Factors Responsible for Delay in Large Construction Projects

This research study aims to identify the factors responsible for delay in large construction projects and how project management can help in reducing the delay. The literature review highlights the factors causing delay, impact of delay, and project management practices for reducing delay. The research objectives, questions, purpose, and significance are also discussed.

Factors Responsible for Delay in
Large Construction Projects
1

Table of Contents
List of figures.............................................................................................................................2
Introduction................................................................................................................................4
Research Objectives...................................................................................................................5
Research Questions....................................................................................................................5
Purpose of the Research.............................................................................................................5
Significance of Research............................................................................................................5
Literature Review.......................................................................................................................6
Factors responsible for project delay.....................................................................................6
Impact of delay in construction projects................................................................................9
Project management for reducing the delay in construction projects..................................10
Research Methodology.............................................................................................................12
Research technique...............................................................................................................12
Data collection tools.............................................................................................................12
Sampling method and sample size.......................................................................................13
Data Analysis...........................................................................................................................13
Results and discussion..............................................................................................................31
Conclusion................................................................................................................................33
References................................................................................................................................33
List of figures
Figure 1: Gender Distribution..................................................................................................13
Figure 2: Age Distribution.......................................................................................................14
Figure 3: Years of experience..................................................................................................15
Figure 4: Position.....................................................................................................................16
2

Figure 5....................................................................................................................................17
Figure 6....................................................................................................................................18
Figure 7....................................................................................................................................19
Figure 8....................................................................................................................................20
Figure 9....................................................................................................................................21
Figure 10..................................................................................................................................22
Figure 11..................................................................................................................................23
Figure 12..................................................................................................................................24
Figure 13..................................................................................................................................25
Figure 14..................................................................................................................................26
Figure 15..................................................................................................................................27
Figure 16..................................................................................................................................28
Figure 17..................................................................................................................................29
Figure 18..................................................................................................................................30
Figure 19..................................................................................................................................31
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Introduction
The building construction industry is growing at a fast pace worldwide. There is a lack of
understanding in construction industry related to the managing the projects in efficient
manner. This results in the inconsistency in the performance of the project of construction
and this issue is growing rapidly. The failure of the building projects is noticed in
construction industry. The project failure in construction industry is mainly due to the
ineffective performance. It is also noticed that the delays in the project is main reason of
project failure in the building construction industry (Agu & Ibe, 2016). The project efficiency
can be measured in terms of timely completion of the construction project. Although,
construction process rely upon different factors such as the availability of the resources,
performance of the party involved, contractual conditions and the site conditions (Mansfield,
Ugwu, & Doran, 2013). It is important to determine main factors that affect the projects
delays of the building construction industry. Developing the relationship among the critical
attributes for the purpose of evaluating the impact of the factors of delay is essential. Along
with this, it is important to identify how the project management can help in reducing delay
of projects. Project management is a practice that helps in managing the projects of all types
in an effective and efficient manner (Chan & Kumarasivamy, 2007). It involves the planning
and controlling of the project activities to attain project success. Project management can help
in accomplishing the projects on time and within the budget through effective planning.
Hence, this research study will also investigate the contribution of the project management in
reducing construction project delays.
4

Research Objectives
The research objectives for the study are:
 To identify the factors which are responsible for large construction projects delay
 To analyse how project management can help in reducing the delay in the project
of construction projects.
Research Questions
1. What factors are responsible for delay in large projects of construction?
2. How project management can help in reducing the delay?
Purpose of the Research
The aim of research is to identify factors that responsible for construction project delay. The
construction projects are considered as successful when they are completed within the
estimated cost and the time. The problem of the delay in the construction project is the issue
faced by this industry and the people of this industry (Odeh & Battaineh, 2005). The delay in
the project affects the project cost highly. It is important to identify the factors that cause the
delay in the project to reduce chances of the delays in large projects of construction. This
research study will also help in determining the methods in which the project management
can help in reducing delays of projects of construction.
Significance of Research
The research study will help in identifying the factors causing delay in the construction
project, which will eventually provide the support to the construction industry. The
investigation related to the contribution of the project management in reducing delays in the
construction project will also help the construction industry and provide with the knowledge
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to the project managers in context of managing the projects in an effective manner. This
research study will contribute in providing the knowledge and the information to the future
researchers to conduct the research on this topic and will also help the construction industry
to a great extent.
Literature Review
Factors responsible for project delay
Construction industry is rapidly developing industry everywhere throughout the world.
Delays are the most serious issue in the construction projects. The construction project delays
can be recognized as late accomplishment of construction project. It is essential to identify
the reasons behind the delay in projects for reducing the same. A research study was
conducted by Naikwadi & Khare (2016) with the aim to identify causes of delays in
construction, impacts of delays and techniques for limiting the delays in construction. There
are numerous components working behind the delay in projects, some of reasons identified
are: absence of assets, changes in drawings, absence of viable communication and poor
project management. It is suggested by the authors that satisfactory construction budget,
issuing of the drawings and the information related to the building construction project on
time, efficient project management abilities ought to be the fundamental focal point of
procurement process of project (Naikwadi & Khare, 2016).
Construction industry is a significant part of the socio-economic advancement of developing
nation. Construction time fills in as a standard for evaluating the execution of any project.
The unforeseen issues experienced at the time of planning, construction and conception stage
results in uncertain and undesirable delay in the completion of construction projects.
Hammadi & Nawab (2016) conducted a survey in Saudi Arabia to identify the aspects
responsible for delay in construction projects. The authors accomplished this by analysing the
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literature and conducting a survey by involving advisors, project managers and designers or
the engineers engaged with construction projects and gathering their feedbacks. The
significance of the role of project owner, financing, contractor, and materials and design
archives factors have been referred to as the principle delay factors. The reasons for cost and
time overruns were compared with different past research conducted in Asia and Africa. It
provided the author with 7 major factors behind delay in projects: lack of constraint and
slowness, design, incompetence, market and estimate; lack of skills in workers or the
unavailability of the worker and financial ability (Hammadi & Nawab, 2016).
In Jordan, the most important economic sector is construction sector. Cost and time overrun
issues are faced by this industry. A research study was conducted by Samarah & Bekr (2016)
with the aim to identify key reasons for delays in Jordan’s public projects and, to discover
impacts of delay on the execution of projects. The authors attained the aim by a concentrated
review of literature and a field investigation was used to discover the impression of
significant parties taking an interest in the execution of the construction projects in the nation.
There were three divisions in the survey questionnaire: introductory part, reasons uncovered
by (55 causes) literature review were classified into four sets and the impact of reasons upon
the execution of the project. The authors collected the responses of 146 members including
customers, experts and contractors. The assessment helped out through the identification of
the recurrence of event, seriousness and significance of all 55 reasons for delay. The analysis
presented positioning of the critical elements for specific group and after that, the critical
components of the entire survey. Along with this, the investigation exhibited the impact of
the reasons of delays on the execution of the project (Samarah & Bekr, 2016).
Delay is commonly known as most general, complex, costly and highly risky problem in the
construction projects. It is also the major source of disputes among the contractors and
owners. The delays occur in all types of construction projects however, the degree of delays
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differ in every project Alaghbari, Kadir, Salim, & Ernawati (2007) conducted a research
study in order to identify main factor causing delay in the construction projects in Malaysia.
With the help of the survey, it has been found by the authors that there are 31 factors that
cause delay. These factors were grouped into 4 categories that are external factors, owner
factors, contractor factors and consultant factors. The important level of categories were
measured and based on their importance they were ranked by the authors. It has been found
that the financial problems and the coordination problems are most important factors behind
the delay in the construction projects of Malaysia (Alaghbari, Kadir, Salim, & Ernawati,
2007).
Theoretical Framework
8
Factors responsible for delay or time
overrun of construction projects
Contractor or
owner factors
Consultant factors Others factors
Poor communication and
the coordination
amongst parties
Delay in review and the
approval of the
construction designs
Lack of experience of
consultants
Financial problems
Frequent changes in
design
Delay in approval of the
drawings
Slowness
Lack of experience of
consultants
Incompetent designers
Lack of availability
of labour
Delay in
procurement of
materials
Lack of skills in
workers

Impact of delay in construction projects
In the research by Sambasivan & Soon (2007), it has been found that the six effects of delays
in construction project are disputes, cost and time overruns, litigation, arbitration, total
abandonment (Sambasivan & Soon, 2007).
A research study was conducted by Kikwasi (2012), with the aim to identify causes and
effects of the delays and disruptions on the construction projects. With the help of the
different techniques, it has been found by the author that negative social impact, time
overrun, cost overrun, disputes and idling resources are effects of delays in the construction
projects. It is recommended by the author that estimation of accurate budget for construction,
finalization of design, timely issuing of the information and project management skills are
highly important in order reduce effect of the delay in the construction projects (Kikwasi,
2012).
According to Hasseb, Xinhai-Lu, Bibi, Dyian & Rabbani (2011), the general consequences of
delay in construction projects are loss of capacity, wealth and time. For owner, delay in
construction projects means unavailability of facilities and loss of income. For contractor,
delay in the construction projects means loss of materials, loss of money used for hiring
labour, further investment on materials and equipment and loss of time (Haseeb, Xinhai-Lu,
Bibi, Maloof-ud-Dyian, & Rabbani, 2011).
According to Pourrostam & Ismail (2012) the delays in the construction projects can result in
several negative outcomes and effects. The six effects, as identified by the author through the
review of the literature that are (1) disputes, (2) time overrun, (3) total abandonment, (4)
litigation, (5) cost overrun, and (6) arbitration. It is important to focus upon the practices for
reducing chances of delays in the construction projects of all types. The effective use and
adoption of the practices can help in avoiding the unwanted delay in construction projects
(Pourrostam & Ismail, 2012).
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Project management for reducing the delay in construction projects
In order to make construction project successful, it is important to understand the project
management theory. Project management theory is considered as the collection of effective
practices that can help in the management of all kinds of project. The main function of
management includes planning, organizing, controlling and staffing. Project management
competency was presented by Chen and Partington in the year 2006 in three hierarchical
levels. In the first level, planning and the controlling of the tasks were included. In the second
level, organization of the activities of a project was incorporated and in the third level,
evaluation and management of the problems was included. It is argued by Chen and
Partington, most competent are third- level managers and least competent are first- level
managers in the project management of construction projects. The standards are utilized in
order to evaluate as well as develop the competence related to the project management. It has
been highlighted by Chen and Partington that the training to the managers is essential to fulfil
the lacked attributes in the managers of all three hierarchical levels. This can help in attaining
the effective management practices for the successful completion of projects (Chen &
Partington, 2006).
The main goal of the project management is to accomplish the project within the available
budget and time. This has been defined by PMI through analysing the practices related to the
management for the successful projects. PMBOK by PMI includes the different area of
management. It mainly includes the areas associated with the project time management and
project cost management. It offers useful principles that facilitate the project managers in
reducing schedule delays and cost overruns. Project manager can implement the process
groups that are introduced in PMBOK by PMI. The five groups that are defined in PMBOK
related to the project process are initiation, planning, executing, monitoring and controlling
and closing. Along with this, ten knowledge areas are also introduced by PMI that includes
10

(a) project scope management, (b) project integration management (c) project time
management, (d) project quality management, (e) project cost management, (f) project
communication management, (g) project risk management, (h) project human resources
management (i) project stakeholder management, and (j) project procurement
management(PMI, 2013). Project managers need to practice multiple knowledge area in order
to manage the projects. It can support the project manager to interface and interact with 10
knowledge areas in process group. The success of a project can be determined through the
techniques of project management. The issues related to delay in the project can be resolved
with the help of the practices of project management (PMI, 2013). Project management
practices let project managers to manage activities of the project in a systematic manner,
which eventually contributes in accomplishing the project on time without any delay
(Whatley, 2014). The project success is determined in terms of project management, as to
whether the project is accomplished by the project manager within the available time and
budget or not (Sears, Sears, Clough, Rounds, & Segner, 2015).
The issue of time overruns or delay in the project completion is posing a serious challenge
ahead of the construction industry. The project management proficiency is important for
enhancing the performance of projects. The appropriate skills and abilities to manage the
project, through implementing the practices and the strategies of the project management can
help in reducing the issue of project delay in an effective manner. The effective planning and
control upon the activities of the project is helpful in managing the project in an efficient
manner. Project manager should know how to make his team work so that the objectives of
the project can be attained within the available time (Burnett, 2012). The effective
implementation of the theories and the practices of project management are important in
order to eliminate the issue or problem of delay in the construction projects. The effective
training related to managing the project is the most important aspect, which can help in
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developing the ability within the project managers to manage project and accomplish project
within the estimated project time. Developing an effective and competence project team is
important; the team members should have the knowledge about how to manage the project
activities in an effective manner. The effective understanding and the coordination among the
team can help in reducing the delays in construction projects (Simushi, 2017).
Research Methodology
In this research study, both types of research methods are used that are primary research
method and secondary research method. The secondary research method has been used to
collect the data and the information related to the research topic from the previously
conducted research studies (Kuada, 2012). The secondary sources of information that are
used in this research study to obtain the data and the information are journal articles, reports,
books, conference proceedings, newspapers and websites. The primary research methods help
in obtaining the first -hand and original data (Kothari, 2004). In order to collect the primary
data mixed approach has been used.
Research technique
In this research study, techniques that have been used for primary data collection is
qualitative and quantitative techniques. For collecting the data in the numerical form
quantitative technique has been used in the research (Kumar, 2014). It is easier to analyse the
data collected in numerical form (Achari, 2014). For obtaining in-depth information, the
qualitative technique is used (Lim & Ting, 2013; Daniel & Sam, 2011). The quantitative
approach is used in this research, so that the useful and in-depth information can be obtained.
Data collection tools
For the purpose of collecting quantitative data, survey questionnaire has been used. The
survey helps in collecting the data in the numerical form (Flick, 2015). It contains the
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questions related to the topic of the research to collect data from participants (Bhattacharyya,
2015). The likert scale has been used for collecting responses of the participants in the
numerical form (Khan, 2011). In order to collect the quantitative data, the interview has been
conducted with the supervisors of the construction industry.
Sampling method and sample size
The random sampling method has been used to select participants for survey (Scruggs &
Mastropieri, 2006; Cochran, 2007). In order to select the participants for the interview,
convenience sampling method has been used (Dhivyadeepa)(Daniel J. , 2011). 40
respondents have been selected for the survey. 5 participants have been selected for
conducting the interview.
Data Analysis
MS Excel has been used for analysing collected data. The data have been presented in the
form of pie charts.
1. Gender
Male
60%
Female
40%
Figure 1: Gender Distribution
Through the responses of the survey, it has been found that out of the total respondents, 60%
of the respondents were male and only 40 percent were female.
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2. Age
A. Below 25 years
15%
B. 25 years to 35
years
20%
C. 35 years
to 45 years
28%
D. 45 years to 50
years
23%
E. Above 50 years
15%
Figure 2: Age Distribution
Out the total number of respondents, highest numbers of respondents were among 35 years to
45 years of age. There were 15 % of the respondents below the age of 25 years, 20 % of
respondents were between the age group of 25 years to 35 years, 23 % were between the age
group of 45 to 50 years and 15 percent of respondents were above the age of 50 years.
14

3. Years of experience
A. Less than 1
year
18%
B. 1 to 2 years
18%
C. 2 to 5 years
38%
D. 5 to 10 years
18%
E. More than 10 years
10%
Figure 3: Years of experience
Out of the total number of respondents, most of the respondent had the experience of 2 to 5
years. 17 % of the respondents had less than 1 year of experience, 17 % had experience of 1
to 2 years, 18 % of respondents had experience of 5 to 10 years and 10 % had more than 10
years of experience.
15

4. Profile
A. Owners
25%
B. Consultants
28%
C. Contractors
28%
D. Managers
20%
Figure 4:Position
Most of the respondents were contractors that are 28 %. 25 % of respondents were owners, 27
% of respondents were consultants and 20 % of respondents were managers in the
construction industry.
16

5. The difficulties in financing the projects results in project delay.
A. Strongly disagree
13%
B. Disagree
13%
C. Neutral
10%
D. Agree
30%
E. Strongly agree
35%
Figure 5
65 % of the respondents agreed that the difficulties in financing the projects results in project
delay.12 % of participants strongly disagreed, 13 percent respondents disagreed, 10 % were
neutral to the statement, 30 % of respondents agreed and 35 % of the respondents strongly
agreed to the statement
17

6. Conflicts among the contract and the other parties is a reason behind delay
A. Strongly disagree
10%
B. Disagree
13%
C. Neutral
15%
D. Agree
33%
E. Strongly agree
30%
Figure 6
Most of the respondents agreed that the conflicts among the contract and the other parties are
the reason behind delay. 10 % of participants strongly disagreed, 12 % of respondents
disagreed, 15 % were neutral, 33 % of respondents agreed and 30 % strongly agreed to the
statement.
18

7. Poor coordination and communication is a responsible factor for delay in the
projects of construction.
A. Strongly
disagree
18% B. Disagree
8%
C. Neutral
15%
D. Agree
25%
E. Strongly agree
35%
Figure 7
60 % of the respondents agreed to the statement that poor coordination and communication is
a responsible factor for delay in construction projects. 17 % strongly disagreed, 8 % of the
participants disagreed, 15 % respondents were neutral, 25 % respondents agreed and 35 %
strongly agreed to the statement.
19

8. Delay in approving the main changes in the construction project scope is the reason
behind consultant related delays
A. Strongly disagree
13%
B. Disagree
13%
C. Neutral
10%
D. Agree
30%
E. Strongly
agree
35%
Figure 8
65 % of participants out of the total number of respondents, agreed that the delay in
approving the main changes in the construction project scope is the reason behind consultant
related delays. 12 % of respondents strongly disagreed to the statement, 13 percent of
respondents disagreed to the statement, 10 % were neutral, 30 % of respondents agreed and
35 % of the participants strongly agreed to statement
20

9. Delay in developing design documents results in project delay
A. Strongly disagree
10%
B. Disagree
13%
C. Neutral
15%
D. Agree
33%
E. Strongly agree
30%
Figure 9
Most of the respondents agreed that the delay in developing design documents results in
project delay. 10 % of participants strongly disagreed, 12 % of respondents disagreed, 15 %
respondents were neutral, 33 % of respondents agreed and 30 % respondents strongly agreed
to statement.
21

10. Inadequate experience of the consultants is the cause of project delay
A. Strongly
disagree
18% B. Disagree
8%
C. Neutral
15%
D. Agree
25%
E. Strongly
agree
35%
Figure 10
60 % of the respondents agreed to the statement that inadequate experience of the consultants
is the cause of project delay. 17 % respondents strongly disagreed to statement, 8 % of
participants disagreed, 15 % were neutral, 25 % agreed and 35 % respondents strongly agreed
to statement.
22

11. Lack of technologically advanced mechanical equipment is the reason for delay.
A. Strongly disagree
13%
B. Disagree
13%
C. Neutral
10%
D. Agree
30%
E. Strongly
agree
35%
Figure 11
65 % of the respondents agreed that the lack of technologically advanced mechanical
equipment is the reason for delay.12 % of respondents strongly disagreed to the statement, 13
percent of respondents disagreed, 10 % respondents were neutral, 30 % of respondents agreed
and 35 % respondents strongly agreed to statement.
23

12. Low level of skills related to operating the equipment is a reason for delay
A. Strongly disagree
10%
B. Disagree
13%
C. Neutral
15%
D. Agree
33%
E. Strongly agree
30%
Figure 12
Most of the respondents agreed that the low level of skills related to operating the
equipment is a reason for delay. 10 % respondents strongly disagreed to statement, 12 %
participants disagreed to statement, 15 % of participants were neutral, 33 % of respondents
agreed and 30 % respondents strongly agreed to statement.
24

13. Low productivity level of labours is the cause for delay in construction projects.
A. Strongly
disagree
18% B. Disagree
8%
C. Neutral
15%
D. Agree
25%
E. Strongly agree
35%
Figure 13
60 % of the respondents from the total respondents agreed to the statement that low
productivity level of labours is the cause for delay in construction project. 17 % of the
respondents strongly disagreed to the statement, 8 % respondents disagreed to the statement,
15 % respondents were neutral, 25 % participants agreed and 35 % participants strongly
agreed to the statement.
25

14. Effective knowledge related to project management theories and practices is
important for reducing delay in projects
A. Strongly disagree
13%
B. Disagree
13%
C. Neutral
10%
D. Agree
30%
E. Strongly agree
35%
Figure 14
Most of the respondents agreed that the effective knowledge related to project management
theories and practices is important for reducing project delay. 12 % of respondents strongly
disagreed to the statement, 13 percent of respondents disagreed to the statement, 10 % were
neutral, 30 % of participants agreed and 35 % respondents strongly agreed to statement.
26

15. Using the project process groups is helpful in managing the construction projects
and completing projects on time
A. Strongly disagree
10%
B. Disagree
13%
C. Neutral
15%
D. Agree
33%
E. Strongly agree
30%
Figure 15
63 % of the respondents agreed that using the project process groups is helpful in managing
the construction project and completing projects on time. 10 % respondents strongly
disagreed to statement, 12 % respondents disagreed to statement, 15 % of participants were
neutral, 33 % of participants agreed and 30 % of respondents strongly agreed to the
statement.
27

16. Implementation of the project management theories and practices can help in
reducing chances of time and cost overruns.
A. Strongly
disagree
18%
B. Disagree
8%
C. Neutral
15%
D. Agree
25%
E. Strongly
agree
35%
Figure 16
Most of the respondents agreed to the statement that implementation of the project
management theories and practices can help in reducing chances of time and cost overruns.
17 % of respondents strongly disagreed to statement, 8 % of respondents disagreed to
statement, 15 % of participants were neutral, 25 % of respondents agreed and 35 %
respondents strongly agreed to statement.
28

17. Proper training to the project managers is important for effective implementation of
the project management practices.
A. Strongly disagree
13%
B. Disagree
13%
C. Neutral
10%
D. Agree
30%
E. Strongly agree
35%
Figure 17
65 % of the respondents agreed that the proper training to the project managers is important
for effective implementation of the project management practices. 12 % of respondents
strongly disagreed to the statement, 13 percent of respondents disagreed to the statement, 10
% were neutral to the statement, 30 % of participants agreed and 35 % of the respondents
strongly agreed to the statement
29

18. The knowledge areas of project management are helpful in effective management of
construction projects
A. Strongly disagree
10%
B. Disagree
13%
C. Neutral
15%
D. Agree
33%
E. Strongly
agree
30%
Figure 18
Most of the respondents agreed that the knowledge areas of project management are helpful
in effective management of construction projects. 10 % of participants strongly disagreed to
the statement, 12 % of respondents disagreed to the statement, 15 % respondents were
neutral, 33 % respondents agreed and 30 % respondents strongly agreed to statement.
30

19. The issue of delay in construction projects can be resolved through effective
planning and controlling of the project activities, through implementing project
management practices.
A. Strongly
disagree
18% B. Disagree
8%
C. Neutral
15%
D. Agree
25%
E. Strongly agree
35%
Figure 19
60 % of the respondents out of the total number of respondents, agreed to the statement that
the issue of delay in construction projects can be resolved through effective planning and
controlling of the project activities, through implementing project management practices. 17
% respondents strongly disagreed, 8 % of respondents disagreed to statement, 15 % of
participants were neutral, 25 % of respondents agreed and 35 % of participants strongly
agreed to the statement.
Results and discussion
Through the results of the survey, it has been found that difficulties in financing projects,
conflicts among the contractor and the associated parties, reduced coordination and
communication, hindrance in approving the main changes, delay in developing design
documents, inadequate experience of the consultants, lack of technologically advanced
31

mechanical equipment, low level of skills and lower level of the productivity of labours are
factors mainly responsible for delay in projects of construction. It is agreed by the
respondents that these are the factors that contributes highly for delay in projects of
construction. In the literature review, it has been discussed that there are many of factors such
as contractor factors, consultant factors, owner and the external factors that are responsible
for project delay (Assaf & Al-Hejji, 2006). In order to eliminate the chances of delay in
project, it is important to implement the practices and the theories of project management
(Chen & Partington, 2006). It is discussed in the literature review that PMI introduced
PMBOK that includes the guidelines for managing the project and also includes the project
process groups that help in the success of the project. Initiation, planning, execution,
controlling and monitoring and closing are five process groups that are important to practice
and understand. The knowledge areas of project management are highly important for
completing the project on time(PMI, 2013). The effective knowledge related to its
implementation is important for the project managers. It is agreed by the respondents that the
practices of project management can help in reducing project delays. The impact of delay in
construction project is also discussed in the literatures which represented that the cost
overruns and time overruns, arbitrations, disputes, ligations and total abandonment are the
effects of the delays in construction project (Sambasivan & Soon, 2007).
Through interviewing the managers of the construction industry it has been found that there
are different factors responsible for project delay such as lack of skills of the consultants or
the contractors, lack of the financial and human resources, lack of communication, frequent
changes in the designs of construction and the lack of project management abilities are the
factors responsible for project delays. It has been stated by the managers that the project
management practices and their effective application can help in reducing delays. Proper
32

training to the project manager is important for application of the project management
practices in an effective manner.
Conclusion
The biggest issue that is faced by the construction industry is delay in project. There are
many factors that are responsible for the project delay such as lack of skills of the consultants
or the contractors, lack of the financial and human resources, frequent changes in the designs
of construction factor related to contractors and owners and such others. The effect of project
delay is negative as it results in time overruns and cost overruns, litigation, arbitration and the
total abandonment. It is important to manage the project in an effective manner through
planning and controlling and by applying the project management practices. The project
management practices can help to decrease the effect of the issue of delay in projects of
construction. This research study will contribute in providing knowledge to the people of
construction industry and the future researchers. It is recommended that the proper training to
project managers is important so that they can manage the projects in a manner so as to avoid
any kind of delay.
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Appendix
Survey questionnaire
1. Gender
A. Male
B. Female
2. Age
A. Below 25 years
B. 25 years to 35 years
C. 35 years to 45 years
D. 45 years to 50 years
36

E. Above 50 years
3. Years of experience
A. Less than 1 year
B. 1 to 2 years
C. 2 to 5 years
D. 5 to 10 years
E. More than 10 years
4. Profile
A. Owners
B. Consultants
C. Contractors
D. Managers
5. The difficulties in financing the projects results in project delay.
A. Strongly disagree
B. Disagree
C. Neutral
D. Agree
E. Strongly agree
6. Conflicts among the contract and the other parties is the reason behind delay
A. Strongly disagree
B. Disagree
C. Neutral
D. Agree
E. Strongly agree
37

7. Poor coordination and communication is one of the factors responsible for delay in
construction projects.
A. Strongly disagree
B. Disagree
C. Neutral
D. Agree
E. Strongly agree
8. Delay in approving the main changes in the construction project scope is the reason
behind consultant related delays
A. Strongly disagree
B. Disagree
C. Neutral
D. Agree
E. Strongly agree
9. Delay in developing design documents result in project delay
A. Strongly disagree
B. Disagree
C. Neutral
D. Agree
E. Strongly agree
10. Inadequate experience of the consultants is the cause of delay in project
A. Strongly disagree
B. Disagree
38

C. Neutral
D. Agree
E. Strongly agree
11. Lack of technologically advanced mechanical equipment is the reason for delay.
A. Strongly disagree
B. Disagree
C. Neutral
D. Agree
E. Strongly agree
12. Low level of skills related to operating the equipment is the reason for delay
A. Strongly disagree
B. Disagree
C. Neutral
D. Agree
E. Strongly agree
13. Low productivity level of labours is the cause for delay in construction project.
A. Strongly disagree
B. Disagree
C. Neutral
D. Agree
E. Strongly agree
14. Effective knowledge related to project management theories and practices is
important for reducing project delay
A. Strongly disagree
B. Disagree
39

C. Neutral
D. Agree
E. Strongly agree
15. Using the project process groups is helpful in managing the construction project and
completing the project on time
A. Strongly disagree
B. Disagree
C. Neutral
D. Agree
E. Strongly agree
16. Implementation of the project management theories and practices can help in
reducing chances of time and cost overruns.
A. Strongly disagree
B. Disagree
C. Neutral
D. Agree
E. Strongly agree
17. Proper training to the project managers is important for effective implementation of
the project management practices.
A. Strongly disagree
B. Disagree
C. Neutral
D. Agree
E. Strongly agree
40

18. The knowledge areas of project management are helpful in effective management of
construction projects
A. Strongly disagree
B. Disagree
C. Neutral
D. Agree
E. Strongly agree
19. The issue for delay in construction project can be resolved through effective
planning and controlling of the project activities through implementing project
management practices.
A. Strongly disagree
B. Disagree
C. Neutral
D. Agree
E. Strongly agree
41