AMBO UNIVERSITY

WOLISO CAMPUS

COLLEGE OF BUSINESS & ECONOMICS

DEPARTMENT OF PROJECT MANAGEMENT

THE CAUSES AND EFFECTS OF BUILDING CONSTRUCTION PROJECT DELAYS

IN THE CASE OF SEBATA SUB-CITY, SHEGER CITY ADMINISTRATION

BY: Shalom Abeya

Oct, 2023
WOLISO, ETHIOPIA
 Ambo University
Woliso Campus
College of Business & Economics
Department of Project Management

The Causes and Effects of Building Construction Project Delays In The Case
Of Sebata Sub-City, Sheger City Administration

A Research Submitted to College of Business and Economics Department of

Management, Ambo University Woliso Campus in Partial Fulfillment of the
Requirements for the Degree of Master of Art in Project Management
By:
Shalom Abeya

Advisor: Dr. Getachew Mitiku (PhD)

Oct, 2023
Woliso, Ethiopia

ii
 CERTIFICATES
This is to certify that the thesis entitles “The Causes and Effects of Building
Construction Project Delays In The Case Of Sebata Sub-City, Sheger City
Administration” submitted to Ambo University Woliso Campus for the award of
the degree of Masters in Project Management. Which is carried out by Shalom
Abeya, under our guidance and supervision. Therefore, we hereby declare that
no part of this thesis has been submitted to any other university or institutions
for the award of any degree or diploma.

1. Getachew Mitiku (PhD) 10th October 2023

Advisor Signature Date

As members of the Board of Examiners of the MA Thesis-Open Defense

Examination, we certify that we have read and evaluated the thesis prepared by
Shalom Abeya and examined the candidate. We recommend that the thesis be
accepted as it fulfills the requirements for the Degree of Master of Art in
project management.

_________________________ ______________ ______________

2. Chair Person Signature Date

_________________________ ______________ ______________
3. Internal Examiner Signature Date
____________________________ ______________ ______________

4. External Examiner Signature Date

iii
 APPROVAL
1. Submitted by: Shalom Abeya ___________ _________
PG Candidate Signature Date

Approved by:

2. Major advisor:
Getachew Mitiku (Phd) Signature ___________Date __________

3. Head, Department
_______________________Signature ___________Date ___________

4. Director/Dean, Campus/College/Institute/School
_______________________Signature ____________Date__________

5. Campus/College/Institute/School, SGS Coordinator

_______________________ Signature ____________Date__________

6. Director/Coordinator of SGS_
_______________________Signature_____________Date__________

iv
 STATEMENT OF THE AUTHOR
I, Shalom Abeya declare that this work entitled “The Causes and Effects of Building
Construction Project Delays In The Case Of Sebata Sub-City, Sheger City Administration”
is outcome of my own effort and study and that all sources of materials used for the study have
been duly acknowledged. I have produced it independently except for the guidance and
suggestion of the research advisors.

This study has not been submitted for any degree in this University or any other
University. It is offered for the partial fulfillment of the degree of master’s in Project
Management.

By: Shalom Abeya 10th October 2023

Signature Date

v
 ACKNOWLEDGMENTS
First and for most, I would like to use this opportunity to thank the almighty God for every
blessing in my life. Next, I’m grateful to appreciate my Advisor Dr. Getachew Mitiku (Phd) for
his patience, motivation and valuable support while conducted this research. Special thanks go
to my families for they sacrifice and support throughout my life. And also who directly and
indirectly provide me inspirations and valuable suggestion during the preparation of this thesis.

vi
 ACRONYMS
GDP Gross domestic product

G+3 Ground plus three

CPM Critical path method

PM Project Management

RII Relative Importance Index

R Rank

SPSS Statistical Package for the Social Sciences

vii
 Table of Contents
CERTIFICATES............................................................................................................................iii

APPROVAL...................................................................................................................................iv

STATEMENT OF THE AUTHOR.................................................................................................v

ACKNOWLEDGMENTS..............................................................................................................vi

ACRONYMS................................................................................................................................vii

LIST OF TABLE...........................................................................................................................xii

LIST OF FIGURE........................................................................................................................xiii

ABSTRACT...................................................................................................................................xiv

CHAPTER ONE..............................................................................................................................1

1. Introduction..............................................................................................................................1

1.1. Background of the Study...................................................................................................1

1.2. Statement of the Problem..................................................................................................3

1.3. General Objectives............................................................................................................5

1.4. Specific Objectives...........................................................................................................5

1.5. Research questions............................................................................................................6

1.6. Significance of the Study..................................................................................................6

1.7. Scope of the Study............................................................................................................7

1.8. Operational Definition of key terms.................................................................................7

1.9. Organization of the study..................................................................................................7

CHAPTER TWO.............................................................................................................................9

2. Literature review......................................................................................................................9

2.2. Theoretical Review...........................................................................................................9

2.1.1. Project concepts.........................................................................................................9

2.1.2. Project Management................................................................................................10

viii
 2.1.3. Project Management and Process Groups...............................................................11

2.1.4. Project Management Knowledge Areas..................................................................11

2.1.5. Project Success Factors............................................................................................13

2.1.6. Definition and concepts of Project Delay................................................................14

2.1.7. Delay Factors in Construction Projects...................................................................15

2.1.8. Delay Factors in Construction Project: From the Stakeholders’ responsibility

perspective..............................................................................................................................17

2.1.9. Effects of Delay.......................................................................................................21

2.1.10. Methods of Minimizing Delay.................................................................................22

2.3. Empirical review.............................................................................................................23

2.4. Conceptual Framework...................................................................................................29

CHAPTER THREE.......................................................................................................................30

3. Research Design and Methodology........................................................................................30

3.1. Description of the Study Area.........................................................................................30

3.2. Research Design..............................................................................................................31

3.3. Research Approach.........................................................................................................31

3.4. Study Population.............................................................................................................32

3.5. Sample Size and sampling techniques............................................................................33

3.6. Sources and types of Data...............................................................................................33

3.7. Data Gathering Tools......................................................................................................34

3.7.1. Questionnaire...........................................................................................................34

3.7.2. Interviews................................................................................................................34

3.7.3. Document reviews........................................................................................................34

3.8. Methods of Data Analysis...............................................................................................35

3.9. Reliability and validity issues.........................................................................................37

ix
 3.10. Ethical Consideration..................................................................................................38

CHAPTER FOUR.........................................................................................................................39

4. Data Analysis and Discussion................................................................................................39

4.1. Survey Distribution and Response Statistics..................................................................39

4.1.1. Response Rate..........................................................................................................39

4.1.2. Respondents by Gender...........................................................................................40

4.1.3. Respondents by professional...................................................................................40

4.1.4. Respondents by Educational Background...............................................................41

4.1.5. Respondents Experience..........................................................................................41

4.1.6. Respondent’s Organization......................................................................................42

4.2. Cause of building projects delay in Sebeta sub city........................................................43

4.2.1. Owners related delay...............................................................................................43

4.2.2. Consultant related delay..........................................................................................44

4.2.3. Contractor related delay...........................................................................................46

4.2.4. External causes........................................................................................................48

4.2.5. Ranking of top ten causes of delay..........................................................................49

4.3. Effects of project Delay..................................................................................................50

4.4. Mechanisms to minimize delays in building projects.....................................................51

CHAPTER FIVE...........................................................................................................................54

5. Summary, Conclusion and Recommendations.......................................................................54

5.1. Summary of the Major Findings.....................................................................................54

5.2. Concussion......................................................................................................................55

5.3. Recommendations...........................................................................................................56

5.3.1. Clients/owners Related Recommendations.............................................................57

5.3.2. Consultants Related Recommendations..................................................................58

x
 5.3.3. Contractor Related Recommendations....................................................................58

5.3.4. External Related Recommendations........................................................................59

References......................................................................................................................................60

ANNEX1. Questionnaires.............................................................................................................67

xi
 LIST OF TABLE
Table 3-1 Classification of RII for interpretation..........................................................................36
Table 3-2 Mean Range...................................................................................................................36
Table 4-1 Response Rate...............................................................................................................39
Table 4-2 Respondents by Gender.................................................................................................40
Table 4-3 Respondents by Professional.........................................................................................40
Table 4-4 Owners related delay.....................................................................................................43
Table 4-5 Consultant related delay................................................................................................45
Table 4-6 Contractor related delay................................................................................................46
Table 4-7 External causes..............................................................................................................48
Table 4-8 Top ten causes of delay.................................................................................................49
Table 4-9 Effects of project Delay.................................................................................................50
Table 4-10 Mechanisms to minimize delays in building projects.................................................52

xii
 LIST OF FIGURE
Figure 2-1 - Conceptual Framework of the Study Abdella, et al., (2002)....................................29
Figure 3-1 Location Map of the study area.................................................................................31
Figure 4-1 Educational Level.......................................................................................................41
Figure 4-2 Respondents Experience.............................................................................................42
Figure 4-3 Pie chart of Respondent’s Organization.....................................................................42

xiii
 ABSTRACT

By raising community living standards, projects, particularly building projects, play a critical
role in the economic growth of a country. This study aimed to investigate the causes and effects
of building construction project delays in the Sebeta Sub-city and to draw significant and
feasible suggestions based on the findings. The population of the study comprises construction
sector owners/clients, contractors, and consultants at Sebeta sub-city administration. To achieve
the objective of the study, 73 respondents from the categories of clients, contractors, and
consultants were approached in Sebeta Sub-City. In a descriptive survey design, both
quantitative and qualitative approaches were employed to attain the study objectives.
Questionnaires, interviews, and documents were used to collect primary and secondary data for
the study. The collected data were analyzed using descriptive data analysis techniques along
with the relative importance index (RII). The RII is frequently used in research like this one to
measure the frequency and significance of delay causes and effects. The findings of the study
show that owners/clients, contractors, consultants, and externals are the key factors that
contribute to construction delays in Sebeta sub-city. However, comparatively external factors—
which account for just 10% of project delays—have less of an impact on delays than reasons
related to clients, contractors, and consultants. In addition, the top-ranked causes include
shortage of construction materials, delay of progress payment by clients, inadequate survey and
data gathering before design, material price alterations and inflation, poor communication and
coordination by contracting parties, ineffective planning and scheduling of projects by the
contractor, a delay in the delivery of utilities' services (such as water and electricity), slowness
of the decision-making process by owners, and inadequate experience of consultants. Time
overruns, cost overruns, complete abandonment, conflict, litigation, poor project quality,
negotiation, and poor public relations are reported as effects of project delays. The study
concluded that the repercussions of project delays, particularly those related to public building
projects, are multifaceted and have an impact on the lives of thousands of people, either directly
or indirectly, in terms of the economy or social life. Therefore, it is important that the
government set up facilities to create building construction materials in Sheger City in
cooperation with stakeholders. As a result, there will be a consistent flow of supplies, decreasing
the likelihood that a delay would result from a scarcity of resources. It is crucial to revise project
management and the finance system, as well as to have frequent project monitoring and
assessment mechanisms in place, in order to reduce delays in progress payments, time, and cost
overruns. In addition, procedures for accountability should be developed and put into place to
change the present patterns of building project delays in the study area.

Key Words: Building construction delay, Cause, Minimization of Delay, Project Management

xiv
 CHAPTER ONE

1. Introduction

1.1. Background of the Study

One of the most significant industries for the development of an economy is a construction
sector. As it turns different resources into built physical, economic, and social infrastructures
required for socio-economic growth, the construction industry is a basic economic sector. Like in
most developing nations, Ethiopia's construction industry has significantly aided in the
development of the nation's economy by generating jobs and new infrastructure. Public
construction projects share a sizeable portion of the nation's limited financial resources and are a
key component of development strategy. In terms of government development programs, the
construction industry in Ethiopia receives the most funding from the government. Therefore,
public construction projects take about 45 percent of the government's capital budget each year
on average (Minister of Finance and Economic Cooperation. 2021).

Construction projects are successful, when completed on schedule within the agreed budget,
expected quality level and according to the specification (Assaf & Al-Hejji, 2006). However, the
construction industry, as it currently operates, has numerous issues, and it is uncommon for
projects to be finished on schedule, within budget, and to the stakeholders' desired standards of
quality. According to Assaf et al. (2006), a time overrun beyond the stipulated contract
completion date or the date that the parties specified for project delivery constitutes a delay in the
construction industry. A project's ability to succeed depends on the effective planning,
scheduling, and management of its activities and available resources while maintaining the
highest possible time, cost, and utility values. Project scheduling, on the other hand, is regarded
as the most significant element of the development management life cycle and, collectively, one
of the most significant factors influencing project success, along with cost and quality (Durdyev
et al., 2017).

1
One of the most frequent issues in construction projects is delays, which have a variety of
detrimental repercussions on both the project and the parties involved. Along with delays, other
common problems include project failure, a narrower profit margin, a decline in public support
for government-funded initiatives. When delays do happen, either they are lengthened past the
completion date or their duration is expedited. These have some financial repercussions.
According to Abdul-Raman (2006), delays also result in lost productivity and worker
disturbance, higher time-related costs, third-party claims, contract abandonment, and
termination.

There are numerous elements that have contributed to construction project delays, ranging from
which brought on by the financial environment, to those originating from technology and its
management. The most frequent causes of delay in developing countries are financial issues,
inflation, late payments, whereas the most frequent causes in developed countries are client
change orders, errors in planning and programming, the client's decision-making process being
too slow, etc. (Assaf and Al-Hejji, 2006; Pourrostam et al., 2011; Kumar, 2016). Additionally,
regardless of a country's level of development, time overrun and price overrun are the two most
prevalent delay impacts (Sunjka and Jacob, 2013).

According to a study done in 2016 by Symon on construction projects in Kenya, contract

administration, money, design variance, and technology were the main reasons why those
projects took longer to complete than expected. Project financing, economics, and the
availability of natural resources are the main factors contributing to project delays in Ghana
Fugar and Agyakwah (2010), among the factors that contribute to project delays are poor
contractual management, slow or sluggish stakeholder approval processes, changes in laws and
regulations, poor communications, and contractual issues in Nigeria (Akinsiku and Akinsurile,
2012)

In Ethiopia, the study conducted by Armide (2018) divided the reasons for project delays into
three categories: client-related, consultant-related, and contractor-related reasons. The absence of
sound purchasing and financial methods and systems, slow decision-making, poor planning and
controlling, the project manager's lack of leadership skills, poor coordination and communication
with stakeholders, and a lack of a sense of ownership are some of the factors related to clients
that have been identified. Contrarily, Armide (2018) identified the following consultant-related

2
causes: a lack of knowledge and experience, poor management, difficulty in controlling
contractors, poor coordination and communication with the project stakeholders, and a lack of
commitment to ensuring construction work is carried out in accordance with specification and
design. The third category dealt with the contractor's shortcomings, which included a lack of
technical expertise, poor planning and scheduling, poor coordination and communication, poor
leadership, a lack of commitment, resource waste close to the project sites, mistakes in
construction, and poor workmanship.

The research mentioned above support the claim that the reasons for delays are not all-inclusive
and complete, and they may vary depending on the location. There are numerous researchers on
the causes of delays in construction projects from various countries, but they may have
geographical restrictions and cannot be applied directly. This indicates that there are several
project management researchers studying the factors that contribute to delays in construction
projects.

Construction in Ethiopia has many of the same issues and difficulties as in other developing
nations, though potentially to a higher extent. It should be a top priority to improve the
performance of this industry, given that the crucial role it plays in Ethiopian economy sector. As
one of the main regional states in Ethiopia, and where a significant amount of building
construction is taking place, the aforementioned problems are also valid for Oromia Region in
general and to its major Cities like Sebata in particular. Therefore, the aim of this study is to
investigate the factors that will cause delays in building construction projects in Sebata sub-city.
To this goal, a survey will be performed with clients, consultants, and contractors working in the
Sebata sub-city to solicit recommendations for efficient methods to reduce project delays.

1.2. Statement of the Problem

There are many different parties involved in the construction sector, including clients,
contractors, and a consultant, which makes the industry complex. Similarly, the success of a
construction project is determined by how well it performs, which includes elements like timely
completion, according to a budget, reaching the required quality standards, and customer
satisfaction. Nevertheless, studies in the subject demonstrate that construction industry
everywhere faces problems and challenges. One of the major issues facing many construction

3
projects nowadays is that they often take longer to complete than anticipated and within their
allocated budgets.

The main causes of delays in construction projects include incorrect time estimates, a weak
economy, a lack of managerial skills, low labor productivity, improper planning, slow decision-
making by owners, an unrealistically long contract duration, contractor subcontracting, rising
material prices, the environment, and others (Haseeb, 2011).

The majority of construction projects in Ethiopia experience delays, just like in other poor
countries. In their study on the causes of construction delays in Ethiopian context, Werku and
Jha (2016) found contractor, materials, labor, designer, consultant or supervisor, the client, and
external factors were the main causes of project delays in the nation. Inaccurate time estimates, a
weak economy, a lack of managerial skills, low labor productivity, poor planning, slow owner
decision-making, an unrealistically long contract duration, contractor subcontracting, rising
material prices, the environment, and others are the main causes of delays in construction
projects (Haseeb (2011). This indicates that there are several project management researchers
studying the factors that contribute to delays in construction projects. Yet, construction delays
continue to be a major issue, despite the organization's apparent efforts, and there are a number
of other issues that can affect whether projects are completed on schedule in this scenario. Even
currently with advanced technology and widespread adoption of project management techniques,
the issue of project delays has yet to be resolved. The Central Statistical document (2009 E.C)
showed that only 15% of the project will be completed based on agreed time schedule. So, delay
of construction projects are critical and serious problem in Ethiopia.

The tremendous resource loss caused by project delays and cost overruns is one of the main
effects of Ethiopia's current unacceptable social and economic conditions. Delays are still a
major problem in the building sector. Two public and 14 private G+3 and above buildings over
the past five years and above had delayed according to Sebata Sub-city Construction Authority
records. Construction delays were one of the most frequent issues in building construction
projects, and they frequently had a negative impact on the success of the project in terms of time,
cost, and quality.

4
Most often, the impact of consultants, contractors, and the owner on project performance was the
primary cause of a project's failure. All parties involved paid a high price because of delays,
which frequently led to disputes, cost overruns, arbitration, lawsuit, complete abandonment, and
project impossibility. Therefore, it becomes crucial to examine the causes and consequences of
project execution delays and suggest suitable solutions to help lessen their occurrence.

This study aims to evaluate the factors that contribute to project delays in building construction
projects. In this way, information about factors that contribute to project delays will be made
available to the relevant organ, along with tactics that can assist prevent delays. Therefore, the
purpose of this study is to prevent those delays from occurring in the building project and was be
a great asset for engineers and stakeholders in terms of good project management. To do this, the
major reasons will be identified, evaluated, and strategies for reducing them will be offered.

1.3. General Objectives

The main purpose of the study is to investigate the primary causes responsible for project delays
in building construction projects in the case of Sebeta Sub-city and to draw significant and
feasible suggestions based on the findings. Specifically, to rate the causes of delays attributed to
each stakeholder, namely, clients, contractors, and consultants participating in the projects, and
to determine the top reasons for delays in building construction projects as perceived by clients,
consultants, and contractors in general.

1.4. Specific Objectives

1. To assess the main causes of project delays that currently exist in building construction
projects in the Sebeta Sub-city.
2. To identify the most significant source of delay-causing factors in building construction
projects in the Sebeta Sub-city.
3. To identify the effects of project delays on building construction projects in the Sebeta
Sub-city.
4. To make suggestions on how to minimize the impact of project delays on building
construction projects.

5
 1.5. Research questions

The study attempted to address the following basic research questions:

1. What are the major factors causing delays in building construction projects in Sebeta
Sub-City?
2. What are the most contributing factors that cause project delays in building construction
projects in the Sub-city?
3. What are the major effects of building construction delays in the Sebeta Sub-city?
4. What are the mechanisms to minimize delays in building projects?

1.6. Significance of the Study

This study pinpoints the major causes for project delays from the viewpoint of the clients,
contractors, and consultants involved in in the building construction of projects. This study is
expected to yield a number of valuable benefits. The importance of identifying the problems with
building construction project delays is to provide people more knowledge and awareness of the
reasons behind delays, especially to the key project participants: contractors, clients, and
consultants. The study’s findings might be useful in clarifying the real factors that contribute to
project delays, which would subsequently aid with planning to prevent delays in building
projects. The findings of the study may thus motivate the practitioner to concentrate on potential
delays in their ongoing or upcoming initiatives.

Since the reasons for delays vary depending on the area, it will be crucial to determine the main
reasons for delay in building construction projects in Sebeta Sub-city. The study's conclusions
and suggestions are crucial to the project's management because they alert the stakeholders to
some of the areas where corrective action is required and provide them the tools to execute it.
Additionally, the study will serve as a framework for more research and give a fresh perspective
to the body of knowledge already known about the building construction industry, making it of
great value for future studies. Finally, this study will be delivered to the Sebeta Sub-city bureau
in order to help solve similar delay problems for future construction.

6
 1.7. Scope of the Study
Thematically this study is delimited to the investigation of the causes and effects of building
construction project delays in Sebeta Sub-city from the perspectives project owner/Client,
contractor, and consultants. The study focus on identifying significant factors responsible for
delay in building construction projects and evaluates the level of their effect from clients,
contractors, and consultant’s perspective. Geographically and temporally the study is delimited
to sixteen G+3 and above building construction projects that started during the last 7 years in
Sebeta Sub-city and that are currently underway, which are deemed to be delayed. Therefore,
this study looked at sixteen selected G+3 and above building construction projects that are
currently under way in the Sebeta sub-City administration of the Sheger city.

1.8. Operational Definition of key terms

Delay is the time overrun beyond completion date specified either in a contract or beyond the
date that the parties agree upon for delivery of a project. Also is referred in construction
prolonged construction period and disruption events that disturb the construction program.
Building Construction: any physical activity on the site involved in the erection of a structure,
cladding, external finish, formwork, fixture, fitting of service installation and the unloading of
plant, machinery, materials or the like.
Contract is an agreement whereby two or more parties as between themselves create, modify or
extinguish obligations of a proprietary nature, (Article 1675 of the Civil Code of Ethiopia).
Project Delivery is a comprehensive process including planning, design and construction
required to execute and complete a building (Zewdu, 2015).
Client means the owner of the project.
Contractor means a person (legal/natural) in charge of duties and responsibilities to carry out
the work.

1.9. Organization of the study

This research paper contains five chapters. Chapter one is the introduction, which includes the
background of the study, a statement of the problem, the objectives of the study, research
questions, the significance of the study, the scope of the study, and the definition of key terms

7
used in the study. Chapter two addresses the literature review with information from relevant
sources, including articles. Chapter three is about the methodology to be used in the research.
Chapter four will be used to present the data, analyze the findings, and discussions of the study.
In chapter five, the studies are providing a summary of the major findings, conclusions, and
recommendations.

8
 CHAPTER TWO

2. Literature review
The existing literature on the causes of delays in construction projects worldwide and in Ethiopia
is reviewed in this part, with a focus on construction projects specifically. It includes a summary
of earlier research on similar subjects, which is crucial background for the goals of this study.
The chapter is divided into two sections: theoretical review and empirical review, each of which
is further divided into a number of subjects and subtopics.

2.2. Theoretical Review

2.1.1. Project concepts

The meaning of a project has been explained using a variety of definitions. A project, according
to Kezner (2000), is any set of actions and tasks that have a definite goal that must be achieved
within predetermined parameters, as such as start and end dates funding limits and consumes
resources. According to Robert K. Wysocki's (2014), a project is a series of distinctive, intricate,
and interconnected actions with a single aim or purpose that must be finished by a certain date,
on schedule, and within the allocated budget. The same author provides a business-focused
definition of a project as a series of finitely dependent activities that, upon successful
completion, generate the anticipated business value, hence validating the project's execution. The
term project in the building industry refers to the creation of a design and solution plan in written
and graphic form in line with the relevant laws and technical standards. The project was viewed
as comprehensive documentation that evaluated the technical and financial viability of the design
and its implementation strategy and that served as the basis for the project's actual
implementation (Morris, 1994).

Projects' transient character implies that they have a distinct beginning and end. The project's end
occurs when its goals have been met, when it is abandoned because its goals won't or can't be
attained, or when the project is no longer necessary. Projects can also have effects on society, the
economy, and the environment that last much longer than the projects themselves.

9
 2.1.2. Project Management
Project management has various meanings, and each definition differs depending on the
objectives and requirements of the company. According to the Project Management Body of
Knowledge, the application of knowledge, skills, tools, and techniques to project activities in
order to meet or exceed stakeholder demands and expectations from a project is referred to as
project management,.

Construction is seen as the conversion of raw resource inputs into a defined, functioning output
by means of a managed process. Therefore, the construction site is viewed as a key area where
money is made or lost and where there is considerable scope for improving efficiency,
productivity, and quality (Dube, 2016).

The fact that project management and project performance are two sides of the same coin
suggests that these two ideas are extremely interconnected. Project management is one of the
fundamental instruments that will define how well a project performs in the construction sector.
Delay and construction project management are so closely related challenges in this area of the
industry since time is one of the primary markers of a project's success.

In addition to technical concerns, project management has a significant impact on the reduction
of delay causes (Hamzah et al., 2011). Consequently, project managers need to be aware of every
aspect that could jeopardize the project's successful execution by using an appropriate project
management system (Abdulkadir 2019). Ahbab (2012) concluded that project management has a
significant impact on the timeliness of building projects. He emphasized the impact of
management failure as a significant obstacle to using crucial project management tools to
improve project timeline performance.

One of the most crucial concerns in Ethiopian construction projects is construction management,
but it does not receive the attention it deserves in terms of evaluation and improvement. One of
the main reasons for delays in the Ethiopian construction sector is the dearth of project
management experts in the majority of contractor businesses. According to Tadesse et al. (2016),
who evaluated the performance and difficulties faced by the Ethiopian construction sector, the
level of project management practice in the sector has been subpar in terms of adopting general
project management procedures, project management functions, tools, and techniques. The

10
researchers also highlighted the fact that time management practice was operating at its lowest
level.

2.1.3. Project Management and Process Groups

The application of knowledge, skills, tools, and procedures to project activities in order to
achieve project requirements is known as project management (PMI, 2013). A “project
management process group” is a logical grouping of project management processes to
accomplish particular project objectives (PMBOK (2013). The following five project
management process groups are used to classify project management processes:

 Initiating Process Group: These procedures are used to establish a brand-new project or a
brand-new phase of an already-existing project by securing permission to begin the
project or phase.
 Planning Process Group: These procedures are necessary to determine the project's
parameters, improve its goals, and specify the steps that must be performed to fulfill the
goals that the project was designed to accomplish.
 Executing Process Group: These are the procedures used to finish the tasks outlined in
the project management plan and meet project requirements.
 Monitoring and Controlling Process Group: This group of processes is responsible for
keeping tabs on the project's performance and progress. They also identify any areas
where the plan needs to be changed and start the necessary modifications.
 Closing Process Group: Activities carried out to formally end or close the project phase,
or contract

2.1.4. Project Management Knowledge Areas

A knowledge area is a comprehensive collection of ideas, words, and actions that make up a
particular profession, project management field, or area of expertise. On most projects, these ten
knowledge areas are utilized. For their particular project, project teams should make use of these
ten knowledge domains as well as others, if necessary. These areas are discussed below:

Project Integration Management: According to Robert K. Wysocki (2014), this Knowledge

Area deals with the adhesive that binds all of the outputs from the Process Groups together into a

11
single, cohesive whole. It outlines the steps necessary to guarantee that the various project
components are appropriately coordinated (PMI, 2013).

Project Scope Management: The main objective of the Knowledge Area for Project Scope
Management is to identify and record client requirements. There are many methods for obtaining
requirements and documenting them (Robert K. Wysocki, 2014). The way we ensure that our
project includes all the necessary data for attaining the project's goals is through project scope
management. Planning scope management, gathering requirements, defining scope, developing a
work break structure, verifying the scope, and controlling the scope are all parts of the process
(PMI, 2013).

Project Schedule Management: According to PMI (2013), project time management refers to
the procedures necessary to oversee the timely completion of the project. Both a planning and a
control component are included. The planning component gives time estimates for a project
task's duration (i.e., how long will it take to accomplish the task in terms of clock time) as well
as the actual effort or labor time necessary to perform the assignment. The duration is used to
calculate how long it will take to finish the project in its entirety. The project's overall labor
expense is estimated using the labor time. The control component, which is a part of the
Monitoring and Controlling Process Group, entails monitoring schedule and cost deviations as
well as comparing projected times to actual times (Robert K. Wysocki, 2014).

Project Cost Management: Creating the project budget and integrating those expenses into the
project schedule are both parts of planning. This offers a way to manage how much money is
spent from the budget over time. The Monitoring and Controlling Process Group utilizes earned
value reports and variance reports (Robert K. Wysocki, 2014).

Project Quality Management: This refers to the procedures for implementing the
organization's quality policy with regard to organizing, supervising, and regulating the project's
and product's quality needs in order to satisfy stakeholders.

Project resource management: entails the procedures for locating, acquiring, and overseeing
the resources required for the project's effective completion.

12
Project Communications Management: This category covers the procedures necessary to
enable the timely and proper planning, creation, distribution, storage, and retrieval of project
information, as well as its management, control, and monitoring.

Project risk Management: The procedures of undertaking risk management planning,

identification, analysis, response planning, response implementation, and risk monitoring on a
project are all included in project risk management.

Project Procurement Management: Consists of the procedures required to get required goods,
services, or outcomes from sources outside than the project team.

Project Stakeholder Management: Consists of the procedures necessary to identify the

individuals, teams, or organizations that could affect or be affected by the project, to assess
stakeholder expectations and their effects on the project, and to create the necessary management
strategies for successfully involving stakeholders in project planning and execution.

2.1.5. Project Success Factors

Projects are seen as a component of a business with the aim of adding value for both the parent
company and the eventual client. Today, project managers are required to know more about
business operations than in the past. Even now, several businesses are creating internal training
courses on business procedures for their project managers. The concept of project success has
also changed to include a business component as project managers become more business-
oriented (Kernzer, 2014). Project success criteria vary from one project to another due to the
uniqueness of each one (Muller and Turner, 2007). Because projects are ephemeral in nature,
their success should be determined by whether they are completed within the parameters of
scope, time, money, quality, resources, and risk that have been agreed upon by the project
managers and senior management (PMBOK, 2013). A project management framework describes
how to manage a project over its whole life period, from the initial processes to the final product.
A project's life cycle entails starting, planning, carrying out, regulating, and closing with the use
of the key principles and instruments needed to accomplish the objectives and ensure success
(Hidaya, 2011). The following factors contributed to project success:

Completed within the allotted time: It is crucial to establish a time schedule when executing a
project. The time schedule shows how project activities are related to one another and ensures

13
that the appropriate personnel and resources are available to complete the various tasks as
needed. Additionally, it aids in time management, which enables the project to be completed on
schedule (Hamilton, 2001).

Maintain the project's costs within the allotted amount: Since the majority of the project's
calculations are based on this first cost estimation, accuracy in cost estimation is crucial at the
outset.

2.1.6. Definition and concepts of Project Delay

Construction delays have been extensively researched for many years. Many researchers define
the term delay as more time needed to finish a certain work or endeavor. According to
Mohammed M. Marzouk and Tarek I. El-Rasas (2014), a construction delay is a time overrun
that occurs beyond the contract's expiration date or after the date that the parties have set for the
project's completion. Delays of a building construction project can be defined as the late in
progress or actual completion of works compared to the contract schedule. Sanders and Eagle
(2001) define delay as an event that causes extended time to complete all or part of a project.

Delay in construction is a global phenomenon (Sambasivan and Soon, 2007), affecting not only
the construction industry but also the overall economy of the country (Faradi and El-Sayegh,
2006). Time overruns are a typical occurrence that happens in almost any project in the building
industry. In developing countries, time delays are important where a project's construction time
approaches 100 percent of the expected time (Muhammad et al., 2017). In the context of building
contracts, the term ‘delay’ is used to indicate that the works are not progressing as quickly as
intended and, specifically, that, as a result, completion may not be achieved by the completion
date specified in the contract documents (Chappel et al. 2005).

The majority of project delays happen during the construction phase, which always involves
many unanticipated circumstances. Construction projects frequently fall short of completing their
goals within the allotted budget and time. Due to factors like construction complexity, the
presence of different interest groups like project owners, end users, consultants, contractors,
financiers, materials, equipment, project funding, the climatic environment, the economic and
political environment, and statutory regulations, very few projects are completed on time and
within budget. Most construction projects experience time and expense overruns, and the extent

14
of these variances varies greatly from project to project. In order to reduce and prevent delays
and rising costs in any construction project, it is crucial to identify the true causes of schedule
and cost overruns (Ahmed et al., 2002).

The fundamental elements of effective building are time, money, and quality, as well as safety
and the environment. Cost and time were inversely correlated, meaning that as time went on, and
so did the cost. Delays and cost overruns are the most common problems causing delay in the
construction industry in both developed and developing countries (Enshassi et al, 2009).

For the purposes of this study, a delay is defined as the failure to complete a project or milestone
of operations as planned due to multiple cause variables.

2.1.7. Delay Factors in Construction Projects

From the content or nature of what is being delayed perspective, delays can be grouped into the
different categories. Each of these concepts can be used to define a time delay in a work
schedule. It is the content or nature of what is being delayed that determines if a project or some
other deadline will be completed late. Most importantly, delays can be seen in terms of four
major categories, as explained by Trauner et al. (2009):

1. Critical versus Non-Critical

2. Excusable versus Non-Excusable delay
3. Compensable versus Non-Compensable
4. Concurrent versus Non-Concurrent

Critical versus Non-Critical: Critical delays are those that prevent the contractor from
completing the work by the scheduled completion date specified in the contract, as opposed to
noncritical delays, which have no bearing on the project's completion date (Jomah Mohammed
Al-Najjar, 2008). This indicates that non-critical delays can be seen as those delays that do not
influence the completion date of the project but, in a way, affect the progress of the work. It can
be said that both excusable and non-excusable delays are all critical delays. Critical delays are
those that have an impact on the project's completion or, in some situations, a milestone date.
Noncritical delays do not have an impact on the project's completion or a milestone date. The
project completion date or a milestone later might be delayed if these operations are postponed.

15
The project itself, the contractor's plan and schedule (particularly the critical path), the contract's
requirements for sequence and phasing, and the physical constraints of the project, i.e., how to
build the job from a practical perspective, all play a role in determining which activities truly
control the project completion date (Dinakar, 2014).

Excusable Delays: Excusable delays are delays caused by unforeseeable events outside the
control of the contractors or subcontractors. Events that neither the owner nor the contractor can
control, such as severe weather, divine intervention, nor other unanticipated future events,
constitute excused delays (Srdi & Elih, 2015) According to the usual basic standards of public
agency specifications, delays brought on by the following events will typically be excused: labor
strikes, fires, floods, acts of God, owner-directed changes, errors and omissions in plans and
specifications, different site conditions or concealed conditions, usually severe weather,
intervention by outside agencies and inaction on the part of government agencies are all
examples of events that could cause delays in construction.

The analyst must review the building contract papers before coming to the conclusion that a
delay is justified based only on the foregoing description. Delays must be decided upon within
the framework of the particular contract. The contract should explicitly specify what constitutes
legitimate project delays that warrant contract delivery date extensions. For example, certain
contracts do not qualify for any time extensions due to environmental conditions, no matter how
rare, unpredictable, or severe they are (Trauner et al., 2009).

Non-Excusable Delays: Non-excusable delays are those that are unavoidable or foreseen and are
not within the contractor's control. A project-specific labor strike that was brought on by the
contractor's refusal to meet with labor representatives or by unfair labor practices is an example
of an inexcusable delay. According to Trauner et al., (2009), late performance by subcontractors,
late performance by suppliers, careless workmanship by the contractor and subcontractors, and
faulty workmanship by the contractor and subcontractors are non-excusable delays.

In the event of unavoidable delays, the contractor or its suppliers have the right to expedite the
completion of their work and compensate the owner. To determine compensation the contractor
uses either liquidated damages or actual damages. According to Muhammad A. et al. (2017), the

16
owner and the contractor base liquidated damages on the daily rate of expected costs that are
likely to be incurred in the delay of construction projects.

Compensable versus Non-Compensable: A compensable delay is one where a contractor is

entitled to financial recovery in the form of direct and indirect time-related costs arising from an
employer-risk event (Keane & Caletka, 2008). Compensable delays are arise from inadequate
drawings and specifications, owner's slow response to requests for details or shop drawings,
changes in design or materials, and owner interruption and/or modification of the job series (Al-
Najjar, 2008). On the other hand, a non-compensable delay means that although an excusable
delay may have occurred, the contractor is not entitled to any added compensation resulting from
the excusable delay.

Therefore, the issue of whether a delay should be covered must be resolved. One might not be
eligible for additional credit or a time extension if he/she were late without an excuse. The
details of the contract essentially determine whether a delay is compensable. The majority of the
time, a contract specifies the kinds of delays for which the contractor is not paid extra money but
may be given a time extension

Concurrent versus Non-Concurrent: When many independent delays occur at the same time,
they are referred to as concurrent or parallel delays. Concurrent delays are important when their
impacts are perceived simultaneously when one is an employer-risk event and the other is a
contractor-risk event. It is more accurately referred to as the concurrent effect of sequential delay
events when two or more delay events occur at distinct periods but have an impact (in full or in
part) at the same time (Keane and others, 2008)

2.1.8. Delay Factors in Construction Project: From the Stakeholders’ responsibility

perspective
Client/owner Related Delay Factors

Client related Delays are caused by the client’s actions emanating from his need or inactions
contrary to provisions stipulated in the contract. Examples include late payment to the contractor,
change order, differing site condition, interference, late decision making, finance and payment of
completed work, owner interference, slow decision-making and unrealistic contract duration

17
imposed by owners etc. In this case, the contractor will be entitled to claim for time extension
and financial compensation. The study conducted by Daba and Pitroda (2018) regarding
client/owner-related factors identified that corruption, intermittent termination of variations
while the project is ongoing, less on-time payment for developers, variations in specifications
and material types during construction work, a delay in checking contract documents, changes to
the project's scope, and ineffective coordination with other stakeholder are the main causes of
schedule delays in construction projects.

Other client-related schedule delay factors include lack of working knowledge, poor coordination
with contractors, delayed decisions, and financial issues (delayed payments, financial difficulties,
and economic problems) (Enshassi, et al., 2010). Contract modifications (replacement and
addition of new work to the project and change in specifications) are another client-related
schedule delay factor.

In addition, Assaf and Al-Hejji (2006) discovered that client-related schedule delay factors
affecting schedule delay include lack of incentives for contractor and owner suspension of work,
delay in payment for the work, delay in delivering the site to the contractor, changing and
modifying orders during work, delay in revising and approving design documents, poor
communication and coordination between the client and the other parties, slowness in decision
making, suspension of the work and conflicts between joint ownership of the project. According
to the study by Aibinu and Odeyinka (2006), the owner's cash flow issues, variation orders, and
sluggish decision-making are all variables that contribute to schedule delays that are client-
related.

Contractor Related Delay Factors

Contractor-related delays can also be brought on by the contractor's failure to complete tasks
owing to his own issues or issues under his control, which ultimately lead to schedule and
expense overruns. Examples include a lack of experience, bad site management, issues with
suppliers and subcontractors, a lack of labor, money, or materials, improper project planning,
mistakes made during construction, etc.

According to Enshassi et al. ( 2010), factors related to contractor-related schedule delays include
financial issues, delays in material deliveries, a lack of materials on the job site, construction

18
errors, defective work, a lack of laborers with the necessary skills and experience, low labor
productivity, issues with coordination with other parties, and a lack of subcontractors.

Aibinu and Odeyinka (2006) cited several variables as the primary causes of contractor-related
schedule delay. Planning and schedule issues, money problems, equipment issues, material and
equipment shortages, sluggish mobilization, equipment maintenance issues, and a labour
shortage are a few of these.

According to Daba and Pitroda's (2018), the contractor-related schedule delay factors are
dishonesty/problems in funding by contractor, ineffective site supervision, ineffective
scheduling, revise due to mistakes during work, subcontractors work related delay, poor
experience of the contractor, delay in site arrangement, delay in preparation of working drawings
etc. The contractor will instead pay the customer liquidated damages or real damages in this
scenario rather than being entitled to time extensions or financial compensation.

Consultant Related Delay Factors

Design mistakes, late acceptance of tests and drawings, bad project management, etc. are all
examples of delays brought on by consultants. In this situation, the contractor will be able to
request a time extension or financial compensation, but the client will not be able to request
liquidated damages because the consultant is the client's agent and under their control.

The main reasons for delays, according to Gündüz et al. (2013), are carrying out inspection and
testing, inadequate communication and coordination with other parties, and conflicts between
consultants and design engineers. Al-Kharashi and Skitmore (2009) cited severe issues with
inadequate consultant expertise, late design document reviews, and delays in authorizing
significant changes in the scope of work.

According to Enshassi et al. (2010), the causes include the lack of expertise of the consultant, the
absence of the consultant's site staff, the staff's lack of administrative and supervisory
experience, the lack of records, protracted and ineffective monitoring when making decisions,
and delayed orders.

19
Olawale and Sun (2010) identified the factors of inadequate evaluation of project’s duration,
discrepancies in contract documentation and contract and specification interpretation
disagreement as causes of delay under consultant related.

Lack of experience, disagreement with a design engineer, delay in performing inspection and
testing, poor site investigation, untrained project management assistance, delay in approving and
checking design documents, insufficient coordination and communication between project
holders and developers, frequent changes of contractors and sub-contractors, type of project
award and bidding, variation during construction by owners, and unfavorable weather are all
factors that can cause a project to go delays (Daba and Pitroda, 2018). .

External Related Schedule Delay Factors

One of the categories of factors influencing schedule delays in construction project management
is others/external-related factors, according to numerous academics. Price increases, bad
weather, labor disputes and strikes, government rules, slow government approval of permits,
civil unrest, and acts of God are some of these (Aibinu and Odeyinka, 2006).

The research by Assaf and Al-Hejji (2006) revealed that the external/other related delay factors,
such as unfavorable weather conditions, delay in obtaining permits from the municipality, effects
of subsurface condition, hot weather effect on construction activities, rain effect on construction
activities, lack of utilities in site (such as water, electricity, telephone, etc.), Social and cultural
considerations, traffic management, and restrictions on the work

According to findings from a recent study by Aziz (2013), the top ten external reasons why
construction projects in Egypt are delayed include various types of bribery, equipment shortages,
ineffective project planning and scheduling, poor site management and supervision, poor
financial control on site, rework because of mistakes, choosing the wrong contractors, sudden
failures actions, and inadequate planning.

According to some authors (Assaf and Al-Hejji, 2006; Alghbari, et al., 2007), external schedule
delay factors included inefficient material procurement processes, poor material quality,
shortages of materials on the market, an increase in material prices, inefficient delivery systems,

20
unfavorable weather conditions, unfavorable economic conditions, changes in laws and
regulations, and transportation delays.

2.1.9. Effects of Delay

Depending on the nature of project, different participants will experience varying delays' effects.
Cost and time overruns are the most common effects. Delays cost the owner or client money,
time, other resources, etc. Delays cost the contractor money because they require them to spend
more on tools, materials, and the hiring of professional workers (Tushar et al., 2016).

According to Sunjka and Jacob (2013) there are seven negative repercussions of project delays,
including time overruns, money overruns, poorly finished projects, negative public relations,
arbitration, total abandonment, and legal disputes and claims

According to Kikwasi's (2012) study, interruptions and delays in construction projects have the
following effects: a detrimental social impact, misunderstandings that lead to disagreements,
time overruns, resource waste in terms of both equipment and labor, and work that exceeds the
budget. According to Li et al. (2000), when delays occur, a project manager may be faced with
the challenge of spending more money to complete the task, compromising the project's quality
by lowering specifications and standards, or reworking the project to make changes.

Divya and Ramya (2015) also described the consequences of delay, as time and expense
overruns, conflicts, complete abandonment, arbitration, and litigation. Delays have varied effects
on different parties. The loss of resources including money, time, and capacity is the most
common effect. Delays cost the owner money and cause the facilities to be unavailable. Delays
cost contractors money in the form of additional expenditures on personnel, materials, and
equipment as well as lost productivity (Haseeb, Xinhai-Lu, Bibi, & Maloof-ud-Dyian, 2011).

According to research done by Kikwasi (2012), interruption and delays in projects can result in
time overruns, disagreements that culminate in conflicts, work that is done above budget, a waste
of human and equipment resources, and negative social effects.

Project delays can have a negative impact on interpersonal relationships, general anxiety,
lawsuits, project rejection, skepticism, and cash flow issues (Ahmed et al., 2002). Ahmed et al.

21
(2002) added that incorrect project appraisal and pricing volatility were two other factors
contributing to construction project delays.

2.1.10. Methods of Minimizing Delay

Several researchers have suggested strategies for reducing building project delays. According to
Chan and Kumarasamy (1997), minimizing time overrun would necessitate strong management
teams, detailed site conditions research, along with the design of groundwork and foundations.
They continued by saying that creating communication channels connecting all project teams
was the key to resolving this issue.

In 2002, Aibinu and Jagboro performed research on how delays affect project execution in
Nigeria. They came up with two strategies to reduce or, ideally, get rid of time overrun.
Activities on the facility were accelerated, and there was a contingency fund.

Having a comprehensive and effective project management plan is one of the potential
approaches to reduce delays during the implementation phase of a construction project,
according to some studies (Abdelnaser et al., 2005).

Developing human resources through appropriate training and classifying of craftsmen, adopting
a new approach to contract award procedure by giving less weight to prices and more weight to
the capabilities and past performance of contractors, and adopting new approaches to
contracting, such as design-build, are all suggested by Odeh and Battaineh (2002) to improve the
delays situation in Jordan.

In their study, Ahmed et al. (2002) advocated for as much simplification of the building permit
approval process as possible. Change orders, incomplete and inaccurate requirements, and
revisions to the drawings all need to be managed properly during the design process, along with
prompt decision-making.

Abdul-Rahman and colleagues (2006) noted the steps taken by the contractor to recoup delays.
According to their poll, the best practices were to increase productivity by working overtime or
in shifts, then to request a time extension. If there was a resource shortage, they recommended
rearranging the operations to take use of the resources that were available while also utilizing

22
skilled employees and subcontractors. The responder also concurred that, under the proviso that
they should not be held too frequently, 18 site meetings are necessary for resolving the issues.

According to earlier studies, project management techniques may be used to control the major
causes of delays. A contractor's ineffective scheduling and planning of the construction project,
the client's tardiness in making progress payments, the client's alteration of the project's order,
the skills and experience of the contractor's staff, and the consultant's tardiness in approving
significant changes to the work scope are the main causes of construction delays that have been
identified throughout the literature. The ineffective use of project management concepts in all
publicly funded construction projects may be a contributing factor to the inability to handle these
elements (Almobarak, et al., 2013). There are various project management tools and methods
that can be used to improve project planning and scheduling. The Work Breakdown Structure
(WBS), the Critical Chain Method (CCM), the Precedence Diagram Method (PDM), the
Program Evaluation Review Technique (PERT), and the Gantt Chart are some of them (PMI,
2013).

The potential employees should be screened for the experience required for the project's
successful implementation. Additionally, it is possible to check each team member to ensure that
they have the necessary skills to finish the duties or activities that have been delegated to them
within the system (Crawford, 2005). It is necessary to assess the staff's understanding of project
stakeholders, experience carrying out similar projects, and familiarity with the intricacies of the
project environment.

Abdul-Rahman et al. (2006) stated that there are ten steps that should be taken to resurrect a
stalled construction project: double check all dependencies, enhance procedure, prevent all scope
changes, fast track it, reallocate resources, and more. Examine time-sensitive activities, Break
the schedule, reduce the amount of work, switch resources, and put in extra time.

The Project Management Institute (PMI, 2013) defines a project as the art of coordinating and
directing resources (i.e., human and material resources) through multiple project phases to meet
pre-set cost, quality, scope, and time objectives.

2.3. Empirical review

Numerous studies have been conducted to determine the reason behind building project delays.

23
Sweis et al. (2008) investigated the factors that contribute to construction delays in residential
projects in Jordan and came to the conclusion that the contractor's financial challenges and the
owner's excessive demand for change orders are the main factor. According to Aftab et al.
(2011), the main reasons for time overruns include contractor cash flow and financial issues,
poor site management, a lack of contractor experience, a worker shortage, ineffective planning
and scheduling by contractors, an increase in material prices, the practice of awarding contracts
to the lowest bidder, issues with subcontractors, and a lack of communication between the
parties.

In order to identify and assess the relative relevance of the significant variables generating delays
in Hong Kong building projects, Chan and Kumaraswamy (2008) conducted a survey. The role
of the parties in the local construction industry (i.e., whether client, consultant, or contractors)
and the type of the project were examined, ranked, and divided into two groups as the main
causes of delays. The findings showed that poor site management and supervision, unanticipated
ground conditions, slow decision-making involving the entire project team, and client-initiated
variation of work were the five main reasons of delay.

According to Sunjka and Jacob (2013), the ten (10) most frequent reasons for project delays in
the Niger Delta region of Nigeria include youth unrest, communal disasters, inadequate planning,
subpar contract management, and a delay in identifying and correcting drawing and specification
mistakes.

In their examination of the reasons of delays in construction projects, Prakash and Joseph (2014)
identified eight categories as causing construction delays, six factors that impacts delays, and
fifteen techniques for mitigating construction delays. The top three most important factors that
contributed to delays were inadequate contact and coordination modification orders by the owner
throughout construction, late revision and acceptance of design plans, and delays in
subcontractor operation. The most significant reason for delays was shown to be contractor-
related, followed by client-related and consultant-related delays. Site management and
monitoring, strategic planning that works and reliable communication lines are the top three
methods for cutting down on construction delays.

24
The most significant reasons for delays, according to Abd El-Razek et al. (2008) in a study
conducted in Egypt, are financing provided by the contractor during construction, owner
payment delays, design changes made by the owner or his agent during construction, and non-
use of professional construction/contractual management.

According to Fugar and Agyakwah-Baah (2010), Ghana continues to have a serious issue with
building project delays. They found a total of 32 reasons that delay projects, and the study's
respondents (clients, skilled contractors, and consultants) ranked these factors in order of their
importance. The study's findings revealed the top ten factors that contribute to construction
project delays in Ghana, including: the inability to honour payment certificates for completed
work, cost underestimation, underestimating project complexity, difficulty obtaining credit,
particularly from banks, inadequate or poor supervision, underestimating the time required for
project completion by contractors, a lack of materials, poor professional management, a problem
with site management, and price fluctuation/high inflation.

In 2012, Doli et al. investigated the reasons why construction projects in India were delayed.
This study identified the major elements that cause delay in the Indian construction sector using
a chosen set of forty-five (45) qualities, and then established the relationship between the crucial
attributes for constructing prediction models for assessing the effect of these factors on delay.

Dinakar (2014) divided the causes of delays into seven main categories: owner-contributed,
contractor-contributed, consultant-contributed, material-contributed, equipment-contributed,
labor-contributed, and external-contributed factors. More than the client or consultant side, the
contractor played a role in the building project's delay. On the other hand, delays in construction
projects are least affected by external factors. The main issue is improper communication
between the participating parties, with external factors like a shortage of qualified labour,
equipment, and material coming in second.

Seven (7) significant variables for construction delays were discovered from the factor analysis,
including a lack of commitment, poor communication and project scope clarity, bad site
management, poor planning, poor site coordination, and subpar contracts. According to the
regression model, the project's overall delay was heavily impacted by sluggish owner decision-
making, poor worker productivity, reluctance, and rework owing to errors.

25
Srdi et al. (2015) investigated the reasons for delays in the Slovenian construction sector. They
conducted study and divided the causes into 11 groups. The findings indicate that legal concerns,
the owner's or his agent's hesitation to act, and a design lacking crucial contractor-relevant
features are the main causes of delays. The majority of the problems falling under these
categories surface at the very beginning of the project and can be resolved (either totally or
partially) by the owner, with expenses that are by no means prohibitive.

The causes and effects of delays on project delivery time in Nigeria were researched by Owolabi
et al. in 2014. They identified fourteen (15) reasons why construction projects are delayed,
including a lack of funding to complete the project, changes to the drawings, poor
communication between the parties, a lack of adequate information from consultants, sluggish
decision-making, contractor insolvency, variations, project management issues, errors made
during the construction stage, inclement weather, fluctuations in building material prices, and an
overall organizational structure that is not appropriate. They also identified nine (9)
consequences of construction project delays, including time overrun, increased project costs,
waste and underutilization, tying up client capital due to project failure, dispute between parties,
project abandonment, decreased profit, litigation, and arbitration.

In their 2015 study, Aedwin and Shibi looked into the causes of delays that were related to the
owners, consultants, contractors, labor, equipment, and outside variables. According to their
report, owner-related factors include (slow decision-making, delay in delivering the site,
payment delays, incorrect preparation and scheduling, owner intervention, change of orders,
interruption of operation, lack of communication, late decision-making, conflicts between
partners); consultant-related factors include (inadequate experience, delay in approving drawings
and samples, inadequate detailing and clarity in drawings, quality assurance control, mistakes &
discrepancies); and others.

The top ten factors causing delays for public sector projects in Jordan, according to Ashraf and
Ghanim (2016), were: insufficient management and supervision by the contractor; client changes
of the design; insufficient planning and control by the contractor; using the lowest bid that
resulted in low performance; changes in the extent of the project; errors in design and contract
documents; late progress payments from the client; and rework due to mistakes made during the

26
project Numerous studies have looked at the primary factors that contribute to construction delay
in a variety of building projects.

Merid Taye (2016) conducted research on how time and cost overruns affect defence
construction projects in Ethiopia. He listed fifteen (15) factors that contributed to time and cost
overruns, including: inadequate early project planning, poor contract management, poor planning
process, lack of timely decision, changes in design, failure to update schedule on time, lengthy
waiting period for approval of drawing and material sample, incomplete drawing, frequent
breakdown of construction plants and equipment, excessive change orders, and setting
unrealistic, contrary expectations.

In their report "Investigating Causes of Construction Delay in Ethiopian Construction

Industries," Werku, Koshe, and Jha (2016) identified the following as the primary crucial factors
that contribute to construction delays in Ethiopia: (1) Difficulties in a contractor's funding of a
project; (2) Material price increases; (3) Ineffective project planning; (4) Scheduling or budget
control; (5) Delay in progress compensation for finished works; and (6) A lack of qualified
workers in the area of construction.

The major factors that contributed to the worst delays in Ethiopian building projects were
highlighted by Gebrehiwet and Luo (2017). Their research indicates that the biggest factor
causing delays in Ethiopian building is corruption. Inflation, lower-quality materials, delayed
design and design documents, slower material supply, delayed contract agreement and receipt of
completed project work, poor site management and performance, delayed budget release, and
unsuccessful project planning and scheduling were also discovered. Client-related, contractor-
related, consultant-related, and external factors are all potential sources of delays.

A survey on delays in Ethiopian public building construction projects was undertaken in 2022 by
Muzeyin et al. The study's findings showed that delays were experienced in 94% of the 52 public
building projects that local contractors completed between 1995 and 2005. Additionally, the time
extension spans from 10 to 367%, with an average delay of 89.9%. The following factors, listed
in descending order of criticality, were found to be the most frequent causes of delays: necessary
modifications, postponed payments, a lack of materials, a late supply of materials, a lack of

27
emphasis on planning, subsurface conditions, changes in design, an escalating cost of materials
and labour, an unrealistic time schedule, and a failure to update schedules on time.

According to Neway (2018) research, the top ten factors that contribute to construction delays in
Addis Abeba's public building construction projects are: (1) a difficult time obtaining project
financing; (2) a weak project management system; (3) a delay in the release of designs and
working drawings; (4) a shortage of imported building materials; (5) design flaws and
complexity; (6) a delay in making progress payments for completed works; and (7) a late start
and resolution.

Corruption was shown to be the main factor contributing to building delays in Ethiopia (Tsegay
and Hanbin, 2017). Inflation, low-quality materials, delayed planning and design documentation,
slower material delivery, delayed contract agreement and delivery of completed project work,
inadequate site management and performance, delayed release budget/funds, and unsuccessful
project planning and scheduling are additional issues. Their findings indicate that cost overruns,
time overruns, contract termination, arbitration, and lawsuits—in that order—are the major
effects of delay that need to be looked at.

In his study on the factors influencing time overruns on road construction projects run by Addis
Ababa City Administration in Ethiopia, Siraw Y. (2014) came to the conclusion that slow site
clearance, inflation, owner delays in making progress payments, contractor financial issues,
inaccurate cost estimates, and delays in starting the project were the main contributors to time
overruns.

The Causes and Effects of Building Construction Delays in Ethiopia, Southern Nation
Nationalities of People Region in Gurage Zone were examined by Nesru and Tadele in 2020.
The top ten reasons for BCP delays, according to the importance index, included economic
conditions (inflation, currency, and LC), fluctuations in commodity prices, project time overruns,
poor decision-making, inadequate planning, a lack of funding to support project completion,
preparing an incomplete bill of quantity, a delay in payment acceptance, a shortage of materials,
and changes in drawing and design. The top five significant effects of BCP delays were: an
increase in project financial expenditures (budget overrun), an increase in project time overrun,

28
bad quality of finished project, closure of construction sites, and wastage and underutilization of
human resources and supplies.

Several studies have been conducted to look at the primary factors causing delays in different
kinds of construction projects. The most significant causes of time overrun, according to
Abubeker J. (2015)'s study "Factors affecting time and cost overrun in road construction projects
in Addis Abeba," are right-of-way issues, financial issues, and improper planning. His survey
revealed that project time overruns range from 25% to 264.38% of the original contract amount.

2.4. Conceptual Framework

A construction project is successful when the work is done properly, with proper planning and
scheduling, within the budget and specified quality, within the specified time, and to the
satisfaction of all stakeholders. A construction delay is a moment in time that goes beyond either
the agreement date or the date that the works concerned have been contracted for, leading to the
delivery of the project. On the side of effects of delay on construction projects, time overruns,
Cost overruns, disputes, arbitrations, Total abandonment, and litigations are the most common
causes of delay. The following diagram illustrates a conceptual framework the study adopts in
carrying out the study. The relationship between the variables is indicated in figure 2.1.

Independent Variable Dependent Variable

Cause Factors

1. Contractor Related Factors

Effect Factors
 Cost overrun
2. Client/Owner Related Factors  Time overrun
 Dispute
 Arbitration
3. Consultant Related Factors  Litigation
 Abandonment

4. Other/External Factors

Figure 2-1 - Conceptual Framework of the Study Abdella, et al., (2002).

29
 CHAPTER THREE

3. Research Design and Methodology

This study's objective is to evaluate the causes and effects of project delays in building
construction projects from the viewpoints of the owner, contractor, client, consultants, and
stakeholders. This chapter describes the design and methodology of the research. The main
topics included in this chapter are description of the study area, research approach, population,
sample and sampling methods, data collection tools and analysis.

3.1. Description of the Study Area

Sheger City, made up of 12 sub cities and 36 districts surrounding Addis Ababa, was founded a
few months ago by the Oromia regional state. The six town administrations on the outskirts of
Addis Ababa are now organized as a single administration under Sheger City. Sebeta, Burayu,
Legatafo, Legedadi, Sululta, and Gelan towns, which surround Addis Ababa (Finfinnee) from all
directions, are now clustered as a single city under a single mayoral administration. The study
will be conducted in Sheger city, with special reference to Sebeta sub-city. Sebeta sub-city is one
of 12 sub-cities in Sheger city.

Sebeta sub-city is geographically located south-west of Addis Ababa at a distance of 24 km and

has a population of around 352, 503 according to data collected by the sub-city administration in
2010 E.C. Sebeta sub-city is one of the major industrial town in the region as well as in Ethiopia.
Commercial and residential construction work in the sub-city is increasing rapidly to meet the
growing needs of the population and the growth of the sub-city The Sub-city and its surrounding
areas are attracting for investment. As the area is very close to Addis Ababa (Finfinne), a number
of factors that will be closely related to the development of the capital also contributed to the
emergence and development of Sebeta sub-city.

30
 Figure 3-2 Location Map of the study area
Source: Sebeta Sub-city Administration

3.2. Research Design

A descriptive survey design was applied in this study. By identifying data patterns to answer
who, when, where, why, or what extent questions, descriptive research defines the universe or
phenomena. Descriptive survey design is crucial in research, when the purpose is to identify and
explain patterns and variations in populations, generate new measures for important phenomena,
or characterize samples in studies or intended to establish causal effects (Loeb et al., 2017).
Descriptive designs are crucial in transforming the data into a form that can be managed since
the human mind is unable to fully comprehend a big amount of raw data.

3.3. Research Approach

To attain this objective, both quantitative and qualitative approaches were employed in this
study. Accordingly, quantitative and qualitative data were collected simultaneously or
sequentially to have one form of data play a supportive role for the other. Therefore, quantitative
31
data was collected from a large number of respondents simultaneously with a few qualitative
results to enrich the findings. Qualitative data was collected to support the primary form
(quantitative data) and strengthen the findings. This quantitative method helped to investigate
perception of the respondents and qualitative part corroborated data collected by the quantitative
instruments and support the findings.

In spite of the fact this study used that both quantitative (questionnaires) and qualitative
(interviews and document reviews) approaches. The study primarily used quantitative
methodology to look at the relationship between variables. These variables are measured using
instruments so that numbered data can be analyzed using statistical procedures.

According to Adams et al. (2007), quantitative research approach applies to the style of research
that is focused on the empirical concepts of positivism and adheres to the strict research design
criteria established prior to actual research. In this study, quantitative research methods were
adopted because this research approach uses statistical data as a tool. Bryman (2001) argues that
quantitative research approach is research that places emphasis on numbers and figures in the
collection and analysis of data. In this study, data (numbers, percentages, and measurable
figures) were calculated to determine the relative importance index (RII). For this purpose, a
questionnaire was developed to assess the perceptions of owners of the projects, contractors,
clients, consultants, and stakeholders on the relative importance of assessing the cause and
effects of building construction project delays. Quantitative data was obtained through a
questionnaire. The data collected through these methods were analyzed, and the results were
reported. Qualitative data was obtained through interviews and document analysis.

3.4. Study Population

In this research, the sample unit is Sebeta sub-city administration construction sector. The
population of the study comprises of the employee of Sebeta sub-city administration construction
sector, owners/clients, contractors and consultants who will be involved in G+3 and above
building construction projects in Sebeta Sub-City construction sector. According to the Sebeta
Sub-city Construction Office Report, sixteen G+3 and above buildings are under construction
this year. Also the report indicates that out of the total number of employees engaged in the
building’s construction project work; only 73 are engineers, project manager, office engineers,

32
site engineers, client/owner & supervisors who are involved in the construction projects. The
study population only covers employees with engineering educational background and engaged
in Building construction projects.

3.5. Sample Size and sampling techniques

There were different parties evolved in the construction project such as the contractors,
clients/owner, engineers, project managers and the consultants. The study sample chosen from
these parties involved in the projects. Adequate numbers of samples were taken using purposive
sampling technique. Roughly, these are 19 clients; 26 consultants; and 28 contractors. The
sample size has been taken by excluding the supportive staff of the Sebeta Sub-City Construction
because they are not in a position to provide relevant data to the study. Thus, 73 participants
were selected and included in the survey study through the purposive sampling method to get the
intended respondents who are expected to have the relevant information of the study. According
to William (2005), the purposive sampling strategy is crucial for enabling researchers to get data
from a sample of the population one believes to be the most knowledgeable about the topic.
Purposive or decision sampling was found to be suitable for a questionnaire of the study,
according to (Saunders, et al., 2009), which is a sampling method that allows the researcher to
use his judgment to select cases that would better help the researcher to address the research
questions and meet the research objectives. When dealing with very small samples, such as in
case study research, or when one wants to find cases that are especially insightful, this type of
sample is often used (Saunders, et al., 2009).
In summary, the different parties involving in the construction projects 73 available participants
out of sixteen project sites was selected (28 from contractors, 19 from clients, 26 from
consultants) were taken as a sample.

3.6. Sources and types of Data

Both primary and secondary data were used in relation to the topic under study. The primary
sources of data were the main parties in the construction, namely the owner or client, contractor,
consultant, and other stakeholders. The primary source of data was obtained through survey
questionnaire, semi-structured interview and site observation. Secondary data was gathered from
secondary data sources such contract documents, administrative reports, project completion

33
reports, and similar sources. The utilization of archive documents was made to gather secondary
data. The secondary data was collected from Sebeta sub-city construction authority office.

The study used a variety of data collection techniques, including interviews, observation,
documentary analysis, and questionnaires. The research plan determines the instruments and
resources utilized to obtain data. Yin (2009) claims that case study data might originate from a
variety of sources. The types of evidence employed are documentation, archival records,
interviews, direct observation, individual observation, and actual objects. Each source is
connected to a set of facts or data. A case study technique is likely to involve the use of and
triangulation of several sources of evidence, according to (Saunders et al., 2009), which supports
this claim.

3.7. Data Gathering Tools

Survey questionnaire, interviews and document review employed as data collection tools in the
study. Both primary and secondary data were collected.

3.7.1. Questionnaire
The survey questionnaires were administered to selected stakeholders of the construction project
such as project manager, client/owner, contractors and consultants. The survey questionnaire is
the main data collection tool used to collect the data from target respondents. The questionnaire
was structure to achieve all the research objectives. The questionnaire was prepared in relation to
causes and effect of Delay on Construction Project in Sebeta Sub-City. Delay factors related to
clients, contractors, consultants and external factors were included in the questionnaire.
Questions related to causes and effects of delay of building construction projects measured on a
five- point Likert scale.

3.7.2. Interviews
Semi-structured interviews were utilized to collect data from the key informants of the study.
This type of interview (Semi-structured Interview) has a predetermined set of questions with a
flexible order depending on the subject matter, respondent capability and exposure or experience.

3.7.3. Document reviews

In order to understand the background of building construction problems and practices in
building construction projects, archival records, communications, and other pertinent documents

34
was analyzed. These documents are expected to give a wide range of opinions in the study that
help to supplement other information found in the questionnaire and interview data and to
provide a general overview of the issue.

3.8. Methods of Data Analysis

The data gathered via a questionnaire was analyzed and summarized using descriptive statistics
to assess the relative importance of different variables that lead to construction delays. The
procedure used in analyzing the data aimed at establishing the relative importance of the various
factors that contribute to the causes of delays due to poor delay management, the effects of
delays, and possible solutions were applied in this study. The ranking of the attributes in terms of
their criticality as perceived by the respondents is done by using the Relative Importance Index
(RII). The same method, that is, the RII technique to determine the relative importance of the
various effects of delay management on building construction projects was adopted in this study.

The following processes were used to carry out the data analysis:

 The relative importance of numerous factors affecting the quality of building

construction projects will be determined in this study using the RII (Relative Importance
Index) technique.
 Quantify the relative importance predictor variables such as
(consultant,contractor,design,equipment,externality,labor,material, client and project
related factors)
 Ranking of factors in each category based on the Relative Importance Index (RII)
 RII value ranges from 0 to 1 (Gündüz et al., 2013).
The higher the RII value greater was the impact or frequency of occurrence of the
variables.
RII=∑W /A*N… Equation 1 or

Relative Important Index = RII = …………….. [Eqn. 1] Where, RII

will be the Relative Importance Index,

W = weighting given to each factor by the respondents (ranging from 1 to 5),

35
 A = highest weight (i.e. 5),
N = total number of respondents.
The values of RII ranges from 0 to 1 (0 not inclusive); the higher the RII is more
important the cause of delay. The RII value was ranked and the results shown using
tables and/or graphs. The RII was used to rank different causes. The RII then being
classified based on the RII classification table as shown below in table 3.1.

Table 3-1 Classification of RII for interpretation

Scale Level of importance RII

1 Not important at all 0.0 <RII≤0.2
2 Slightly important 0.2 <RII≤0.4
3 Moderately important 0.4<RII≤0.6
4 important 0.6 <RII≤0.8
5 Highly important 0.8 <RII≤1.0
Source: Jawal N. A. (2015)

A five-point Likert scale ranging from very high to very low was used to measure the "effect"
Variable. Jamal’s N. A. (2015) mean value classifications were used to interpret to this variable.
The mean range was interpreted as below:

Table 3-2 Mean Range

Mean Range Level of effect

1,0 – 1.8 A very low effect
1.81- 2.62 Low effect
2.61–3.4 Medium effect
3.41–4.2 High Effect
4.21–5.0 Very high effect

On the other hand, the data obtained from the document analysis, and semi-structured interview
was analyzed qualitatively. The qualitative analyses were done by organizing data into different
categories to identify what themes come through the instruments. The results of the qualitative
data were used to triangulate the quantitative findings.

36
 3.9. Reliability and validity issues
The degree to which an instrument measures what it is designed to measure is referred to as the
validity of the instrument (Charles, 2012). The content and construct (convergent) validity of the
scales used in this study was evaluated. A pilot test was done to determine the questionnaire's
validity. Through the actual administration of the pilot group from the construction project and
office in the Sebeta Sub-City, the content validity of the research instrument was assessed.

The design of the questionnaire was started with the development of a sample questionnaire with
an intensive review of the literature. A pilot study was conducted to ensure the validity and
reliability of the questionnaire to be used for the research. The questionnaire was tested on 12
respondents, which are purposefully selected from projects selected for the study. In terms of
practicality of the instrument, when pilot studies are conducted, the respondents were asked to
comment on the wording, timing and their understanding of the items. They are also asked to
make suggestions on content that they feel are more suitable. Therefore, the pilot study results
are help to confirm the clarity, completeness, validity, and applicability of the questionnaire.

In empirical researches, reliability and validity are important issues because they help to measure
an investigation accurately (Tavakol, 2011). In this study, the reliability test will be conducted to
assure the internal consistency of the questionnaire items using Cronbach alpha. The Cronbach’s
coefficient alphas are calculated for each category of the questionnaire. The normal range of
Cronbach’s coefficient alpha value ranges between 0-1 and the higher values reflects a higher
degree of internal consistency. As a thumb rule, values of below 0.6 are poor, 0.6 to 0.7 ranges
are acceptable and those over 0.7 are good.
Both the structured interview and the questionnaire presented to respondent to pre-test the
instrument to ensure that the questions are clear that there was no problems with the wording or
measures/units. This helps to rectify any inadequacies in time before administering the
instrument orally or through a questionnaire (Sekaran, 2003). The questionnaires were
distributed to twelve (12) selected respondents engaged in G+3 and above buildings in Sebeta
Sub-city. The comments of respondents were used to make necessary amendments. Cronbach's
alpha are checked to see the consistency of items and how closely related they are as a set of
items in the questionnaire to the objective of the study.

37
 3.10. Ethical Consideration

The ethical standards outlined in the research requirements were followed by this investigation.
By keeping the information obtained private, the respondents’ privacy and confidentiality are
safeguarded. By informing construction companies of the purpose of the study and its
implications for the respondents, as well as by using fictitious company names in place of the
real names of the company, the fraud was avoided. Before distributing the questionnaire, all
parties (respondents) shall be made aware of the purpose of data collection in order to ensure
their full cooperation and the collection of the desired data. The study was also keeping the
identity of all participants anonymous in order to respect the respondents' right to privacy.

38
 CHAPTER FOUR

4. Data Analysis and Discussion

This chapter deals with the presentation of the data collected from respondents through
questionnaire, observation and interview. Analysis of a research involved examining,
categorizing, tabulating, testing or otherwise combining mixed evidences to address the initial
problem statement. Different statistical techniques were employed on the basis of the nature of
the data collected. The data obtained through a questioner and interview, summary sheets were
prepared and field notes were written and the content of the responses were analyzed. All data
collected were organized and relevant answers adopted in order to ensure a meaningful
presentation and analysis of the data collected. Secondary data was used as supplementary.
Theoretical concepts obtained through literature were used to interpret and compare the findings.

4.1. Survey Distribution and Response Statistics

4.1.1. Response Rate

Among the 73 responses three of them were not filled due to unwillingness to provide
information and some respondents were improperly filled and not respond the questioner. Based
on these, the response rate was 95.89% and also it was summarized in the following table 4.1

Questionnaire Collected
Questionnaire Invalid/No Filled Complete/ Valid Response from
Distributed Questionnaire response Total
Respondent
No % No % No % No %

Clients 19 26.00 1 5.26 18 94.74 18 24.65

Consultant 26 35.60 0 0.00 26 100.00 26 35.62
Contractor 28 38.40 2 7.14 26 92.86 26 35.62
Total 73 100.00 3 4.11 70 95.89 70 95.89
Table 4-3 Response Rate
Source: Own Survey, 2023

39
 4.1.2. Respondents by Gender
Table 4.2 shows that among the total of 70 respondents 59 respondents are male and 11
respondents were female and regarding the organization group 18 respondents are from client, 26
respondents are from contractor, and 26 respondents are from consultant. According to the
findings as indicated the higher number was taken by the male which is followed by a high gap
of female respondents. This numbers of female employees are not good when compared to
males.

Table 4-4 Respondents by Gender

Description Organization Total

Owner Contractor Consultant
Male 13 24 22 59
Gender Female 5 2 4 11
Total 18 26 26 70
Source: Own Survey, 2023

2.1.11. Respondents by professional

Professional Owner Contractor Consultant Total
Civil Eng. 9 15 23 47
Quantity survey 3 6 1 10
Electrical Eng. 2 4 2 8
Sanitary Eng. 1 1 0 2
Other 3 0 0 3
Total 18 26 26 70
Table 4.3 shows that among the total of 70 respondents are filled the given Job Designation area
as you can see below. Regarding the organization group 19 respondents are from client, 26
respondents are from contractor, and 26 respondents are from consultant. The respondent’s
designation bellow showed variety positions which helped the study to assess the response of
each participant in giving much precise answer.

Table 4-5 Respondents by Professional

Source: Own Survey, 2023

40
2.1.12. Respondents by Educational Background
Figure 4.1 shows that among the 70 respondents 2 of the respondent have diploma, 56
respondents have 1st degree, and 12 respondents have 2nd degree (Master’s Degree). According
to the findings as indicated in Figure 4.1, 80% of the participants were working in more
moderate and senior positions so that the data collected from each post holder has been very
relatable to analyze the views and perceptions of the participants in the area of the study.

Figure 4-3 Educational Level

Educational Level
25
20 owner/client
15 Consultant
contractor
10
5
0
Diploma BA/BSC MA/MSC and above

Source: Own Survey, 2023

2.1.13. Respondents Experience

Among the figure 4.2 the 33 respondents have 1 to 10 years’ experience, 26 respondents have 11
to 20 years of experience, and 8 respondents have 21 to 30 years of experience and have more
than 31 experiences in building construction.

41
Figure 4-4 Respondents Experience

Experience of Respondants
16
14
12
10 owner/client
8 Consultant
contractor
6
4
2
0
1_10 11_20 21-30 More

Source: Own Survey, 2023

2.1.14. Respondent’s Organization

Figure 4-5 Pie chart of Respondent’s Organization

Respondent’s Organization

26%

37% owner/client
Consultant
contractor

37%

Source: Own Survey, 2023

Figure 4.3 above indicates that 26% of the respondents are professional that work with client
/owner organizations while those with the contracting organizations and consulting organizations
constitute are 37% of the respondent. It was believed that the questionnaires were well
distributed among the organizations that are basically involved in majority of construction
activities in the sub-city.

42
 4.2. Cause of building projects delay in Sebeta sub city
This section of the study includes the findings and a discussion of the reasons why the building
construction project in Sebeta sub-city was delayed. The causes of delay are discussed under this
are how poor project management can cause a delay on the project. The impact of each delay is
evaluated from the perspectives of clients, consultants, and contractors. Each element is assessed
and graded in accordance with respondents' perceptions of its seriousness, relevance, and
likelihood of occurring; the derived mean is then used to rank the reasons of delay using the RII.

4.2.1. Owners related delay

The owner or client of the project is one of the variables that contribute to delays in building
projects. On a five-point scale, the respondents were asked to assess the relevance or importance
of the reasons for the project's delay: strongly disagree (1), disagree (2), agree (4), and agree
strongly (5). Based on the feedback from the respondents in the target area, the following table
clearly displays the relative importance index (RII) of owner-based reasons of project delay.

Table 4-6 Owners related delay

Owner Consultant Contractor Average
N Causes of Delay

Rank
Mea

Mea

Mea

Mea
o
RII

RII

RII

RII
n

n
1. An approval delay for the designs and 2.33 0.46 3.42 0.68 4.03 0.80 3.26 0.65
sample material 5
2. The owner's late revision and approval 1.55 0.31 3.69 0.73 4.38 0.87 3.21 0.63
of the design papers 7
3. Ineffective cooperation and 2.33 0.46 4.34 0.86 3.15 0.63 3.27 0.64
communication 6
4. Slowness in the decision-making 2.94 0.58 4.15 0.83 4.19 0.83 3.76 0.75 2
process by the owner
5. Conflicts between joint ownership of 2.11 0.42 3.57 0.71 3.53 0.70 3.07 0.61
the project 8
6. Lack of incentives for contractors to 2.77 0.55 3.88 0.77 3.88 0.77 3.51 0.70
finish on time 4
7. Owner suspension of work 2.55 0.51 3.26 0.65 3.11 0.62 2.97 0.59 9
8. Owner delays in making progress 3.27 0.65 4.46 0.89 4.34 0.86 4.02 0.80
payments 1
9. The owner's failure to provide and 2.27 0.45 3.46 0.69 3.11 0.62 2.95 0.58
deliver the site to the contractor on
time 10
10. Change orders by owner during 2.33 0.46 4.76 0.95 4 0.80 3.70 0.74
construction 3
Grand Mean 3.37
Source: Own Survey, 2023

43
According to the aforementioned table, owner-related delays in construction projects are most
frequently caused by the following: delays by the owner in making progress payments (RII =
0.80), slow decision-making process by the owner (RII = 0.75), change orders by owner during
construction (RII = 0.74), lack of incentives for contractors to finish on time (RII = 0.70) and late
revision and approval of the design papers (RII = 0.65).

Other owner-related causes include ineffective cooperation and communication (RII = 0.64),
delay for the designs and sample material (RII = 0.63), disputes over joint ownership of the
project (RII = 0.61), the owner's suspension of work (RII = 0.59) and delays in delivering the site
to the contractor (RII = 0.58).
It was identified from this study that owners were delaying projects in the study area. Given that
their RII falls 0.5 to 0.9, all of the aforementioned reasons have moderate to high relative
importance in causing delay. The most significant contributing factor to project delays includes
failure in making progress payments by the owner, slow decision-making process by the owner
and change orders by the owner during construction process.

More significantly, the public organizations' mal-administration system is to blame for the
lengthy decision-making process. Many stakeholders frequently use the adage "bureaucracy" to
describe their displeasure with the failing management structure in public organizations. It was
reported in the data that the client organization employees violated the project specifications by
using their own interests as leverage in negotiations with contractors. The conduct was described
as "rent-seeking" behavior. In a similar vein, Gebrehiwet and Luo (2017) discovered that
corruption is the main factor contributing to delays in Ethiopian construction projects. The
project completion time is entirely impacted by this type of action.

4.2.2. Consultant related delay

Consultant-related causes make up the second group of causes. Respondents are asked to score
their degree of agreement with each of the eight items on a five-point Likert scale. The relative
importance indexes are determined based on their feedback and are shown as follows:

44
Table 4-7 Consultant related delay
Owner Consultant Contractor Average
No. Consultant related delay

Mean

Mean

Mean

Mean

Rank
RII

RII

RII

RII
1. Poor communication and 3.16 0.63 3.15 0.63 3.73 0.74 3.34 0.67 6
coordination
2. Delay in producing design 4.16 0.83 3.53 0.7 3.96 0.79 3.85 0.77 3
document
3. Inadequate survey and data 4.55 0.91 3.46 0.69 4.46 0.89 4.11 0.82 1
gathering before design

4. Delay in approval of design 3.61 0.72 2.92 0.58 3.69 0.73 3.38 0.68 5
drawings and sample
materials.
5. Delay in performing 3.5 0.7 2.65 0.53 3.07 0.61 3.03 0.61 8
inspection and testing
6. Delays in authorizing 3.33 0.66 3.03 0.6 3.23 0.64 3.18 0.63 7
significant modifications to
the work's scope
7. Insufficient and unclear 3.72 0.74 3.73 0.74 3.38 0.67 3.6 0.72 4
drawing information
8. Inadequate experience of 4.05 0.81 3.65 0.73 3.92 0.78 3.86 0.78 2
consultant
9. Unused of advanced 3.22 0.64 2.34 0.46 3.57 0.71 3.02 0.60 9
engineering design software
Grand Mean 3.49
Source: Own Survey, 2023
Consultants are additional players in building projects, in addition to clients and contractors,
which creates delays in projects. The results presented in above Table 4.5 shows nine causes of
delays under consultants related delay in building construction projects. Relative importance
indexes of RII = 0.82, 0.78, 0.77, 0.72 and 0.67, respectively identified, for the primary five vital
causes of delay are inadequate data collection and survey before design, poor experience of
consultant, delay in producing design document, insufficient and unclear drawing information
and delay in approval of design drawings and sample materials.

The remaining issues include poor communication and coordination (R = 0.67), delays in
authorizing significant modifications to the work's scope (R = 0.63), delays in performing
inspection and testing (R = 0.61), and a lack of using advanced engineering design software (R =
0.60). These factors are moderate to very significant to induce delay since their RII > 0.5.

45
 4.2.3. Contractor related delay
The Contractor side was also to blame for project delays. The sixteen factors that make up this
category are shown in the following table along with their relative importance.

Table 4-8 Contractor related delay

No Owner Consultant Contractor Average
. Contractor related Delay

Mean

Mean

Mean

Mean

Rank
RII

RII

RII

RII
1. Ineffective coordination and 2.33 0.4 3.42 0.6 4.03 0.8 4.0 0.8 2
communication by the contractor 6 8 0 8 1
with other parties
2. Improper construction methods 1.55 0.3 3.69 0.7 4.38 0.8 3.1 0.6 7
implemented by contractor 1 3 7 9 8
3. Delay in sub-contractor work 2.33 0.4 4.34 0.8 3.15 0.6 3.1 0.6 12
6 6 3 6 3
4. Inadequate contractors’ experience. 2.94 0.5 4.15 0.8 4.19 0.8 3.0 0.6 15
8 3 3 2
5. Ineffective planning and scheduling 2.11 0.4 3.57 0.7 3.53 0.7 4.0 0.8 3
of project by contractor 2 1 0 2
6. Poor safety conditions on site 2.77 0.5 3.88 0.7 3.88 0.7 3.0 0.6 14
5 7 7 2
7. Delays due to material delivery 2.55 0.5 3.26 0.6 3.11 0.6 3.0 0.6 13
1 5 2 2
8. Shortage of materials 3.27 0.6 4.46 0.8 4.34 0.8 4.3 0.8 1
5 9 6 5 7
9. Rework due to errors during 2.27 0.4 3.46 0.6 3.11 0.6 3.1 0.6 11
construction 5 9 2 8 3
10. Conflicts between contractor and 2.33 0.4 4.76 0.9 4 0.8 3.3 0.6 8
other parties 6 5 0 8 7
11. Difficulties in financing project 2.33 0.4 3.42 0.6 4.03 0.8 3.3 0.6 6
6 8 0 9 9
12. Under estimation of cost of the 1.55 0.3 3.69 0.7 4.38 0.8 3.4 0.6 9
project by contractor 1 3 7 0 7
13. Poor qualification of contractor’s 2.33 0.4 4.34 0.8 3.15 0.6 3.6 0.7 4
technical staff 6 6 3 0 2
14. Low productivity of labor 2.94 0.5 4.15 0.8 4.19 0.8 3.3 0.6 10
8 3 3 7 7
15. Delay in site mobilization 2.11 0.4 3.57 0.7 3.53 0.7 3.0 0.6 16
2 1 0 2
16. Poor site management and 2.77 0.5 3.88 0.7 3.88 0.7 3.4 0.7 5
supervision by contractor 5 7 7 0 2
Grand Mean
Source: Own Survey, 2023

46
The above Table 4.6 demonstrates the determinants of delays projects on the part of the
contractors. The survey's findings revealed that shortage of materials (RII = 0.87), ineffective
coordination and communication by the contractor with other parties (RII = 0.81), the
contractor's poor project planning and scheduling (RII = 0.80), poor qualification of contractor’s
technical staff (RII = 0.72), poor site management and supervision (RII = 0.72), difficulties with
project financing (RII = 0.69), improper construction methods implemented by contractor (RII =
0.68) and conflicts between contractor and other parties (RII = 0.67) are the most significant and
highly ranked contractor-related delay causes in construction projects.

Additionally, underestimating the cost of the project by the contractor (RII = 0.67); low
productivity of labor (RII = 0.67); rework due to mistakes made during construction (RII = 0.63);
delays in subcontractors' work due to their inefficiency (RII = 0.63); delays due to material
delivery on time (RII = 0.60); poor safety conditions on site (RII = 0.60); inadequate technical
qualifications of the contractor (RII = 0.60);and delays in site mobilization (RII = 0.60).

Since all of the aforementioned factors have RIIs that fall between 0.5 and 0.9, they are all of
moderate to high relative importance in generating delay. Overall, from the perspective of the
contractor, Shortage of materials, ineffective coordination and communication by the contractor
with other parties and insufficient planning and scheduling are the main causes of project delays.

Additionally, the qualitative results show that there is a great centralization of the construction
management and cash flow systems in the case of public construction in the sub-city. Because
there was not enough working capital to pay for supplies and pay workers, project operations at
the site were delayed. The public organizations' poor administration is to blame for the lengthy
decision-making process. It has been customary for many stakeholders to use the term
"bureaucracy" to describe the ineffective management practices used by such governmental
organizations.

47
 4.2.4. External causes
Other elements contributing to the project's delay include external causes. There are ten causes for it.
Average
No Causes of Delay RII Mea Rank
n
1. Material price alterations and inflation 0.81 4.08 1
2. A delay in getting municipal permissions 0.76 3.80 3
3. Unexpected site circumstances 0.6 3.02 9
4. Problems with stability and security 0.73 3.65 5
5. Unexpected weather circumstances 0.8 4.00 2
6. The world's financial catastrophe 0.62 3.1 7
7. Construction-related accidents 0.75 3.78 4
8. Modifications to rules and legislation 0.63 3.18 7
9. A delay in the delivery of utilities' services (such as 0.66 3.32 6
water and electricity)
10. Delay in performing final inspection and certification 0.55 2.77 10
by a third party.
Grand mean 3.47
Relative importance index were once more constructed based on the responses of the respondents.

Table 4-9 External causes

Source: Own Survey, 2023

The results presented in Table 4.7, shows ten causes of delays under external related delay in
building construction projects. There are external factors for project delays in addition to the
reasons connected to the project stakeholders outlined above. In this regard, respondents were
also asked on the degree to which these outside variables contribute to construction project
delays in Sebeta town. Accordingly, as shown in the above table, material price alterations and
inflation are the most significant and highly ranked external factors of delay causes in the
construction of projects, with RII = 0.81, followed by a delay in the delivery of utilities' services
(such as water and electricity) with RII = 0.80, and delay in getting municipal permissions with
RII = 0.76. Similar to the above, external factors that significantly impacted project delays in the
study area included construction-related accidents (RII = 0.75), stability and security issues (RII

48
= 0.73), unexpected weather circumstances (RII = 0.66), and changes to rules and legislation
(RII = 0.63).

The outcome indicates that the most significant external source of delay is material price
alterations and inflation and a delay in getting municipal permissions. This finding is in line with
the study of Gebrehiwet and Luo (2017). Another key external factor that causes many projects
in the sub-city to be delayed is the delay in delivering and acquiring utilities like water and
electricity. It is well acknowledged that these services are essential to the beginning of any
restrictions at a specific project site. The project is delayed when this utility cannot be obtained

4.2.5. Ranking of top ten causes of delay

Table 4-10 Top ten causes of delay

No. Top ten causes of delay Mea RII Rank Category

n
1. Shortage of construction materials 4.35 0.87 1 Contractor
2. Owners/
Delays in making progress payments 4.11 0.82 2
client
3. Inadequate survey and data gathering before Consultant
4.11
design 0.82 3
4. Material price alterations and inflation 4.08 0.81 4 External
5. Ineffective coordination and communication 4.08 0.81 5 Contractor
6. Ineffective planning and scheduling of Contractor
4.02 0.80 6
project
7. A delay in the delivery of utilities' services External
4.00 0.80 7
(such as water and electricity)
8. Slowness in the decision-making process 3.87 0.78 8 Owner/client
9. Inadequate experience 3.86 0.78 9 Consultant
10. Change orders during construction 3.86 0.77 10 Owner/client
Source: Own Survey, 2023

Based on the relative importance index, the primary top ten causes of delay were identified from
the total of 45 causes investigated in this study across four categories, i.e., client, contractor,
consultant, and external. The first top cause of delay is related to the category of contractor:
shortage of construction materials (RII =0.87). The other top causes of delay were related to the
category of owner/client, namely delay in progress payments by the owner with RII values of
0.82, inadequate survey and data gathering before design (RII = 0.82), and material price
alterations and inflations (RII =0.81). The fifth and sixth-ranked causes attributed to contractors

49
are poor coordination and communication and ineffective planning and scheduling of projects by
the contractor, with RII values of 0.81 and 0.80, respectively.

Further, a delay in the delivery of utilities' services (such as water and electricity) ranked
seventh with a RII value of 0.80, and a slow decision-making process by the client was followed
with a RII value of 0.78 and 0.77, respectively. This result is comparable to that of research by
Msafiri (2015), which revealed that payment by the client, sluggish decision-making and
bureaucracy in the client organization, and insufficient planning and scheduling were the top
observed reasons for project delays. According to the top ten factors, in general, delays are
caused by clients or owners 30% of the time, contractors 30% of the time, consultants 30% of the
time, and external sources contribute 10% of the time.

4.3. Effects of project Delay

All parties to a contract, including owners, contractors, and consultants, have the shared aim of
completing the project on schedule, within the allotted budget, and to the greatest possible
quality. Everyone often suffers losses as a result of delays in one way or another. The factors
indicated below and the ones that have been explored result in building project delays. On a five-
point scale (from strongly disagree to strongly agree), with a score ranging from 1 to 5, the
respondents were asked to assess their agreement on the occurrence of consequences of delay in
this aspect. A relative significance index (RII) was developed for each impact based on the input
received in order to rank the frequency of effects from most important to least essential.

Table 4-11 Effects of project Delay

No Effects of project Delay RII Mean Rank
1. Extension of time on the project (Time overrun) 0.82 4.14 2
2. Cost-overrun due to inflation and fluctuation of cost 0.91 4.55 1
of materials
3. Poor quality of construction 0.74 3.71 5
4. Bad public image on the government or the client 0.73 3.65 6
5. Dispute between contracting parties 0.7 3.51 8
6. Extension of time on the project through negotiation 0.76 3.84 3

7. Termination of contract by Litigation 0.75 3.78 4

8. Arbitration resulting from delay of the project 0.63 3.18 9
9. Total abandonment or rejection of the project 0.71 3.57 7

50
 Grand Mean 3.77
Source: Own Survey, 2023

According to the above table's findings, cost overruns or increases in the project's overall cost
came in first with a RII of 0.91, while time overruns came in second with a RII of 0.82. The
third-highest RII score is for extension of time on the project through negotiation, which is 0.76.
Termination of contract by litigation ranked fourth with a RII of 0.75. Poor quality of
construction is placed fifth with a RII of 0.74. With a RII score of 0.73, the poor public image of
the government came in sixth place. Total abandonment or rejection of the project and dispute
are placed seventh and eighth, respectively, with RII scores of 0.71 and 0.70. With a RII score of
0.63, arbitration resulting from the delay of the project came in last place.

The results demonstrated that since projects' overall average RII is more than 0.7, the
consequences of delay occur substantially and frequently. These statistics show that time and
cost overruns are the most frequent outcomes of delays. This outcome is consistent with nearly
all other relevant investigations (Wei, 2010). Additionally, respondents said that public
employees in Sebeta town are unable to deliver the quality services that the community expects
due to the high frequency of construction project delays. The municipality and the nation as a
whole suffer huge economic losses as a result.

4.4. Mechanisms to minimize delays in building projects

To reduce losses resulting from significant issues, mitigation measures are required. Prior
investigation into the reasons for delays was essential in identifying the best course of action or
technique to reduce delays and minimize any potential effects. The ways of minimizing the effects
of delay on building construction projects based on the ranking (RII) of the average mean score for the
three groups of respondents are presented in the Table below.

51
Table 4-12 Mechanisms to minimize delays in building projects

N Techniques for minimizing in building project RII Rank

Mean
o delays
1. Making available reliable financial sources and timely 3.82 0.76 5
payment for the project
2. Increases in the permitted contingencies. 3.45 0.69 1

3. Effective strategic planning 4.08 0.81 2

4. Systematic monitoring and control mechanism 3.65 0.73 6
5. Continuous supply of resources and the proper 3.51 0.7 9
procurement of materials.
6. Professional administration of the projects 3.91 0.78 4
7. Utilizing alternative procurement strategies, such design- 4.01 0.80 3
build or a construction management contracts
8. Giving contracts to qualified and experienced contractors 3.18 0.63 1

9. Adopting a new method of contract awarding that places 3.57 0.71 8

more emphasis on a contractor's skills and track record
than it does on pricing
10. Implementing effective planning and scheduling tools 4.18 0.83 1
(such as CPM, PERT etc.)
11. Effective communication 3.02 0.6 1

12. Managing excessive variation (approval of major changes) 3.6 0.72 7

13. Accelerations of site activities 3.37 0.67 1

14. Putting in place a contract auditing system to combat 3.3 0.66 1

corruption
Grand Mean 3.62
Source: Own Survey, 2023

It was identified that implementing effective planning and scheduling tools (such as CPM and
PERT) RII = 0.83, effective strategic planning (RII =81), and utilizing alternative procurement
strategies (RII=80), such as design-build or construction management contracts, are the three
best strategies, according to the research above, to minimize the consequences of delays on
building construction projects.

52
Professional administration of the projects (RII =0.78), making available reliable financial
sources and timely payment for the project (RII = 0.76), and establishing systematic monitoring
and control mechanisms (RII = 0.73), are mechanisms prioritized by respondents to minimize the
effects of project delays.

According to the individuals involved in the interviews, the techniques for minimizing
construction project delays includes enhancing human resource expertise and talent, holding site
meetings more regularly, and giving contracts to seasoned consultants and contractors with a
solid track records. Interim payments should be free of bottlenecks. The preconstruction phase
requires the preparation of all relevant documentation, including plans and specifications.
Besides, programs for ongoing work-based learning are required so that industry people may stay
current on their knowledge and get comfortable with project management methods and
procedures.

The claims noticed during the construction of the building should be handled promptly and in
line with the established dispute resolution procedures. The workmanship and materials used
must be in compliance with the written contract agreement. The contract agreement must be
carefully drafted and carried out as agreed. The stakeholders (customers, contractors, and
consultants) should build positive relationships with one another. Building the attitude, abilities,
and understanding of the stakeholders regarding the entire building construction project. The
customer should follow up often on the performance of the consultants. In accordance with the
contract agreement they negotiated with the customer, the consultants are required to timely
review and approve the performance of the contractors. With the consultants and contractors, the
customer has to create open lines of communication.

53
 CHAPTER FIVE

5. Summary, Conclusion and Recommendations

5.1. Summary of the Major Findings

Clients, contractors, consultants, and externals are the key factors that contribute to construction
delays. Regarding owner-related causes of delays the study revealed that delays in progress
payments by the owner, slow decision-making process by the owner, lack of incentives for
contractors to finish on time, change orders by the owner during construction are the top casual
factors. Ineffective co-operation and communication, delays in delivery designs and sample
materials, disagreements over shared ownership of the project, delays in getting the site to the
contractor, and the owner's suspension of work are further owner-related factors. The primary
owner-related factors of project delay in Sebeta town also include series rent-seeking behavior
(corruption) in public agencies, bureaucracy and red tape, inefficient and unmanageable budget
allocation, inadequate project monitoring and evaluation system, and absence of specified work
processes.

Project delays are also caused by the involvement of consultants in building projects. In this
study, the delays caused by consultants are identified as poor data gathering and surveying prior
to design, lack of capability of consultants, a delay in delivering design papers, a lack of
sufficient and clear drawing information, and a delay in the approval of design drawings and
sample materials. Consultant-related problems that contribute to project delays also include poor
coordination and communication, a lack of employing advanced engineering design tools, a
delay in executing inspection and testing, and a delay in authorizing substantial changes to the
work's scope.

54
The study has identified a number of significant contractor-side factors that contribute to
building delays in Sebeta town. The survey's results showed that the most significant and highly
ranked issues are shortages of materials, ineffective coordination and communication by the
contractor with other parties, poor project planning and scheduling, poor technical staff
qualification, poor site management and supervision, challenges with project financing, improper
construction methods used by the contractor, and conflicts between the contractor and other
parties.
Additional issues include the contractor's underestimation of the project's cost, low labor
productivity, rework because of mistakes made during construction, delays brought on by timely
material deliveries, poor site safety, a contractor's lack of technical expertise, and delays in site
mobilization.

External factors are among the other factors prolonging the project. The most significant and
highly ranked external variables that contribute to project delays are changes in material prices
and inflation, which are followed by delays in utility service delivery (such as water and
electricity) and delays in obtaining municipal permits. Similar to the aforementioned, unforeseen
weather conditions, stability and security difficulties, and changes to laws and regulations were
external variables that had a substantial influence on project delays in the study area.

The results of the study demonstrated that the consequences of delay occur substantially and
frequently. The study's findings showed that the causes of the delays so far in Sebeta town
include time overrun, cost overrun, outright abandonment, conflict, and litigation; poor project
quality; project negotiation; and poor public relations.

Based on the top 10 variables, the quantitative figures revealed that the 'blame game' is equally
shared by owners /clients, contractors, and consultants. This implies that they share equal blame
for the delay of construction projects in Sebeta town. When compared to causes coming from
customers, contractors, and consultants, relatively external factors—which account for just 10%
of project delays—have less of an influence on delays. This indicated that the causes of the
project delay in Sebeta town are internal and manageable. Once those stakeholders look at
themselves internally, they can create a significant change.

55
 5.2. Concussion

Building construction delays are a common occurrence that cannot be avoided owing to a variety
of variables, many of which are more or less the same as the problems found in this study.
Delays are very common occurring in most developing countries. This could be brought on by a
lack of sufficient funding to finish projects properly and on schedule, a lack of technical know-
how, or poor building techniques. Time is one of the three restrictions in building construction
projects, and it is crucial to a project's success. Therefore, any change in the project's scheduled
length either has an impact on the other two limitations, namely scope and/or money, or
jeopardizes the project's viability.

In this study, the biggest cause of project delays is the owners'/clients’ frailer in making progress
payments. This is a result of a financial shortfall brought on by corruption and wastefully using
up project funds that were allotted for them, especially in public construction projects. It is clear
that a project's financial foundation is essential. Lack of funds necessitates ending the project
rather than just delaying it. In addition to this, there are also non-monetary delay losses that
cannot be expressed in terms of money, such as the community's unhappiness with the inability
to obtain requested services.

In general, the repercussions of project delays, particularly those related to public building
projects, are multifaceted and have an impact on the lives of thousands of people either directly
or indirectly in terms of the economy or social life.

Concerns about project delays have been raised in the construction sector. Only after determining
the reasons for the delays can the effects of the project be minimized. Knowing the reason
behind any given construction project delay will assist mitigate its impact. It was identified that
implementing effective planning and scheduling tools (such as CPM and PERT), effective
strategic planning, and utilizing alternative procurement strategies, such as design-build or
construction management contracts, are the three best strategies to minimize the consequences of
delays on building construction projects.

The development of communication systems connecting all project teams, offering incentives for
early completion, developing human resources through proper training and adopting a new

56
approach to contract award procedures by giving less weight to prices and more weight to the
capabilities and past performance are all recommended strategies.

5.3. Recommendations
Although delays are inevitable in building projects, they can be prevented or reduced provided
their reasons are precisely located and examined. The following suggestions might be made as
strategies to reduce and regulate delay in building construction projects based on the study's
findings and the outcomes indicated above.

5.3.1. Clients/owners Related Recommendations

One of the most significant stakeholders participating in a project is the owner, and it is crucial
from the planning stages through construction and project operation. The following
recommendations are forwarded to the client/owner, as it was believed they would help minimize
project delay problems:

 The client/owners must make sure that project bids are evaluated based on experience
and merits. Choose qualified contractors based on expertise, financial capability, overall
capacity, and other technical needs in addition to the lowest bidder and thus, the project
will be awarded to the best firm and will be finished on schedule and without any delays.
 Respect contractual responsibilities, such as making progress payments on projects, as
failing to do so make it harder for contractors to fund the job. Before projects begin, the
client should make sure there is enough money on hand to pay contractors in line with the
terms of the contract. The client should also deliver all materials required for project
construction on schedule, in the appropriate quality, and in the required quantity.
 The owner/client should work closely with the consultants and the contractors to ensure
that any design modifications made during the building phase have no negative
consequences on the essential tasks. This will help prevent delays.
 It is crucial that the owner or client authorize any payment concerns to the contractors in
a timely manner to prevent the application of interest penalty clauses and to expedite the
work process to ensure timely completion of the building projects.

57
  For any issues that develop during the execution, clients should act swiftly and
decisively. Reduce or eliminate superfluous and pointless bureaucratic requirements in
the clients' organization
 In order to avoid needless arguments and litigation, it is vital that the owner or client
review any change order requests in order to determine how they will affect the quality of
the work anticipated, the scope and expense of the work, and any potential claims.

5.3.2. Consultants Related Recommendations

One of the major participants in building projects is the consultant. The demands and ideas of the
client (owner) are transformed into plans and drawings by consultants, who then oversee the
transformation of these plans and drawings into observable physical structures. The following
suggestions have been sent to consultants in an effort to reduce building project delays.

 The consultant should make sure that an appropriate site assessment is done both during
the feasibility study and the conceptual design to ensure that the right procedures are
followed throughout the detailed design to minimize work suspension throughout the
construction phase and fix design issues.
 The consultant shall adhere to each and every important change in design that is relevant
to the project while implementing all design adjustments during the execution of the
activities. The planned outcome of the project's ultimate product shouldn't be
compromised throughout the process.
 From the ideation stage to the project's conclusion and handover, the consultant should
make sure that all parties involved are communicating in a timely, accurate, and
appropriate manner.

5.3.3. Contractor Related Recommendations

The following recommendations are forwarded to contractors in order to reduce delays on
building projects as they are one of the stakeholders who actively engage in those projects.

 Through careful resource planning, schedule formulation, monitoring, and control, the
contractor should guarantee efficient time management and supervision to prevent delays.
To keep crucial tasks on schedule and complete them effectively, evaluate potential
alternate strategies and implement the necessary corrective measures.

58
 To prevent any delays in the project, the contractors should deploy a capable project team
and use the best building techniques. The contractors ought to find a capable and
accountable subcontractor. To facilitate the free flow of information and prevent delays,
the contractual parties must establish an effective communication channel.
 Construction materials and other goods should be purchased in advance by the contractor
with the agreed-upon quality and specification in order to avoid a shortfall or lack of
supplies. This will lessen the influence of supply and material quality on the projects'
timely completion.
 To prevent schedule overruns, contractors are encouraged to set up stores for necessary
building supplies, particularly rare or hard to find supplies in the local markets. To
prevent project delays and complete abandonment, resolve conflicts and disagreements
that emerge between the participating stakeholders and personnel as the project moves
forward.

5.3.4. External Related Recommendations

 The government should set up facilities to create building construction materials in
Sheger City in cooperation with stakeholders. As a result, there will be a consistent flow
of supplies, decreasing the likelihood that a delay would result from a scarcity of
resources. Additionally, since there will be no import taxes or excise fees, the time it
takes for supplies to leave the production base and be ready for building will be
decreased.
 The government, together with other stakeholders, should make significant investments
in the development of human capital by providing construction managers with the
necessary technical training in Sebeta Sub-city. Due to their significant impact on
projects and subsequent organizational performance, the development of workmanship
skills and contract administration should be given top emphasis right away. By creating
plans, more attention should be placed on effective planning and scheduling.

59
 References
A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) (5th ed). Newtown
Square, PA: PMI.

Abd El-Razek, M.E., Bassioni, H. A. and Mobarak, A.M. (2008) ‗Causes of delays in building
construction projects in Egypt‘, Journal of Construction Engineering and Management,
134 (11)831-841

Abd. Majid Muhd. Zaimi,(1997), Non-excusable delays in construction. Loughborough,

University of United Kingdom. PhD. Thesis.

Abdella, M. & Hussien, T., 2002, Causes of construction delay: Traditional contract,
International journal of project management, 20, 67-73.

Abdelnaser, O., Peter, J., Mahmood, A., Hussin, A., & Aziz, A. (2005). Causes of construction
delays case studies in Langkawi Island, Malaysia. Paper presented at the International
Conference on Built Environmental in Kuala Lumpur organized by University of
Malaya, Kuala Lumpur.

Abdul-Rahman, H., 2006, Delay Mitigation in the Malaysian Construction Industry. Journal of
Construction Engineering and Management,132 (2), 125-133.

Abdul-Rahman, H., 2006, Delay Mitigation in the Malaysian Construction Industry. Journal of
Construction Engineering and Management,132 (2), 125-133. 4.

Abdul-Rahman, H., 2006, Delay Mitigation in the Malaysian Construction Industry. Journal of
Construction Engineering and Management,132 (2), 125-133.

Abubeker J. (2015). “Factors Affecting Time and Cost Overrun in Road Construction Projects in
Addis Ababa”. MSc. Thesis, AAU, Institute of Technology, School of Civil and
Environmental Engineering, Addis Ababa, Ethiopia.

60
Adams, J., Khan, H. T. & White, R. R. a. D., 2007. Research Methods for Graduate Business and
Social Science Students. 1st ed. New Delhi: Response Books.

Aedwin, R., & Shibi, V. (2015). “Analysis of Delays in Construction Projects”, International
Journal of Engineering Research and General Science Volume 3, Issue 6, Nov-Dec,
2015 ISSN 2091-2730

Aftab Hameed, Ismail and Ade, (2011). The preliminary study on causative factors leading to
construction cost overrun. Master of Science in civil and Environmental Engineering
at University of Malaysia.

Ahmed, S.M., Azhar, S., Castillo, M. and Kappagantula, P. (2002), Construction Delays in
Florida: An Empirical Study. Department of Construction Management, Floridan
International University of Miami

Ahmed, S.M., Azhar, S., Castillo, M. and Kappagantula, P. (2002), Construction Delays in
Florida: An Empirical Study. Department of Construction Management, Floridan
International University of Miami

Ahmed, S.M., Azhar, S., Kappagntula, P. and Gollapudil, D. (2003), “Delays in construction: a
brief study of the Florida construction industry”, Proceedings of the 39th Annual ASC
Conference, Clemson University, Clemson, SC, 257-66.

Ahmed, T. (2015). Delay in Construction Project, viewed on 14 August 2023, from

[Link]

Aibinu, A. A., and Odeyinka, H. A., 2006, Construction delays and their causative factors in
Nigeria, Journal of Construction Engineering and Management, 132, pp. 667– 677.

Aibinu, A. A., and Odeyinka, H. A., 2006, Construction delays and their causative factors in
Nigeria, Journal of Construction Engineering and Management, 132, pp. 667–677.

Aibinu, A.A. and Jagboro, G.O. (2002). The effects of construction delays on project delivery in
Nigerian construction industry: International Journal of Project Management. (20):
593-599 6.

61
Alexan. Eng. J. Aziz, R.F., Abdel-Hakam, A.A., 2016. Exploring delay causes of road
construction projects in Egypt. Alexan.

Ashraf, S. & Ghanim, A.,2016, Causes and Effects of Delay in Public Construction Projects in
Jordan, American Journal of Engineering Research (AJER),5(5), 87- 94.

Ashraf, S. & Ghanim, A.,2016, Causes and Effects of Delay in Public Construction Projects in
Jordan, American Journal of Engineering Research (AJER),5(5), 87-94. 7.

Assaf, S. A, and Al-Hejji, S. ,(2006), Causes of delay in large construction projects.”

International Journal of Project. Management. 24(4): 349-357 8.

Assaf, S., & AL-Hejji, S. (2006). Causes of delay in large construction projects, International
Journal of Project Management, Vol. 24, No. 4, 349-357.

Assaf, S.A., Al-Khalil, M. & Al-Hazmi, M.,1995, Causes of Delay in large building construction
projects. Journal of Project Management in Engineering ASCE, 2, 45-50.

Aziz, R.F., 2013. Ranking of delay factors in construction projects after Egyptian revolution.

Chan, D.W.M. and Kumaraswamy, M. (1997), A Comparative Study of Causes of Time

Overruns in Hong Kong Construction Projects: International Journal Project
Management. 15(1): 55-63.

Chappell, D., 2006, Construction Contracts Questions & Answers, Tayler and Francis, Oxon 39

Chappell, D., Marshall, D, Powell-smith, V.& Cavender, S., 2005, Building Contract Dictionary,
Blackwell Science, London.

Crawford, L. (2005). Senior management perceptions of project management competence.

International journal of project management, 23(1), 7-16.

Dinakar, A. (2014). Delay Analysis in Construction Project. International Journal of Emerging

Technology and Advanced Engineering, 784-788.

Dinakar, A.,2014, Delay analysis in construction project, International journal of emerging

technology and advanced engineering.4,(5), 2250-2459

62
Divya R. & Ramya S., 2015, Causes, Effects and Minimization of Delays in Construction
Projects, National Conference on Research Advances in Communication,
Computation, Electrical Science and Structures335- 340.

Durdyev, S., Hosseini, M.R., 2019. Causes of delays on construction projects: a comprehensive
list. Int. J. Manag. Proj. Bus. Ellis, R.D., Thomas, H.R., 2002.

El-Razek; M. E. A; Bassioni, H..A and Mobarak, A. M (2008). Causes f delay in Building

Construction Projects in Egypt, Journal of Construction Engineering and Management,
Vol. 134.

Enshassi et al., (2010) Significant Factors Causing Time and Cost Overruns in Construction
Projects in the Gaza Strip: Contractors’ Perspective. The International Journal of
Construction Management (2010) Vol. 10 No. 1, 35-60.

Enshassi, S. Mohamed, and S. Abushaban,( 2009) Factors affecting the performance of

construction projects in the Gaza strip,” J. Civ. Eng. Manag., vol. 15( 3) : 269–280.

Frimpong, Oluwoye and Crawford (2003) Frimpong, Y., Oluwoye, J., & Crawford, L. (2003).
Causes of delay and cost overruns in construction of groundwater projects in a
developing countries; Ghana as a case study. International Journal of Project
Management.

Fugar, F.D.K., and Agyakwah-Baah, A.B. (2010). Delay in Building Construction Projects in
Ghana, KNUST-Kumasi, Ghana: Australasian Journal of Construction Economics and
Building.

Fugar, F.D.K., and Agyakwah-Baah, A.B. (2010). Delay in Building Construction Projects in
Ghana, KNUST-Kumasi, Ghana: Australasian Journal of Construction Economics and
Building.

Gebrehiwet, T. & Luo, h.,(2017) Analysis of Delay Impact on Construction Project Based on RII
and Correlation Coefficient: Empirical Study, Creative Construction Conference 2017,
CCC 2017, 19-22 June 2017

Ghanim A. Bekr Associate Associate Professor, Civil Engineering Dept., Zarqa University,

63
Hamilton.A (2011). Managing Projects for success. London : Thomas Telford

Hamzah, N., khoiry M. A., Arshad, I., Tawil, N. M., and Che Ani, A. I. (2011), Cause of
Construction Delay – Theoretical Framework. The 2nd International Building Control
Conference, procedia engineering 20, 490-495.

Haseeb, Xinhai-Lu, Aneesa Bibi, Maloof-ud Dyian, Wahab Rabbani, (2011): Causes and Effects
of Delays in Large Construction Projects of Pakistan, Kuwait Chapter of Arabian
Journal of Business and Management Review Vol.

Jack R. Meredith, Samuel J. Mantel, Jr (2009). Project Management: A Managerial Approach

(7th Edition), John Wiley & Sons, Inc. pp 333

Kikwasi, G., 2013. Causes and effects of delays and disruptions in construction projects in
Tanzania. Austr. J. Construct. Econ. Build.

Kikwasi, G.J. (2012). ‗Causes and Effects of Delays and Disruptions in Construction Projects in
Tanzania‘, Australasian Journal of Construction Economics and Building, conference
series, (pp. 1, (2) 52-59,). Ardhi University, Tanzania.

Kumar, D. R. (2016). Causes and effects of delays in indian construction projects. International
Research Journal of Engineering and Technology (IRJET), 3(4), 1831-1837.

Marzouk, M.M., El-Rasas, T.I., 2014. Analyzing delay causes in egyptian construction projects.
J. Adv. Res. Memon, A.H., 2014.

Mohammed Al-Najjar (2008). Factors Influencing Time and Cost Overruns on Construction
Projects in the Gaza Strip; (Unpublished Thesis) A Thesis submitted in partial
fulfilment of the requirement for Degree of Master of Science in Civil Engineering –
Construction Management; The Islamic University of Gaza; April 2008.

Muhammad A. A., Ali R. K., Uroosa M., Shabeer H. K. (2017). Time Overrun in Public Sector
Construction Projects of Developing Countries: Case Study of Pakistan, Imperial
Journal of Interdisciplinary Research (IJIR) Vol-3, Issue-5, 2017 ISSN: 2454-1362.

64
Nesru (2007) Nesru,S. (2007).Meeting the housing demands of the urban poor through the
provision of condominium housing in Addis Ababa: The case of Arada sub city.

Neway, S. (2018). Causes of Delay in Public Building Construction Projects: A Case of Addis
Ababa City Administration Public Building Construction Projects. Project
Management Institute, (2013).

PMBOK Guide, (2008), a guide to the project management body of knowledge, Project
Management Institute, Inc. 14 Campus Boulevard Newtown Square, Pennsylvania
USA 47.

PMI, (2013). A Guide to the Project Management Body of Knowledge. guide). Fifth edition.
New York:

Pourrostam, T., Ismail, A., & Mansounejad, M. (2011). Identification of success factors in
minimizing delays on construction in IAU-Shoushtar-Iran.

Prakash, R., & Joseph, C. (2014). Causes of delay in construction projects. International Journal
of Current Research, Vol. 6, Issue, 06, pp.7219-7222. Robert K. Wysocki (2014).
Effective Project Management; Traditional, Agile, Extreme (7th Edition), John Wiley
& Sons, Inc., Indianapolis, Indiana. pp 69-98.

Project Management Institute, (2013). A Guide to the Project Management Body of Knowledge,
(PMBOK® Guide) (5th ed). Newtown Square, PA: PMI.

Robert K. Wysocki (2014). Effective Project Management; Traditional, Agile, Extreme (7th ed),
John Wiley & Sons, Inc., Indianapolis, Indiana. pp 69-98.

Sarıkaya, Ö. (2010). Causes of Delay in and Their Effects on Construction Projects in Turkey.
Ms. Thesis, Boğaziçi University, Institute for Graduate Studies in Science and
Engineering, İstanbul.

Saunders, M., Lewis, P., & Thornhill, A. (2009). Research Methods for Business Students (5 th
ed). England: Pearson Education Limited.

65
Siraw Y. (2014). “Analysis of Factors Contributing to time overruns on Road Construction
Projects under Addis Ababa City Administration”. MA. Thesis, Addis Ababa
University, College of Business and Economics, Addis Ababa, Ethiopia.

Srdić, A. & Šelih, J., 2015, Delays in Construction Projects: Causes and Mitigation,1283-1389.

Sunjka, B. P., & Jacob, U. (2013). Significant causes and effects of project delays in the Niger
Delta region, Nigeria. In Proc., 25th Annual SAIIE Conference (SAIIE25) (pp. 641-
654).

Sweis, G., et al., 2008. Delays in construction projects: the case of Jordan. International journal
of Project.

Theodore J., Jr., Trauner , W.E, Manginelli, J. Scott Lowe, M.F., Nagata & B.J., Furniss (2009).
Types of Construction Delays, Second Edition, Trauner Consultinf Service Inc:
Orlando, Frolida.

Tsegay Gebrehiwet and Hanbin Luo (2017). Analysis of Delay Impact on Construction Project
Based on RII and Correlation Coefficient: Empirical Study, Creative Construction
Conference 2017, CCC 2017, 19-22 June 2017

Tsegay Gebrehiwet and Hanbin Luo (2017). Analysis of Delay Impact on Construction Project
Based on RII and Correlation Coefficient: Empirical Study, Creative Construction
Conference 2017, CCC 2017, 19-22 June 2017

Tushar K., Sohit A., V. Gupta, Mukesh P. (2016). “Causes and Effects of Delay in Construction
Project”, International Research Journal of Engineering and Technology (IRJET), Vol.
03 Issue: 10, pp 564-566, Oct-2016.

Yang, J. B., Chu, M. Y., Huang, K. M. (2013). “An empirical study of schedule delay causes
based on Taiwan's litigation cases”, Project Management Journal, Vol. 44, 21- 31.

Yin, R. K., 2009. Case Study Research: Design and Methods. 4th ed. Trudie Aberdeen: CJAR.

Zelelem, Tadesse. (2016). Assessment on Performance and Challenges of Ethiopian

Construction Industry. Journal of Architecture and Civil Engineering. 2. 01-11

66
 ANNEX1. Questionnaires
Ambo University Woliso Campus

Department of Project Management

Dear respondent, I am post graduate student of the Ambo University Woliso campus School of
Commerce. I am working research paper for the partial fulfillment of MA degree. my research
title is the causes and effects of building construction project delays in the case of Sebata sub-
city, Sheger city administration. The purpose to obtain necessary data for the research to
assessment on Causes and effect of Project Delay in Building Construction Projects In The Case
Of Sheger City, Sebeta Sub-City. The study is purely for academic purpose and thus does not
affect you in any case. All of your response to the given question would be used for the
research and will be kept confidential.

Your frank and timely response is vital for the success of the study. Therefore, I kindly
request you to respond to each question carefully. Thank you in advance for your cooperation
and timely response!

Questionnaire to be filled by _________________ organization

Note
- No need of writing your name.
- Where alternative answers are given, encircle your choice and put “√” mark where
necessary.
- Please return the completed questionnaire in time.

Shalom Abeya

Email shalomabeya@[Link]

Thank you in advance for your cooperation!

67
Part I: General Information

General Information Please check which most accurately describes:

All information, including all results and personal information from participating individuals will
be kept strictly confidential and be used only for research purposes.

1. Organization type
a. Owner
b. Contractor
c. Consultant
2. Respondent gender
a. Male
b. Female
3. Educational Background
a. TVET/ Diploma
b. 1st Degree
c. 2nd Degree
d. PhD
4. Experience in Building construction work (in years)
a. 1-10
b. 11-20
c. 21-30
d. more
5. Job destination
a. Project Manager
b. Quality Manager
c. Project Office Engineer
d. Site Engineer
e. Surveyor
f. Supervisor

Other, Specify__________________________

68
Part II: Factors that cause building projects delay in Sebeta sub city

A Likert scale is used to scale responses in which to identify delays and their impacts to the
Building Construction Projects.

Rating Scale Strongly agree Agree Moderate Disagree Strongly disagree

5 4 3 2 1

1. Owners related delay

N Causes of Delay Strongl Agree Moderate Disagree Strongly
o y disagree
agree
1. An approval delay for the
designs and sample
material
2. The owner's late revision
and approval of the design
papers
3. Ineffective cooperation
and communication
4. Slowness in the decision-
making process by the
owner
5. Conflicts between joint
ownership of the project
6. Lack of incentives for
contractors to finish on
time
7. Owner suspension of work
8. Owner delays in making
progress payments
9. The owner's failure to

69
 provide and deliver the
site to the contractor on
time
10. Change orders by owner
during construction

2. Consultant related delay

N Causes of Delay Strongl Agree Moderate Disagree Strongly
o y disagree
agree
1. Poor communication and
coordination
2. Delay in producing design
document
3. Inadequate survey and data
gathering before design
4. Delay in approval of design
drawings and sample materials.
5. Delay in performing inspection
and testing
6. Delays in authorizing significant
modifications to the work's
scope
7. Insufficient and unclear drawing
information
8. Inadequate experience of
consultant
9. Unused of advanced engineering
design software

70
3. Contractor related causes
N Causes of Delay Strongly Agree Moderate Disagree Strongly
o agree disagree
1. Ineffective of coordination
and communication by
contractor with other parties
2. Delay in sub-contractor work
3. Inadequate contractors
experience.
4. Ineffective planning and
scheduling of project by
contractor
5. Poor safety conditions on site
6. Delays due to material
delivery
7. Shortage of equipment
8. Rework due to errors during
construction
9. Improper construction
methods implemented by
contractor
10. Conflicts between contractor
and other parties
11. Difficulties in financing
project
12. Under estimation of cost of
the project by contractor
13. Poor qualification of
contractor’s technical staff

71
14. Low productivity of labor
15. Delay in site mobilization
16. Poor site management and
supervision by contractor

4. External causes
N Causes of Delay Strongly Agree Moderate Disagree Strongly
o agree disagree
1. Material price alterations and
inflation
2. A delay in getting municipal
permissions
3. Unexpected site
circumstances
4. Problems with stability and
security
5. Unexpected weather
circumstances
6. The world's financial
catastrophe
7. Construction-related accidents
8. Modifications to rules and
legislation
9. A delay in the delivery of
utilities' services (such as
water and electricity)
10. Delay in performing final
inspection and certification by
a third party.

72
5. Effects of project Delay
No Effects of project Delay Strongl Agre Moderat Disagre Strongl
y e e e y
agree disagre
e
1. Extension of time on the
project (Time overrun)
2. Cost-overrun due to inflation
and fluctuation of cost of
materials
3. Poor quality of construction
4. Bad public image on the
government or the client
5. Dispute between contracting
parties
6. Extension of time on the
project through negotiation
7. Termination of contract by
Litigation
8. Arbitration resulting from
delay of the project
9. Total abandonment or
rejection of the project

6. Techniques for minimizing construction project delays

No Techniques for minimizing Strongl Agre Moderat Disagr Strongly

construction project delays y e e ee disagree
agree

73
1. Making available reliable financial
sources and timely payment for the
project
2. Increases in the permitted
contingencies.
3. Effective strategic planning
4. Systematic monitoring and control
mechanism
5. Continuous supply of resources and
the proper procurement of materials.
6. Professional administration of the
projects
7. Utilizing alternative procurement
strategies, such design-build or a
construction management contracts
8. Giving contracts to qualified and
experienced contractors
9. Adopting a new method of contract
awarding that places more emphasis
on a contractor's skills and track record
than it does on pricing
10. Implementing effective planning and
scheduling tools (such as CPM, PERT
etc.)
11. Effective communication
12. Managing excessive variation
(approval of major changes)
13. Accelerations of site activities
14. Putting in place a contract auditing
system to combat corruption

74
Part IV

Interviews and FGD guide questions

1. What do you think are the main effect of delay management in building construction
industry in your city?
2. What do you expect from each construction project actors to avoid delay in construction
projects?
3. What are the current practices that are being implemented to minimize project delay in
the City?

Thank you

75