Chinese Business Review, Vol. 14, No. 7, July 2015: Project Delays

The provided document is an excerpt from the Chinese Business Review, Volume 14, Number 7, published in July 2015. It features an article focusing on the effects of delayed payment of contractors on the completion of infrastructural projects, specifically using the Sondu-Miriu hydropower project in Kisumu County, Kenya, as a case study. The study, conducted in May 2011, utilized a causal-comparative design and collected primary data from 39 senior management staff. It examined the relative importance of delayed payments compared to other contractual delays and assessed the perceived effects of delayed payments on project completion. The findings reveal that delayed payments significantly impacted the project, leading to reduced productivity, increased costs, re-scheduling of works, and potential delays in completion. The study emphasizes the importance of timely payments to contractors for ensuring project success and recommends mitigative measures against potential risks associated with fund disbursement.

Chinese Business Review
Volume 14, Number 7, July 2015 (Serial Number 145)
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Chinese
Business Review
Volume 14, Number 7, July 2015 (Serial Number 145)
Contents
Management
Effects of Delayed Payment of Contractors on the Completion of Infrastructural Projects:
A Case of Sondu-Miriu Hydropower Project, Kisumu County, Kenya 325
Maurice Paul Okeyo, Charles Mallans Rambo, Paul Amollo Odundo
Instruments for Analysis of Knowledge Management in Operators Companies of Metropolitan
Transport Systems 337
Manoel Agrasso Neto, Andre Ricardo Wesendonck, Viviane D’Barsoles Gonçalves Werutzky
IT Influence on Organizational Structure: Empirical Studies Among Polish Organizations 348
Katarzyna Tworek
Systems Analysis in the Study of the Political Elite 354
Nadezhda Ponomarenko
Privatizing War 360
Kenneth Shaw

Chinese Business Review, July 2015, Vol. 14, No. 7, 325-336
doi: 10.17265/1537-1506/2015.07.001
Effects of Delayed Payment of Contractors on the Completion of
Infrastructural Projects: A Case of Sondu-Miriu Hydropower
Project, Kisumu County, Kenya
Maurice Paul Okeyo, Charles Mallans Rambo, Paul Amollo Odundo
University of Nairobi, Nairobi, Kenya
Sondu-Miriu hydropower (SMHP) project experienced delay for about five years and one of the contributing
factors was delayed payment of the contractor, with ripples effect extending down the contractual hierarchy. This
study assessed the effects of delayed payment of the contractor on the completion of SMHP project in Kisumu County,
Kenya. More specifically, the study addressed two research questions: What is the relative importance of delayed
payment of the contractor compared to other forms of contractual delays? What is the perceived effect of delayed
payment of the contractor on the project’s completion? A causal-comparative design was adopted and primary data
sourced in May 2011 from 39 senior management staff of contractual parties. Relative importance index (RII) was
used to determine the relative importance of perceived effects of delayed payment of the contractor on the project’s
completion; while Kendell’s coefficient of concordance was applied to determine the degree of agreement among
participants regarding their perceived effects of delayed payment. The study found that delayed payment of the
contractor affected the project by causing: loss of productivity and efficiency (71.8%); increase in time-related
costs (71.8%); re-scheduling and re-sequencing of works (69.2%); extension of time and acceleration (69.2%); as
well as prevention of early completion (53.8%). The study concludes that timely payment of contractors is crucial
for ensuring the continuity of works and completion of infrastructural projects within time, budget, and quality
specifications. The study recommends the need for appropriate mitigative measures against potential risks, such as
delayed disbursement of funds by external financiers, delayed approval of contractors’ payment requests, as well as
community participation and involvement of civil society to influence accountability in the management of project
funds and expedite disbursement of funds for subsequent project phases.
Keywords: infrastructural projects, contractor, delayed payment, budget overrun, time overrun
Introduction
Sondu-Miriu hydropower (SMHP) project is located in Kisumu County, about 337 kilometres from
 Acknowledgement: Special thanks go to the University of Nairobi for granting opportunity to the first author to pursue his
Master of Arts Degree Project Planning and Management. Secondly, all the participants who took their time to provide the
requisite information are thanked. Thirdly, the support provided by Tom Odhiambo in reviewing the manuscript is acknowledged.
Maurice Paul Okeyo, M.A., project planning and management, University of Nairobi, Nairobi, Kenya.
Charles Mallans Rambo, Ph.D., extra mural studies, University of Nairobi, Nairobi, Kenya.
Paul Amollo Odundo, Ph.D., education administration, University of Nairobi, Nairobi, Kenya.
Correspondence concerning this article should be addressed to Charles Mallans Rambo, P.O. Box 30197-00100, Nairobi,
Kenya. E-mail: [e-mail]; [e-mail].
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A CASE OF SONDU-MIRIU HYDROPOWER PROJECT, KISUMU COUNTY, KENYA326
Nairobi. The project is a run-of-the-river scheme, relying on the water from the Sondu-Miriu River, flowing
into Lake Victoria. The project was initiated by Kenya Electricity Generating Company Limited (KenGen) to
inject an additional 80 mega watts of electricity into the national grid and more particularly to support the
economy of western Kenya, which had a power deficit of about 75 mega watts at the time the project was
initiated in 1995 (KenGen, 2004).
The project was financed by the Government of Japan through Japanese International Corporation Agency
(JICA), under Overseas Development Agency (ODA) loans at a cost of KES 18 billion (JICA, 1985). The loan
was disbursed in two phases: in 1999, where KenGen received about 40% of the approved funds; in 2004,
where the remaining 60% of the funds was disbursed. Phase I funding covered civil works and engineering
services; while Phase II funding covered remaining civil works, hydro-mechanical works, generating
equipment, and transmission line works (KenGen, 2004; Nippon Koei, 2008). According to the initial
construction plan, the project was supposed to be completed by December 2005. However, due to delay, the
project’s completion date was revised to November 2011. Among the factors that contributed to the delay was
delay in the payment of contractors for completed works (Nippon Koei, 2008; Abiero, 2010).
As noted by Alaghbari, Kadir, Salim, and Ernawati (2007), late and inconsistent payment of contractors
for completed works is one of the critical factors, causing delays in the completion of infrastructural projects in
developing countries. Delay in payment at the higher end of hierarchy is likely to trickle down the chain of
contracts (Construction Industry Working Group on Payment, 2007). More specifically, delay in payment of
completed works is likely to constrain contractors’ cash flow, which in turn might affect timely payment of
sub-contractors, workers, suppliers, and service providers. Regarding human labor, delayed payment of
workers is likely to affect motivation, punctuality, productivity, honesty, pace of works, and completion of
construction projects.
Memon, Rahman, Aziz, Ravish, and Hanas (2011) have associated prolonged delays in payment with
consequences, such as high risk of industrial disputes, wanton destruction of property, and a high turn-over of
workers; while Raj and Kothai (2014) pointed out that timely payment of workers is necessary for maintaining
motivation, willingness, confidence, discipline, and cheerfulness to perform work. Furthermore, Abdul-Rahman,
Takim, and Min (2009) linked delayed payment to causal factors, such as clients’ poor financial and business
management; financial impropriety and political interference; inaccurate valuation for completed works; as well
as insufficient documentation and information for valuation, among other factors. Whereas causes of delays in
the construction of infrastructural projects have attracted many studies, particularly in developing economies,
the effects of such delays have not received as much attention (Sambasivan & Soon, 2007; Aziz, 2013;
Owolabi et al., 2014). More specifically, few studies, such as Sambasivan and Soon (2007), Abdul-Rahman et
al. (2009), and Memon et al. (2011), have focused on the effects of delayed payment of contractors on the
completion of infrastructural projects.
In Kenya, no studies have ever assessed the effect of delayed payment of contractors on the completion of
infrastructural facilities. This study examined the effects of delayed payment of contractors on the completion
of SMHP project by aggregating perspectives of the project’s key stakeholders, including KenGen (the
employer), Nippon Koei Company Limited (the engineer), Sinohydro (the contractor), and JICA (the financier).
The study further applied a coefficient of concordance to determine the degree of agreement among the four
categories of participants with respect to their ranking. The study addressed two research questions: What is the
relative importance of delayed payment of contractors compared to other forms of contractual delays? What is

A CASE OF SONDU-MIRIU HYDROPOWER PROJECT, KISUMU COUNTY, KENYA 327
the perceived effect of delayed payment of contractors on the project’s completion?
The purpose of the study was to inform stakeholders about the potential negative effects of delayed
payment of contractors on the completion of large infrastructural projects. The study also intended to contribute
to existing literature on infrastructural project delays, particularly in Sub-Sahara African (SSA) countries, with
a view to sensitizing stakeholders to work towards lessening such delays, in order to deliver inspirational,
durable, efficient, and safe infrastructural facilities within scheduled timeframes and allocated budgets.
Enhancing efficiency in the construction of infrastructural facilities is particularly important for SSA countries,
where available resources cannot suffice the need for more infrastructural facilities and where nearly half of the
population live on less than US$ 1.25 a day (World Bank, 2015; Gutman, Sy, & Chattopadhyay, 2015).
Literature Review
Infrastructural projects are considered successful when delivered within scheduled duration, allocated
budget, and specified quality (Majid, 2006; Owolabi et al., 2014). Delay in the completion of infrastructural
facilities is a critical challenge with a global dimension, often leading to increased construction costs due to
time extension or acceleration as well as loss of productivity, disruption of work, loss of revenue through
lawsuits between contractual parties, and project abandonment (Sambasivan & Soon, 2007; Owolabi et al.,
2014). Many SSA economies experience losses amounting to billions of dollars, as a result of delayed
completion of infrastructural projects, which undermines the noble goal of poverty reduction (Gutman et al.,
2015). Delay in the completion of infrastructural projects has significant cost implications, which in turn bears
far-reaching consequences in the lives of citizens, especially in SSA countries. Costs arising due to such delays
often manifest themselves in terms of accumulated interest on loans, high cost of maintaining management staff,
as well as continuous escalation in wages and material prices.
Studies conducted in various contexts have deduced that although delay in the completion of infrastructural
projects is a global phenomenon, it appears to be more common in developing than in developed countries
(Sambasivan & Soon, 2007; Alaghbari et al., 2007; Aziz, 2013). Among the developed countries, delay in the
completion of infrastructural projects has been reported in Canada, the United States, Australia, and Britain,
among others. In Canada for instance, De Souza (2009) attributed delays in the completion of infrastructural
projects to various factors, including reduced funding by sponsors, communication breakdown, delayed
disbursement of funds, poor site management by contractors, and tedious legislative procedures. In the United
States, SNL Financial (2010) reported delay in the completion of a pipeline project connecting Florida State
and Bahamas, particularly due to design changes; while Baldwin and Manthei (1971) associated project delays
in the United States with weather vagaries, labor supply, and poor management of sub-contractors.
In developing countries, delays in the completion of infrastructural projects have been reported in India,
Malaysia, Indonesia, Qatar, Jordan, Egypt, Ghana, South Africa, and Kenya, among other countries. In India, a
government Infrastructure Delay Report of 2006 reported delays in the completion of a rail project in West
Bengal and a coal project for about three and two decades, respectively, which were attributed to slow design
processes and late disbursement of project funds (Government of India, 2006). In Qatar, a Public Works Report
of 2009 linked delays in the completion of about one-third of infrastructural projects to contractors lack of
capacity, escalation of construction material prices, prolonged transfer of land ownership rights to contractors,
deferral of payments due to design issues, as well as legislative challenges in the procurement of necessary
equipment and machinery from overseas market (Government of Qatar, 2009).

A CASE OF SONDU-MIRIU HYDROPOWER PROJECT, KISUMU COUNTY, KENYA328
In Malaysia, Sambasivan and Soon (2007) identified causes of delays in the completion of infrastructural
projects, including contractor’s improper planning, poor site management, inadequate experience, inconsistent
flow of payments for completed work, poor management of sub-contractors, inconsistent communication
between parties, as well as shortage of materials, equipment, and labor. In South Africa, a government report
linked infrastructural project delays with changes in project design, inconsistent flow of financial resources, and
contractor’s lack of capacity to deliver (Government of South Africa, 1999). In Ghana, delay in payments, poor
contractor management, delays in material procurement, poor technical performances, and escalation of
material prices were identified as key factors accounting for about 80% of delays in the completion of
infrastructural projects (Frimpong, Olowoye, & Crawford, 2003).
In Kenya, delays in the completion of infrastructural facilities have been associated with factors, such as
poor financial management by government agencies, inadequate designs, and poor management of the
construction process by contractors (Talukhaba, 1999). Arguably, these factors are compounded by secondary
factors, such as poor management of materials and equipment by contractors, inadequate recognition and
response to risks emanating from the physical and socio-economic environments, as well as inadequate regard
for stakeholders’ needs (Talukhaba, 1999). Another study conducted by Ondari and Gekara (2013) reported
significant correlation between project delays and factors, such as management support (r = 0.625), design
specifications (r = 0.836), contractor’s capacity (r = 0.567), and supervision capacity (r = 0.712).
Delays in the completion of infrastructural facilities were also identified by Abiero (2010) in the study that
examined challenges of stakeholder management in implementation of SMHP project in Kenya. The study
reported that the Phase II of the SMHP project delayed for four and half years due to delays in the release of
funds, which in turn was caused by delay in the management of issues arising, including unsatisfactory
accountability for funds released in the previous phase and improper management of dissenting voices among
stakeholders (Abiero, 2010). The study further cited cases of delayed infrastructural projects in the lake region
of Kenya, including the Kisii-Chemosite Road, which delayed for more than 15 years, as well as the Nyanza
Provincial Headquarters, which stalled for more than two decades. The study noted that delayed completion of
the projects has led to loss of both time and possession utility of the projects.
The literature review shows that most studies focused on causes of delays in the completion of
infrastructural projects in developed and developing countries, with a few to explicitly identifying delayed
payment of contractors, as one of the factors contributing to delayed completion of the cited projects. More still,
no study has ever examined the effects of delayed payment of contractors on the completion of infrastructural
projects.
Methodology
The study adopted a causal-comparative design, which permitted the application of quantitative approaches
in data collection, processing, and analysis. Causal-comparative designs employ natural selection principle,
rather than manipulation of dependent variables to reveal relationships with independent variables (Oso & Onen,
2005). Self-administered questionnaires were issued to the management staff of contracting parties to source
information on causes of contractual delays and effects of delayed payment of the contractor on the completion
SMHP project. Primary data were supplemented with secondary data sourced from the project archives.
The study targeted senior management staff of SMHP project, affiliated to all contracting parties,
including KenGen (the employer), Nippon Koei Company Limited (the engineer), Sinohydro (the contractor),

A CASE OF SONDU-MIRIU HYDROPOWER PROJECT, KISUMU COUNTY, KENYA 329
and JICA (the financier). Senior management staff members were targeted, because contractual issues form part
of their responsibility. A sampling frame of all senior management staff was prepared using organizational
management charts of each contracting party and the process identified 54 eligible participants, who were all
included in the sample to avoid the risk of sampling error (Table 1).
Table 1
Sampling Frame
Contracting partner type Frequency Percent
Employer 15 27.8
Contractor 20 37.0
Engineer 15 27.8
Financier 4 7.4
Total 54 100.0
Self-administered questionnaires were used to source the information, particularly because they provided
the flexibility that targeted participants would require, considering their complicated itineraries. The approach
enabled participants to provide the requisite data at their convenience. One module of the instrument was
applied across the board to permit comparison of perspectives from different contracting parties. The
instrument, which had both closed- and open-ended questions, captured information on contractual delay
typology, perceived causes and effects, as well as mitigative measures.
The instrument was pre-tested at the Kisumu Airport Expansion Project, which had a similar contractual
management structure. The pre-testing was important for testing reliability of the instrument, validity, and
feasibility of data collection approaches. Primary data were collected in May 2011 after obtaining necessary
approval from University of Nairobi, National Council of Science and Technology, as well as KenGen.
Questionnaires were delivered to targeted participants and follow-ups were made through e-mails and
telephone calls. Of the 54 targeted participants, 39 (72%) successfully completed and returned the
questionnaires. Table 2 shows the questionnaire return rate for each category of participants.
Table 2
Questionnaire Return Rate
Contracting partner type No. targeted No. of participants Return rate (%)
Employer 15 14 93.3
Contractor 20 12 60.0
Engineer 15 10 66.7
Financier 4 3 75.0
Total 54 39 72.2
Primary data were listed, coded, digitalized, and cleaned for logical inconsistencies and misplaced codes.
The methods used included descriptive, factorial comparative, and rank analyses, to develop relative
importance of causes and effects of contractual delay on the project’s completion. Relative importance index
(RII) was computed using the formula (Kometa, Oloimolaiye, & Harris, 1994).
RII  (1)

A CASE OF SONDU-MIRIU HYDROPOWER PROJECT, KISUMU COUNTY, KENYA330
where W is the weighting assigned to each response on a scale of 1 to 5 corresponding with lowest to highest; A
is the highest weight; and N is the total number of participants.
RII yielded values in the range of 0 < x ≥ 1. The higher the value of RII is, the more important the
identified factor on contractual delays is. This ranking enabled cross comparison of the relative importance of
the factors as perceived by the four categories of participants. RII is a non-probabilistic rank statistic derived
from ordinal data; hence, its accuracy is non-dependent on sample size or the population.
Furthermore, Kendell’s coefficient of concordance was applied to determine the degree of agreement
among the four categories of participants with respect to their ranking (Frimpong et al., 2003). The coefficient
states that the degree of agreement on a 0 to 1 scale is given by W, such that:
(2)
where,
Σ … Σ (3)
where n is the number of factors; m is the number of groups; and j represent the factors 1, 2, 3, … n.
As noted by Frimpong et al. (2003), Kendell’s coefficient of concordance is strong on both probabilistic
and non-probabilistic distributions, because it is not sensitive to sampling error. In addition, Chi-square statistic
was used to determine whether there was a significant difference in the ranking of contractual delay factors
perceived to be influencing delays in the project’s completion. The Statistical Package for Social Sciences
(SPSS) and Microsoft Excel were used to analyze the data.
Results
The results of this study were organized, interpreted, and discussed under five thematic areas, including
participants’ profile, forms of contractual delay, components of contractual delay, and effects of delayed
payment of the contractor on the project’s completion. Details are presented and discussed under the following
sub-sections.
Participants’ Professional and Work Experience
The study covered 39 senior management staff of the contractual parties, including 14 (35.9%) from
KenGen, 12 (30.8%) from Sinohydro, 10 (25.6%) from Nippon Koei, and 3 (7.7%) from JICA. The duration of
professional and work experience is an important factor in successful management and administration of
construction projects. In view of this, participants were requested to indicate the duration of experience in
managing construction projects and more specifically, the duration of experience in managing SMHP project.
The results are summarized in Table 3.
The results show that the employer’s staff reported an average professional experience of 2.6 years in the
management of construction projects and 2.3 years in the management of SMHP project. The contractor’s staff
indicated an averaged experience of 2.1 years and 1.7 years in the management of construction projects and
SMHP project, respectively. Engineer’s staff reported an average experience of 3.0 and 2.1 years; while the
Financier’s staff stated the least experience of 2 years in the management of construction projects and 1.3 years
in SMHP project.
The results suggest low variability of experience among participants. The average experience was 2.4
years in management of construction projects and 1.9 years in management of the project. The engineer’s staffs
were the most experienced with a relative weight of 1.0 compared to the employer’s 0.9 and the contractor’s

A CASE OF SONDU-MIRIU HYDROPOWER PROJECT, KISUMU COUNTY, KENYA 331
0.7. The least relative management experience was noted among the financier’s staff, which was weighted at
0.6. Low variability further suggests that the participants were fairly homogenous in terms of professional
experience and therefore provided reliable information with negligible internal deviation of ±0.03 year.
Furthermore, the contractual documents revealed that the employer set a minimum professional experience
in managing construction projects at three years, upon which the reported duration of professional experiences
was compared. The results show that only the engineer’s staff met the minimum threshold, which may suggest
that the employer might have failed to exercise authority to ensure adherence to the standard by all contractual
parties. Projects which are managed by highly experienced personnel have a relatively lower risk of
experiencing contractual delays, due to the management’s ability to proactively assess and mitigate potential
risk factors. In view of this, the staff of most contractual parties reported a professional experience, which is
lower than the threshold set in the contractual documents, which might have contributed to the contractual
delay experienced in SMHP project.
Participants were requested to indicate their perspectives on whether SMHP project was on time or in
delay. The results presented in Table 4 show that out of the 14 staff of the employer, 11 (78.6%) indicated that
the project was in delay. The same status was confirmed by all the staff members of the contractor (12), the
engineer (10), and the financier (3).
Table 3
Professional and Work Experience
Contractual party Frequency Average experience (years) Relative weighted
managementConstruction projects Sondu-Miriu HP
Employer 14 2.6 2.3 0.9
Contractor 12 2.1 1.7 0.7
Engineer 10 3.0 2.1 1.0
Financier 3 2.0 1.3 0.6
Total 39 2.4 1.9
Table 4
Perception on the Timeliness of the Project
Contractual partner type Yes No
Frequency Percent Frequency Percent
Employer 3 21.4 11 78.6
Contractor 0 0.0 12 100.0
Engineer 0 0.0 10 100.0
Financier 0 0.0 3 100.0
Total 3 7.7 36 92.3
Overall, 36 (92.3%) participants across the contractual parties affirmed that the project was not on
schedule, while 3 (7.7%) expressed contrary opinions, suggesting that some participants might not be having
sufficient experience in the project’s delay aspects. Nonetheless, the high proportion of participants (92.3%),
affirming that the project was in delay, is a robust indication that the project’s completion was behind schedule.
Forms of Delay in SMHP Project
Three main forms of project delay, namely, contractual, stakeholder, and force majeure, were listed in