Effect of Construction Delays on Project Time Overrun: Indian Scenario

Salunkhe, Ashwini Arun

doi:10.15623/ijret.2014.0301091

Cited by 33 publications

(2 citation statements)

References 9 publications

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“…In construction projects, it is common that many projects experience cost and time overruns (Ogbu and Adindu, 2019; Aljohani et al , 2017). With the ever-inflating economy, ensuring that projects are completed on time is a vital part of avoiding these overruns; however, time delay is considered one of the recurring problems in the construction industry and harms project success (Salunkhe and Patil, 2014). Ahead of any project, an accurate programme of works is submitted by each subcontractor indicating when operations will be started and completed.…”

Section: The Underpayment Epidemicmentioning

confidence: 99%

Synthesis towards unveiling the complexity underlying underpayment for subcontractors in construction

Mayouf,

Gilligan

2023

JFMPC

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Purpose In construction projects, underpayments can be recognised as one of the significant drawbacks that impact the success of a project. Research into underpayments is considered ambiguous and provides a limited reflection of the issue, which makes it complicated to trace how it originates in the first place. This study aims to examine the causes that lead to underpayments and develop a holistic synthesis of underpayments for subcontractors in the lifecycle of a construction project. Design/methodology/approach An open-ended and closed-ended questionnaire was used to collect the data using purposeful sampling with 28 construction stakeholders who ranged from main contractors, subcontractors and others (Small medium enterprises SMEs, Consultancies, Clients etc.). Data collected was analysed to trace drivers and the impact of underpayment and suggested mitigation strategies to be identified whilst viewing the perspectives of a main contractor and subcontractor. Findings The findings show that the most prominent driver for underpayments is variation disputes followed by cash flow. The research also suggests mitigation strategies such as collaborative working, more robust budget control and early identification of risks as potential remedies to overcome the underpayment issue. The research concludes with a framework that elicits the complexity underlying underpayments for subcontractors in construction projects. Originality/value The research evolves the understanding that underpayment is a complex phenomenon, relying heavily on the data/information exchange mechanism between the main contractor and subcontractors. This research provokes the need to understand underpayment further so it can be mitigated.

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Section: The Underpayment Epidemicmentioning

confidence: 99%

Synthesis towards unveiling the complexity underlying underpayment for subcontractors in construction

Mayouf,

Gilligan

2023

JFMPC

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“…It can be caused by any party to the contract and can be a direct consequence of one or more circumstances [16]. Time overrun often brings with it other problems such as cost overruns, disputes, delays and sometimes complete abandonment of the project [17][18][19]. In practice, overruns occur in almost every construction project, and the magnitude of these overruns varies considerably from project to project and from country to country [20].…”

Section: /2023mentioning

confidence: 99%

Time deviation analysis of the baseline plan on the case study: Implementation of reinforced concrete works on a school construction project in the Republic of Croatia

Tijanić Štrok,

Car-Pušić,

Marfan

2023

E-Zbornik, Elektronički Zbornik Radova Građevinskog Fakulteta

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In the paper, an analysis of the time aspect of the baseline plan for the execution of reinforced concrete works was carried out on a case study. The case study covers the construction of a public school in the Republic of Croatia, which was completed in 2023. By analyzing the baseline plan, it was determined that it has shortcomings and that the duration of the activities does not correlate with those actually achieved. Compared to the initial 86 working days, the baseline plan actually lasted 272 working days, which is an overrun of 216.28%. The leading causes of overruns in individual activities were identified, and lack of communication between project participants proved to be one of the particularly frequent ones. Recommendations were given for better time planning and for reducing deviations from planned durations, which can improve the processes of time management and project management in general.

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