ST.

MARY’S UNIVERSITY
SCHOOL OF GRADUATE STUDIES

FACTORS AFFECTING THE TIMELY COMPLETION OF 40/60

HOUSING PROJECT: THE CASE OF AYAT CONDOMINIUM
SITE, ADDIS ABABA

By
BINIYAM HAILE

DECEMBER, 2019
ADDIS ABABA, ETHIOPIA
FACTORS AFFECTING THE TIMELY COMPLETION OF 40/60
HOUSING PROJECT: THE CASE OF AYAT CONDOMINIUM
SITE, ADDIS ABABA

By
BINIYAM HAILE

A THESIS SUBMITTED TO ST.MARY’S UNIVERSITY, SCHOOL

OF GRADUATE STUDIES IN PARTIAL FULFILLMENT OF THE
REQUIREMENTS FOR THE DEGREE OF MASTER OF BUSINESS
ADMINISTRATION IN GENERAL MANAGMENT

DECEMBER, 2019
ADDIS ABABA, ETHIOPIA
 ST.MARY’S UNIVERSITY
SCHOOL OF GRADUATE STUDIES
FACULTY OF BUSINESS

FACTORS AFFECTING THE TIMELY COMPLETION OF 40/60

HOUSING PROJECT: THE CASE OF AYAT CONDOMINIUM
SITE, ADDIS ABABA

By
BINIYAM HAILE

APPROVED BY BOARD OF EXAMINERS:

_____________________ ______________________

Dean, Graduate Studies Signature

________________________ ________________________

Maru Shete (PhD &Assoc. Prof.) Signature

Advisor
_______________________ _______________________

External Examiner Signature

_______________________ _______________________

Internal Examiner Signature

 DECLARATION

I the undersigned declare that this Thesis is my original work, prepared under the guidance of Dr.
Maru Shete. All sources of materials used for this Thesis have been duly acknowledged. I further
confirm that the thesis has not been submitted either in part or in full to any other higher learning
institution for the purpose of earning any degree.

_________________________ ________________

Name Signature

St. Mary’s University College, Addis Ababa December, 2019

 ENDORSEMENT
This Thesis has been submitted to ST Mary’s University, School of Graduate Studies for
examination with my approval as a University Advisor.

Maru Shete (PhD &Assoc. Prof.) ____________

Advisor Signature

St. Mary’s University, Addis AbabaDecember, 2019

 ACKNOWLEGEMENT
Above all, I would like to thank the Almighty God for all Hissupport to complete this
research.Next, I would like to express my heartfelt gratitude and appreciation to Dr. Maru Shete
for his valuable comments, advice and encouragement during progression of the research.

My special thanks and gratitude also extended to all my family and friends, thank you for your
support.
 ACRONYMS AND ABBREVATION
AASHDE Addis Ababa Saving Houses Development Enterprise

AAIHDP Addis Ababa Integrated Housing Development Program

MWUD Ministry of Works and Urban Development

PM Project Management

PMI Project Management Institute

SPSS Statistical Package for Social Science

ANOVA Analysis of Variance

TABLE OF CONTENTS PAGE NO.
CHAPTER ONE ........................................................................................................................................................ 1
INTRODUCTION .................................................................................................................................................. 1
1.1 Background of the study ........................................................................................................... 1
1.2 Statement of the Problem .......................................................................................................... 4
1.3 Research Objective ............................................................................................................... 8
1.3.1 General Objective .............................................................................................................. 8
1.3.2 Specific Objectives ............................................................................................................ 8
1.3.3 Research Questions ........................................................................................................... 9
1.4 Research Hypothesis .......................................................................................................... 9
1.5 Scope and Limitation .............................................................................................................. 10
1.6 Significance of the Study ........................................................................................................ 10
1.7 Organization of the Thesis ...................................................................................................... 10
CHAPTER TWO………………………………………………………………………………...11
THEORETICAL LITRATURE RIVEW ...................................................................................................... 11
2.1 Theoretical Literature Review……………………………………………………………….11
2.1.1Construction Project Management………………………………………………………11
2.1.2 Project delay causes......................................................................................................... 12
2.1.2.1 Causes of delay by client ........................................................................................... 17
2.1.2.2 Causes of delay by contractor ................................................................................... 18
2.1.2.3 Causes of delay by Consultant .................................................................................. 18
2.1.3 Contributing factors for Timely Completion................................................................... 19
2.1.3.1 Project planning and scheduling................................................................................ 19
2.1.3.2 Project monitoing and control ................................................................................... 21
2.1.3.3 Appropriateusage of modern PM tools and software packages ................................ 24
2.1.3.4 Good communication b/n client, consultant and contractors .................................... 25
2.2 Empirical research review....................................................................................................... 26
2.3. Conceptual framework ........................................................................................................... 28
2.4. Litrature Gap………………………………………………………………………………...30
CHAPTER THREE ............................................................................................................................................... 31
RESEARCH METHDOLOGY ............................................................................................................................. 31
3.1 Research Approach and Design .............................................................................................. 31
3.2 Variables, Data Source and Data Collection Methods............................................................ 31
3.3 Population and sampling Techniques ..................................................................................... 32
3.4 Method of Data Analysis ........................................................................................................ 33
3.4.1Validity and Reliability ..................................................................................................................... 35
3.5 Ethical Consideration .............................................................................................................. 37
CHAPTER FOUR ......................................................................................................................... 38
DATA PRESENTATION, ANALYSIS AND DISCUSSION..................................................... 38
4.1Descriptive Statistics………………………………………………………………….............39
4.1.1Background Information about the respondent ................................................................ 39
4.1.2. Mean and Standard deviations ....................................................................................... 42
4.2. Correlation Analysis .............................................................................................................. 42
4.3 Inferential Analysis ................................................................................................................. 44
4.3.1 ANOVA Test ................................................................................................................... 44
4.3.2. Multiple Regressions Analysis ....................................................................................... 45
4.4. Finding ................................................................................................................................... 48
CHAPTER FIVE ............................................................................................................................................... 50
SUMMARY, CONCULSION AND RECOMMENDATION..................................................................... 50
5.1 Summary of findings............................................................................................................... 50
5.2 Conclusions ............................................................................................................................. 51
5.3 Recommendation ........................................................................................................................................ 52
References…..................................................................................................................................53
Appendix………………………………………………………………………………….………I
Assumptions Testing in Multiple Regressions………………………………………………………………….II

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 LIST OF TABLES
Table 1.1: Construction progress of Bole Ayat 1(Site1,2,3&4) ....................................................5
Table 1.2: Causes of delay by client ............................................................................................17
Table 1.3: Causes of delay by contractor .....................................................................................18
Table 1.4: Causes of delay by consultant.....................................................................................18
Table 3.1: Number of Sample .....................................................................................................31
Table 3.2: Cronbach Alpha Coefficient all variables...................................................................36
Table 3.3: Cronbach Alpha Coefficient for each variables.........................................................36
Table 4.1: Questionnaire response rate ........................................................................................38
Table 4.2: Background Information about the respondent ..........................................................39
Table 4.3: Mean and Standard deviation .....................................................................................42
Table 4.4: Correlation analysis ....................................................................................................43
Table 4.5: ANOVA ......................................................................................................................44
Table4.6: Regression coefficient analysis model.........................................................................45
Table 4.7: Model Summary .........................................................................................................47
Table 4.8: Summary the overall outcome of the research hypotheses .........................................49
Table I: Collinearity diagnosis…………………………………………………………………VI
Table II:Kurtosis and Skewness………………………………………………………………. IX
 LIST OF FIGURES
Figure 2.1: Conceptual framework ..............................................................................................30
Figure I: Frequency distribution of Standardized Residual……………………………………VII
Figure II: Normal Point Plot of Standardized Residual………………………………………VIII
Figure III: Scattered Plot of Standardized Residual ....................................................................X
 ABSTRACT
The main aim of the study is to investigate the factors affecting the timely completion of the
40/60 housing project: the case of Ayat condominium Site, Addis Ababa. Specifically the study
aimed at testing the relationship between the independent variables (project planning and
scheduling, project monitoring and control, appropriate usage of PM tools and software
packages and communication between client, consultant and contractors and the dependent
variable (timely completion). In conducting this, the study adopted mixed method (quantitative
and qualitative) research approach with casual and explanatory research design. The target
populations of the study are professionals from contractors, consultants, and clients of the 40/60
condominium housing projects that are currently under way in the Ayat sites of Addis Ababa.
The target population was hundred seventy-two which were sampled. The ninety-three
questionnaires were distributed to the key informant (professionals) of clients and consultants
and contractors. The selection of respondents was made using stratified sampling technique. Out
of the distributed questionnaire eighty six respondents properly responded. Both descriptive and
inferential statistics were used to see the factors affecting the timely completion of the 40/60
housing project of the Ayat condominium site. By the findings, out of the proposed four factors in
affecting timely completion of the 40/60 housing project in the case of Ayat condominium site,
the four factors namely; planning and scheduling, monitoring and control, appropriate usage of
project management tools and Software packages and good communication between client,
consultant and contractors were found to be statistically significant.

Keywords: Timely completion, housing construction project

 CHAPTER ONE
INTRODUCTION
1.1 Background of the study
This chapter presents the general overview about how construction projects encounter the
problem of delay or time overrun. Obviously, effective execution of project management
systemcontributes for solving this problem.This introductory chapter raises issues related with
timely completion of project, definition about timely completion, concept of project management
and its different aspects.
The success of construction project depends on the achievement of the main objectives of time,
quality and cost. As it is mentioned above implementation of effective project management
system has a great contribution to achieve those objectives. The task of implementing the system
is the concern of all parties participated in the construction projects mainly client, consultants
and contractors.Project duration, expected costs and quality of project outputs are sources to a
careful planning and checking process; these are the primary elements of projects.

These are also interdependent constraints, acting in such a way that if one of them is optimized,
the remaining two are adversely influenced; in fact, if a compressed schedule is envisaged, costs
will tend to increase and quality will tend to decrease. The best overall result can be achieved by
a careful and balanced view of all the aforementioned project variables ( Pica, 2015 ).

Even though, this study specifically focuses on the issues of time it is important to define the
other concerns of project management such as cost, scope, quality and schedule. Cost (budget) is
a clear picture of financial resources available to complete the project. Scope is the magnitude or
size of the project.

Quality is acting measure of conformance to specifications. In construction projects, quality has

two aspects: Initially, the one is that of the function of the completed project as the client
purpose; the second deals with the details inclusive in producing this result (Kabirifar and
Ghafourian ,2014).

A schedule is a plan showing when activities or accomplishments will be started and/or

completed (Harold, 2009).

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To begin with the focus area of study time is the crucial element in the project management since
every project has its own definite time frame to start and to come to an end.

All projects are time-bound. Time is the essence of all contracts. The project time objective
specifies the project completion time and all the project activities are directed towards
achievement of the project time objectives ( Kohil and Chitkara,2012).

Timely project Completion is the projected completion time as in the contract for the
construction of the project (Munano, 2012). Construction time has always been used as a
benchmark for assessing the performance of a project and the efficiency of the implementing
organization.

The most commonly used definition is presented by O’Brien (1976) as the delay in time either
beyond the agreed contract deadline or beyond the date the parties have agreed upon for the
delivery of a project. The second definition was proposed by Stumpf (2000), and stated that a
time overrun is an act or event that extends the time to perform the task beyond the agreed
contract deadline.

Timely completion is an important aspect in determining project success. However, public

construction projects are frequently behind schedule due to various factors. Time overrun occur
when the actual progress of a construction project is slower than the planned schedule. On time
project completion is the result of effective project management. The fact that project time
management is the approach and process in achieving successful project completion within the
scheduled time.

Heagney (2012), discussed that project management is application of knowledge, skills, tools,
and techniques to project activities to achieve project requirements. Project management is
accomplished through the application and integration of the project management processes of
initiating, planning, executing, monitoring and controlling, and closing.

Project management is facilitation of the planning, scheduling, & controlling of all activities that
must be done to meet project objectives (Lewis (2004). Project management is the art of
directing and coordinating human and material resources throughout the life of a project by using
modern management techniques to achieve predetermined objectives of scope, cost, time, quality
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and participation satisfaction (Ilveskoski&Niittymäki, 2015).

As many scholars agreed project management includes different knowledge areas such as project
cost management, project scope management, project time management, project procurement
management, project risk management, project report management, project HR management,
project quality management and project integration management.

As it is mentioned above project time management is one aspect of PM. According to

KohilandChitkara (2012), project time management aims at accomplishing the project
completion time objectives, by developing a project time schedule for systematic and timely
execution of works, by applying corrective measures in the event of deviations from time
schedules, so as to ensure its timely completion.
Time management is important in any construction project. Without proper time management,
many problems will occur such as extension of time or time overrun. Some of the researchers
describe time overrun as delay and some of them describe that the time overrun is an effect from
the construction delay, no matter what it was described, time overrun become the most general
problem in construction industry worldwide (Zainun, et al., 2011).

One of the major challenges of Addis Ababa city is lack of shelter and unemployment as
identified by city administration of Addis Ababa, which needs an urgent remedy. In order to
solve these challenges, the city administration has established an integrated housing development
program which has to be planned to change the image of the city, to modernize the life style of
the society, and to promote the construction industry (MWUD, 2010).

In 2004 E.C, the City government launched the Addis Ababa Integrated Housing Development
Program (AAIHDP) to alleviate housing shortage (UN-HABITAT, 2011). The major purpose of
housing program is primary to satisfy the housing need of the public in connection to creating
cities that are free from slums in the near future. The 40/60 housing program is one among the
projects that are mainly aimed at building condos that are up to 24 upstairs in length and build
the city to be one among the major cities in the world (Ethiopian Hearald, 2016).

The program comprises of four different schemes based on percent of advance payment
modalities such as 10/90, 20/80, 40/60 and housing association. According to AASHDE report

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(2011), the 40/60 housing construction has 14 sites with nine topologies, i.e., B+G+7,B+G+8,
B+G+9, B+G+10,2B+G+12, 3B +G+12, 2B+G+13, 2B+G+15 and 2B+G+18. Total number of
Blocks 355, Total number of housing units 38,342. One bedroom 5,290, two-bed room 16,252,
three bedroom 7,844, shops 8956.

On 2017, there are 1,292 housing units located in SengaTera and Crown Hotel (Kality) were
completed and transferred to the beneficiaries during the first round 40/60 houses. The
construction in the 14 sites is in progress to be completed. All the houses in all sites are being
transferred to the beneficiaries. The percentage of completion differs from site to site.

According to AASHDE report (2011), 136 contractors having first to third level ranks and eleven
consulting organizations are participated in14 different sites on the 40/60 housing development
program.

1.2Statement of the Problem

On time completion is one of requirements for all construction projects. Unfortunately, in reality
many projects are becoming issue among stakeholders in the construction industry.

Various sources indicate that most construction projects suffer from time overrun. For example,
studies carried out in Saudi Arabia found that only 30% of the construction projects were
completed within the scheduled completion dates and that the average time overrun was between
10% and 30% and in Nigeria, the performance of the construction industry was found to
experience time over runs such that 7 out 10 projects surveyed were not completed on time
(Muller &Turner , 2007).

Kikwasi (2012), investigating the causes of delay and disruptions in construction projects in
Tanzania, through questionnaire found that only 22%, 30% and 44% of the projects were
completed on estimated time according to clients, consultants and contractors respectively while
the maximum time overrun was 78%, 70% and 56% for clients, consultants and contractors
respectively.

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 Similarly in Ethiopia, it is observed that there have been time overruns in housing construction
projects. In general in the four years plan of 2006/07 to 2009/10, it was planned to construct 400
thousand housing units out of which the construction of more than 150 thousand housing units
was completed (MWUD , 2010).

No List of Measure No. of No.of Sene Yearly Yearly Accomplish Current

. Practices Blocks House 2010 plan Accomplish ment (%) Status
Reached ment
status
1 Bole %
Ayat
1.1 Site-1 % 14 560 68.27 31.73 11.15 35.14 79.42
1.2 Site-2 % 38 2834 70.07 29.93 8.47 28.30 78.54
1.3 Site-3 % 34 1798 73.56 26.44 15.14 57.26 88.70
1.4 Site-4 % 36 3466 70.91 29.09 8.78 30.18 79.11

Table 1-1.Construction progress of Bole Ayat 1(Site1,2,3&4) (Selectively taken from the 2011
E.C Budget Year Construction Executions Report (Source: AASHDE, July2011 Report-
translated from Amharic Version).
As per commercial bank of Ethiopia report, 156,932 people are registered for 40/60 saving
housing units in August 2013(capital newspaper, 2015). As evidence shows in the above-
specified year based on the rate of construction, it might take decades to deliver the houses fully
to the registered public under the 40/60 housing scheme. The housing projects under the 40/60
scheme in Addis are lagging behind their contracted schedules.

The housing construction projects have not been completed at the set time. In view of these
observations, there is a need to carry out a study on factors influencing the timely completion of
the project.

As stated in Bekele’s study (2018), there were a lot of studies conducted internationally and
locally focusing on factors influencing housing projects delay. Number of factors that were
believed to contribute to the delay of construction projects, for example Zewdu (2016); Desse
(2016); Kusakc, Ayvaz, and Bejtagic (2017); Seboru (2015) ;Kariungi (2014) and Wong and
Vimonsatit (2012).

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Hence, most of the researches focused on identifying major factors of delay or focus on
determinants of construction projects delay. Most recent studies conducted on condominium
housing both 20/80 and 40/60 schemes can be an evidence for this. As an example, the study
conducted by Desse (2016) focus on identifying the major causes to the delay in the construction
of 40/60 saving houses project in Addis Ababa. In addition, the study conducted by Bekele
(2018) focus on determinants of construction projects delay on case of 20/80 condominium.
Despite many research conducted on finding out the factors for delay of construction in Ethiopia
the problem of delay of projects continue. The construction of projects continues to be described
as delaying for instance Getnet (2017); UN-HABITAT (2011) and Capital News Paper (2016).

This research focused on examination of the factors affecting timely completion of the 40/60
housing projects. It attempted to investigate the relationship between factors in determining the
timely completion. The study focuses on how the timely completion of the 40/60 projects can be
explained by those factors.

This research has, therefore, focused on examination of the factors of project timely completion
by taking consideration of the case of 40/60 housing project in Aayat site, Addis Ababa.

Construction delays are normally caused by the contractual parties such as, client, contractor and
consultant or factors beyond the control of the parties or force majeure (Alhaji&Danladi, 2012).

The issues of delayed housing delivery of the Addis Ababa condominium projects were apparent
since over the past years. The motivating factor to undertake this research that in 2013 around a
million residents of Addis Ababa registered for the 10/90, 20/80 and 40/60 condominium
housing schemes and began to deposit in the state-owned Commercial Bank of Ethiopia (CBE)
the minimum saving required under each scheme. The promise from the city administration was
to handover the houses to the beneficiaries within 3 years delivery time to 40/60 category and 5
years delivery time to 10/90 and 20/80 categories.

The vast majority of those who enrolled in the program in 2013 are bitterly awaiting the keys to
the houses as the matter of fact they had been given a promise to receive the houses within 3
years. Even these citizens have no idea as to when the construction of the condominiums would
be completed or when they would be handed over to them. Due to many reasons such as the

6
absence of the required housing project management knowledge, the poor execution capacity of
the management and staff of the executing government agencies as well as ethics-related
problems and inadequacy of funds program is way behind schedule (Reporter Newspaper, 2017).

Addis Abeba’s housing project under the 40/60 scheme are lagging behind their contracted
schedules. This is evidenced by the Addis Abeba Saving House Development Enterprise’s delay
in delivery of the initial phase, which was scheduled for June 2015.The 1,292 houses at the
Sengatera and Crown sites, in the Lideta and AkakiKality districts, had reached 86% and 84%
completion, respectively, at the time they were expected to be fully completed. Construction at
the Asko, EhelNiged and HintsaAkrabi sites, however, still sits at only 38%, 64% and 55%
completion. This is despite the fact that their scheduled completion dates have long since passed
(Fortune Newspaper, 2018).

The 17,737 Houses construction began in seven sites in different times. These are: Asko,
EhilNigid, HinsaAkrabi/Imperial/,MeriLoque, Bole Bulbula 1,Bole Ayat 1 lot 1,2,3 and 4,Bole
Bulbula 2 .Their completion reached in different level. The Package 2 the 17‚737 Houses
Construction Executions ( AASHDE, 2011).
Package 3 the 20,503 Houses Construction is undergoing in 8 divided sites. These are:
BoleBeshale, BoleBulbula 2,Summit,Asko,BoleAyat 1 site 3 & 4,Tourist &
,BoleAyat 2. Their construction accomplishments are in different level( AASHDE, 2011).

Generally, on the budget year Package 2 occupied 17,737 Housing construction Executions on
average 23.55% planned to be accomplished but possibly done 10.53 percent. The package 2
Construction Execution was planned to be accomplished 100% up to the end of the Budget year
but possibly done 86.98 percent. (AASHDE, 2011).

On the other hand, on the budget year, package 3 comprises 20,503 houses construction
execution that was planned to be accomplished on average 39.93% but possibly done9.77
percent (AASHDE, 2011).
Based on the housing construction execution, both the package 2 Housing construction, which
includes 17,737 Houses, and package 3 Housing construction that includes 20,503 did not
accomplished in their scheduled time.

7
It was planned that package 2, 17,737 housing construction to be done on average
13.02(55.29%)and package 3, 20,503 Housing Construction to be done on average
36.16(75.53%) but they are accumulated works that were not done. For this fact this shows there
is a delay in the construction process ( AASHDE, 2011).
This research targets on examining the factors influencing for timely completion of 40/60
housing project. Time issues will be examined in light of effective project time management. The
fact that effective project time management has a great role in achieving successful project
completion in terms of project completion.

In general, this research will try to assess the factors influencing for timely completion of 40/60
housing project from project time management perspective. It tries to examine how the
knowledge, methods, techniques, process and principles are effectively applied within the entire
project management system of the client (owner), consultants and contractor. These three parties
sign a contract document between them. These three are the major actors in determining the
project completion. In other words, it will analyze the efficiency of project management from the
contractor, client and consultant sides.

1.3 Research Objective

1.3.1 General Objective

The main objective of this research is to identify the major factors affecting the timely
completion of 40/60 housing project related with client, contractor and consultant.

1.3.2 Specific Objectives

In order to handle the research questions and realize general objective stated above, the study
deals with the following specific objectives:

 To assess the role of project planning on timely completion of the housing project.
 To assess the role of project scheduling on timely completion of the housing project.
 To examine the influence of project monitoring on timely completion of the housing
project.
 To examine the influence of controlling on timely completion of the housing project.
 To assess the impact of communication b/n client, consultant and contractors on the

8
 40/60 housing project.
 To evaluate the practice of project management tools of the housing project.
 To assess the practice of software packages of the housing project.
1.3.3 Research Questions
In order to achieve the research objectives, the following four main questions will be addressed:

1. What do the existing practice of project planning of the housing project look like?

2.What do the existing practice of project scheduling of the housing project look like?

3. What do the existing practice of project monitoring look like in the housing project?

4.What do the existing practice of project controlling look like in the housing project?

5. To what extent the project a management tool isapplied in the housing project?

6. To what extent the software packages areappliedin the housing project?

7. How do the communication between the parties affect the housing project?

1.4 Research Hypothesis

Based on the research objectives set above, the following hypotheses were formulated to be
tested:
1. H1: Project planning and scheduling affect the timely completion of housing projects.
Ho: Project planning and scheduling do not affect the timely completion of the housing projects.
2. H2: Project monitoring and controlling affect timely completion of the project.
Ho: Project monitoring and controlling do not affect timely completion of the project.
3. H3: Project management tools and software packages affect the timely completion of the
project.
Ho: Project management tools and software packages affect the timely completion of the project.
4. H4: Good communication between the three parties (client, consultant and contractor) affects
the timely completion of the project.
Ho: Good communication between the three parties (client, consultant and contractor) does not
affect the timely completion of the project.

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1.5 Scope and Limitation

There are some limitations to the study. Firstly, the research population is too large to cover in
the limited time given thus sampling is required which might have an impact on the general
output of the study. Secondly, the data collection is limited in the sense that the respondents are
the main participants of the project such as Client, Contractors and Consultants. Thirdly, the
research specifically covers Ayat Site of 40/60 as a target area. Fourthly, it conceptually limited
since it focus on the efficiency project management in respect to timely completion.

1.6 Significance of the Study

Identifying factors that lead to delay in timely completion of 40/60 housing project will help the
three parties of the construction projects namely the client, contractors, and consultants to
identify their weak sides, which hinder achievement of their goal for timely completion of the
project.

Moreover, as construction industry has an enormous impact on economic development,

improving the capacity building of the project parties will have an impact on improving the
sector, which in turn affects the economy of the country positively.

It is hoped that this study will increase awareness of the program in delayed project. Then if
corrective measures are taken, it will ensure sustainability of the program in completing projects
within the specified time limit of the housing project in Addis Ababa.

1.7 Organization of the Thesis

This thesis is organized in to five chapters. The first chapter is the introduction. The second
chapter presents the review of related literature. In the third chapter, the research methodology is
presented. Chapter four presents data presentation, analysis, and discussionof the study. The last
chapter describes summary, conclusion and recommendation the conclusions and
recommendations of the study.

10
 CHAPTER TWO
RELATED LITRATURE RIVEW
2.1 Theoretical Literature Review
The issue of timely completion of project is one of indicator of a project success. As the
experience of many countries tells us the construction industry faces the challenge to accomplish
projects according to the specified schedule. The success of a project is measured in terms of
timely completion, cost, and quality. Some projects, which are properly planned and managed,
are successfully completed. However, many projects are delayed due to causes related to the
owner, the contractor, the consultant or factors related with material, labor, equipment and other
external factors.

This study is interested in identifying those factors only related with the client, consultant and
contractors of the project participant of the 40/60 housing projects. The objective of this chapter
is to review various literatures related to project delay so as to have an input to the undertaking
of this research, which is aimed at identifying major factors affecting the construction of 40/60
saving housing project in Addis Ababa.

The literature review includes introduction about factors or causes of delay found in different
countries. Moreover, overview of construction management followed by conceptual analysis
about project planning and scheduling, project monitoring and controlling, and the application of
project management tools and techniques and software packages, the role of communication and
collaboration among the project main participants.

2.1.1 Construction Project Management

Construction management or construction project management (CPM) is the overall planning,
coordination and control of a project from beginning to completion. The management of
construction projects requires knowledge of modern management as well as an understanding of
the design and construction process. Construction projects have a specific set of objectives and
constraints such as a required time frame for completion (Ilveskoski&Niittymäki, 2015).

The purpose of construction project management is to plan, coordinate and control the
application of project objectives in the most effective way according to stakeholders’ needs

11
(Harris and McCaffer, 2013). It involves many processes and sub-processes and includes the
definition of project scope, cost estimating, roles and responsibilities of the project team, project
stakeholder management, as well as the utilization of planning and control methods and tools
(AlNasseri, 2015).

2.1.2 Project delay causes

The delays on the delivery of construction projects are seen as one of the most frequent problems
in the construction industry (Al-Karashi and Skitmore, 2009).

Delay in progress payment by owner, contractors cash flow problem, improper planning and
scheduling, poor site management, change order by owner during construction, due to improper
contract management and some other unexpected events. There are other factors for project delay
for example, the country’s general economy, inflation of resource price, environmental factors
and lack of managerial service (Saiful and Trigunarsyah,2017).

Saiful and Trigunarsyah (2017), discussed that there are delay factors, which hinder the
completion of projects within the specified time. These are categorized as: financial reasons,
managerial problem, issues related with manpower and resource, project related problem, issues
associated with the owner, cases associated with the consultant and external factors.

Sambasivan and Soon (2007) have identified the 10 most important causes of delay in Malaysia
through a questionnaire survey. The questionnaire survey was carried out with clients,
consultants and contractors. About 150 respondents participated in the survey. Based on their
survey results, the most important delay factors were: contractor’s improper planning,
contractor’s poor site management, inadequate contractor experience, inadequate client’s finance
and payments for completed work, problems with subcontractors, material shortage, labour
supply, equipment availability and failure, lack of communication between parties, and mistakes
during the construction stage.

A similar study in Malaysia was carried out by Alaghbari et al. (2007) with a list of 31 delay
factors. The major delay factors from their survey results were: financial difficulties and
economic problems, contractor financial problems, late supervision and slowness in making
decisions, material shortages, poor site management, construction mistakes and defective work,

12
delay in delivery of materials to site and lack of consultant’s experience.

Chan and Kumaraswamy (2002), conducted a survey in Hong Kong to determine and evaluate
the relative importance of the significant factors affecting the construction delays. They analysed
and ranked the main factors affecting the construction time, and classified them into two groups:
the role of the parties in the local construction industry and the type of projects. Based on their
survey results, they indicated that the five major causes of delays were: poor site management
and supervision, unforeseen ground conditions, low speed of decision making involving all
project teams, client initiated variations and necessary variations of works.

Fugar and Agyakwah-Baah (2010) also studied the causes of delays in building construction
projects in Ghana. They identified 32 possible causes of delay and further categorised into nine
major groups. The list of the causes of delay was conducted into a questionnaire survey, which
included 130 respondents who participate in the survey. Based on their analysis, they concluded
that the delay in honouring certificates, underestimation of the costs of projects, underestimation
of the complexity of projects, difficulty in accessing bank credit, poor supervision,
underestimation of time for completion of projects by contractors, material shortage, poor
professional management, fluctuation of prices/rising cost of materials and poor site management
were found to be the top ten most important factors affecting the construction time.

The study of El-Razek et al. (2008) was carried out to determine the causes of delay in building
construction projects in Egypt. A questionnaire survey was carried out to confirm the causes and
identify the most important delay factors. Based on the survey results, the top five delay causes
were: financing by contractor during construction, delays in contractor’s payment by owner,
design changes by owner or his agent during construction, partial payments during construction
and non-utilization of professional construction management.

Sweis et al. (2008) in a similar study carried out in Egypt, also concluded that financial
difficulties faced by the contractor and too many change orders by the owner are the leading
causes of construction delay. Both research outcomes showed that financial difficulties were
important factors causing delays in Egypt. This factor will be included in the questionnaire
survey of the present research to determine the severity on the Western Australia’s construction
industry.

13
Tumi et al. (2009) studied the delays in construction project in Libya. They concluded that the
main causes of delay in construction projects were improper planning, followed by lack of
effective communication, material shortage, design errors and financial problem.

Alwi and Hampson (2003) had a similar study on the causes of delays in building construction
projects in Indonesia. A questionnaire survey was carried out targeting only the contractors. The
respondents were asked to assess the effects of the 31 potential delay factors on their projects.
The delay factors were grouped into six major groups. The results showed that the top five most
important delay causes were: slow decision making, which was ranked the highest, followed by
design changes, poor distribution of labour, inappropriate construction methods, and poor
coordination among project participants.

Pourrostam&Ismail (2012) studied causes and effects of delay in Iranian construction projects.
Projects studied in this research comprised of residential, office and administration buildings,
and roads. A questionnaire survey was conducted to identify the causes and effects of delay from
100 consultants and contractors’ viewpoint. This research identified 10 most important causes of
delay out of 28 different causes of delay based on their Relative Importance Index .The most
important delays were delay in progress payment by client, change orders by client during
construction, poor site management, slowness in decision making process by client, financial
difficulties by contractors, late in reviewing and approving design documents by client, problems
with subcontractors, ineffective planning and scheduling of project by contractor, mistakes and
discrepancies in design documents, and bad weather.

Haseeb et al (2011) conducted research for the construction delays in Pakistan’s large
construction projects. They used questionnaire survey to get the data about the causes of delay
and identified 16 important causes of delay based on relative importance index (RII), which
were: finance and payments, inaccurate time estimation, quality of material, delay in payments to
supplier and subcontractor, poor site management, old technology, natural disasters, unforeseen
site conditions, shortage of material, delays caused by subcontractors, changes in drawings,
improper equipment, inaccurate cost estimation, change orders, organizational changes and
regulatory changes.

Ren et al (2008) identified root causes of construction project delays in Dubai. A questionnaire

14
survey and interviews were conducted to explore each project stakeholder's contributions to the
causes of delays. The results showed that unrealistic project duration, many provisional sums and
prime cost, nomination of sub-contractors and suppliers, client’s irregular payment to the main
contractor and variations were the top five causes of delay contributed by the client. Incomplete
drawings, delay in approval of documents, incomplete contract documents, changes in drawings
and specifications, and duration of inspection procedure were also the major causes contributed
by the consultant. Preparing the method statements, ill-financed project, inappropriate
organization management, unsmooth external and internal communications, and mistakes in
construction were the top delay causes contributed by the contractor.

Desai &Bhatt (2013) studied critical causes of delay in residential construction projects of
central Gujarat region of India. The delay was studied through field survey and 59 causes of
delay were identified through research. The identified causes of delay were classified into nine
groups as project related, owner related, contractor related, consultant related, design-related,
material related, equipment related, labor related and external factors depending on their nature
and mode of occurrence. The field survey included 50 respondents where 20 were developers, 17
were contractors, and 13 were consultants. This study used two different ranking techniques:
Relative importance index and Importance index based on degree of severity and degree of
frequency. Results showed that out of top 10 delay factors, a total of 5 delay factors were
common in ranking by both methods. They were original contract duration is too short, shortage
of labors, delay in material delivery, low productivity level of labors, and delay in progress
payments by owner. Moreover, using both methods, labor related factors were ranked first while
external factor was considered having least effect on delay, as it was ranked last.

Chan and Kumaraswamy (2002) conducted a survey in Hong Kong to determine and evaluate the
relative importance of the significant factors affecting the construction delays. They analysed
and ranked the main factors affecting the construction time, and classified them into two groups:
the role of the parties in the local construction industry and the type of projects. Based on their
survey results, they indicated that the five major causes of delays were: poor site management
and supervision, unforeseen ground conditions, low speed of decision making involving all
project teams, client initiated variations and necessary variations of works.

15
Alhaji&Danladi (2012), conducted a research on causes of delay in Nigeria construction
industry. The survey method used for this research was questionnaire; the questionnaire survey
included contractors, clients and consultants in the construction industry in Nigeria. The results
obtained fro ranking analysis show that improper planning, lack of communication, design
errors, and shortage of supply were the most important causes of delays in Nigeria construction
industry. The study showed that the two types of firms agreed that out of the total of 52 delay
factors, the top five critical delay factors were cash flow problems, shortage of construction
materials, client’s financial difficulties, inadequate consultant experience, and incompetent
project team.

Shebob et al. (2011) studied construction delay factors in building construction project in Libya.
A semi-structured questionnaire was developed using literature .The delay factors were ranked
using the frequency of occurrence and severity scale. The research study found that the critical
delays factors are different in UK and Libyan construction projects due to differences in
construction methodology and planning techniques used in both countries. The critical delay
factors found in Libyan construction projects were low skills of manpower, changes in the scope
of the project, slowness in giving instruction, poor qualification of consultant, and delay in
delivering site project to contractor.

Similar to the case with other developing countries, the Ethiopian construction industry shares
the problems that the industry is facing in other developing countries in relation with project
delay and problem with project quality, perhaps with greater severity.

Abdo (2006) conducted a research on delays in public building construction projects and their
consequences in Ethiopia through surveying 52 public building projects constructed by local
Contractors in the years between 1995 and 2005.A questionnaire survey was used to collect data
on delays, and 62 responses from contractors, consultants, public owners and construction
professionals were analyzed using mean score method. He grouped 80 hypothesized causes of
delay into six categories which included design related, management related, construction
related, finance related, code related, and force majeure related causes of delay. Of these groups
of delay causes, design related causes of delay were the most frequent followed by management
related delay causes.

16
He finally identified 10 critical causes of delay in public building construction projects in
Ethiopia which included scarcity of material in the market, late material supply, delayed
payments to contractors, unrealistic performance schedule, change in subsurface conditions,
client’s finance shortage, adverse weather condition, less emphasis to planning, material and
labor price escalation, and variations.

Some projects suffered delays due to lack of communication between the client, the contractor
and the subcontractors. Since one single point of reference was not properly established in the
project contract withreference to on-site management, the client and his technical team found it
challenging to monitor different trades simultaneously. Many issues are being faced by
construction industry that must be taken care of. They include time and cost overruns due to
inadequate project formulation, poor planning for implementation, lack of proper contract
planning and time management during execution (Thangam and Benila , 2016).

There are many factors that contributed to causes of time overrun or delay in construction
projects. According to Theodore (2009) factors that contribute to the causes of delay categorized
into seven groups. These are causes of delay by: client, consultant, contractor, Labor, material,
equipment, external.

2.1.2.1 Causes of delay by client

There are a lot of factors or causes related with the client that affect the timely completion of
project. The Client has a key influence on the outcome of a construction project, because the
project is originated by the Client and pays for the work to be executed.

Causes of delay
1 Delay in progress payments by owner
2 Delay to furnish and deliver the site
3 Change orders by owner during construction
4 Late in revising and approving design documents
5 Delay in approving shop drawing and sample materials
6 Poor communication and coordination
7 Slowness in decision making process
8 Conflicts between joint-ownership of the project
9 Suspension of work
Table 1.2 List of causes of delay related with client (Theoodore,2009)

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 2.1.2.2 Causes of delay by contractor
The contractor is the agent of undertaking the overall construction work. This actor is the change
agent in transforming the building design into the real work.

No. Causes of delay

1 Difficulties in financing project by contractor

2 Conflicts in sub-contractors schedule in execution of project
3 Rework due to errors during construction
4 Conflicts between contractor and other parties (consultant and owner)
5 Poor communication and coordination
6 Ineffective planning and scheduling of project
7 Improper construction methods implement
8 Delays in sub-contractors work
9 Inadequate contractor's work
10 Frequent change of sub-contractors
11 Poor qualification of the contractor's technical staff

12 Delays in site mobilization

Table 1.3 List of causes of delay related with contractor (Theodore, 2009)

2.1.2.3 Causes of delay by Consultant

The consultant is responsible for performing the duty of consultancy service that helps the client.

No. Causes of delay

1 Delay in approving major changes in the scope of work
2 Poor communication and coordination
3 Inadequate experience of consultant
4 Mistakes and discrepancies in design documents
5 Delays in producing design documents
6 Unclear and inadequate details in drawings
7 Insufficient date collection and survey before design
8 Un-use of advanced engineering design software
Table 1.4 List of causes of delay related with consultant (Theodore, 2009)

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 2.1.3 Contributing factors for Timely completion
2.1.3.1 Project planning and scheduling
Planning is the process of developing project plan and scheduling is the process of developing a
schedule. Usually it is used with a moderator. Project planning and scheduling aim at timely
execution of work. According to the project planned schedule and can apply corrective measures
in case of any time deviations (Thangam and Benila, 2016).

Project planning consists of project structuring with the tasks of project scheduling and resource
allocation. Whereas the aim of project scheduling is to determine start and finishing dates of
project activities, the objective of resource allocation is to ensure the sufficient and timely supply
of resources for project execution (Klein, 1999).

Normally, resources are not available in unlimited amount. After all, at least the most important
project resources are scarce. In construction projects, these resources comprise money, labor,
equipment and construction materials. The timely allocation of scarce labor and equipment to
construction projects is objective of construction project planning. Thereby, the selection of the
appropriate project planning method for allocation of the scarce resources labor and equipment is
prerequisite for efficient project planning. Efficient is thereby described as ‘as accurately as
possible, but as loose as necessary’. The result of project planning is a project schedule, i. e. a
definition of a set of starting and finishing times of project activities. A project schedule is not
just a valuable instrument in communication and coordination of processes with external partners
in the company’s inbound or outbound supply chain. It also serves both the planning of project
activities and a related resource assignment to each activity considering some measure of
performance as well as the planning of external activities (Klein, 1999).

Project planning is defined as a set of established processes used to make a decision on what
tasks must be performed to achieve the project’s set objectives within schedule and cost (Pierce,
2013).

A schedule is a representation of project activities identified by the work breakdown structure

(WBS), as part of the definition of the project scope (Baldwin and Bordoli, 2014).

In addition, the concept of project scheduling deals with the logical sequencing of activities and

19
the addition of activity durations. It includes related concepts such as resource loading and
tracking progress during project execution (Yang, 2007).

According to Dvir et al. (2003), there is a strong correlation between successful project planning
and the success of a project from the perspective of project stakeholders.

Good scheduling represents a roadmap for project managers, planners and schedulers in
monitoring and tracking critical activities and milestones during the progress of a project
(Baldwin and Bordoli, 2014).

They indicated that good project planning and scheduling can provide tangible benefits for key
project stakeholders. According to Baldwin and Bordoli, important benefits include: (1) the
ability to forecast resource requirements and costs; (2) the ability to develop more realistic
schedules with clear time deadlines; (3) the ability to communicate with clear and reliable
information to project stakeholders; (4) providing reliable information for risk and opportunity
assessment; (5) providing good information for monitoring and control; (6) minimizing materials
wastage; and (6) providing a strong basis for team coordination and assisting in the negotiation
of contractual claims.

Planning involves the breakdown of the project into definable, measurable, and identifiable
tasks/activities, and then establishes the logical interdependences among them (Elbeltagi, 2012).

Planning and scheduling is the basic for every construction work. Ineffective planning
and scheduling has a significant impact on construction delays. It should be developed
from the start of the project until completion of a project ( Koshe and Jha,2016).

Melketsedik (2017), discussed that project scheduling is created by listing the phases,
activities/tasks, their dependencies, and sequencing them with the resources required to
complete the project to show the time frame for the project. The main focus of scheduling
is on the creation of a work plan, which provides guideline to project execution by
establishing day-to-day priorities and control of the project progress, using milestones as
targets. There are different types of scheduling techniques used to serve the above
purpose, including:Milestone Chart,Ghant Chart andNetwork Diagram.

20
According to David (1998), Gant Chart lay out when different tasks will be implemented and
Milestone Charts focus on the achievement of key results. In contrast, PERT/CPM Networks
show how the different tasks are connected to each other, enabling the project team to view the
project as a system comprised of interrelated parts.

2.1.3.2 Project monitoring and controlling

Monitoring and control is an essential process in construction project management and delivery.
It is therefore imperative for construction companies to employ the usage of the most effective
monitoring and control techniques available to meet project objectives (Adebayo et al.,2018).

Monitoring is the continuous assessment of a programme or project in relation to the agreed

implementation schedule. It is also a good management tool which should, if used properly,
provide continuous feedback on the project implementation as well assist in the identification of
potential successes and constraints to facilitate timely decisions.

According to Otieno (1999), monitoring is not only concerned with the transformation of inputs
into outputs, but can also take the following forms:

Physical and financial monitoring

Measuring progress of project or programme activities against established schedules and
indicators of success.

Process monitoring

Identifying factors accounting for progress of activities or success of output production.

Impact monitoring

Measuring the initial responses and reactions to project activities and their immediate short-term
effects. Projects are monitored so as to:

-Assess the stakeholders’ understanding of the project;

-Minimize the risk of project failure;
-Promote systematic and professional management; and

21
 -Assess progress in implementation.
Monitoring the project progress is another key process in project success. Good monitoring
system can validate the performance of the project and solve any issues faced to follow the
planned schedule (Singh, et al., 2015).

Project monitoring and control process is done to make sure everything goes according to plan.
In other words, it identifies discrepancies, handles change management, and provides feedback
to update and progressively elaborate the plan (Jack, et al., 2016).

To put formally, a project monitoring and control system works to minimize the deviations from
the project plans and consists of identifying and reporting the status of the project, comparing it
with the plan, analyzing the deviations, and implementing the appropriate corrective actions (
Adebayo, et al.,2018).

Control the act of comparing progress to plan so that corrective action can be taken when a
deviation from planned performance occurs. This definition implies the use of information as the
primary ingredient of control, rather than power. Thus, we talk about management information
systems, and, indeed, these are the essence of what is needed to achieve control in projects
(Heagney,2012).

Project controlling involves cost /budget control, quality control, progress control, waste control.
Waste control may comprise of plant and equipment and material control.

According to PMI (1996), cost control is concerned with (a) influencing the factors which create
changes to the cost baseline to ensure that changes are beneficial, (b) determining that the cost
baseline has changed, and (c) managing the actual changes when and as they occur. Cost control
includes:

• Monitoring cost performance to detect variances from plan.

• Ensuring that all appropriate changes are recorded accurately in the cost baseline.
• Preventing incorrect, inappropriate, or unauthorized changes from being included in the
cost baseline.
• Informing appropriate stakeholders of authorized changes.

22
Quality control is considered to be the process of testing and inspecting material and
workmanship for compliance with the specifications and the applicable codes. This process is
also impacted by the type of organization, contract format and the project life cycle. Quality
control may be studied in a lump sum contract environment and within the execution and finish
stages of the project life cycle. Also, quality control is highly related to both cost and schedule
functions. Furthermore, quality may be considered as a product of cost and schedule control
(Atalla, 1996).

On the other aspect of change or progress the following statement can give explanation. As
Adebayo, et al. (2018) discussed changes are inevitable and need to be managed during project
life cycle. An effective change control system should be established to ensure change procedure
is clear and unambiguous and easy for employee to request a change. According to Voropajev
(1998), the following things need to be concerned:

a. Monitoring and forecasting key factors that generate change to ensure good results
b. Ensuring that change is beneficial
c. Request for change must be checked by suitable person before being approved
d. Changes should take place once it is approved and be monitored to check whether it
worked as expected
e. All changes in project should be recorded in the project documentation
The other side project control system is waste control. Waste can be different in kinds.

Waste in construction has been defined in different ways by different studies. According to the
new production philosophy, waste should be understood as any inefficiency that results in the
use of equipment, materials, labour, or capital in larger quantities than those considered as
necessary in the production of a building. Waste includes both the incidence of material losses
and the execution of unnecessary works, which generates additional costs but do not add value to
the product (Polat and Ballard, 2004).

Materials control includes those activities that ensure materials availability in the required
quantity, at the proper time, considering the minimum feasible cost to satisfy production needs
and corporate objectives. Materials control activities include determining materials needs,

23
requisitioning the purchase or fabrication of components based on make or buy economics,
record keeping, requisitioning for production and status reporting procedures (Manteau, 2010).

2.1.3.3 Appropriate usage of modernPM tools and software Packages

Project management is the application of knowledge, skills, tools, and techniques to project
activities in order to meet or exceed sponsors’ needs and expectations. Project time management
is one of the fields that includes the processes which required success in order to complete
projects on time so these processes are being affected by other factors (Ebrahimpour , et
al.,2011).

Time control is one of the keys to effective project management as weaknesses in the time
management will cause delays in project completion (Kerzner, 2009).

Hence, time in construction projects need to be controlled from the beginning of the construction
process until the project is totally completed. There are several techniques or methods commonly
used for managing time like Gantt Bar Chart, Critical Path Networks/Method, Milestone Date
Programming Techniques, Program Evaluation and Review Technique (PERT), and Elemental
Trend Analysis/Line of Balance (LOB). With the rapid development in computer technology, the
adoption and use of Project Management software have grown rapidly. The main motivation
behind this is the strong interest; professionals in this field have, in improving their performance
by using available technology for better project planning and control (Ali, 2008).

There are significant numbers of Project Management (PM) software available with wide range
of features, functionalities and prices. These soft wares are aimed to facilitate the project
management process as well as to assist project managers to solve problem related with project
scheduling, monitoring, controlling and sharing information.

As identified by Ali (2008) the choice of suitable PM software can depend upon various aspects
like, ease of use, functionality, information quality, size of organization, project size, project
complexity, and other user characteristics such as, level of education, training and experience.

Among the many available project management software tools Primavera, Project Planner,
Microsoft Project, and Deltek Open Plan are the commonly used scheduling and management

24
software packages in the construction industry.

2.1.3.4 Good communication between client, consultant and contractors

Effective project communication is critical to the success of any project because it ensures that
the right stakeholders have the right information at the right time, which enables them to make
informed about the project (Melketsedik, 2017).

Healthy relationships between parties contribute to the well-being of the project. The ability to
manage relationship is an added advantage to a firm (Bolton and Tarasi, 2007). According to
Wasti et al. (2006), relationships between parties to a contract has now transformed from fierce
competition to a win-win situation. Harmonious living among client and architects are based on
active ingredients such as fairness, trustworthiness, conformance to the terms of contract
(Soetanto et al., 2001), client satisfaction, fairness, communication and preference of brand
(Bolton and Tarasi, 2007).

Every (1942) opined that, there is an ever-increasing conflict between contractors and clients
because of unprofessionalism, mistrust and unfairness displayed by the former. However, was
quick to add that, satisfaction of the client most importantly is breeding grounds leading to better
and healthy relationship between the client and contractor. Additionally, involving the contractor
at the developmental stage of the project is an added factor of establishing stronger bond
between the client and contractor.

There are many reasons for one actor to contact another actor. The most common reason is to co-
ordinate, plan and schedule the work. The actors expected this reason to be one of the most
important and they wish it to remain the most important reason in the future. It was a surprise for
the actors that the second most common reason for communication was to give information or
documents. They wish to reduce this type of information exchange in the future. Other common
reasons for communication were to give or to receive explanations because of changes. It is easy
to understand that the actors would like to reduce this type of communication in the future.
Instead they wish to communicate more for the purpose of receiving information about decisions,
determining level of ambition and exchanging knowledge with other actors(Josephson and
Larsson, 2001).

25
Regarding the methods of communication the richest methods are face-to-face contact, telephone
and formal group meetings. These are also the most used methods of communication in building
projects.

Meetings and telephone conferences are the most frequently used methods of communication.
There is a wish to increase the use of electronic mail and other IT-tools.

2.2 Empirical research review

Causes of delays are factors or events that occur before and during the construction process that
will affect the time of completing a project. Ali et al. (n.d) states that here are 4 factors of delay
categorized in broad categories, namely contractor- related factors, consultant-related factors,
client-related factors and external factors. Motaleb and Kishk (2010), identifies at least five
factors that can cause time overrun and these include change orders, slow decision making by
client, lack of capability of client representative, construction financial difficulties and late
delivery of materials. Further, Sambasivan and soon (2007), Assaf and Al-Hejji (2006), Wei
(2010) and Theodore (2009) identified seven categories of causes of construction project delays
and grouped them as follows; owner related, contractor related, consultant related, material
related, equipment related, labour related and causes by eternal factors.

According to Koshe and Jha (2016), the research first identified 88 key factors causing delay in
Ethiopian construction industries, and then the most common and critical causes of construction
delay were evaluated by using both the data collected in a survey of construction managers,
resident engineers, contractors, and clients, and interviews with senior professionals in the field.
The findings show that the main critical factors that cause construction delays in Ethiopia are: (1)
Difficulties in financing project by a contractor; (2) Escalation of the materials price; (3)
Infective project planning; (4) Scheduling or resource management; (5) Delay in progress
payments for completed works, (6) Lack of skilled professionals in the field of construction
management in the organization, and (7) Fluctuating labor availability season to season
/Seasonal labors availability. This study shows that in Ethiopia only 8.25% projects have been
finished to the original targeted completion date. The remaining 91.75% delayed 352% of its
contractual time. This paper finally came up with solutions towards reducing the impact of
delays on construction projects in Ethiopia.

26
It is purposely the researcher consider project delay factors as a base for the study undertaking.
Because, it is difficult to investigate the factors affecting timely completion without the concern
of project delay factors. In other words, the factors contributing or determining the timely
completion are the result of action could be taken on the identified delay causes of project. So, it
reasonable to raise here the empirical findings of delay factors for the examination of factors
affecting timely completion of housing project.

Factors affecting for timely completion of housing project can be explained in terms of avoiding
identified project delay causes. Taking corrective measures on delay causes of the housing
project means identifying factors contributing for timely completion.

Past research finding on 20/80 condominium project justifies the above statement in the sense
that taking corrective measures on project delay factors leads to contributing factors for timely
project completion. The following research finding on 20/80 condominium project explains the
issue clearly.

In relation to the existence of weak coordination and poor planning of construction projects in
the study sites, the city government, constructors, construction supervisors, and other concerned
stakeholders should work in cooperation and maintain project synergy in order to achieve the
common goal (maintaining successful project accomplishment)(Dawit , 2018).

According to Dawit (2018), the study finding show that most of the contractors’ planning
experience is below the standards and this influences the rate of projects completion. In addition,
authorization experience and channels used by the contractor and the evaluation procedures
experience held by the contractor influence projects delays. Hence, it is recommended that the
city government should be strict in providing bid to constructors in that it must consider the

experience of constructors and maintain minimum standards.

Similarly, the Addis Ababa Housing Development Project Office and Consultants should work
jointly keeping the hierarch of authority intact, should be strict in monitoring and controlling the
quality of constructions, and delay of projects. There should be effective monitoring systems
where by all stakeholders engage in controlling the quality and timely of projects. The
represented clients should supervise consultants and consultants should work effectively to

27
ensure projects are successfully implemented (Dawit,2018).

The office should also strengthen the communication system, which can maintain proper flow of
information among sub-city administration, consultants, constructors, and city government.
There should be proper feedback system, which works to ensure feedback on performance, and
demands are actively reach stakeholders for remedial actions. In relation to the poor decisions
making from the supervisors leading to project delay, supervisors should be well trained and
oriented by the city government/ sub-city administration to develop their decision-making skills.
This in turn helps them to make timely and right decision regarding the activities of construction
projects (Dawit,2018).

In the case of 40/60 housing project previous study reveal that time control mechanism
contribute for timely completion.

It is known that on time completion of a project is one of the criteria for the success of a
construction project. To check the status of a project and to take the necessary measures, time
control should always be conducted throughout the project life cycle. As per the data obtained,
time control is always applied by only 25.64% of the professionals. This indicates that most
professionals will not be able to take timely corrective measures in order to achieve the target
related to project time (Shimelis, 2018).

2.3 Conceptual framework

Conceptual Framework according to Mugenda&Mugenda (2003) cited in Sawega (2014), a
conceptual framework is a diagrammatical representation of hypothesized relationship between
Independent and dependent variables of the study. From the literature reviewed Proper project
planning and scheduling, Effective project monitoring and controlling, Ensuring capability of
contractors and Consultant, application of modern construction project management Tools and
software packages, good communication between client, consultant and contractors are the
Independent variables that make project timeliness more likely while the dependent variable was
timely project completion.

28
This study was guided by a theory called general systems theory.According to(Murithi, et al.,
2017),General Systems Theory by B ertVon
Ludwig alanffy
(1971) asserts that a system is a
collection of parts unified to accomplish an overall goal. If one part of the system is removed, the
nature of the system is changed as well. For example, a functioning car is a system if you remove
the carburetor you no longer have a working car. A project can also be viewed as a system with
inputs, processes and outputs. Any project success is dependent on the harmonious interaction of
its parts and therefore the project team must be able to put this into perspective. Improvement
methods by Memon et al (2013) indicates that failure of different parties to a project to work
seamlessly leads to infighting that eventually derail the completion of a project.

Based on this theory as far as project management considered as a system in achieving the timely
completion of projects the whole parts of the system taken in this research are: planning and
scheduling, monitoring and control, application of PM tools and software packages and good
communication between client, consultant and contractors.

29
 Dependent Variable
Independent Variables

Planning and
Scheduling Timely
Completion
Monitoring and
Control
• Efficiency

Appropriate usage
of PM tools and
software packages

Good
communication b/n
Client, Consultant
and Contractors

Figure 2.1: Conceptual framework

2.4 Literature Gap

Since this research targets on investigating the factors affecting the timely completion of projects
in the 40/60 housing project of the Ayat condominium site by considering the issues related with
managerial issues by scrutinizing the project management system of client, consultant and
contractors. Thus, this is the new approach in dealing with the factors that affect timely
completion it would contribute for the main project participants in dealing with the problems
related with project delay from the project management view.

30
 CHAPTER THREE
RESEARCH METHEDOLOGY
3.1 Research Approach and Design
This research involves both qualitative and quantitative approaches for data collection and
analysis. To gather quantitative data, survey questionnaires were administered to contractors,
client, and consultant.

For qualitative approach, data will be collected from different sources such as documents, reports
and books academic journals.

Based on the quantitative approach the analysis enables us to determine to what extent there is a
relationship between two or more variables. In other words, how the factors contribute for the
timely completion of the project. In addition, a representative sample of the wider
population/group will be used. The research intended to make inferences from the larger groups
by taking sampling.

The type of research employed under this study was explanatory research design, which
explained the causal relationship between independent and dependent variables.

3.2 Variables, Data Source and Data Collection Methods

The researcher tried to investigate the factors that contribute for timely completion of the 40/60
housing project. By examining the relationship between dependent variable, ‘timely completion’
and independent variables such as proper planning and scheduling, effective project monitoring
and control, application of appropriate PM tools and software packages, good communication or
between client, consultant and contractor.

The researcher used both primary and secondary data to obtain quantitative and qualitative data.
The primary data was collected through questionnaires. To encourage meaningful participation
of respondents the questionnaire was kept simple and precise. The questionnaire was prepared in
English language. A letter of assurance was provided for the respondents to maintain
confidentiality of the information as an attachment to the questionnaire.

31
Various print and electronic contents like journals, variety of books, published and/or
unpublished government documents, reports, newsletters, and websites were reviewed to develop
the study.

The data collection method used in this research was structured and well organized questionnaire
is particularly used for quantitative data. The research instrument that was used to collect
primary data was a 5 pointLikert Scale questionnaire which aimed to assess the essential data
from respondents.
The questionnaire, developed in English. The first part contained background information about
the respondent. The second part was comprised of 18 statements, so as to measure the variables
of the study using a five-point Likert Scale being ‘1=Strongly Disagree’, ‘2=Disagree’,
‘3=Weakly Agree’, ‘4=Agree’ and ‘5=Strongly agree’. Thus, the respondents were requested to
select their own choice among the given five dimensions in order to specify their level of
agreement on each question item.
Regarding qualitative data document review is used. Review and analysis of important
documents related to the study were reviewed in order to get sufficient data that supports the

findings of the study.

3.3 Population and sampling Techniques

The population of the research consists of professional from the three parties (Contractors,
Consultants and Client) currently on 40/60 saving houses project in the Ayat site. Hence, the
population target area is Ayat site and the target populations are professionals who are employed
in these three organizations namely the client, consultant and contractors.

Therefore, the sample was taken from the total contractor workers regarding the contractor
side.Stratified random sampling was utilized to get information from the three major participants
of the construction project namely client, contractor, consultant organizations.

This technique is preferred because it is used to assist in minimizing bias when dealing with the
population. If a population from which a sample is to be drawn does not constitute a
homogeneous group, stratified sampling technique is generally applied in order to obtain a
representative sample (Kothari, 2004).

32
Disproportionate stratified sampling type was applied. According todisproportionate Stratified
Samplingthe number of sampling units drawn from each stratum is based on the analytical
consideration, but not in proportion to the population size of that stratum.
The strata’s are organizations including: construction organization (contractors), consulting
organizations (consultants) and the client of the project. Although there are no general rules, the
sample size usually depends on the population to be sampled. In this study to select sample size,
a list of the population currently involved in the undergoing projects is used. The sample size is
selected from construction organization (contractors), consulting organization, the client
(AASHDE) as representative and also large enough for precision, confidence and
generalizability of the research findings.

Based on Yemane (1996) sample size determination formula, it is possible to determine the
sample size, at 93 % confidence level and 0.07 precision levels.

2
n= N ⁄ 1 + N (e)
Where: n is number of respondents
N = population size =172
e = sampling error/level of precision = 0.07
The total sample size of respondents based on the above sample size determination is 93.3.

Table 3.1 Number of Samples from each organization

Stratum Total number of No. of Sample

(Population)
Contractors (professionals) 42 28
Consultants (professionals) 125 60
Client (professionals) 5 5
Total 172 93

3.4 Method of Data Analysis

After completed the data collection all completed research instruments were assembled, coded,
summarized, entered into the computer; and analyzed using statistical package for Statistical
Package for Social Science (SPSS). Both descriptive and inferential statistics were used for
33
analysis. Qualitative data was analyzed using content analysis.

For the quantitative data analysis includes inferential statistics that consists multiple regression
analysis The study used multiple linear regression analysis to establish relationship between the
independent variables and the dependent variable by use of the following regression formula:

Y=β0+β1X1+β2X2+β3X3+β4X4 …+є

Where:

Y= Timely completion (Dependent Variable)

X1- X4=Independent Variables
X1= Planning and scheduling
X2= Monitoring and control
X3=Application of appropriate PM Tools and software packages
X4=Good Communication between client, consultant and contractor

β 0 = The constant
β 1 – β4 = Coefficients

є = Error Term
According to Sarstedt and Mooi (2014), regression analysis can provide insights that few
other techniques can. The key benefits of using regression analysis are that it can:

1. Indicate if independent variables have a significant relationship with a dependent

variable
2. Indicate the relative strength of different independent variables’ effects on a
dependent variable

3. Make predictions

34
 3.4.1Validity and Reliability

Validity
Validity is concerned with whether the findings are really about what they appear to be about
(Sounders et. al., 2003). Validity defined as the extent to which data collection method or
methods accurately measure what they were intended to measure (Sounders et. al., 2003).
Numbers of different steps are taken to ensure the validity of the study:
• Data is collected from the reliable sources, from respondents who had experience in
housing construction.

• Survey question are made based on literature review and frame of reference to ensure
result validity.

Reliability

The reliability of the data can be referred to the consistency or dependability of a measure over
time, over questionnaire items, or over observers/raters (Allen and Bennett, 2010). The Cronbach
α coefficient is a measure of the inner consistency. The reliability test depicts the consistency
degree of the data collected. The data collected (total respondents and contributing factors) in
this study was analyzed with SPSS version 20 to calculate the value of Cronbach’s alpha of the
survey results.

Some past studies carried out by Memon et al. (2010), Enshassi et al. (2009) and Abdullah et al.
(2010) also chose to use the Cronbachα to calculate the accuracy of the data obtained. Cronbach
α value can be calculated as:

where s2iis the Variance for the current sample of respondents; k is the total number of

contributing factors and s2sum is the variance for the sum of all respondents. Ideally, Cronbach’s
α should be greater than 0.9, but anything above 0.7 is considered acceptable for most research
purposes (Allen and Bennett, 2010).

35
Table 3.2 Cronbach Alpha Coefficient for all variable
Cronbach'sAlphaa Cronbach’s Alpha Based on N of Items
Standardized Items
.757 .761 5

Source: Own Survey, computed in SPSS, 2019

Table 3.3 Cronbach Alpha Coefficient for each variable

No. Cronbach’s Alpha (Total

of sample)
Items

Project planning and scheduling 86 .735

Project monitoring and control 86 .717
Usage of PM tools and softwarePackages 86 .775

Good communication between client, 86 .754

consultant and contractor

Timely Completion 86 .863

Source: Own Survey, computed in SPSS, 2019

Alpha coefficient ranges in value from 0 to 1. The higher the score, the more internally reliable
the generated scale is. Cronbach’s coefficient alpha value over 0.7 is believed to be acceptable
reliability coefficient (Pallant, 2005).

The above table illustrates that the values of Cronbach’s alpha for each of the questionnaire and
the entire questionnaire. The values of Cronbach’s alpha for each variable ranged between 0.717
and 0.775with overall Cronbach’s alpha value of 0.863 which is highly acceptable. In addition to
this the overall reliability statics for five variable items is 0.761.Hence, based on the above
reliability statistics, it is above the minimum required threshold and showed that the high
reliability of the questionnaire.

36
3.5 Ethical Consideration

The researcher assures the ethical undertaking of the research by adhering to the following
ethical standards of doing research. Informed consent, voluntary participation, confidentiality
and anonymity of respondents. During data collection, each respondent was informed about the
purpose, scope and expected outcome of the research, and appropriate written consents was
taken from the respondents. Anyone who was not willing to participate was excluded from the
study.

37
 CHAPTER FOUR

DATA PRESENTATION, ANALYSIS AND DISCUSSION

This chapter deals with the results and analysis of the findings and it contains three sections. The
first section presented descriptive and correlation analysis on variables of the study; the second
section presented fulfillment of the assumptions; the third section laid down the results of
regression that constitute the main findings of this study.

The primary focus of the study was on factors affecting timely completion of the 40/60 housing
project at Ayat condominium site. Therefore, this chapter presents the analysis of responses that
were received via questionnaires distributed to professionals of the three main project participant
namely client, consultant and contractors.

Hence, in this chapter, the data collected from respondents were analyzed and interpreted using
quantitative analysis which involves analysis of the background information of respondents and
the descriptive as well as inferential statistics employed to test the hypothesis and to investigate
the influence of independent variables on the dependent variable.

A total of 93 questionnaires were personally handed to the respondents with close follow up and
guidance in filling the questionnaires. Out of the total respondents, 86 respondents completed the
questionnaires in suitable form.

Contractual Questionnaire Questionnaire Response

Parties Distributed Responded Rate
Client 5 5 100%
Consultant 60 56 93.33%
Contractor 28 25 89.28%
Total 93 86 92.47%

Table 4.1 Questionnaire Response Rate

38
4.1 Descriptive statistics

4.1.1 Background Information about the respondent

The questionnaire included a segment on respondent’s background information as factors which
likely to influence timely completion of the 40/60 housing project at Ayat Site. The background
information about the respondents is described below in the following table.

Table 4.2: Background Information about professionals from client, consultant and
contractors selected from 40/60 housing project of Ayat Site
Background Information Frequency Percentage
No.
Male 56 65.1
1 Sex (Gender) Female 30 34.9
Total 86 100.0
21-30 42 48.8
31-40 32 37.2
41-50 11 12.8
2 Age
Above 50 1 1.2
Total 86 100.0
Secondary Edu. 0 0
Vocational Training 0 0
Diploma 3 3.5
3 BA Degree 68 79.1
Education level
Master degree 15 17.4
Above Master degree 0 0
Total 86 100.0
Less than 3 years 5 5.8
3-5 Years 18 20.9
5-10 Years 38 44.2
4 Work Experience
10-15 Years 21 24.4
More than 15 years 4 4.7
Total 86 100.0
Client/Employer 5 5.8
5 Employment type of
Consultant 56 65.1
respondent
Contractor 25 29.1
Total 86 100.0
Source: Own Survey, computed in SPSS, 2019

39
As shown from the above table the respondents were mostly in the age group of 21-30 and 31-40
years which covers 86% of the total respondents. The gender distribution which covers 65.1%
for male and 34.9% for female and the respondents were predominantly degree and masters
holders which cover 79.1% and 17.4 % respectively. Moreover, 3.5% of the respondents are
diploma holders.
Coming to the work experience of the respondents the highest range was from 5-10 years, which
cover 44.2% of the total. The 24.4% of the respondents had found in the experience ranges from
10-15 years followed by 20.9% of the respondents had found in the work experience ranges from
3-5 years. Beside these, respondents worked more than 15 years cover 4.7% and below 3 years
of work experience cover 5.8%.

In order to support the understanding that those respondent’s information could play a role on the
project timely completion of the Ayat 40/60 housing project, the following explanation about
each entity under the respondents information give a justification for the claim.

Regarding the gender distribution, participation of females in the project was not satisfactory.
The fact that increasing the number of professional women contributes for project efficiency or
project timely completion. It is scientific that enhancing the professional women participation in
any project could increase work efficiency. So, an increased professional women involvement in
the specified project can increase efficiency or timely completion. Therefore, the gender
distribution has an impact on the timely completion of the 40/60 housing project. So, in this
regard the involvement of professional women in the 40/60 project at Ayat site is not
satisfactory.

Age also plays an important role in the implementation of projects with the objective to complete
a project on specified time. It directly relate with individual’s capacity work efficiency.

Age plays a critical role in understanding how people of different ages view the implementation
of projects, to a larger extent an older employee is more experienced and is likely to relate issues
more directly than relatively younger employees, while the younger employees are perceived to
be more receptive to new technologies in the work place. It was also meant to determine whether
the respondents were young, mature or old (Murithi, et al.,2017).

40
Based on the above data most of the professionals involved in the 40/60 housing project of Ayat
site are relatively young. Despite the young work force is the productive force and receptive to
new technology the age level by itself limit the young professionals to deal problems in a
matured way due to lack of accumulated skills acquired through practical application of
knowledge that could be developed through experience. Therefore, from this angle age can be a
factor, which hinder the timely completion of the 40/60 project. Hence, unless the balance should
be kept in the age distribution there will be a problem of project delay.

The level of education is important in the implementation of the project as it known the level of
theoretical concepts exposure for the respondents that may influence their job execution
efficiency. Based on the above data the majority of professionals from all the three sides namely
client, consultant and contractors at Ayat 40/60 project are first degree holders. Therefore. The
involvement of highly qualified professionals has a positive influence on individual work
efficiency. As a result of this timely completion of the project would be enhanced.

Respondents with longer period of service are more experienced and are in a position to explain
processes and activities involved in project implementation. They have adequate and enough
working experience and are in a better position to understand the organizations activities well.
(Murithi, et al.,2017)

Hence, based on the above data the maximum professionals’ work experience range was from 5-
10 which can be considered as satisfactory but not the optimum. So, incorporating highly
experienced professionals in the 40/60 housing project could increase the rate of the project
completion time.

The other one included in the respondent background information was employment type of the
professionals who involved in the 40/60 housing project. It is important also for the professionals
of the three organizations (client, consultant and contractors) to be able to understand the
required responsibility, capacity or role in ensuring timely completion of a project.

41
 4.1.2 Mean and Standard deviations of factors affecting the timely
completion of 40/60 housing project
Descriptive statistics (mean and standard deviations) of the respondents’ scores were computed
and analysis has been done by comparing these mean scores and standard deviations among
respondents. The reason for using descriptive statistics is to compare the different factors that
affect timely completion of the 40/60 housing project in the case of Ayat condominium at Addis
Ababa by using the means and standard deviations values.

Table 4. 3. Mean and Standard deviations

Variables N Mean Std. Deviation

Timely completion 86 1.1628 0.37134

Project planning and scheduling 86 2.5785 0.57171
Project monitoring and control 86 3.0145 0.62350
Appropriate usage of PM tools and
86 2.5070 0.57452
software packages
Good communication between client,
86 2.8488 0.59443
consultant and contractors
Own Survey, computed in SPSS, 2019

The standard deviation 0.371 indicates that there was moderate variability in timely completion
in the data. The table also suggests that all timely completion factors rated as above satisfactory.
As far as the mean values are concerned, out of the factors project planning and scheduling
(mean of 2.57), project monitoring and control (mean of 3.01), appropriate usage of PM tools
and software packages (mean of 2.50) and good communication between client, consultant and
contractors (mean of 2.84) have relatively major roles on timely completion. As the above table
depicted, all explanatory variables play a fundamental role for timely completion at Ayat 40/60
project site.

4.2 Correlation Analysisof factors affecting the timely completion of 40/60

housing project

Pearson correlation test was conducted to know the degree of relationship between the
independent variables i.e. project planning and scheduling, project monitoring and control,
42
 appropriate usage of PM tools and software packages, communication orbetween client,
consultant and contractors and dependent variable i.e. timely completion. Based on the
questionnaires, which were filled by the professionals selected at Ayat 40/60 housing project.
The results of the correlation analysis between these variables are shown in table below.

Table 4.4 Correlation Analysis

Timely Project Project Appropriate Good
comple planning & monito usage of PM communicati
tion Scheduling ring & tools/technique on
control s and Software
Package
Pearson Correlation 1.000
Timely Sig. (1-tailed)
completion
N 86
Pearson Correlation .650 1.000
Project
planning & Sig. (1-tailed) .000 .000
Scheduling N 86 86
Pearson Correlation .707 .325 1.000
Project
monitoring & Sig. (1-tailed) .000 .000 .000
control N 86 86 86
Appropriate Pearson Correlation .813 .289 .303 1.000
usage of PM Sig. (1-tailed) .000 .000 .000 .000
tools& software
Pac N 86 86 86 86
Pearson Correlation .846 .232 .310 .313 1.000
Good Sig. (1-tailed) .000 .000 .000 .000
communication
N 86 86 86 86 86
Source: Own Survey, computed in SPSS, 2019

As the results shown in Table 4.4, the independent variables (project planning and scheduling,
project monitoring and control, appropriate usage of PM tools and software packages and good
communication between and communication positively correlated with the dependent variable:
(project planning and scheduling influence (Pearson Correlation = 0.650, p<.001), project
monitoring and control’s influence (Pearson Correlation = 0.707, p<.001), appropriate usage of

43
 PM tools and software packages (Pearson Correlation = 0.813, p<.001), and good
communication between client, consultant and contractors(Pearson Correlation = 0.846, p<.001).
The results of correlation analysis shows positively and significantly correlated with the
dependent variable i.e. timely completion at 99 percent confidence level (P<0.01).
The finding on table 4.4 above further indicates that the highest significant relationship is found
between good communication between client, consultant and contractors and timely completion
(Pearson Correlation = .846, p < 0.01), however the lowest statistically significant relationship is
found between planning and scheduling influence and timely completion (Pearson Correlation =
.650, P < 0.01).

4.3 Inferential Analysis of factors affecting the timely completion of 40/60

housing project
Like the descriptive statistical methods, i.e. background information about respondents, the scale
typed questionnaire has been entered to the SPSS software version 20 and inferential statistics
methods such as: simple correlation and multiple regression methods has been employed to test
the hypothesis.

4.3.1 ANOVA Test

Table 4.5 ANOVA

ANOVAa

Model Sum of Squares df Mean Square F Sig.

1 Regression 52.084 4 13.021 45.977 .000b
Residual 22.940 81 .283
Total 75.023 85
Source: Own Survey, computed in SPSS, 2019

The significant level in ANOVA table shows that the combination of variables significantly
predicts the dependent variable. ANOVA that tests whether the model is significantly better at
predicting the outcome than using the mean as a best guess; specifically, the F-ratio represents

44
the ratio of the improvements in prediction that results from fitting the model, relative to the
inaccuracy that still exists in the model.
For these data, F is 45.977, which is significant at p<0.001. This result tells us there is less than
0.1% chance that an F-ratio is larger would happen by chance alone. Therefore, it can be said
that the regression model results in significantly better prediction of timely completion.

4.3.2. Multiple Regressions Analysis

Regression model was applied to test how the factors affect timely completion of the 40/60
housing project. Coefficient of determination R2 is the measure of proportion of the variance of
dependent variables about its mean that is explained by the independent or predictor variables. It
is conducted to examine the effect of independent variable on the dependent variable and identify
the relative significant influence; i.e. Independent variable (planning and scheduling,monitoring
and control, appropriate usage of PM tools and software packages and communication to the
dependent variable; i.e. timely completion of the 40/60 housing project in the case of Ayat
Condominium. Higher value of R2 represents greater explanatory power of the regression
equation. The proposed hypotheses were tested using multiple regression analysis. The results of
the regression analysis are depicted in the following table.

Table 4.6 Regression coefficient analysis of the model

Unstandardized Standardized
Coefficients Coefficients
Model B Std. Error Beta t Sig.
(Constant) 1.952 .385 5.069 .000
Project planning and
.082 .120 .050 .684 .046
scheduling
Project monitoring and
.209 .113 .139 1.858 .007
control
Appropriate usage of PM
tools/techniques and .086 .110 .737 10.980 .000
software packages

Good communication or
between client, consultant .095 .105 .060 .905 .038
and contractors
Source: Own Survey, computed in SPSS, 2019

45
H 1 : Project planning and scheduling affect the timely completion of the housing project.
The result of multiple regression analysis of the above table clearly indicates that the planning
and scheduling influence has significant influence on timely completion (p<0.05). Besides, the
value of beta in planning and scheduling (β=.05) shows the positive effect of on timely
completion. This implies that a one unit increases in planning and scheduling results in 0.05 unit
increase in timely completion housing project. Thus, the above proposed hypothesis is accepted.
H 2 : Project monitoring and control affect the timely completion of the housing project.
The result of multiple regression analysis of the above table clearly indicates that in monitoring
and control’s influence has significant influence on timely completion (p<0.01). Besides, the
value of beta in monitoring and control’s influence (β=0.139) shows the positive effect of on
timely completion. This implies that a one unit increases in monitoring and control’s influence,
0.139 unit increase in timely completion of the housing project. Thus, the above proposed
hypothesis is accepted.
H 3 : Appropriate usageof PM tools and software packages affect the timely completion of
housing project.
The result of multiple regression analysis of the above table clearly indicates that in appropriate
usage of PM Tools/Techniques and Software Packages has significant influence on timely
completion (p<0.01). Besides, the value of beta in appropriate usage of PM tools (β=.737) shows
the positive effect of on timely completion. This implies that a one unit increases in appropriate
usage of PM Tools, 0.737 unit increase in timely completion housing project at Ayat site. Thus,
the above proposed hypothesis is accepted.
H 4 : Good communication between client, consultant and contractors affect timely
completion of housing project.
The result of multiple regression analysis of the above table clearly indicates that in
communication between client, consultant and contractors has significant influence on timely
completion (p<0.05). Besides, the value of beta in communication between client, consultant and
contractors(β=.060) shows the positive effect of on timely completion. This implies that a one
unit increases in communication between client, consultant and contractors, 0.060 unit increase
in timely completion on 40/60 housing project of Ayat site. Thus, the above proposed hypothesis
is accepted.

46
 Table 4.7 Model Summary

Model R R Adjusted R Std. Error Change Statistics Durbin-

Square Square of the Watson
R Square F df1 df2 Sig. F
Estimate
Change Change Change

1 .833a .694 .679 .53217 .694 45.977 4 81 .000 1.710

Source: Own Survey, computed in SPSS, 2019

Overall, the given table revealed that all independent variables accounted for about 69.4% of the
contribution for timely completion (adjusted R2 = 0.679). Thus, 67.9% of the variation in timely
completion can be explained by four factors.
From the above finding the study can develop the following regression model
TC = α + β 1 X 1 + β 2 X 2 + β 3 X 3 + β 4 X 4 + ε
TC= 1.952 + 0.50X 1 + 0.139X 2 + 0.737X 3 + 0.060X 4 + ε
Where,
TC= Timely Completion
α =Constant
β=Coefficient of estimate
X 1 = Project planning and scheduling
X 2 = Project monitoring and control
X 3 = Appropriate usageof PM tools and software packages
X 4 = Good communication
ε = the error term

47
4.4. Finding

Planning and scheduling

According to the regression result of planning and schedulinghas a positive relationship with
timely completion of the 40/60 housing project at Ayat site by a coefficient estimate of 0.50.
This means that holding other independent variables constant and when one percent increases in
planning and scheduling, consequently it improves timely completion by 50.0% and the p value
of planning and schedulingis 0.046 reveals that it is statistically significant at 5% level of
significance. Accordingly, the result supports the working hypothesis that planning and
scheduling has positive influence and statistically significant effect on timelycompletion.
Monitoring and control
According to the regression result of project monitoring and controlinfluencehas a positive
relationship with timely completion of the 40/60 housing project at Ayat site by a coefficient
estimate of 0.139. This means that holding other independent variables constant and when one
percent increases in monitoring and control, consequently it improves timely completion by
13.9% and the p value of monitoring and control influence is 0.007 reveals that it is statistically
significant at 1% level of significance. Accordingly, the result supports the working hypothesis
that monitoring and controlling’s influence has positive and statistically significant effect on
timely completion.
Appropriate usage of PM tools and software packages
According to the regression result of appropriate usage of PM tools and software packages has a
positive relationship with timely completion of the 40/60 housing project at Ayat site by a
coefficient estimate of 0.737. This means that holding other independent variables constant and
when one percent increases in appropriate usage of PM tools and software packages,
consequently it improves timely completion by 73.7% and the p value of usage of PM tools and
software package is 0.000 reveals that it is statistically significant at 1% level of significance.
Accordingly, the result supports the working hypothesis that appropriate usage of PM tools and
software packages has positive and statistically significant effect on timely completion.
Good communication between client, consultant and contractors
According to the regression result of communication between client, consultant and
contractorshas a positive relationship with timely completion of the 40/60 housing project at
Ayat site by a coefficient estimate of 0.060. This means that holding other independent variables
constant and when one percent increases in communication between client, consultant and
contractors, consequently it improves timely completion by 6% and the p value of
communication or among the three parties is 0.038 reveals that it is statistically significant at 5%
level of significance. Accordingly, the result supports the working hypothesis that
communication or between client, consultant and contractors has positive and statistically
significant effect on timely completion.
Generally the overall result is depicted in the following table.

48
Table 4.8 Summary of the overall outcome of the research hypotheses
Hypothesis Result Reason
H 1 : Project planning and scheduling has a positive influence Accepted β=0.50,
and statistically significant effect on timely completion. p<0.05
H 2 : Project monitoring and control has positive influence and Accepted β=0.139,
statistically significant impact on timely completion. p<0.01
H 3 : Appropriate usage of PM tools and software Packages has Accepted β=0.737,
positive influence and statistically significant effect on timely p<0.01
completion.
H 4 : Good communication between client, consultant and Accepted β=0.060,
contractors has positive influence and statistically significant p<0.05
effect on timely completion.

Source: Own Survey, computed in SPSS, 2019

49
 CHAPTER FIVE

SUMMARY, CONCULSION AND RECOMMENDATION

This chapter presents summary, conclusion and recommendations based on the findings of the
study. Accordingly, this chapter is organized into three subsections.
5.1 Summary of findings
The research general objective was to examine factors affecting timely completion of the 40/60
housing project in the case of Ayat condominium site Addis Ababa. The study considered ninety
three samples and distributed questionnaires for professionals who work for the three project
participant organizations namely client, consultant and contractors of the 40/60 Ayat site. Out of
these the 93 distributed questionnaire only 86 respondents were properly filed and respond for
the study. In line with this, it carried out by constructing a regression model using SPSS through
testing relevant assumptions. The overall result obtained from the regression model indicates
that project planning and scheduling, project monitoring and control, appropriate usage
ofPM tools and software packages and communication have positive and significant impact
on timely completion. The dependent variable is timely completion and independent
variables are project planning and scheduling, project monitoring and control,
appropriateusage of PM tools and software packages and communication in order to attain
the objective of the study.

50
5.2 Conclusions
The study specifically examines factors affecting timely completion of the 40/60 housing project
the case of Ayat condominium site Addis Ababa.
 The result indicates positive and significant association between project planning and
scheduling influence and timely completion which implies that an effective planning and
scheduling inevitably lead to enhance timely completion.
 Project monitoring and control’s influence has also positive and significant association
with timely completion. This implies that an effective in monitoring and control’s
influence, definitely lead to enhance the timely completion.
 Appropriate usage of PM tools and software package has positive and significant effect
on timely completion. This implies that application of PM tools has significant
contribution on timely completion.
 The result indicates positive and significant association between good communication
between client, consultant and contractors and timely completion, which implies that
close and smooth communication between the three parties, enhance timely completion
definitely lead to enhance timely completion.
In general, planning and scheduling, monitoring and control, application of PM tools and
software packages and good communication between client, consultant and contractors have
positive and significant association with timely completion.

51
5.3 Recommendation
The findings of the study showed that planning and scheduling, monitoring and control,
appropriate usage of PM tools and software packages, good communication between client,
consultant and contractors are significant factors for timely completion. Hence, focusing and
taking the necessary action on these variables could improve the probability containing the effect
on timely completion. Based on the findings from the researcher has drawn the following
recommendations.
 Planning and scheduling have positive and significant effect on timely completion; so
that the three project main actors should give serious concern for planning and
scheduling of the project in the pre-construction phase and in the process of
construction by collaborative effort. It is therefore important to plan and schedule every
thing that should be done carefully and professionally.
 The analysis indicated that project monitoring and control have positive and significant
influence on timely completion. Hence, it is important to ensure that project monitoring
and control should be streamlined in accordance with the needs of the projects to
achieve timely completion.
 The finding explained that appropriate usage of PM tools and software packages has
positive and significant effect on timely completion. Consequently, identifying the
required PM tools/techniques and software package should be the first task and ensuring
the availability of skilled professionals for capably using the technologies.
 The result disclosed that good communication between client, consultant and consultant
has positive and significant effect on timely completion. The actors must wish to
communicate more for the purpose of receiving information about decision and should
increase the use of modern communication methods including electronic mail and other
IT-tools. More specifically, the actors should maintain project synergy in order to
achieve the common goal or complete the project on agreed time. It is recommended
also that the parties have to identify the type ofrelationship and flow of communication.

52
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58
 APPENDIX

Questionnaire

Dear participant,

I am currently working on a research study on Factors affecting the Timely

Completionof the 40/60 Project: the case of Ayat Condominium site in fulfillment of
the Requirement for the Degree of Master of Business Administration (MBA) in General
Management at St. Mary’s University.

To successfully undertake this research it is mandatory to get the response of contractors,

clients and consultants currently working on the scheme project and hence you are one of
the stakeholders recruited to complete this questionnaire. Hence, I kindly request you to
complete the accompanying questionnaire.

I would like to confirm you that your response will be kept confidential and it will be
used for academic purposes only.

With Regards, Biniyam Haile

Advisor: Maru Shete (PhD & Assoc.Prof.)

Thank you very much for your cooperation!

I
PART ONE: Background information about the respondent

1.1Sex of the respondent: 1= Male 2=Female

1.2.What is your age? ------------years
1.3.Level of Education:
1=Secondary 2=Vocational Training 3= Diploma 4=Degree 5= Masters 6=PhD
1.4. What is your work experience in building construction related projects?--years.
1.5. In what capacity you are working in the 40/60 housing project?
1=Client/Employer 2= Consultant 3=Contractor
PART TWO: Factors Contributing for Timely Completion of Project
2. Influence of Project planning and scheduling on Timely Project Completion

Below are numbers of factors affecting the timely completion of housing projects. From
your experience on the project, please express your opinion on the role of the following
factors as contributing factors for timely completion of Addis Ababa 40/60 housing
construction project at Ayat Site.

2.1.Items on Project planning and scheduling

Indicate your position on the factors below appropriately: 1= Strongly Disagree 2=

Disagree 3= Weakly Agree 4= Agree 5= Strongly Agree

Factor 1 2 3 4 5

2.1.1There is proper planning and scheduling of 40/60

housing construction project at Ayat Site

2.1.2 There is proper cost estimation in 40/60 housing

construction project at Ayat Site
2.1.3 Sequence of activities to be executed in this project
was identified properly
2.1.4Project design was done appropriately in 40/60
housing construction project at Ayat Site

II
3. The influence of Project Monitoring and Control

3.1 Items on Project Monitoring and Control

Indicate the degree to which you agree or disagree with the following statements: 1=
Strongly Disagree 2= Disagree 3= Weakly Agree 4= Agree 5= Strongly Agree.

Factor 1 2 3 4 5

3.1.1Project monitoring and control in this project is

carried out properly
3.1.2Timely decision is made by supervisors using
monitoring information
3.1.3Appropriate corrective action was made when
Project deviance occurred.
3.1.4Reporting of up-to-date project status and close
project follow up is done
4. The contribution of practicing appropriate Project Management tools and
software package

4.1Items on Project Management tools and software package

Indicate the degree to which you agree or disagree with the following statements: 1=
Strongly Disagree 2= Disagree 3= Weakly Agree 4= Agree 5= Strongly Agree.

Factor 1 2 3 4 5
4.1.1Time planning and control technique applied for the
project is appropriate
4.1.2Project time control softwareis applied in40/60
housing construction project at Ayat Site
4.1.3The project fully utilized the relevant tools and
software in the whole project phases.
4.1.4The project had no gap in incorporating skilled
professionals for using software packages.
4.1.5The whole project cycle (phase) supported by
needed PM tools has significant impact on project time
completion
III
5. The impact of communication b/n Client, Consultant and Contractors
5.1Items on communication b/n Client, Consultant and Contractors
Indicate the degree to which you agree or disagree with the following statements: 1=
Strongly Disagree 2= Disagree 3= Weakly Agree 4= Agree 5= Strongly Agree.

Factor 1 2 3 4 5

5.1.1There is effective communication between client,

consultant and contractor in 40/60 housing construction
project at Ayat Site
5.1.2 Relationship among stakeholders is properly
managed in 40/60 housing construction project at Ayat
Site
5.1.3The project adopted appropriate systems for
effective Communication
5.1.4There is appropriateinformation distribution and
project status reporting system in 40/60 housing
construction project at Ayat Site

Assessment of overall timely completion of 40/60 housing construction project at Ayat

Site
6. How do you rate the timely completion of 40/60 housing construction project at Ayat
Site
1= Very much delayed 2= Significantly delayed 3=Moderately delayed 4=Completed
on time 5= Completed before schedule

IV
Assumptions Testing in Multiple Regressions factors affecting timely
completion of 40/60 housing project
The basic assumption should be satisfied in order to maintain data validity and
robustness of the regressed result of the research under the multiple regression models.
Hence, this study has conducted the assumption tests such as, multi-collinearity, linearity,
homoscedasticity and normality.
Multi Collinearity of Independent variables
Multi Collinearity is checked using correlations between the variables in the model.
Independent variables show at least some relationship with dependent variable. In this
case the scales planning and scheduling, monitoring and control, appropriate usage of
PM tools and communication between client, consultant and contractors with timely
completion correlate substantially (0.704, 0.675, 0.837, and 0.849) respectively. As it
can be seen from the table these requirements are validated and there is no issue of
Multi Collinearity.
Collinearity diagnostics on the variables as part of the multiple regression procedure is
done using tolerance and variance inflation factor (VIF). Tolerance is an indicator of
how much of the variability of the specified independent is not explained by the other
independent variables in the model. If this value is very small (less than 0.10), it
indicates that the multiple correlation with other variables is high, suggesting the
possibility of multi Collinearity (Pallant, 2010) furthermore, the other value given is the
VIF, which is just the inverse of the tolerance value (1 divided by tolerance). According
to Pallant (2010), VIF values above 10 would be a concern, indicating multi
Collinearity.

V
Table I:Collinearity Diagnosis

Collinearity Statistics

Model Tolerance VIF

(Constant)

Project planning and

.704 1.420
Scheduling

Project monitoring and control .675 1.481

Appropriate usage of PM tools and software

.837 1.194
packages
Good communication between client, consultant and .849 1.178
contractors
Source: Own Survey, computed in SPSS, 2019

The result shows that the tolerance value for each independent variable is (0.704, 0.675,
0.837, and 0.849) respectively, which are not less than 0.10; therefore, multi
Collinearity assumption is not violated. This is also supported by the VIF value, which
is 1.420, 1.481, 1.194 and 1.178 which is well below the cut-off 10 as shown in the
coefficient table.
Normality, linearity of residuals: one of the ways that these assumptions can be
checked is by inspecting the residuals scatter plot and the normal probability plots of the
regression standardized residuals that were requested as part of the analysis. These are
presented in normal P-P Plots of regression standardized residuals graph. In normal
probability plots the points will lie in reasonably straight diagonal line from bottom left to
top right. This would suggest no major deviations from normality. The finding from
normal P-Plot reveals no violation of normality assumptions.
Test of Normality
The study used both methods of assessing normality; graphically using Normal
Probability Plot(P-P) graph and using Skewness and Kurtosis numerically.

VI
Figure I: Frequency Distribution of Standardized Residual

Source: Own Survey, computed in SPSS, 2019

Test of linearity
In the Normal Probability Plot it will be hoped that points will lie in a reasonably straight
diagonal line from bottom left to top right. This would suggest no major deviations from
normality. The study applied Normal P-P Plot of regression Standardized Residual (See
Figure I) to test linearity. Since the points were symmetrically distributed around a
diagonal line, linearity pattern was observed. Hence, the straight-line relationship
between the residuals and the predicted dependent variable scores depicted that linearity
was achieved.

VII
 Figure II: Normal Point Plot of Standardized Residual

Source: Own Survey, computed in SPSS, 2019

Kurtosis and Skewness
As Field (2009) and Garson (2012) noted, many statistical procedures assumed that the
sampling distribution is normally distributed and so, if the sample data are approximately
normal then the sampling distribution will be also. In this regard, it is useful to test for
normality of the sample data. Therefore, it was checked for the data to see if they are
normally distributed through quantify aspects of a distribution (i.e. skewness and
kurtosis) and presented as follows.

VIII
Table II: Kurtosis and Skewness

N Skewness Kurtosis
Statistic Statistic Std. Error Statistic Std. Error
Project planning and scheduling
86 -.252 .260 .425 .514
Project monitoring and control 86 .260
-.678 .451
.514
Appropriate usage of PM tools
and software packages 86 -.203 .260 .233 .514

Good communication 86 -.371 .260 .270 .514

Timely completion
86 .488 .260 -.559 .514
Source: Own Survey, computed in SPSS, 2019

According to Garson (2012), as a rule of thumb, for normality skew should be within the
+2 to -2 range, when the data are normally distributed. Some statisticians also prescribe
+1 to -1 as a more stringent criterion when normality is critical. In this regard, as shown
in the above table, the skew value is perfectly fit within the limit and ranges between -
.678 and 0.488. Thus, in this research, is said to be normally distributed.
Furthermore, as Garson (2012) suggests, kurtosis should be within the +2 to -2 range
when the data are normally distributed, while some statisticians prescribe +1 to -1 as a
more stringent criterion when normality is critical. Taking both options in to
consideration, when we look at table 4.7, the kurtosis value is perfectly fit within the limit
and ranges between 0.451 and -.559. Therefore, it can be explained that, abnormality of
the data distribution cannot be a problem for this study.

IX
Homoscedasticity
Homoscedasticity is the extent to which the data values for the dependent and
independent variables have equal variances, as Saunders, et al. (2009) noted. Based on
the explanation by Field (2009), at each level of the predictor variables, the variance of
the residual terms should be Constant which means the residuals at each level of the
predictors should have the same variance, therefore checking for this assumption is
helpful for the goodness of the regression model. Field (2009) suggested that it should
plot the standardized residuals, or errors (ZRESID) on the Y axis and the standardized
predicted values of the dependent variable based on the model (ZPRED) on the X axis to
get the homoscedacticity result.

Figure III: Scatter Plot of Standardized Residual

Source: Own Survey, computed in SPSS, 2019

X
According to Garson (2012), homoscedasticity help as to check for the relationship under
investigation is the same for the entire range of the dependent variable and lack of
homoscedasticity is shown by higher errors (residuals) for some portions of the range,
which can be seen on the scatter plot.

In this regard, as Field (2009) describes, the graph of *ZRESID and *ZPRED should look
like a random array of dots evenly dispersed around zero, if the assumption of
homoscedasticity has to be met. Likewise, as shown in the above figure, the points are
randomly and evenly dispersed throughout the plot and there are no obvious outliers on
this cloud of dots which are spaced around zero. Therefore, it can be conclude that the
assumptions of random errors and homoscedasticity have been met.

XI