Project delays and cost overruns between public and private sectors in Oman

2020 ◽  
Author(s):  
Tariq Al Amri ◽  
Manuel Marey‐Perez
Keyword(s):  
Public And Private ◽  
Cost Overruns ◽  
Project Delays

Exploring critical road project delay factors in Ghana

2017 ◽  
Vol 15 (2) ◽  
pp. 110-127 ◽  
Author(s):  
Charles Teye Amoatey ◽  
Alfred Nii Okanta Ankrah
Keyword(s):  
Road Construction ◽  
Mitigation Measures ◽  
Cost Overrun ◽  
Cost Overruns ◽  
Content Type ◽  
The Road ◽  
Integrated Risk ◽  
Road Project ◽  
Road Projects ◽  
Project Delays

Purpose The purpose of this paper is to investigate the causes of road construction delays in Ghana and identify appropriate mitigation measures. Design/methodology/approach The initial approach involved an empirical analysis of 48 road projects to quantify the extent of time. This was followed by a survey of the perception of road agency and donor partner officials of the critical causes of road project delays. Findings About 70 per cent of road projects experience delays and 52 per cent experience cost overruns. The average time overrun and cost overruns of road projects in Ghana was 17 months and US$1.15m (or 22.5 per cent), respectively. The five most critical causes of road construction delays were delay in finance and payment of completed work by owner (client-related); inadequate contractor experience (contractor-related); changes in scope by the owner during construction (client-related); delay to furnish and deliver the site to the contractor (client-related); and inflexible funding allocation for project items (donor-related). Research limitations/implications The most critical constraint of this study is the fact that findings are based on only the views of industry professional experts. It may be assumed that despite using broadly used terminology to refer to the causes of project delays, the interpretations by respondents may have differed from those intended. Further research could look at the correlation between time overrun and cost overrun using principle component analysis. Practical implications The identified delay factors are not unique to the road sector. From both academic and practical perspectives, the results emphasizes on the need for a holistic and integrated risk management model for the entire construction industry in Ghana. Originality/value The paper examined the causes of road project delays in the Ghanaian context and recommended remedial measures.

scholarly journals Principal components of variables hypothesised to cause project delays and cost overruns in Ghana

2019 ◽  
Vol 2 (1) ◽  
Author(s):  
Anthony Q.Q. Aboagye
Keyword(s):  
Principal Components ◽  
Construction Projects ◽  
Government Regulation ◽  
Construction Material ◽  
The State ◽  
Oblique Rotation ◽  
Cost Overruns ◽  
Construction Methods ◽  
State Of Affairs ◽  
Project Delays

Many construction projects in developing countries suffer delays because timely completion, within budget, and being of desired quality is dependent on many variables, many of which are not properly managed in these environments. Attempts to get a good grip on reduced (or major) variables or factors to pay attention to have been varied and have yielded varied results. This paper argues that approaches to identifying the number of important variables that affect project delays can be improved further. It uses principal components analysis to identify components of 13 variables hypothesized to affect construction delays and quality in Ghana. A questionnaire was administered to industry stakeholders. The principal axis method was used to extract components which were then subjected to oblique rotation. Five components that explained two-thirds of the variance in the original 13 variables were retained. The study finds that the State of Industry, Infrastructure Availability, and Legal Issues, which proxy industrywide state of affairs in delivering projects load onto Component 1. Consultant Related and Labour Related issues, which speak to the state of human capital load onto Component 2. Project Preparation and Construction Methods load onto Component 3. These variables speak to preparations for specific projects and the methods by which they are undertaken. Change in Government Regulation and Force Majeure, which are exogenous to the industry, load onto Component 4. Finally, Construction Material issues and Equipment Related issues load onto Component 5. We see these variables as inputs to projects.Keywords: construction projects, principal components; Ghana; project delays; eigenvalues; cost overruns

Factors contributing to project time and hence cost overrun in the Malaysian construction industry

2014 ◽  
Vol 19 (1) ◽  
pp. 55-75 ◽  
Author(s):  
Zayyana Shehu ◽  
Intan R. Endut ◽  
Akintola Akintoye
Keyword(s):  
Construction Industry ◽  
Construction Projects ◽  
Cost Overrun ◽  
Negative Effects ◽  
Public And Private ◽  
Content Type ◽  
Flow Problems ◽  
Additional Costs ◽  
Major Factors ◽  
Project Delays

Purpose – The delivery of construction projects in Malaysia is plagued by time overruns, which turns what should have been successful projects into those incurring additional costs, or money-losing ventures; as well as leading to various other unexpected negative effects and faute de mieux situations. The purpose of this research is to assess those factors leading to time overrun in Malaysian construction projects. The perceptions of public and private sectors, contractors, clients, and consultants are compared relative to a list of factors derived from the review of extant literature in project delay. Design/methodology/approach – The research data were collected through an industry-wide questionnaire survey circulated across the Malaysian construction industry. The research develops a list of 84 time overrun factors. Responses were collected from 49 clients, 51 contractors, and 105 consultants, to explore and analyse the major factors that are responsible for causing time overrun based on sectors (public and private), organisations (clients, contractors and consultants) and professional roles. Findings – Project delays beyond contract dates are predominantly caused by contractors and are usually associated with financial factors. “Cash flow problems faced by the contractors” was found the major factor, which contributed to project delays, whereas “storage on site” was seen as the least significant factor. Practical implications – It is noteworthy that the findings in this research have a regional focus; it is, therefore, suggested that readers from other sections of the world exercise caution in applying the findings. As it is believed that every construction industry has its nature, culture and regulations, these factors can change as a result of such differences. Originality/value – This research provides stakeholders with information on factors, which, if properly understood, can make project delays less likely.

Development of a client-based risk management methodology for the early design stage of construction processes

2015 ◽  
Vol 22 (5) ◽  
pp. 493-515 ◽  
Author(s):  
Abdullah Albogamy ◽  
Nashwan Dawood
Keyword(s):  
Risk Factors ◽  
Risk Management ◽  
Mitigation Strategy ◽  
Design Stage ◽  
Cost Overruns ◽  
Content Type ◽  
Early Design ◽  
Early Design Stage ◽  
Client Risk ◽  
Project Delays

Purpose – The risk factors associated with clients have a major impact on the successful delivery of a project from early design to the construction and operation stages. Risk management studies conducted so far have not succeeded in providing an effective risk assessment methodology for clients in analysing and managing the risk factors that cause both project delays and cost overruns. So, the purpose of this paper is to provide a methodology for a client-based risk management model. Design/methodology/approach – A conceptual framework is designed by integrating the findings from a literature review and a construction industry survey in the Kingdom of Saudi Arabia. The framework includes the risk identification, risk analysis and mitigation strategy, which are the key components of the model. The model of the framework is developed by integrating the analytical hierarchy process (AHP) and Monte Carlo simulation (MCS) underpinned within an @Risk program. Findings – A case study is used to demonstrate the proposed methodology; the results found that the model helps to analyse and quantify the impact of risk factors, and also to assist in taking a suitable risk mitigation strategy, particularly at the early design stage in the construction process. Practical implications – The model is applicable to both public and private clients when they need to know the possible project duration in a new construction project, and to take some proactive actions to avoid the adverse effect of client risk factors at the early stage of the project. Originality/value – The model is expected to help in understanding the nature, and analysing the influence, of client risk factors that cause project delays and cost overruns. The development of the methodology for managing the client-based risk in construction processes at the early design stage is the key value of the study.

scholarly journals The Concept of Inter-Firm Partnering Practice Between Client and Contractor In The Construction Projects

2021 ◽  
Vol 7 (1) ◽  
pp. 94
Author(s):  
Faridah Muhamad Halil ◽  
Mohamad Suffian Hasim ◽  
Siti Mazuen Kamaruddin
Keyword(s):  
Construction Projects ◽  
Business Organizations ◽  
Public And Private ◽  
Cost Overruns ◽  
The Public ◽  
Complex Projects ◽  
Good Reputation ◽  
Interfirm Collaboration ◽  
Common Goals

Interfirm collaboration is a cooperation between business organizations that allow achieving their common goals more effectively. Through partnering concept of collaboration, the organization will gain the benefits in terms of the project successfully run according to the time, cost and quality. The understanding of this concept of partnering is crucial for the clients in the construction project, without this knowledge of partnering concept the client will suffer cost overruns, delay, more variation order and dispute in the project implementation. The study conducted using a quantitative approach and involved the sampling from public and private clients. The main result indicates that that the public clients and private client understood the concept of partnering. Public clients agreed that specific projects require partnering with contractors. Suitability of the projects is complex projects, critical project and long term development. High impact projects in the public clients are given to the contractors that shows the capabilities and good reputation from the previously completed project.  However, Private clients stated that projects that are critical to the client's business are suitable for the partnering concept.

Doctoral Studies in Psychology in Spain

2003 ◽  
Vol 8 (1) ◽  
pp. 28-33
Author(s):  
Yolanda García Rodríguez
Keyword(s):  
Doctoral Programs ◽  
Legal Reform ◽  
The State ◽  
Teaching Program ◽  
Doctoral Studies ◽  
Public And Private ◽  
Teaching And Research ◽  
Doctoral Thesis ◽  
Critical Phase ◽  
The Individual

In Spain doctoral studies underwent a major legal reform in 1998. The new legislation has brought together the criteria, norms, rules, and study certificates in universities throughout the country, both public and private. A brief description is presented here of the planning and structuring of doctoral programs, which have two clearly differentiated periods: teaching and research. At the end of the 2-year teaching program, the individual and personal phase of preparing one's doctoral thesis commences. However, despite efforts by the state to regulate these studies and to achieve greater efficiency, critical judgment is in order as to whether the envisioned aims are being achieved, namely, that students successfully complete their doctoral studies. After this analysis, we make proposals for the future aimed mainly at the individual period during which the thesis is written, a critical phase in obtaining the doctor's degree. Not enough attention has been given to this in the existing legislation.

Public and private responsibility for mental health services.

1989 ◽  
Vol 44 (8) ◽  
pp. 1133-1137 ◽  
Author(s):  
Leonard Bickman ◽  
Paul R. Dokecki
Keyword(s):  
Mental Health ◽  
Mental Health Services ◽  
Health Services ◽  
Public And Private
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