The inability of the client, his / her representative, and the project team to have a comprehensive overview of the construction process from inception to completion is a very likely reason for the non-realisation of projected delivery dates. They are also unaware of environmental effects on the construction process. This view is supported by Sambasivan and Soon (2007), who declare that the problem of delays in the construction industry is a global phenomenon. The construction process comprises many tasks. Task management, assumes that certainty prevails in production. However, it is widely observed that, due to the inherent variability of production in construction, the intended task management degenerates into mutual adjustment by teams on site (Radosavljevic and Horner, 2002).
Researchers, clients, contractors and professionals are concerned about this phenomenon, which results in inefficient production, and delayed projects. It is plausible that the phenomenon is a result of not considering the influence of stakeholders on a contract, namely: the actions of clients, contractors and professionals as they impact on estimated contract duration. Should the stakeholders to a contract promptly carry out duties, this will not happen. Even at the best of times, continuity of work on building projects could be affected by problems
5
in the decision- making process. The timing of the decisions impacts on the progress of the project. In fact, the nature of the construction process is such that it requires the timely exchange of appropriate, adequate and accurate information between: the client and design teams during the brief / design interface in terms of the brief, feasibility studies and sketch plans, and the design and building teams during the design / construction interface in terms of the working drawings, schedules, bills of quantities and specification.
The level of competency of a project manager may directly or indirectly affect the time it would take to deliver a project. The information flow process determines the nature, quality, quantity and timeliness of project execution. A weak link in the process, such as a lack of project management competence, could adversely affect timely execution / timely completion of projects (Dainty et al., 2003). According to Cooke-Davies (2001), project management is a tool for project success; it is people who deliver projects and not processes and systems. Effective project management is a derivative of competency and authority levels. In addition to project management competence, there are other factors within the control of stakeholders that should be taken into account when estimating project delivery time. These could, if not properly managed, cause a delay in project delivery. For instance, project complexity has an appreciable influence on the time required for design and construction. This study is aimed at determining the factors that influences the time of a construction project.
1.2.2 The statement of the problem
Delay has an adverse effect on the delivery of projects. However, a large number of associated problems influence project delivery time performance: clients‟ limited understanding of the construction process; inadequate design; poor quality management during design and construction; poor ground conditions; poor constructability; poor motivation of workers; non-participatory management style and adverse physical, economical, and socio-political factors.
1.2.3 The sub-problems
1.2.3.1 Sub-problem 1: Clients have a limited understanding of the design, procurement and construction processes, which results in,
6
inter alia, poor briefings and revised requirements.
1.2.3.2 Sub-problem2: Ground conditions encountered are not exactly like that identified during site investigations.
1.2.3.3 Sub-problem 3: Inadequate design in the form of, inter alia, incomplete and late information.
1.2.3.4 Sub-problem 4: Poor quality management during design and construction results in, inter alia, design revisions and reworking.
1.2.3.5 Sub-problem 5: Designs and detail do not reflect consideration for constructability reviews which impede the production rate of construction activities.
1.2.3.6 Sub-problem 6: Poor site access due to narrow roads, traffic congestion, limited entrances / exits, poor quality of top soil impedes plant and vehicle flow.
1.2.3.7 Sub-problem 7: Poor management techniques used for planning and control of sections of work necessitate re-planning, which causes delays.
1.2.3.8 Sub-problem 8: Ineffective management style, like goals not being set, and a non-participatory approach to the execution of work, marginalises construction activities.
1.2.3.9 Sub-problem 9: Inadequate motivation of teams and individuals, for example, recognition of outstanding performance and non-commensurate remuneration of workers dampens their morale.
1.2.3.10 Sub-problem 10: Non-conducive physical environmental factors in the form of, inter alia, noise, inclement weather and hazards (fire and flood) interrupt construction activities.
1.2.3.11 Sub-problem 11: Unfavourable economic conditions resulting in
7
the lack of materials, equipment and labour result in decreased productivity.
1.2.3.12 Sub-problem 12: Socio-political factors in the form of strikes, civil unrest and environmental concerns disrupt construction work.
1.2.4 The hypotheses
1.2.4.1 Hypothesis 1: The client‟s limited understanding of the design, procurement, and construction processes negatively affects project delivery time
1.2.4.2 Hypothesis 2: Poor soil conditions negatively affect project delivery time.
1.2.4.3 Hypothesis 3: Inadequate design negatively affects project delivery time.
1.2.4.4 Hypothesis 4: Poor quality management during deign and construction negatively affects project delivery time.
1.2.4.5 Hypothesis 5: Poor constructability negatively affects project delivery time.
1.2.4.6 Hypothesis 6: Poor site access negatively affects project delivery time.
1.2.4.7 Hypothesis 7: Inadequate construction planning and control techniques negatively affect project delivery time.
1.2.4.8 Hypothesis 8: A participatory management style positively affects project delivery time.
1.2.4.9 Hypothesis 9: The degree of motivation positively or negatively influences project delivery time.
8
1.2.4.10 Hypothesis 10: Adverse physical environmental factors negatively affect project delivery time.
1.2.4.11 Hypothesis 11: Adverse economic conditions negatively affect project delivery time.
1.2.4.12 Hypothesis 12: Adverse socio-political factors negatively affect project delivery time.
1.2 Definition of Terms