Causes of road projects’ delays: a case of Blantyre
- Authors: Mwamvani, Henry Duncan John
- Date: 2019
- Subjects: Construction industry -- Management , Engineering -- Management Project management Building -- Planning Building -- Superintendance
- Language: English
- Type: Thesis , Masters , MSc
- Identifier: http://hdl.handle.net/10948/41719 , vital:36575
- Description: The Construction Industry (CI) is recognised as a formidable sector that has the potential of facilitating the growth and development of a nation’s economy by providing the necessary infrastructure that is required to spur the growth of other industries. In many countries, such as Malawi, the city councils (CCs) also influence the implementation and management of such infrastructure as mandated by the Malawi Local Government Act (1998). Successful projects should be implemented in such a manner that completion of the projects is within the golden triangle of cost, time and quality. This implies that projects are completed within the planned budget, stipulated time and specified quality. City Councils in Malawi, however, face various challenges in their implementation of infrastructure projects leading to delayed project completion, resulting in extended project implementation periods. This study aimed at finding the causes of road projects construction delays in Blantyre City Council, (BCC) which is one of the four CCs in Malawi, the second largest and the commercial capital. The study followed a qualitative research method using a case study approach. This study combined in-depth, face-to-face interviews of identified stakeholders with general routine work observations and project document gathering to collect the primary data while secondary data was obtained from books, research journal articles, government documents, unpublished theses, some international organisation reports, general internet information and other academic related sources of relevant information. The participants included council representatives (council service committee chairperson, secretariat management staff), contractors’ representatives and consultants’ representatives. The participants were chosen using a non-probability sampling method of purposive and snowball selection, targeting their involvement in the previous and/or the current project implementation cycles. The study also involved visiting some of the ongoing and completed projects and collecting project photographs. The findings from the case study revealed challenges the council faced due to a shortage of engineers in conducting detailed proposed projects surveys resulting in incomplete project scope definition (detailed designs) on some projects, before the procurement of contractors as the major cause of project construction delays. Other factors that were identified were: service providers delaying the removal of existing public utility infrastructure from project sites, inclement weather and the client delays in issuing instructions to the contractors during the implementation of the projects. Another factor was the shortage of construction equipment and construction materials by some contractors. Based on the research findings, the main recommendation is to increase the number of technical employees, especially engineers and other key technical staff such as quantity surveyors by improving the employees’ conditions of service. Improving the service conditions will attract and retain the right quality and quantity of technical employees to undertake the management of the construction projects. Alternatively, all positions for professionals who are deemed as scarce or hard to maintain could be placed on a contract basis, renewable after a period of two to three years. This would be able to attract those professionals who are ready to offer their expertise for a certain period but may not necessarily want to work until the government mandatory retirement. This will be in addition to the engagement of external project consultants to assist in project management, which the council started implementing in 2017. As for the delay in the removal of utility services infrastructure on proposed project sites, the client needs to commence with the process early in the planning and procurement process before handing over the project sites to the contractors. General contractor delay causes can be minimised by raising the selection criteria of contractors to flush out as well as black-listing incompetent contractors.
- Full Text:
- Date Issued: 2019
- Authors: Mwamvani, Henry Duncan John
- Date: 2019
- Subjects: Construction industry -- Management , Engineering -- Management Project management Building -- Planning Building -- Superintendance
- Language: English
- Type: Thesis , Masters , MSc
- Identifier: http://hdl.handle.net/10948/41719 , vital:36575
- Description: The Construction Industry (CI) is recognised as a formidable sector that has the potential of facilitating the growth and development of a nation’s economy by providing the necessary infrastructure that is required to spur the growth of other industries. In many countries, such as Malawi, the city councils (CCs) also influence the implementation and management of such infrastructure as mandated by the Malawi Local Government Act (1998). Successful projects should be implemented in such a manner that completion of the projects is within the golden triangle of cost, time and quality. This implies that projects are completed within the planned budget, stipulated time and specified quality. City Councils in Malawi, however, face various challenges in their implementation of infrastructure projects leading to delayed project completion, resulting in extended project implementation periods. This study aimed at finding the causes of road projects construction delays in Blantyre City Council, (BCC) which is one of the four CCs in Malawi, the second largest and the commercial capital. The study followed a qualitative research method using a case study approach. This study combined in-depth, face-to-face interviews of identified stakeholders with general routine work observations and project document gathering to collect the primary data while secondary data was obtained from books, research journal articles, government documents, unpublished theses, some international organisation reports, general internet information and other academic related sources of relevant information. The participants included council representatives (council service committee chairperson, secretariat management staff), contractors’ representatives and consultants’ representatives. The participants were chosen using a non-probability sampling method of purposive and snowball selection, targeting their involvement in the previous and/or the current project implementation cycles. The study also involved visiting some of the ongoing and completed projects and collecting project photographs. The findings from the case study revealed challenges the council faced due to a shortage of engineers in conducting detailed proposed projects surveys resulting in incomplete project scope definition (detailed designs) on some projects, before the procurement of contractors as the major cause of project construction delays. Other factors that were identified were: service providers delaying the removal of existing public utility infrastructure from project sites, inclement weather and the client delays in issuing instructions to the contractors during the implementation of the projects. Another factor was the shortage of construction equipment and construction materials by some contractors. Based on the research findings, the main recommendation is to increase the number of technical employees, especially engineers and other key technical staff such as quantity surveyors by improving the employees’ conditions of service. Improving the service conditions will attract and retain the right quality and quantity of technical employees to undertake the management of the construction projects. Alternatively, all positions for professionals who are deemed as scarce or hard to maintain could be placed on a contract basis, renewable after a period of two to three years. This would be able to attract those professionals who are ready to offer their expertise for a certain period but may not necessarily want to work until the government mandatory retirement. This will be in addition to the engagement of external project consultants to assist in project management, which the council started implementing in 2017. As for the delay in the removal of utility services infrastructure on proposed project sites, the client needs to commence with the process early in the planning and procurement process before handing over the project sites to the contractors. General contractor delay causes can be minimised by raising the selection criteria of contractors to flush out as well as black-listing incompetent contractors.
- Full Text:
- Date Issued: 2019
Optimising construction project role-player performance
- Authors: Hefer, Andre Le Roux
- Date: 2019
- Subjects: Construction industry -- Management , Project management Performance
- Language: English
- Type: Thesis , Doctoral , DPhil
- Identifier: http://hdl.handle.net/10948/40316 , vital:36140
- Description: Authors predict major changes in the requirements to manage complex environments in the 21st century. These 21st century challenges, for Project Managers (PM) in the construction industry, are evident through the ongoing perception that the industry performance record is suboptimal. In the pursuit of performance optimisation, management disciplines developed and implemented theories and models not only to achieve what is required, but also to excel and create high-performing teams. In search of project success, researchers have also identified quantifiable variables, models, success factors and other related issues. The PM’s role in the attainment of success has also been widely researched, especially the impact, influence, methods and tools related to the discipline. Nevertheless, the general concern remains, that the performance of the industry is suboptimal. This study therefore aimed to qualitatively evaluate and examine the various factors and influences on performance of a construction project team. This research applies to the motivation and environmental factors influencing project teams in the achievement of optimum performance; and in doing so, to enhance the performance of project-role players; while adding disciplinespecific theory. This study has employed in-depth interview data, which were thematically analysed. The interviews were conducted in a case-study design comprising four projects in South Africa. The study concluded by emphasising the importance of how role-players RELATE to each other, and LOVE project challenges. It further noted that PMs who are MANAGING LEADERS would be most influential in the project environment; while PROCUREMENT greatly influences the project environment. Relational issues are important to role-players; and they act as MOTIVATORS, with certain issues in a project presenting both performance BARRIERS and DRIVER capabilities. Finally, project MOMENTUM changes constantly, with the current momentum direction influencing the future course thereof. In meeting the aims of the research, a Performance Optimisation Framework was developed, noting how the emergent themes co-exist in optimal performance environments. The study also developed the Project Husbandry approach, reflecting on a caring, nurturing, diligent and mature approach when managing role-players. The study recommends that the themes impacting the project-operating environment should be influenced by management and leadership, in order to optimise the performance of all the role-players involved.
- Full Text:
- Date Issued: 2019
- Authors: Hefer, Andre Le Roux
- Date: 2019
- Subjects: Construction industry -- Management , Project management Performance
- Language: English
- Type: Thesis , Doctoral , DPhil
- Identifier: http://hdl.handle.net/10948/40316 , vital:36140
- Description: Authors predict major changes in the requirements to manage complex environments in the 21st century. These 21st century challenges, for Project Managers (PM) in the construction industry, are evident through the ongoing perception that the industry performance record is suboptimal. In the pursuit of performance optimisation, management disciplines developed and implemented theories and models not only to achieve what is required, but also to excel and create high-performing teams. In search of project success, researchers have also identified quantifiable variables, models, success factors and other related issues. The PM’s role in the attainment of success has also been widely researched, especially the impact, influence, methods and tools related to the discipline. Nevertheless, the general concern remains, that the performance of the industry is suboptimal. This study therefore aimed to qualitatively evaluate and examine the various factors and influences on performance of a construction project team. This research applies to the motivation and environmental factors influencing project teams in the achievement of optimum performance; and in doing so, to enhance the performance of project-role players; while adding disciplinespecific theory. This study has employed in-depth interview data, which were thematically analysed. The interviews were conducted in a case-study design comprising four projects in South Africa. The study concluded by emphasising the importance of how role-players RELATE to each other, and LOVE project challenges. It further noted that PMs who are MANAGING LEADERS would be most influential in the project environment; while PROCUREMENT greatly influences the project environment. Relational issues are important to role-players; and they act as MOTIVATORS, with certain issues in a project presenting both performance BARRIERS and DRIVER capabilities. Finally, project MOMENTUM changes constantly, with the current momentum direction influencing the future course thereof. In meeting the aims of the research, a Performance Optimisation Framework was developed, noting how the emergent themes co-exist in optimal performance environments. The study also developed the Project Husbandry approach, reflecting on a caring, nurturing, diligent and mature approach when managing role-players. The study recommends that the themes impacting the project-operating environment should be influenced by management and leadership, in order to optimise the performance of all the role-players involved.
- Full Text:
- Date Issued: 2019
The effectiveness of the joint building contracts committee principal building agreement in the South African built environment
- Authors: Mokhojane, K’homotho Nester
- Date: 2019
- Subjects: Construction contracts -- South Africa , Buildings -- Specifications -- South Africa , Construction industry -- Management
- Language: English
- Type: Thesis , Masters , MSc
- Identifier: http://hdl.handle.net/10948/42019 , vital:36618
- Description: Government investment in infrastructure development in South Africa is set to increase in the next few years to facilitate its mandate of radical economic transformation; contractually there is no margin for error in the execution of infrastructure projects. With a rising inflation, low economic growth and high unemployment, greater need for service delivery and an ever-increasing level of competition, contractor profit margins on are dwindling year on year. Things should not go wrong during construction but often do which results in serious reputational damage to all members involved, companies being liquidated, leaving workers in a desperate plea for employment and leaving them and their families facing poverty in the face. The choice and understanding of a particular contract is very important. The Joint Building Contracts Committee (JBCC) concentrates primarily on the compilation of contract documentation aimed at an equitable distribution of contractual risk in the building industry. The suite is approved by the Construction Industry Development Board (CIDB) and is used by Local Government, District Municipalities, Provincial and National Departments and the Private Sector. The Principal Building Agreement (PBA) is the cornerstone of the JBCC Suite of documents. For the purpose of the research, only JBCC PBA will be the focus area. Contract documents have to be reviewed and revised regularly. Regular revisions to the JBCC contract documentation suite aim to ensure that available documentation remains current. Construction contracts have evolved into standard contract forms. This is not only because of their advantages of familiarity and the prohibitive cost of customisation but also to provide certainty on the nature of the transaction between the contracting parties on a construction project. The study found that the JBCC PBA Edition 6.1 of March 2014 is not widely used, as stakeholders largely prefer to utilise its predecessors, Edition 4.1 of March 2005 and Edition 5.0 of July 2007. The lack of usage could be attributed to prevailing negative perceptions by the users on the contractual risks involved. The study found that contractual risk is better mitigated than in previous JBCC PBA Editions. Furthermore, there are some areas of concern identified where the JBCC PBA document could be further enhanced to improve its overall effectiveness as a contract management tool. The discovered that the JBCC PBA Edition 6.1 standard form of contract are compiled in the interests of standardisation and aim to portray the consensus concerning good practice and an equitable distribution of contractual risk. The findings will help all stakeholders in the South African Building Industry to better understand the implications, benefits and improve their understanding of the JBCC PBA, especially Construction Project Managers employed by the State at different levels, either Local Government, District Municipality, Provincial Departments and National Departments. It will also be beneficial to Architects, Construction Project Managers, Construction Managers, Quantity Surveyors and Engineers operating as consultants, contractors or academics.
- Full Text:
- Date Issued: 2019
- Authors: Mokhojane, K’homotho Nester
- Date: 2019
- Subjects: Construction contracts -- South Africa , Buildings -- Specifications -- South Africa , Construction industry -- Management
- Language: English
- Type: Thesis , Masters , MSc
- Identifier: http://hdl.handle.net/10948/42019 , vital:36618
- Description: Government investment in infrastructure development in South Africa is set to increase in the next few years to facilitate its mandate of radical economic transformation; contractually there is no margin for error in the execution of infrastructure projects. With a rising inflation, low economic growth and high unemployment, greater need for service delivery and an ever-increasing level of competition, contractor profit margins on are dwindling year on year. Things should not go wrong during construction but often do which results in serious reputational damage to all members involved, companies being liquidated, leaving workers in a desperate plea for employment and leaving them and their families facing poverty in the face. The choice and understanding of a particular contract is very important. The Joint Building Contracts Committee (JBCC) concentrates primarily on the compilation of contract documentation aimed at an equitable distribution of contractual risk in the building industry. The suite is approved by the Construction Industry Development Board (CIDB) and is used by Local Government, District Municipalities, Provincial and National Departments and the Private Sector. The Principal Building Agreement (PBA) is the cornerstone of the JBCC Suite of documents. For the purpose of the research, only JBCC PBA will be the focus area. Contract documents have to be reviewed and revised regularly. Regular revisions to the JBCC contract documentation suite aim to ensure that available documentation remains current. Construction contracts have evolved into standard contract forms. This is not only because of their advantages of familiarity and the prohibitive cost of customisation but also to provide certainty on the nature of the transaction between the contracting parties on a construction project. The study found that the JBCC PBA Edition 6.1 of March 2014 is not widely used, as stakeholders largely prefer to utilise its predecessors, Edition 4.1 of March 2005 and Edition 5.0 of July 2007. The lack of usage could be attributed to prevailing negative perceptions by the users on the contractual risks involved. The study found that contractual risk is better mitigated than in previous JBCC PBA Editions. Furthermore, there are some areas of concern identified where the JBCC PBA document could be further enhanced to improve its overall effectiveness as a contract management tool. The discovered that the JBCC PBA Edition 6.1 standard form of contract are compiled in the interests of standardisation and aim to portray the consensus concerning good practice and an equitable distribution of contractual risk. The findings will help all stakeholders in the South African Building Industry to better understand the implications, benefits and improve their understanding of the JBCC PBA, especially Construction Project Managers employed by the State at different levels, either Local Government, District Municipality, Provincial Departments and National Departments. It will also be beneficial to Architects, Construction Project Managers, Construction Managers, Quantity Surveyors and Engineers operating as consultants, contractors or academics.
- Full Text:
- Date Issued: 2019
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