71.3
Less Important 12 15.0 15.0 86.3
Not at All
Important 11 13.8 13.8 100.0
Total 80 100.0 100.0
Table 17: Problem Solving Skills are very important for construction managers to
handle the several challenges
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Figure 17: Problem Solving Skills are very important for construction managers to handle
the several challenges
Problem Solving Skills are very important for construction managers to handle the
several challenges. Regarding this factor for delivering quality projects, most of the respondents
denote it as important.
Leadership and Relationship Building Skills are very important for
construction managers to handle the several challenges
Frequency Percent Valid Percent Cumulative
Percent
Valid
Very Important 14 17.5 17.5 17.5
Important 21 26.3 26.3 43.8
Neutral 19 23.8 23.8 67.5
Less Important 16 20.0 20.0 87.5
Not at All
Important 10 12.5 12.5 100.0
Total 80 100.0 100.0
Table 18: Leadership and Relationship Building Skills are very important for
construction managers to handle the several challenges
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Figure 18: Leadership and Relationship Building Skills are very important for construction
managers to handle the several challenges
In the survey, most of the respondents are marked that Leadership and Relationship
Building Skills are very important for construction managers to handle the several challenges as
one of the most important factors for managing quality projects.
Decision-making Skills are very important for construction managers to
handle the several challenges
Frequency Percent Valid Percent Cumulative
Percent
Valid
Very Important 16 20.0 20.0 20.0
Important 26 32.5 32.5 52.5
Neutral 16 20.0 20.0 72.5
Less Important 13 16.3 16.3 88.8
Not at All
Important 9 11.3 11.3 100.0
Total 80 100.0 100.0
Table 19: Decision-making Skills are very important for construction managers to
handle the several challenges
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In the survey, most of the respondents are agreed that decision-making Skills are very
important for construction managers to handle the several challenges. Hence, it is required to
focus on the factor.
Figure 19: Decision-making Skills are very important for construction managers to handle
the several challenges
Time management and resource allocation Skills are very important for
construction managers to handle the several challenges
Frequency Percent Valid Percent Cumulative
Percent
Valid
Very Important 20 25.0 25.0 25.0
Important 21 26.3 26.3 51.2
Neutral 14 17.5 17.5 68.8
Less Important 14 17.5 17.5 86.3
Not at All
Important 11 13.8 13.8 100.0
Total 80 100.0 100.0
Table 20: Time management and resource allocation Skills are very important for
construction managers to handle the several challenges
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Figure 20: Time management and resource allocation Skills are very important for
construction managers to handle the several challenges
Time management and resource allocation Skills are very important factors for delivering
quality projects. There is a mixed opinion reflected in the survey.
Assigning the project team early is an effective strategy
Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly agree 14 17.5 17.5 17.5
Agree 21 26.3 26.3 43.8
Neutral 14 17.5 17.5 61.3
Disagree 17 21.3 21.3 82.5
Strongly disagree 14 17.5 17.5 100.0
Total 80 100.0 100.0
Table 21: Assigning the project team early is an effective strategy
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Figure 21: Assigning the project team early is an effective strategy
The table and graph depicts that most of the respondents are agreed that assigning the
project team early is an effective strategy. However, many respondents are disagreed on the
context.
Selecting the right strategy for project delivery is an effective in handling the
challenge of time delays and cost overruns
Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly agree 11 13.8 13.8 13.8
Agree 24 30.0 30.0 43.8
Neutral 19 23.8 23.8 67.5
Disagree 13 16.3 16.3 83.8
Strongly disagree 13 16.3 16.3 100.0
Total 80 100.0 100.0
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Table 22: Selecting the right strategy for project delivery is an effective in handling
the challenge of time delays and cost overruns
Figure 22: Selecting the right strategy for project delivery is an effective in handling the
challenge of time delays and cost overruns
In the survey, most of the respondents are agreed that Selecting the right strategy for
project delivery is an effective in handling the challenge of time delays and cost overruns.
Developing realistic estimates is an effective strategy for quality output and
time delays
Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly agree 9 11.3 11.3 11.3
Agree 17 21.3 21.3 32.5
Neutral 20 25.0 25.0 57.5
Disagree 21 26.3 26.3 83.8
Strongly disagree 13 16.3 16.3 100.0
Total 80 100.0 100.0
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CONSTRUCTION CHALLENGES IN DELIVERING QUALITY PROJECTS
Table 23: Developing realistic estimates is an effective strategy for quality output
and time delays
Figure 23: Developing realistic estimates is an effective strategy for quality output and time
delays
In the survey most of the respondents are disagreed that developing realistic estimates is
an effective strategy for quality output and time delays. However, it is also required to emphasize
on others’ opinion.
Active management of project risks is an effective strategy for efficient
construction project delivery
Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly agree 9 11.3 11.3 11.3
Agree 20 25.0 25.0 36.3
Neutral 19 23.8 23.8 60.0
Disagree 19 23.8 23.8 83.8
Strongly disagree 13 16.3 16.3 100.0
Total 80 100.0 100.0
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Table 24: Active management of project risks is an effective strategy for efficient
construction project delivery
Figure 24: Active management of project risks is an effective strategy for efficient
construction project delivery
Active management of project risks is an effective strategy for efficient construction
project delivery. In this question, there has been a mixed opinion given by the respondents.
Hence, it is required to focus on the factor along with others.
Frequent meetings and communication of construction objectives is an
effective strategy for increased productivity
Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly agree 13 16.3 16.3 16.3
Agree 18 22.5 22.5 38.8
Neutral 15 18.8 18.8 57.5
Disagree 19 23.8 23.8 81.3
Strongly disagree 15 18.8 18.8 100.0
Total 80 100.0 100.0
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Table 25: Frequent meetings and communication of construction objectives is an
effective strategy for increased productivity
Table 26: Frequent meetings and communication of construction objectives is an effective
strategy for increased productivity
The table and graph shows that most number of respondents are disagreed that Frequent
meetings and communication of construction objectives is an effective strategy for increased
productivity. However, it is also required to focus on others’ opinion.
Commitment by team members is an effective strategy
Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly agree 12 15.0 15.0 15.0
Agree 24 30.0 30.0 45.0
Neutral 16 20.0 20.0 65.0
Disagree 16 20.0 20.0 85.0
Strongly disagree 12 15.0 15.0 100.0
Total 80 100.0 100.0
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Table 26: Commitment by team members is an effective strategy
Figure 26: Commitment by team members is an effective strategy
The table and graph depict that 30% respondents out of total respondents are agreed that
Commitment by team members is an effective strategy will be helpful for managing quality
projects.
Improvement of team and individual performances through stakeholder
training and development
Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly agree 9 11.3 11.3 11.3
Agree 19 23.8 23.8 35.0
Neutral 20 25.0 25.0 60.0
Disagree 17 21.3 21.3 81.3
Strongly disagree 15 18.8 18.8 100.0
Total 80 100.0 100.0
Table 27: Improvement of team and individual performances through stakeholder
training and development
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CONSTRUCTION CHALLENGES IN DELIVERING QUALITY PROJECTS
Figure 248: Improvement of team and individual performances through stakeholder
training and development
The table denotes that 21% respondents are agreed that improvement of team and
individual performances through stakeholder training and development will be helpful to manage
quality projects in the construction industry.
Encourage knowledge sharing
Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly agree 13 16.3 16.3 16.3
Agree 24 30.0 30.0 46.3
Neutral 17 21.3 21.3 67.5
Disagree 13 16.3 16.3 83.8
Strongly disagree 13 16.3 16.3 100.0
Total 80 100.0 100.0
Table 29: Encourage knowledge sharing
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CONSTRUCTION CHALLENGES IN DELIVERING QUALITY PROJECTS
Figure 29: Encourage knowledge sharing
From the above table, it can be stated that most of the participants are agreed that
encouraging knowledge sharing process is helpful for overcoming the challenges faced while
delivering quality projects.
Correlation coefficients:
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CONSTRUCTION CHALLENGES IN DELIVERING QUALITY PROJECTS
T
echnical
Skills are
very
important
for
constructi
on
managers
to handle
the
several
challenge
s
Co
mmunication
Skills are
very
important for
construction
managers to
handle the
several
challenges
O
rganizatio
n
Managem
ent Skills
are very
important
for
constructi
on
managers
to handle
the several
challenges
P
roblem
Solving
Skills are
very
important
for
constructi
on
managers
to handle
the
several
challenge
s
L
eadership
and
Relationsh
ip
Building
Skills are
very
important
for
constructi
on
managers
to handle
the
several
challenges
D
ecision-
making
Skills are
very
important
for
constructi
on
managers
to handle
the
several
challenge
s
T
ime
manageme
nt and
resource
allocation
Skills are
very
important
for
constructi
on
managers
to handle
the several
challenges
Do
you think
resource
allocation of
materials,
men,
machines
and money
is a
challenge?
P
earson
Correlati
on
-
.115
-.1
06
-
.014
-
.103
-
.113
-
.038
.
118
S
ig. (2-
tailed)
.
311
.35
1
.
900
.
361
.
319
.
736
.
296
N 8
0 80 8
0
8
0
8
0
8
0
8
0
Do
you think
scheduling
of activities
and its
completion
in a
challenge?
P
earson
Correlati
on
-
.007
.21
8
-
.113
.
047
-
.085
-
.288**
.
005
S
ig. (2-
tailed)
.
947
.05
2
.
318
.
676
.
454
.
010
.
964
N 8
0 80 8
0
8
0
8
0
8
0
8
0
Do
you think
complex
nature of
P
earson
Correlati
on
.
044
.07
8
-
.140
-
.028
.
025
-
.124
-
.086
Dhruvang Panchal (201700595) Page 56

CONSTRUCTION CHALLENGES IN DELIVERING QUALITY PROJECTS
activities is a
challenge?
S
ig. (2-
tailed)
.
697
.49
3
.
216
.
806
.
826
.
273
.
450
N 8
0 80 8
0
8
0
8
0
8
0
8
0
Do
you think
unsafe
working
environment
is a
challenge?
P
earson
Correlati
on
.
105
.06
3
.
022
.
056
.
129
-
.090
.
255*
S
ig. (2-
tailed)
.
356
.58
1
.
847
.
622
.
254
.
429
.
023
N 8
0 80 8
0
8
0
8
0
8
0
8
0
Do
you think
cost and
quality
management
is a
challenge?
P
earson
Correlati
on
.
220*
.24
0*
.
166
.
126
.
142
-
.116
-
.125
S
ig. (2-
tailed)
.
050
.03
2
.
140
.
266
.
208
.
303
.
271
N 8
0 80 8
0
8
0
8
0
8
0
8
0
Do
you think
cultural
diversities
and
communicati
on between
employees is
a challenge?
P
earson
Correlati
on
-
.037
-.0
88
.
005
.
009
.
049
.
170
-
.090
S
ig. (2-
tailed)
.
743
.44
0
.
968
.
938
.
669
.
131
.
426
N 8
0 80 8
0
8
0
8
0
8
0
8
0
Do
your
environment
poses as a
challenge?
P
earson
Correlati
on
-
.013
-.1
74
.
106
.
204
.
074
-
.033
.
257*
S
ig. (2-
tailed)
.
911
.12
4
.
350
.
070
.
515
.
770
.
021
Dhruvang Panchal (201700595) Page 57

CONSTRUCTION CHALLENGES IN DELIVERING QUALITY PROJECTS
N 8
0 80 8
0
8
0
8
0
8
0
8
0
Te
chnical
Skills are
very
important
for
constructio
n managers
to handle
the several
challenges
Com
munication
Skills are very
important for
construction
managers to
handle the
several
challenges
Or
ganization
Managemen
t Skills are
very
important
for
construction
managers to
handle the
several
challenges
Pr
oblem
Solving
Skills are
very
important
for
constructio
n managers
to handle
the several
challenges
Le
adership
and
Relationshi
p Building
Skills are
very
important
for
construction
managers to
handle the
several
challenges
De
cision-
making
Skills are
very
important
for
constructio
n managers
to handle
the several
challenges
Ti
me
managemen
t and
resource
allocation
Skills are
very
important
for
construction
managers to
handle the
several
challenges
Assig
ning the
project team
early is an
effective
strategy
P
earson
Correlatio
n
.1
07
.200
.10
9
-.1
11
.23
8*
.0
55
.08
5
Si
g. (2-
tailed)
.3
43
.075 .33
4
.3
28
.03
3
.6
29
.45
5
Dhruvang Panchal (201700595) Page 58

CONSTRUCTION CHALLENGES IN DELIVERING QUALITY PROJECTS
N 80 80 80 80 80 80 80
Select
ing the right
strategy for
project
delivery is an
effective in
handling the
challenge of
time delays
and cost
overruns
P
earson
Correlatio
n
-.0
07
-.026
-.0
61
.0
07
-.0
54
-.0
94
-.2
20*
Si
g. (2-
tailed)
.9
52
.818
.59
2
.9
54
.63
3
.4
06
.04
9
N 80 80 80 80 80 80 80
Devel
oping realistic
estimates is an
effective
strategy for
quality output
and time
delays
P
earson
Correlatio
n
-.2
84*
-.034
.02
2
-.0
11
.21
1
-.1
18
-.0
24
Si
g. (2-
tailed)
.0
11
.768
.84
7
.9
26
.06
0
.2
98
.83
5
N 80 80 80 80 80 80 80
Activ
e management
of project risks
is an effective
strategy for
P
earson
Correlatio
n
-.0
76
.189 .11
6
-.1
18
-.1
08
.0
89
.08
1
Dhruvang Panchal (201700595) Page 59

CONSTRUCTION CHALLENGES IN DELIVERING QUALITY PROJECTS
efficient
construction
project
delivery
Si
g. (2-
tailed)
.5
02
.092
.30
4
.2
96
.34
1
.4
34
.47
5
N 80 80 80 80 80 80 80
Frequ
ent meetings
and
communicatio
n of
construction
objectives is
an effective
strategy for
increased
productivity
P
earson
Correlatio
n
-.1
38
-.028
-.1
16
.0
38
.06
3
-.1
82
-.1
03
Si
g. (2-
tailed)
.2
22
.804
.30
6
.7
40
.57
8
.1
06
.36
3
N 80 80 80 80 80 80 80
Com
mitment by
team members
is an effective
strategy
P
earson
Correlatio
n
.1
72
.243*
.11
8
-.0
46
.11
8
.0
02
-.2
27*
Si
g. (2-
tailed)
.1
26
.030
.29
6
.6
85
.29
7
.9
84
.04
3
N 80 80 80 80 80 80 80
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CONSTRUCTION CHALLENGES IN DELIVERING QUALITY PROJECTS
Impro
vement of
team and
individual
performances
through
stakeholder
training and
development
P
earson
Correlatio
n
-.1
03
-.089
.14
8
.0
59
-.1
18
.1
26
-.1
13
Si
g. (2-
tailed)
.3
62
.432
.18
9
.6
06
.29
9
.2
67
.31
9
N 80 80 80 80 80 80 80
Enco
urage
knowledge
sharing
P
earson
Correlatio
n
.0
12
.041
.08
4
.1
54
.15
7
.1
73
-.0
93
Si
g. (2-
tailed)
.9
15
.716
.46
1
.1
73
.16
4
.1
25
.41
4
N 80 80 80 80 80 80 80
*. Correlation is significant at the 0.05 level (2-tailed).
**. Correlation is significant at the 0.01 level (2-tailed).
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CONSTRUCTION CHALLENGES IN DELIVERING QUALITY PROJECTS
Do you
think
resource
allocation
of
materials,
men,
machines
and
money is
a
challenge
?
Do you
think
scheduling
of
activities
and its
completio
n in a
challenge?
Do you
think
complex
nature of
activities
is a
challenge
?
Do you
think unsafe
working
environmen
t is a
challenge?
Do you
think cost
and quality
managemen
t is a
challenge?
Do you think
cultural
diversities and
communicatio
n between
employees is a
challenge?
Do your
environmen
t poses as a
challenge?
Assigning the
project team early
is an effective
strategy
Pearson
Correlatio
n
-.160 -.083 .081 .117 .005 -.003 .059
Sig. (2-
tailed) .155 .464 .473 .301 .963 .979 .606
N 80 80 80 80 80 80 80
Selecting the right
strategy for
project delivery is
an effective in
handling the
challenge of time
delays and cost
overruns
Pearson
Correlatio
n
-.125 .244* -.164 .085 .058 .035 -.013
Sig. (2-
tailed) .270 .029 .146 .453 .607 .756 .912
N 80 80 80 80 80 80 80
Developing
realistic estimates
is an effective
strategy for
quality output and
time delays
Pearson
Correlatio
n
.055 -.100 .080 .014 .037 -.049 .104
Sig. (2-
tailed) .625 .376 .482 .899 .747 .667 .359
N 80 80 80 80 80 80 80
Active
management of
project risks is an
effective strategy
for efficient
construction
project delivery
Pearson
Correlatio
n
.168 -.205 -.089 -.050 -.167 -.036 -.357**
Sig. (2-
tailed) .136 .068 .433 .657 .139 .751 .001
N 80 80 80 80 80 80 80
Frequent meetings
and
communication of
construction
objectives is an
effective strategy
for increased
productivity
Pearson
Correlatio
n
.037 -.080 .103 .080 -.264* -.259* .013
Sig. (2-
tailed) .743 .479 .363 .481 .018 .020 .906
N 80 80 80 80 80 80 80
Commitment by
team members is
an effective
strategy
Pearson
Correlatio
n
-.173 .270* .156 -.016 .181 .099 .101
Sig. (2-
tailed) .124 .016 .167 .886 .108 .381 .371
N 80 80 80 80 80 80 80
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CONSTRUCTION CHALLENGES IN DELIVERING QUALITY PROJECTS
Improvement of
team and
individual
performances
through
stakeholder
training and
development
Pearson
Correlatio
n
-.079 .026 -.040 -.154 .001 -.081 -.038
Sig. (2-
tailed) .484 .822 .722 .172 .993 .473 .738
N 80 80 80 80 80 80 80
Encourage
knowledge
sharing
Pearson
Correlatio
n
-.280* -.202 -.083 -.089 .055 .211 -.074
Sig. (2-
tailed) .012 .073 .465 .431 .628 .060 .516
N 80 80 80 80 80 80 80
*. Correlation is significant at the 0.05 level (2-tailed).
**. Correlation is significant at the 0.01 level (2-tailed).
Table 30: Correlation coefficients
Analysis
The construction industry is one of the largest industry in a country like India. The
construction industry makes a significant contribution to the economy of the India and it
provides huge employment for the large number of people. Various technologies are used in the
construction industry now days. This industry also faces several challenges and they have to
remove the challenges on the way. The challenges are including housing, water management,
disaster resistance management and mass transportation. In the every section, the construction
industry faces challenges. In the developing country like India, these challenges are lied along
with the general situation. There are also some evidences that the problems have increased in a
greater extent over the years. The construction industry in India has to overcome these various
challenges. New technologies and the new skilled project handling skills have to be used for
resolving these challenges. If the challenges are resolved in the construction industry then the
industry will be benefitted with several mega projects this will help the industry to grow
economically and the industry will improve the conditions of work.
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CONSTRUCTION CHALLENGES IN DELIVERING QUALITY PROJECTS
A country like India, which is one of the fastest growing economies, has a growing
appetite for infrastructure. Since people mainly from rural portions are migrating to the cities and
due to that additional infrastructure needs to be created. This thing provides major opportunity
for the construction sector of India but this also results in huge challenges that the sector is
currently facing. The industry has several departments related to it. For execution of
construction, related works a key entity is required and the entity is known as ‘Construction
manager’. A construction manager has to manage operations proactively. Additionally, there is a
need to focus on the construction managers also. A construction manager has to suffer from
different type of stress due to intensity of work that he/she undertakes. A proper framework must
be there which would take care of the stress factor for project managers. The construction sector
of India primarily focuses on the irrigation, housing and infrastructure projects in order to
facilitate the needs of the people.
Due to massive requirements, a huge requirement in human capital is there. After intense
research, challenges were bifurcated into five domains. Those domains are risks, uncertainties,
resource allocation and availability, management support and cost constraints. Dominant skill
requirements are decision-making skills and technical skills and this is of prime importance. This
can be touted as the main requirement for handling the projects efficiently and smoothly for a
construction manager. Implementation of task and onsite planning is observed to be the major
hindrance for a construction manager working in India. There are few things that impact
performance of managers in India- material wastage, procedures, clarity in specifications and
drawings and ultimately managing project risks (Subramanyam & Haridharan, 2017). External
challenges permits, codes, adherence to a standard and labor laws for a particular country for
majority of the cases pose a greater difficulty for a construction manager to handle. By adopting
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CONSTRUCTION CHALLENGES IN DELIVERING QUALITY PROJECTS
some estimations and resource management approaches cost overrun and resource allocation
challenges can be removed by some extent. A manger also needs to inspect construction
activities at regular intervals to mitigate some of the challenges. Additionally, the top
management has to be proactive also. Communication level between the project manager and
the top management must be devoid of hindrances. Communication level must be increased
between the management and the manager to deliver projects at required time and reduce
challenges.
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CONSTRUCTION CHALLENGES IN DELIVERING QUALITY PROJECTS
Chapter 5: Conclusion and recommendations
5.1 Introduction
The construction industry is considered as very high to the Gross Domestic Product of
India. From the data analysis, it can be summarized that the construction industry in India faces
several issues as well as challenges that are present alongside a general situation of socio-
economic stress. The challenges facing the construction industry in developing countries like
India has several issues that are addressed as development of construction industry,
globalization, culture as well as environment. However, the issue can be analysed from the
situation of developing countries along with major implications and current challenges. Several
topical issues are identified in the project that has implications for the construction industry.
However, it stars with development of construction industry. Considering the nature of the
requirements as well as issues in India, it is required to form agency that does not ensure success
of the construction industry development.
5.2 Motivation and significance of the thesis
The thesis would be helpful for the construction industry as it assists to take effective
strategy for the organization and solve the issues regarding construction challenges. However,
the thesis will motivate the researcher to work for the workers involved with construction
industry. In addition, the thesis would be helpful for the researchers as it would be helpful for
the management of the organization to deliver quality projects.
5.3 Findings and discussion of the research
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CONSTRUCTION CHALLENGES IN DELIVERING QUALITY PROJECTS
By analysing data for the research, it can be stated that assigning the project in team early
is considered as one of the most effective strategies need to be adopted in the present case. On
the other hand, selection of the right strategy for delivering the project in proper time and
development of realistic estimates can be helpful for quality as well as avoiding time delays.
However, it is required to make the activity management of the project risks in an effective way
for project development. Encouraging knowledge through stakeholder training as well as
development will be helpful to solve the issues.
5.4 The contributions of this study
Being a member of the thesis the data from secondary sources have been gathered. In
addition, survey has been organized and data was collected from the participants that help to get
appropriate findings for the research.
5.5 Future research and limitations of the study
There was limited number of resources and money that did not allow to research in broad
aspect. On the other hand, limited time does not allow participation of the larger samples for
doing better quality of analysis. It also hampered the quality of the research.
Scope of the study for restrictions could not be exploited for appropriate level. In
addition, the topic could be developed with the study of construction industry. In addition, the
research would be helpful for the future researchers as secondary source.
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CONSTRUCTION CHALLENGES IN DELIVERING QUALITY PROJECTS
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CONSTRUCTION CHALLENGES IN DELIVERING QUALITY PROJECTS
Appendix A: Questionnaire
Part A: Demographic Detail
1. Age:
 25-30 years
 31 -35 years
 Over 36 years
2. Income
 Less than 20000INR
 21000 INR to 40000 INR
 Over 41000INR
3. Experience
 Less than 3 years
 3 to 6 years
 Over 7 years
4. Company Working at:
5. Job Role:
 Human Resource Manager
 Financial Manager
 Engineering Manager
 Technical Manager
 Civil Manager
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CONSTRUCTION CHALLENGES IN DELIVERING QUALITY PROJECTS
 Supervisor
Part B: Construction Management Challenges
Please rate from 1 to 5 (1- Strongly Agree, 2- Agree, 3-Neutral, 4-disagree, 5- Strongly
Disagree)
Challenges Faced in the Company 1 2 3 4 5
1. Do you think resource allocation of materials,
men, machines and money is a challenge?
2. Do you think scheduling of activities and its
completion in a challenge?
3. Do you think complex nature of activities is a
challenge?
4. Do you think unsafe working environment is
a challenge?
5. Do you think cost and quality management is
a challenge?
6. Do you think cultural diversities and
communication between employees is a challenge?
7. Do you environment poses as a challenge?
Part C: Construction Manager Skills
Please rate from 1 to 5 in terms of importance (1- Very Important, 2 – Important, 3 –
Neutral, 4- Less Important, 5- Not at All Important)
Dhruvang Panchal (201700595) Page 72