In-planned duration and cost at project closing are the two of criteria of successful project and successful project management. In Vietnam, regularly, construction projects have met delays and cost overruns. This research has employed a questionnaire survey to elicit the causes of this situation by interviewing 87 Vietnamese construction experts. Twenty one causes of delay and cost overruns appropriate with building and industrial construction project were inferred and ranked with respect to frequency, severity and importance indices. Spearman’s rank correlation tests showed that there are no differences in the viewpoints between three principal parties in the project. A comparison of causes of time and cost overruns was done with various selected construction industries in Asia and Africa. Factor analysis technique was applied to categorize the causes, which yielded 7 factors: Slowness and Lack of constraint; Incompetence; Design; Market and Estimate; Financial capability; Government; and Worker. These findings might encourage practitioners to focus on delay and cost overruns problem that might have existed in their present or future projects.

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Delay and cost overruns in Vietnam large construction projects: A comparison with other selected countries

Delays in construction projects: The case of Jordan

Despite the availability of various control techniques and project control software many construction projects still do not achieve their cost and time objectives. Research in this area so far has mainly been devoted to identifying causes of cost and time overruns. There is limited research geared towards studying factors inhibiting the ability of practitioners to effectively control their projects. To fill this gap, a survey was conducted on 250 construction project organizations in the UK, which was followed by face-to-face interviews with experienced practitioners from 15 of these organizations. The common factors that inhibit both time and cost control during construction projects were first identified. Subsequently 90 mitigating measures have been developed for the top five leading inhibiting factors—design changes, risks/uncertainties, inaccurate evaluation of project time/duration, complexities and non-performance of subcontractors were recommended. These mitigating measures were classified as: preventive, predictive, corrective and organizational measures. They can be used as a checklist of good practice and help project managers to improve the effectiveness of control of their projects.

/pdf/cost-and-time-control-of-construction-projects-inhibiting-2gk20qv6oc.pdf

Cost and time control of construction projects: inhibiting factors and mitigating measures in practice

The productivity of the construction industry worldwide has been declining over the past 40 years. One approach for improving the situation is using lean construction. Lean construction results from the application of a new form of production management to construction. Essential features of lean construction include a clear set of objectives for the delivery process, aimed at maximizing performance for the customer at the project level, concurrent design, construction, and the application of project control throughout the life cycle of the project from design to delivery. An increasing number of construction academics and professionals have been storming the ramparts of conventional construction management in an effort to deliver better value to owners while making real profits. As a result, lean-based tools have emerged and have been successfully applied to simple and complex construction projects. In general, lean construction projects are easier to manage, safer, completed sooner, and cost less and are of better quality. Significant research remains to complete the translation to construction of lean thinking in Egypt. This research will discuss principles, methods, and implementation phases of lean construction showing the waste in construction and how it could be minimized. The Last Planner System technique, which is an important application of the lean construction concepts and methodologies and is more prevalent, proved that it could enhance the construction management practices in various aspects. Also, it is intended to develop methodology for process evaluation and define areas for improvement based on lean approach principles.

https://isiarticles.com/bundles/Article/pre/pdf/12413.pdf

Applying lean thinking in construction and performance improvement

Construction delays are common in construction industry and create major concerns for project performance. Construction delays are caused by many factors. The aim of this paper is to identify delay factors on construction projects and analyze these factors with the relative importance index method. For this purpose, 83 different delay factors were identified, categorized into nine major groups, and visualized by the Ishikawa (fishbone) diagram through detailed literature review and interviews with experts from the construction industry. The relative importances of these delay factors were quantified by the relative importance index method. The ranking of the factors and groups were demonstrated according to their importance level on delay. According to the case study results, the factors and groups contributing the most to delays (those needing attention) were discussed, and some recommendations were made to minimize and control delays in construction projects.

Quantification of Delay Factors Using the Relative Importance Index Method for Construction Projects in Turkey

Time‐delays and cost‐increases associated with the construction of private residential projects in the State of Kuwait are determined. A person‐interview survey of 450 randomly selected private residential project owners and developers in 27 representative districts in metropolitan Kuwait formed the database for the study. The socio‐economic traits of the owners/developers, and the pre‐construction family planning, the design, and the construction phases of the sample projects are presented. Estimates of time‐delays and cost‐increases are made, and their causes identified. The three main causes of time‐delays included changing orders, owners' financial constraints and owners' lack of experience in the construction business. Regarding cost overruns, the three main causes were identified as contractor‐related problems, material‐related problems and, again, owners' financial constraints. A number of recommendations end the paper. The minimization of time delays and cost overruns in private residential projec...

P. A. Koushki

Papers

Delays and cost increases in the construction of private residential projects in Kuwait