Construction delay risk taxonomy, associations and regional contexts

Abstract

Purpose The purpose of this paper is to systematically develop a delay risk terminology and taxonomy. This research also explores two external and internal dimensions of the taxonomy to determine how much the taxonomy as a whole or combinations of its elements are generalisable. Design/methodology/approach Using mixed methods research, this systematic literature review incorporated data from 46 articles to establish delay risk terminology and taxonomy. Qualitative data of the top 10 delay risks identified in each article were coded based on the grounded theory and constant comparative analysis using a three-stage coding approach. Word frequency analysis and cross-tabulation were used to develop the terminology and taxonomy. Association rules within the taxonomy were also explored to define risk paths and to unmask associations among the risks. Findings In total, 26 delay risks were identified and grouped into ten categories to form the risk breakdown structure. The universal delay risks and other delay risks that are more or less depending on the project location were determined. Also, it is realized that delays connected to equipment, sub-contractors and design drawings are highly connected to project planning, finance and owner slow decision making, respectively. Originality/value The established terminology and taxonomy may be used in manual or automated risk management systems as a baseline for delay risk identification, management and communication. In addition, the association rules assist the risk management process by enabling mitigation of a combination of risks together.

Understanding relationship between risks and claims for assessing risks with project data

“…Texts within P, and similarly within Q, show some variation, though all of them indicated similar issues and signify different ways in which related risks or claims occur. Derakhshanfar et al (2019) also observed similar variations in taxonomy of risks. For example, in P resettlement and rehabilitation (Keci, 2015), delays in obtaining site access (El-Sayegh, 2008), and late handing over of a site (Perera et al , 2009) are the three of many ways in which land acquisition risks can manifest in projects.…”

Delay Risk Assessment Models for Road Projects

“…where n i = the number of contracts for which the ith delay factor occurred and N = 120. Next, the S value was calculated by calculating the RII according to Equation (7). In this case, each of the four categories of the variable "percent increase in construction duration" was given a value of 1 to 4 according to the severity of the increase in construction duration.…”

“…The first step to preventing litigation is to identify the delay risks as early as practically possible in the course of a project, and then to manage them throughout. Researchers agree that poor risk management is one of the major reasons causing time and budget overruns, thus tarnishing the reputation of contractors and clients alike [6,7]. Without effective risk management, these adverse effects are perpetuated.…”

“…Research into delay factors for the construction industry can be found from as early as 1985, with 1 to 3 articles being published yearly until 2006, and 4 to 8 thereafter, with a spike of 18 published in 2017 [7]. In fact, three concurrent studies published in 2020 carried out a meta-analytical review of the relevant literature claiming to determine global causes of delay in the construction industry [8][9][10].…”

Share determination of stakeholder delays, based on targeted delay analysis of projects, with incursive and defensive (In-De) approach

“…The universal delay risks and other delay risks that are more or less depending on the project location were determined. Also, it is realized that delays connected to equipment, sub-contractors and design drawings are highly connected to project planning, finance and owner slow decision-making, respectively (Derakhshanfar et al , 2019). In an article entitled “The Project Strategy Matrix Systematizing the Design and Management of an Explicit Project Strategy,” to guide the balanced mixture of profound thought and coherent actions that are required in effectively establishing a project's specific course of action; as important input to the process of devising and controlling a project's execution plan; and as a valuable means to consistently communicate a project's key decisions so that to drive project-wise alignment and reduce uncertainty in operational decision-making.…”