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Rapid growth of construction projects have benefited mankind by providing social requirement like infrastructure, building etc as well contributing significantly in economic growth of country. At the same time is contributing significantly in generating high amount of construction waste, consuming resource excessively, and adverse impacts to environment, facing schedule delay and using excessive budget. These challenges has put the practitioners to adopt sustainable development principles in construction as traditional design and construction focuses on cost, time and quality only and pay very little attention on environmental impacts. On the contrary Sustainable construction merges sound environmentally responsible practices into one discipline that looks at the environmental, economic and social effects of a building or building project as a whole. Sustainable construction benefits by consuming fewer resources in construction and operation, reduce negative impacts on environment, minimize construction waste, and reduce planning risk, extended building life and viability. Keywords-sustuiable development; principles of sustainable construction; construction waste; scheule and budget overrunI.

Abstract-Construction industry in Malaysia is facing a serious issue of construction delay causing a significant amount of time over run and cost over run. Various studies have addressed the issue of construction delay, however, most of studies focused on identifying causes of delay. Less attention has been paid of assessing effects of construction delay. Hence this study is aimed to assess effects of construction delay on MARA large projects. Investigation approach for study includes the site study of 30 MARA large projects selected from various areas of Malaysia and structured questionnaire survey among client, consultant and contractor personnel's. It is important to note that 90% of MARA projects are experiencing time overrun. Data was analyzed with statistical analysis to calculate rank of the effects of delays and correlation with spearman formula to identify the interrelationship between attributes of effects. Results showed that time over-run and cost over-run are most significant effects of delay on MARA construction projects. Time over-run has high degree of correlation with cost over-run and moderate degree of correlation with disputes.

Poor cost performance in construction project is a common problem worldwide resulting in significant amount of cost overrun. This led us to explore the major contributors of cost overrun and propose mitigation measures to control cost overrun factors. Since, there were very few studies on cost issues in construction projects in Malaysia, hence this study was carried out in Malaysia using qualitative research method using semi-structured interview with experienced personnel's involved in handling construction projects. A total of 21 respondents from client, consultant and contractor organizations were interviewed and requested to evaluate the eight (8) categories of cost overrun factors determined from the author's previous work. Out of the eight categories of cost overrun factors, the respondents had ranked "contractor's site management" as most severe contributor of cost overrun and followed by "information and communication" category while the least severe category is financial management. Besides that the respondents are also requested to propose and classify mitigation measures for cost control according to suitable implementation strategies. This resulted in 15 proposals on mitigation measures and these were classified in three implementation strategies. The results indicated that among these 15 mitigation measures, five measures are classified as pro-active strategy and four measures are classified as organizational strategy. While other six measures are classified as fluid measures which can be adopted in more than one strategy.

For many years, the issue of delay in MARA management procurement construction projects has been phenomenal. Its impacts were so significant that it tends to decelerate the implementation of MARA strategic planning. This paper presents a survey study on significant causes of delay in MARA management procurement construction projects. The questionnaire used consists of identified 18 causes of delay. The study was carried out on the current 12 (38.7%) MARA construction management procurement projects scattered in peninsular Malaysia. The respondents were personnel that work as PMC (executives, resident engineers, and clerk of works) for those projects and clients (MARA state directors, project officers, and engineers). Seventy sets of questionnaire were distributed to the respondents and 58 sets (82.86%) returned. The results analysis revealed that the significant delay causes were cash flow and financial difficulties faced by contractors, contractors' poor site management and ineffective planning and scheduling by contractors. Several steps are proposed in order to avoid delay for MARA future project.

Being resource-driven industry, success and failure of construction projects highly depend on resources. As construction industry is now-a-days facing major problem of cost overrun worldwide, this can be contributed by construction resource issues. Hence, this study aimed to assess impact of construction resource on project cost overrun. Structured questionnaire survey was carried out to understand the perception of construction practitioners. A total of 106 samples were collected. Partial Least Square (PLS) of Structural Equation Modeling (SEM) approach regarded as the graphical equivalent of a mathematical representation of relationship between dependant variable to explanatory variable was adopted for data analysis, as common methods of data analyze does not give insight of underlying relationships between various factors. In analyzing cause-effect relationships, PLS-SEM is a dominant approach to establish rigor in complex models. Smart PLS 2.0 software was used to test the relationship between resources and cost overrun. The developed structural model indicates that relationship between resource and cost overrun was satisfactory by having substantial explaining power (GoF=0.529) and 40% of the cost overrun was influenced with resources. The most significant resource was construction material. Hence, effective material planning and management is vital to improve potential construction cost overrun.

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