Nacest Bld Hnd22 534

EFFECTS OF DELAY ON PROJECT DELIVERY IN CONSTRUCTION INDUSTRY IN NIGERIA: STUDY OF
ENUGU STATE
ISRAEL FRIDAY
SEPTEMBER, 2024.
EFFECTS OF DELAY ON PROJECT DELIVERY IN CONSTRUCTION INDUSTRY
IN NIGERIA: STUDY OF ENUGU STATE
BY
ISRAEL FRIDAY
NACEST/BLD/HND22/534
A RESEARCH PROJECT SUBMITTED TO THE DEPARTMENT OF BUILDING

TECHNOLOGY SCHOOL OF ENVIRONMENTAL SCIENCES, NIGERIAN ARMY
COLLEGE OF ENVIRONMENTAL SCIENCE AND TECHNOLOGY, (NACEST)
MAKURDI IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE
AWARD OF HIGHER NATOINAL DIPLOMA (HND) IN BUILDING
TECHNOLOGY.
SEPTEMBER, 2024
PAGE \* MERGEFORMAT i
DECLARATION
I hereby declare that this project was written by me and it is record of my own research
work. It has not been presented before in any previous application for any award.
References made to publish literature's have duly acknowledged.
………………………………….
………………………………
ISRAEL FRIDAY Date
(Student)
The above declaration is confirmed by
………………………………….
………………………………
Bldr. Ishaku Habu Date
(Project supervisor)
DEDICATION
This project work is dedicated to God almighty for his Wisdom, inspiration, favor,
protection and sustenance throughout my study. Also, to the memory of my father Mr.
Friday Joshua and my mother Mrs. Arit Friday for their prayers that has projected this
work to a success.
ACKNOWLEDGEMENT
I wish to earnestly acknowledge and praise the Almighty God who daily bears my burdens
and for his protection, provision, favor, and grace that sustain my life throughout my stay in
the institution. My second greatest indebtedness goes to my able supervisor and mentor, Bldr.
Ishaku Habu who has been an instructor, motivator, and whose advice, correction, criticism,
generous help, constant interest and immense contribution made the research study a reality.
May God in his infinity mercy continue to endless bless and grant his family more grace on
earth. I sincerely want to also extend my gratefulness to my HOD Bldr. Ofuche Kalu, and the
entire staff of Building Technology Department for their guidance, may God bless you all.
My sincere thanks go to my parent and my beautiful wife for her contribution,
encouragement and support, God bless you dear. I wish to acknowledge also the tremendous
support and encouragement I receive from my brother, sisters and friends who in one way or
the other contribute to the success of my education. Finally, I want to say another big thanks
to my entire course mate and all others I cannot remember, for your positive influence.
ABSTRACT
This project is purposely for determining the effects of delay and disruption on project
delivery in construction industry in Nigeria, ascertaining the effect, which aim at x-raying
unnecessary delay and disruption in the normal processes of constructing and executing
building and civil engineering construction work at both pre-construction and post-
construction stages of construction. The aim of the study is to investigate the impact of delay
and disruption in construction and effective strategies for control of delay and disruption in
construction industry. Specifically, the research was guided by the following objectives; To
identify the causes of delay and disruption in construction industry in Enugu state, to
examine the effects of delay and disruption in construction industry, and to proffers solutions
to the causes of delay and disruption in construction industry. For the purpose of this
research, descriptive survey research design was adopted. The population of the study
comprises of Architects, Builders, Quantity surveyors, consulting firms, construction firms
and regulatory bodies. Random sampling was used to select 60 respondents comprising of
different contractors. The method of data collection for the research was the use of
structured questionnaire, the questionnaire was administered both in person and
electronically to maximize response rates and accommodate the preferences of the
participants. A structured questionnaire was used to collect data for this research work. The
responses were analyzed using mean statistics and standard deviation, which provided
answers to the research questions. Findings from the research suggest that Average time
overrun of 18% of original duration, Average cost overrun 12% of original budget, and 70%
of projects experience significant delays. It also suggests other top causes of delay and
disruptions such as funding issues, poor planning, and design changes. The factors that
usually call for these delay and disruption in construction projects of the numerous projects
on the construction landscape and on the parties that are involved in carrying out the
projects. This study continued with elucidating what the other parties involved in the
construction process can do to eliminate delay and disruption in construction in Nigeria.
According to this study, inadequate planning, incompetent project manager, variation in
project scope, political factors, price fluctuation etc., contributes to the delays and
disruption of building construction project and thereby affecting their cost also. Based on the
findings of this research work, it becomes imperative, therefore to make the following
recommendations: Clients should evaluate the quality performance of contractors before
awarding a contract, all managerial levels should be participated with sensitive and
important decision-making, and Continuous co-ordination and relationship between project
participants are required through project life cycle in order to solve problems and ensure
success of the project.
TABLE OF CONTENTS
Title Page………………………………...………………………………………………….....i
Declaration………………………………………………………………….............................ii
Certification…………………………………………………..................................................iii
Dedication………………………………………………….……............................................iv
Acknowledgment………………………………………………………..............……...….….v
Abstract………………………………………………………….............................................vi
Table of Content…………………………………………….............………….........
……….vii
List of
Tables..............................................................................................................................x
List of Figure…………………………………………………………………………….....…
xi
CHAPTER ONE: INTRODUCTION
1.1 Background to The Study ……………………………………………………………1

1.2 Statement of Problem …………………………….…………………………………..3
1.3 Aims and Objective …………………………….…………………………………….5
1.4 Research Questions …………………………….…………………………………….5
1.5 Significance of The Study …………………………………………………………....6
1.6 Scope and Delimitation ……………………….……………………………………...9
1.7 Limitations …………………………………….……………………………………10
1.8 Definition of Operational Terms …………………………………………………....11
CHAPTER TWO: LITERATURE REVIEW
2.1 Overview …………………………………………………………………………....13
2.2 Conceptual Framework ……………………………………………………….…….14
2.2.1 Why Construction Projects are Delayed and Abandoned …………………………..16
2.2.1.1 Project Size and Complexity ………………………………………………………..17
2.2.1.2 Inadequate Planning …………………………………………………………….......18
2.2.1.3 Inappropriate Project Schedule ……………………………………………………..19
2.2.1.4 Design Variation …………………………………………………………………....21
2.2.1.5 Inaccurate Engineering Estimate …………………………………………………...22
2.2.1.6 Inefficient Material and Equipment Management ……………………………….....22
2.2.1.7 Improper Post Execution Phase ………………………………………………….....23
2.2.2 Common Problems Causing Delay in Construction …...……………………….......24
2.2.2.1 Inadequate Pre-contract study and planning ………………………………………..24
2.2.2.2 Award of Contract ……………………………………….……………………….....24
2.2.2.3 Variations ……………………………………………….…………………………..25
2.2.2.4 Fluctuations …………………………………………….…………………………...25
2.2.2.5 Natural Disaster ………………………………………………………………….....25
2.2.2.6 Lack of Skilled Labor ………………………………………………………………26
2.2.2.7 Poor Project Management ………………………………………………………….26
2.3 Theoretical Framework ………………………………………………………….....26

2.3.1 Labor Shortages …………………………………………………………………….27
2.3.2 Inaccurate Project Estimate ………………………………………………………...27
2.3.3 Project Design Errors ………………………………………………………………27
2.3.4 Administrative Mistakes …………………………………………………………...28
2.3.5 Ineffective On-Site Management …………………………………………………..28
2.3.6 Unplanned Cost ………………………………………………………………….…28
2.3.7 Lack of Communication ……………………………………………………………29
2.3.8 Time Over-Runs and Cost ………………………………………………………….29
2.3.8.1 Client-Caused Time and Cost Overruns ……………………………………………33
2.3.8.2 Consultants Related Factors Causing Time and Cost Overruns ……………………34
2.3.8.3 Contractors Related Factor Causing Time and cost Overruns ……………………...35
2.3.8.4 Project’s Participants Related Factors Causing Time and Cost Overruns ………….35
2.4 Summary of Literature Review ………………………………………………….….39
CHAPTER THREE: RESEARCH METHODOLOGY

3.1 Research Design ……………………………………………………………………40
3.2 Population of The Study ……………………………………………………………40
3.3 Sample and Sampling Techniques ………………………………………………….41
3.4 Method of Data Collection ………………………...……………………………….41
3.5 Instrument for Data Collection …………………….……………………………….42
3.6 Instrument Validity and Reliability ……………….………………………………..42
3.7 Method of Data Analysis …………………………………………………………...43
CHAPTER FOUR: DATA PRESENTATION, ANALYSIS AND DISCUSSION OF
FINDINGS
4.1 Data presentation and analysis……………………………………………………….44
4.1.1 Demographic Information of Respondent……………………………………………
44
4.1.2 Respondents Profile ………………………………….
……………………………....48
4.1.3 Experience of Project Delay ………………………….
……………………………...48
4.1.4 Causes of Delay and disruption ………………………………………………………
48
4.1.5 Effects of Delay and Disruption
………………………………………………….......49
4.2 Discussion of Findings …………………..…………………………………………..53
CHAPTER FIVE: SUMMARY, CONCLUSION AND RECOMMENDATIONS
5.1 Summary ………………………………………………………………………….....54
5.2 Conclusion
…………………………………………………………………………...54
5.3 Recommendations ……………………………………………………………….......55
REFERENCES
……………………………………………………………………………....56
APPENDIX ……………………………………………………………………………….....59
LIST OF TABLES
Table 1: Age Distribution of Respondent……………………………………………………

44
Table 2: Gender
Distribution………………………………………………………………...45
Table 3: Educational Background…………………………………………………………...45
Table 4: Years’ Experience in Construction Industry……………………….
……………….45
Table 5: Occupational Distribution…………………………………………………...……..46
Table 6: Position/Designation……………………………………………...………………..47
Table 7: Relative Importance Index (RII) Table
……………………………………….........48
Table 8: Respondents Ranking of Causes of Delay and
Disruption……………………….....50
Table 9: Respondents Ranking of Effects of Delay and Disruption…………………...

……..51
LIST OF FIGURES
Figure 1: Area of Sample Collection……………………………………………….
………..10
Figure 2: Conceptual Framework for Effect of Delay on Project Delivery in Construction

Industry……………………………………………………………………………16
CHAPTER ONE
INTRODUCTION
1.1 Background to The Study
Most town and cities in Nigeria are dotted with projects that are being delayed,
disrupted, and uncompleted. Explanations giving for the stages of each building’s projects
are varied and sometimes attributed to lack of financial, human and material resources with
which to execute the projects. It is common in Nigeria especially now that the country is
suffering from depression in the economy. It is often bad to see huge capital investments
being disrupted and abandoned. Any attempt to delay and disrupt a construction project, will
have terrible consequences on every aspect of the nation’s activities which will be severe and
unwelcome. Delay and disruption in construction have some effects on its cost and very
retrogressive in a developing economy like Nigeria and needs to be properly addressed and
tackled with all the courage and effort that we can muster. Delay is among the most well-
known issues that occur in the construction industry and may happen in basic or complex
project. Belay et al, (2021) analyzed cost overrun and schedule delay of infrastructure
projects in low-income economies revealed that the minimum, maximum, and average delay
in Building construction projects is 9%, 802%, and 143% respectively, while in road
infrastructure projects was 3%, 312%, and 110%. The critical problems encountered by the
construction industry in Nigeria is the inability to complete project on the schedule date, at
the stipulated cost and the low quality of work (Mamman et al..,2019). Construction delay is
the action is the action or condition that results in completing the project a time later than
agreed in the contract (Isyaku et al.., 2020). Ogbu and Adindu (2019) observed the causes of
delay and their effects on residential project delivery in Anambra state. Alade et al, (2020)
PAGE \* MERGEFORMAT 7
observed that majority of the projects constructed in Nigeria experienced delay which in turn
leads to disputes, litigation, arbitration, and at times total abandonment of the project. Delay
in construction project can be defined as the lateness of completion; it either exceeds the date
specified in the contract or the date decided by the parties for delivery of the project. It slips
over its planned schedule and is considered as a common problem in construction projects
(Ramya et al., 2022). According to Zack, (2019), delay is an event that requires more time
than the one specified in the contract to perform or complete works. Delay as a loss of time,
Majid (2020) stated that time refers to the period needed for the completion of the
construction project. If the project is delay, it means that the project work cannot be
completed according to the original contract schedule. According to Zack, (2019),
construction delay is classified into critical delay, non-critical delay, causable delay, non-
causable delay and concurrent delay. According to (Ahmed, 2021), there are six effects of
delay in construction project: Time overrun, Cost overrun, Dispute, Arbitration, Litigation
and Total Abandonment.
A major criticism facing the Nigerian construction industry is the growing rate of
delays on project delivery. Project delays have been one of the most prevailing problems in
construction projects in Nigeria. This delay has its impact on project delivery. It appears the
industry currently lacks the require capacity and capability to meet national construction
demand. As a result, many construction projects have suffered a suspension, delay or outright
abandonment. For instance, in 2015, Government identified about 56,000 construction
projects that have been abandoned as a result of delays and these projects have been
estimated to require about N12trn to complete across the Six Geopolitical Zones in the
country (Hamisu & Zakariyya, 2019). Presently, there is high demand for construction
projects and the government over the years has expended and still spending huge amount in
the construction sector in an attempt to meet the infrastructure deficit the country is
experiencing. However, it has become a norm to make budgetary allocations on a yearly
basis for these projects such as roads, railways, hospitals, schools, residential houses and
non-residential buildings and airports by Government many of which get suspended or
delayed for many reasons such as poor funding and so on. Furthermore, as a result of delay
or in-completion of projects, contractors are persistently losing jobs. Against this background
and considering the economic hardships experienced by the government, business
organizations, contractors, consultants, community and the construction industry as whole as
a result of delays, it has become essential that a study be carried out on the effect of delays
and disruptions in the construction industry.
1.2 Statement of Problem
Construction is an industry that involves complex and dynamic processes. It consists
of successful coordination of multiple discrete business entities such as Professionals,
Tradesmen, Manufacturers, Trade unions, Investors, Local authorities, Specialists, Trade
contractors and others. It is on this note that the researcher intends to investigate the effect of
delay on construction delivery in Nigeria. Construction problems are all too common
throughout a project’s life cycle. Project managers tasked with ensuring projects remain on
schedule, within budget, comply with safety regulations, and running smoothly. Know that it
can be difficult with the amount of potential and unanticipated issues that tends to crop up.
Delay leads to higher labor, materials, and equipment costs. Delay in project delivery is a
pervasive issue in the Nigerian construction industry, resulting in significant economic
losses, time overrun, and dissatisfaction among clients (Aibinu & Jagboro, 2021). Delayed
projects mean delayed revenue streams for businesses and individuals, in extreme cases,
delay can lead to project abandonment, resulting in significant financial losses. Delay
exacerbates these issues. Delayed housing projects contribute to housing shortages,
affordability problems and can lead to job losses in the construction industry. Delay can lead
to increased material waste and environmental pollution; extended construction periods can
put a strain on natural resources.
Another problem associated with construction industry in Nigeria today is the
integration of technology because the potential of emerging technologies like the AI, BIM,
and predictive analytic in mitigating delay and improving project management in Nigeria. In
Enugu State, Nigeria, construction projects are often plagued by delays, leading to
abandoned projects, increased costs, and compromised quality (Nwachukwu, 2019; Egbu,
2022). The cost of building increases as the cause of delay and disruption in construction
because of variation. Obtaining necessary permits and approvals from various Government
agencies can be time consuming and cumbersome, leading to delay and bribery and
corruption within the regulatory system can further complicate the permitting process and
lead to delay. The consequences of project delays include: Time overrun (Aibinu & Jagboro,
2021), Cost overrun, Reduced client satisfaction (Nwachukwu, 2019), Economic losses
(Egbu, 2022), and Negative impact on the national economy (Ogunlana, 2021). Economic
instability and fluctuating currency rates can lead to cost overruns and project delay. Labor
disputes and strikes can disrupt construction activities and impact project timelines. Frequent
flooding and erosion can damage construction sites, disrupt project progress and extreme
weather events, such as heavy rainfall and heat waves, can impact construction activities and
lead to delay.
Many constructions project in Enugu needed huge capital outlay and time to execute
them and any attempt to delaying and disrupting the construction proper will result to terrible
consequences that will affect the economical control and construction cost. These problems
can have significant negative impacts on the city’s development, economy, and quality of
life. Acquiring land for construction projects can be challenging due to land ownership
disputes and compensation issues in Enugu state metropolis. Local communities may resist
construction projects due to concerns about displacement, noise pollution, or environmental
impact whereas limited opportunities for training and development can hinder the availability
of skilled labor. Despite the importance of timely project delivery, there is a dearth of
research on the specific causes and effects of delays in Enugu State's construction industry.
This study aims to bridge this knowledge gap. However, there is limited research on the
Enugu State construction industry, leaving a knowledge gap regarding the unique challenges
and factors contributing to project delays in this region.
1.3 Aim and Objectives
The aim of the study is to investigate into impact of delay and disruption in
construction and effective strategies for control of delay and disruption in construction
industry. Specifically, the study will be guided by the following objectives:
i. To identify the causes of delay and disruption in construction industry in Enugu state.
ii. To examine the effects of delay and disruption in construction industry in Enugu
state.
iii. To develop a framework for identifying and mitigating the causes of delays and
disruptions in construction industry in Enugu state.
iv. To proffers solutions to the causes of delay and disruption in construction industry in
Enugu state.
1.4 Research Questions
Based on the above objectives, the study developed the following research questions
to guide the research;
i. What are the causes of delay and disruption in construction industry in Enugu state?
ii. What are the effects of delay and disruption in construction industry in Enugu state?
iii. What are the frameworks for identifying and mitigating the causes of delays and
disruptions in construction industry in Enugu state?
iv. What are the solutions to the causes of delay and disruption in construction industry
in Enugu state?
1.5 Significance of The Study
The study provides valuable insights into the specific causes of delay and disruption
in Nigerian construction projects. This information can be used to informed the development
of more effective policies and regulations aimed at mitigating these issues. By understanding
the root causes of delay, the Government can develop targeted interventions to address
specific problems. This could include streamlining permitting processes, improving contract
management practices, or investing in infrastructure development. The study can serve as a
resource for developing best practice guidelines for project management in the construction
sector. This can help to improve project planning, execution, and monitoring, leading to more
efficient and timely project delivery. The study can help identify potential risk and develop
effective mitigation strategies. It can also help to reduce the likelihood of delay and
disruption, ultimately leading to cost savings improved project outcomes. By addressing the
issue of delay and disruption, the Government can contribute to increased productivity in the
construction sector thereby leading to faster economic growth and development. Timely and
efficient project delivery is crucial for developing and maintaining essential infrastructure
which can help to improve the quality of life for citizens and attract investment. This study
can help to improve transparency and accountability in the construction sector. By
understanding the causes of delay and disruption, can hold contractors and other stakeholders
accountable for their actions. By demonstrating the commitment to addressing the issue of
delay, the government can build public trust and confidence in the construction sector. The
study also provides valuable data that can be used to inform future research and development
efforts in the construction sector which can lead to the development of innovative solutions
to address the challenges of delay and disruption. The findings of the study can be shared
with other stakeholders in the construction sector, promoting knowledge sharing and
collaboration.
This study will be beneficial to the construction industry in Nigeria because once a
project is initiated and manage properly it will eliminate high cost of procurement and a lot
profit are involved. Also, this will help in planning and execution of future construction
project executions, especially the building manager in the feasibility and planning stages of a
proposed scheme and preparation of work method and schedules by the building manager.
The study also intends to bring together, the causes of construction delays and disruptions
and also tries to ascertain the cause, which will help the construction firms, Engineers,
Surveyors and construction managers to initialize and control their project without lost or
poor management. The study helps pinpoint specific causes of delay disruption, allowing for
proactive planning and mitigating strategies. Understanding the nature and frequency of
delay enables more accurate risk assessment, leading to better contingency planning. By
analyzing the impact of delay on resources, project managers can resource more effectively
and avoid unnecessary costs. By addressing the root causes of delay, the study contributes to
smoother project execution and timely completion. Minimizing delay translates to lower
project costs due to reduced network, overtime, and material waste. Understanding and
mitigating delay factors increases the likelihood of successful project delivery, meeting client
expectations and deadlines. The study can also lead to development of industry specific best
practices for managing delay and disruption. It also highlights the importance of effective
communication and collaboration among stakeholders to minimize delay and the findings can
inform policy decisions and regulatory frameworks to address common delay factors and
improve project delivery. Sharing the study findings with industry professionals, academics,
and policy makers promote knowledge sharing and best practice adoption. The study can
serve as a valuable resource for training programs aimed at improving project management
skills and addressing delay challenges. By understanding the impact of delay and disruption,
the Nigerian construction industry can implement strategies to improve project delivery,
enhance efficiency, and achieve better outcomes.
The study will also be beneficial to the general public because delays and disruptions
in construction projects directly affect the quality and timely delivery of essential
infrastructure like roads, hospitals, schools, and housing. This impacts the overall well-being
and development of the nation. The study, shed light on a critical issue facing the Nigerian
construction industry raising awareness among the general public about the significant
impact of delay and disruption on project delivery. The findings can also inform better
project planning and management practices, leading to more efficient and timely project
completion. By identifying the key causes of delay and disruption, the study provides
valuable insights for developing effective risk management strategies. Understanding the
factors contributing to delay can help stakeholders implement measures to mitigate these
issues, ultimately leading to cost savings. Timely project delivery contributes to the
development of essential public infrastructure, benefitting the entire community. Efficient
construction projects stimulate economic growth by creating jobs and contributing to the
overall development of the country. The study can provide valuable data and insights for
policy makers to develop effective regulations and policies aimed at addressing the
challenges of delay and disruption in the construction industry. The study can encourage
greater transparency and accountability among stakeholders involved in construction
projects, ensuring that projects are delivered on time and within budget.
1.6 Scope and Delimitation
Broadly, this study focuses on the effect of delay and disruption on project delivery in
the Nigerian construction industry. Empirically, this study will identify the causes of delay
and disruption in construction industry, examine the effects of delay and disruption in
construction industry, develop a framework for identifying and mitigating the causes of delay
and disruption in construction industry and proffers solutions to the causes of delay and
disruption in construction industry in Enugu state. The study will be limited to projects
within a specific region of Nigeria {Enugu State}. The study will examine the relationship
between delay, disruption, and project delivery outcomes {e.g. Cost overruns, time overruns,
quality issues etc.}. The study will not delve into the specific causes of delay and disruption
{e.g., political instability, economic factors, natural disasters}. The study will focus
qualitative data analysis, not quantitative analysis and it will also not explore industry
specific factors that may influence delay and disruption {e.g., regulatory frameworks and
labor practices}.
This scope and delimitation ensure a focused and manageable study that provides
valuable insights into the impact of delay and disruption on project delivery in the Nigerian
construction industry.
Figure 1: Area of Sample Collection
1.7 Limitations
In the cause of the study the researcher encounters some constrains: The research
material available to the researcher is insufficient, thereby limiting the study. The time frame
allocated to the study does not enhance wider coverage as the researcher has to combine
other academic activities and examinations with the study. The finance available for the
research work does not allow for wider coverage as resources are very limited as the
researcher has other academic bills to cover. The quality and consistency of available data
may vary, potentially impacting the reliability of your findings. Accessing sensitive
information about specific projects might be restricted due to privacy concerns. Focusing
solely on Enugu state might limit the generalization of your findings to other regions in
Nigeria. The study will not capture the full range of construction projects in Enugu state,
potentially limiting the scope of the analysis. The study might focus on a specific time
period, potentially missing long-term trends or historical context.
1.8 Definition of Key Terms
Delay - Delay in construction can be defined as an act whereby projects execution is slow or
interrupted one time or the other, thereby leading to unnecessary extension in the program of
work from what was initially scheduled.
Disruption - Disruption in construction projects can be defined as an act or sites partially or
completely deserted at one time or the other for the reasons of certain exigencies which have
resulted in prolonged delays which are not in accordance with the program of work in use
extension of time or postponement as initially scheduled. Also, it implies the effort, loss or
damage that is involved in order to do or achieve something.
Construction - The process or method of building or making something, especially road,
building, bridges etc. Construction differs from manufacturing in that manufacturing
typically involves mass production of similar items without a designated purchaser, while
construction typically takes place on location for a known client. Construction as an industry
comprises six (6) to nine (9) percent of the gross domestic product of developed countries.
Contract - A contract is a voluntary arrangement between two or more parties that is
enforceable by law as a binding legal agreement. Contract is a branch of the law of
obligations in jurisdictions of the civil law tradition. Contract law concerns the rights and
duties that arise from agreements.
Contract Delivery Date - Contract Delivery date (often mention as CDD) represents the
date when the construction project will be delivered to the client in a fully functional state.
CHAPTER TWO
LITERATURE REVIEW
2.1 Overview
Ogbu and Adindu (2019) observed that majority of the projects constructed in Nigeria
experienced delay which in turn leads to disputes, litigation, arbitration, and at times total
abandonment of the project. In construction, the word “delay’’ refers to something happening
at a later time than planned, expected, specified in a contract or beyond the date that the
parties agreed upon for the delivery of a project (Gambo, Said & Ismail, 2020). Eze and
Idiake, (2020) define delay as the slowing down of work without stopping construction
entirely and that can lead to time overrun either beyond the contract date or beyond the date
that the parties have agreed upon for the delivery of the project. Amusan, Dosunmu and
Joshua (2021) classify delays into non-excusable delays, excusable non-compensable delays,
excusable compensable delays and concurrent delays. Non-excusable delays are delays,
which the contractor either causes or assumes the risk for. Excusable non-compensable
delays are delays caused by factors that are not foreseeable, beyond the contractor’s
reasonable control and not attributable to the contractor’s fault or negligence. Compensable
excusable delays, these compensable delays are excusable delays, suspensions, or
interruptions to all or part of the work caused by an act or failure to act by the owner
resulting from owner’s breach of an obligation, stated or implied, in the contract. Concurrent
delays occur when both owner and the contractor are responsible for the delay.
Disruptions are events that disturb the construction program. Interferences with the
flow of work in the project are common disruptions (Isa, Jimoh & Achuenu 2021). Eze,
Onyekwelu & Okoye, 2022) point out that many disruptions to complex projects are planned
for at the bid stage because they may be expected to unfold during the project. For example,
some level of rework is usually expected, even when everything goes well, because there will
always be ‘normal’ errors and mistakes made by both the contractor and client (Ibid).
2.2 Conceptual Framework
This framework explores the multifaceted nature of delays and disruptions in the
Nigerian construction industry, focusing on their impact and potential solutions. Construction
projects are carried out within a specified time the scenario that calls for proper time
management in particular eliminating all avenues of delays and disruptions. Ameh and
Ogundare (2021) studied the delay effects in the A study by Kumaraswamy and Chan (2019)
on causes of construction delays in Hong Kong found differences in perceptions as to causes
of delays by different groups of participants in building and civil engineering works. They
suggested that biases of different industry groups might direct blame for delays to other
groups. Olarenwaju et al, (2019) investigated causes of delays in highway construction in
Thailand and concluded that delays can be caused by all parties involved in projects;
however, main causes come from inadequacy of sub-contractors, organizations that lack
sufficient resources, incomplete and unclear drawings and deficiencies between consultants
and contractors. Eze, Seghosime, Eyong, and Loya, (2019) investigated causes of delay in
130 public projects in Jordan and found that main causes of delay were related to designer,
user changes, weather,
site conditions, late deliveries, economic conditions and increase in quantity.
Dosumu and Aigbavboa, (2019) point out that the main cause of delay in Saudi
Arabia construction sector for public projects is the lack of qualified and experienced
personnel. A study by Ahmed, Azhar, Castillo and Kappagantula, (2023) identified ten most
critical causes in Florida as building permits approval, change order, changes in drawings,
incomplete documents, inspections, changes in specifications, decision during development
stage and shop drawings and approval. Omoregie and Radford, (2020) identify ten most
important causes of delay in Malaysian construction industry contractor’s improper planning,
contractor’s poor site management, inadequate contractor experience, inadequate client’s
finance and payments for completed work, problems with subcontractors, shortage in
material, labor supply, equipment availability and failure, lack of communication between
parties, and mistakes during the construction stage. Other researchers looked into delay
factors in construction projects. Olawale and Sun, (2020) identified five principal delay
factors which are: poor risk management and supervision, unforeseen site conditions, slow
decision making, client-initiated variations and work variations. Other delay factors in a
study by Amusan, Oloniju, Akomolafe, Makinde, Nkolika Peter, Farayola, and Faith (2021)
are classified under cost and time overruns. The study reveals that the major factors
influencing cost overrun are: material cost increase due to inflation, inaccurate material
estimation and degree of complexity. On the other hand, under time overrun, the most
important factors causing delays are: design changes, poor labor productivity, inadequate
planning, and resource shortages. Oke, Aigbavboa, and Semenya, (2021) point out that the
most common factors of delay are natural disaster in Pakistan like flood and earthquake. The
study also acknowledged others which are: financial and payment problems, improper
planning, poor site management, insufficient experience, and shortage of materials and
equipment.
Project Quick
Complexity& Delivery
Project Size
IV DV
Project Meeting
Delay and Delivery Budget
Disruption success
Meeting
Quality
Standard
Figure 2: Conceptual Framework for Effect of Delay on Project Delivery in
Construction Industry
2.2.1 Why Construction Projects are Delayed and Abandoned
The scope of work in a construction project defines as the deliverables that are
expected at the end of a project. Poor scope definition at the start can be a result of cost
overrun and time delay of any construction project. Therefore, all the project plans, schedule,
cost, and quantity estimation, procurement and quality mechanism are usually calculated
from the initial project scope. Change in project scope could be due to poor initial project
scope definition, miscalculation of inherent risks and uncertainties, project funding issues,
change in the interest of the client or force majeure, etc. This could result in variation order
that successively could lead on to vary in project deliverables, budget and/or even the entire
project team. Thus, any modification/change within the project scope throughout execution
will cause the whole initial project set up to be revised the revised budget, construction
methodologies, construction schedule, procurement plan, quality assurance plans etc. which
will lead to more time, resources and cost against the initial baseline to complete the works.
To attain the proper control on change in project scope, it is necessary to first identify the fact
that change is inevitable in the project and could equally be beneficial to the entire project
success. Thus, the foremost necessary factor to try and do is to integrate a correct change in
scope management set up such a proactive approach that might be adopted involving the
project stakeholders and incorporating their needs throughout the project lifecycle.
During the initial planning phase of the project, it is important to identify the key
success factor in conjunction with the client and establish key performance indicators in the
form of milestones that will calculate the success for achieving the project scope. Similarly,
to avoid disputes, it's necessary to perpetually ask for approval for changes from the sponsor
and communicate changes in an exceedingly timely manner and for extremely evolving
modification in the project during construction, the scope might be frozen to focus on the
expected future deliverables.
2.2.1.1 Project Size and Complexity
The project complexity can be a major factor for time delay and cost overrun. Larger
project is more susceptible to delays and disruptions. Complexity might be outlined in terms
of the scale of the project, most mega construction projects i.e dams, motorways, skyscraper,
nuclear power station, etc. tend to possess comparatively long implementation duration in
comparison to the small construction project i.e residential houses, shops, non-commercial
buildings, etc. This might result in a change in material prices, changes in exchange rates and
inflation rates such that the initial proposed/allocated budget needs to be supplemented for
the project to be completed. The result might be increased in cost and long chains of
negotiation which eventually will cause the delay in the overall duration of the construction
project. Similarly, projects with a high degree of complexity usually result in complex plans,
schedules, and estimations. If proper care is not taken the ability to exclude these complex
aspects of the project, it would lead to the variation orders, resultantly would lead to time
delay and cost overrun. This could lead to delay and cost. Also, project quality might even be
outlined in terms of the variety of stakeholders with totally different interests and an
extended chain of communicating with slow feedbacks. Therefore, desegregation of their
interest might take plenty of valuable time and resources that once unnoted might lead to
conflicts and dispute, thus affecting the project in the context of delay and cost overrun.
Extensive planning is required to eliminate or reduce the impact of time delay and cost
overrun by calculating/incorporating every major aspect of the project, detailed WBS, major
milestones, project stakeholders, the methodology to be adopted and delivery time to the
client. Managing complex projects need experience, expertise, and exposure. Thus, Project
needs its goals and scope to be defined, based on the client requirements. To keep the project
on track and ensures doing solely the task that's aimed. It is thus vital to create an honest
team with project success interest inside to attain this.
2.2.1.2 Inadequate Planning
Planning is one of those aspects that affect the outcome of so many different things in
life. The term planning is being used in many ways and different contexts but it can be
explained as planning the human and machinery inputs in a way that to avail the maximum
output is called planning. To plan a project means to identify/distinguish the tasks or work
activities to be performed to obtain the desired outcome in minimum time and cost, this starts
the day the idea to put up a project is conceived. There are several professionals and
workmanship involved in the construction process, so a planner has to make sure that every
aspect of these is already incorporated in the planning process to obtain the maximum
outcomes and best results. During the construction phase, the planning means calculating all
the plants, types of equipment, materials, suppliers, human resources, time and cost required
to complete the curtain phase of the construction. During the construction process, there are
certain activities/tasks which require time to settle or to perform the successor activity i.e
concrete curing time, time required for laying the other layer of concrete, prime coat required
to settle, etc. A planner or responsible person should have adequate knowledge of these
settling time to ensure while planning. With proposed planning deliverables and inadequate
planning outcomes in delayed project completion, cost overruns, and poor-quality work
among other things. It is so necessary that the team responsible for the project accurately and
plans before the execution of activities to confirm the sleek flow of works, the value of
money and timely completion.
2.2.1.3 Inappropriate Project Schedule
Scheduling is a method in which the work activities are arranged in a sequential
logical order to achieve the project within the stipulated time frame.
Scheduling shows not only the logical order in which the activities are intended to be carried
out, but also enable the participants of that project to monitor progress. In addition, the
schedule depicts the project future work while providing historical data that could be useful
in analyzing the past. This most common type of scheduling to the portrayal of bar chart;
either hand-drawn or, more likely nowadays, computer- generated using commercially
available project planning software i.e Oracle Primavera P6, Microsoft Project, Asana,
Ceiton, Enquire and Huddle, etc. To properly lead and work on a project the scheduling is an
integral part to maximally utilize the available manpower and resources. Scheduling requires
immense technical knowledge, the sequential order of construction activities, accurate logical
relation between the activities and resources required for each activity. With impropriate
project schedule the precious project resources will be diverted to the activities which are not
critical and as a result, the critical activities will suffer and the delay will occur in over
construction time frame. To mitigate the scheduling problems, the scheduler should have the
technical knowledge base that is relevant to the project, the scheduler should be able to
accurately understand the scope of the job and work around this in an effective manner. He
should have strong knowledge and grip to properly identify how each event within the
project should pan out. Strong knowledge of Contracts, Engineering Estimates, Bill of
Quantities, Engineering Drawings, Project Scope, Nature of the Works, Client’s requirements
and relevant documents enables the scheduler to develop a comprehensive Work Break
Down Structure (WBS) with all the activities, resources, costs, constraints and risks involved
in the project. A scheduler should have hands-on experience in a variety of modern project
management software i.e. Oracle Primavera P6, Microsoft Project, Asana, Ceiton, EnQuire,
etc. Knowledge of Oracle Primavera P6 is preferred as it is being used in most industries as
an effective project management tool. The Oracle Primavera P6 is a comprehensive/broad,
scalable, project planning, scheduling, and monitoring software, built on Oracle or Microsoft
SQL databases for organizing wise comprehensive project management.
Primavera required trained experienced experts to operate as it’s not a user-friendly
software. But if someone wants to share Primavera P6 information with all the project
stakeholders or team members and make accessible to view and print or analyze the
Primavera file (.xer), i strongly suggest Schedule Reader software. Schedule Reader is an
easy-to-use project viewer that gives the liberty to view, print and analyze the direct
Primavera P6(.xer) files dynamically without going through the tedious process of generating
the .pdf report from a Primavera professional. It also allows you to see through the. xer file
which makes it more accessible to all the stakeholders of the project and saves countless
hours of the consumers. Schedule Reader interface looks very similar to Primavera but it’s
clean and more user-friendly with all the tabs on top of the screen are aligned with Primavera
default screen. The Gantt charts look more stylish like Microsoft Project with a smooth
display of activities, WBS, Milestones, and relations, etc. In Schedule Reader one can update
the progress of activities and it will generate .xlxs file which directly can be imported in
Primavera P6 software and upon scheduling it will schedule the work plan automatically.
Furthermore, one can also compare the progress with baseline by directly importing the .xer
file in Schedule Reader and similarly like Primavera P6, four (4) baseline files can be added
and compare to check the deviations if any in the work plan for better monitoring of the
works.
2.2.1.4 Design Variation
Design variation/error is a major factor for delay and cost overrun in a construction
project. It is vital to notice that accurate representation of the employer’s demand and
therefore the blueprint to achieving better technical input to project execution area typically
sort out base on project designs and specifications. A faulty design means insufficient or
inaccurate project deliverables during the execution of the project. This will lead the
incorrect application of techniques in achieving successful results, such because the actual
execution section of the project unfolds these design errors in the later stage, attempts to
correct it will cause a time delay and value cost overrun. Secondly, all project time and
quality estimation based upon these designs and changes in the design in a later stage will
eventually cause the cost and time variation orders. Achieving accurate design entails
properly documented communication with the design teams of all stakeholders and
integrating a design method that's accurately planned, giving sufficient time for
modifications, corrections, extensive investigation, reviews, and final approvals. Similarly,
effective project planning, controlling and monitoring should be established to enhance
project performance throughout the project life cycle.
2.2.1.5 Inaccurate Engineering Estimate
Before the execution of any project, the Employer assesses the initial size of the
investment required to incur in the project by an engineer estimate. Based upon the Engineer
Estimate all economic benefits and calculations are done that’s why engineer estimate needs
realistic cost figures. The detailed investigation study, extensive design expertise, a clear
scope of work, accurate quantity calculations and proper planning with complete modus
operandi is required to obtain the Engineer estimate. Inaccurate/error in estimation will cause
the cost overrun and subsequently will result in a delay in the duration of the project.
Achieving the accurate Engineering estimate required the quantity take off engineer to
extensively approach all the stakeholders of the project to obtain all the relevant information
required to calculate the cost. Similarly, effective communication with design sections and
the Client is required to enhance the chances of the most accurate engineering estimation.
2.2.1.6 Inefficient Material and Equipment Management
Lack of proper inventory control and forecasting leads to delays when materials aren't
available on time. This disrupts workflow and increases costs. Poor maintenance and lack of
spare parts can cause equipment failure, halting work and delaying project completion. Also,
Inefficient logistics and inadequate transportation infrastructure can lead to delays in material
delivery and equipment movement hence, Insufficient or poorly managed storage facilities
can result in material damage, theft, and delays in accessing needed resources. Poor material
management leads to waste and overstocking, increasing costs and impacting project
profitability. Poor communication and coordination between different teams involved in
material and equipment management can lead to delays and confusion. These issues are
particularly challenging in Nigeria due to: Limited access to reliable suppliers and fluctuating
material prices, Poor Road networks and limited access to ports can hinder transportation.
Theft and vandalism can impact material and equipment safety. Addressing these challenges
is crucial for successful project delivery in Nigeria. Implementing efficient material and
equipment management practices can significantly reduce delays and disruptions.
2.2.1.7 Improper Post Execution Phase
An inadequate post-execution phase can significantly impact project delivery in the
Nigerian construction industry, leading to delays and disruptions. Lack of comprehensive
documentation on project details, materials used, and work completed hinders future
maintenance, repairs, and expansion. Incomplete documentation delays the official handover
of the project to the client, causing further delays in occupancy or operation. Also,
Inadequate training for client personnel on operating and maintaining the completed facility
leads to misuse, damage, and potential safety hazards. Poor communication during handover
can result in misunderstandings, unresolved issues, and ongoing disputes. Unidentified or
unresolved defects during the post-execution phase can lead to costly repairs and rework
later, causing delays and impacting project quality. Incomplete documentation and
unresolved issues can complicate warranty claims, leading to disputes and further delays.
Without proper monitoring, valuable lessons learned from the project are lost, hindering
future project planning and execution hence, Lack of monitoring can lead to unforeseen
problems arising from the project, requiring costly and time-consuming solutions, improper
waste disposal and site cleanup during the post-execution phase can lead to environmental
damage and legal repercussions Unidentified safety hazards left unaddressed can pose risks
to workers and the public, causing accidents and delays. Addressing these issues through a
robust post-execution phase is crucial for successful project delivery in the Nigerian
construction industry.
2.2.2 Common Problems Causing Delay in Construction
In executing any construction project, there are many common problems that could
cause delay to the progress of the project. They include inadequate pre-contract study and
planning, award of contract to incapable contractor, variations, fluctuations, natural disaster,
Lack of skilled labor and poor project management. These common problems are explained
below.
2.2.2.1 Inadequate Pre-contract study and planning
When a contractor fails to study and understand vividly what is needed in the contract
to execute it and planning adequately for the work, it tends to delay the construction project.
Planning is very essential in executing any construction project. Like the saying that “If one
fails to plan, he plans to fail”. According to Chan and Kumaraswamy, (2020), not
completing a project on time is an indication of inefficient construction industry. Dlakwa
and Culpin (1989), corroborated this view, stressing that delays and cost overrun have a
“knock-on” effect on the construction industry, and indeed on the economy as a whole.
2.2.2.2 Award of Contract
Awarding a contract to an incompetent and unprofessional contractor is a very high
flaw in executing a project completely without delay. When construction projects are
initiated, most contractors place more emphasis on money for the project even though they
are unskilled and the initial mobilization fee instead of getting the right workforce
and professionals that will execute the project. When this becomes the case, the workforce is
chosen based on availability and not competence and having the right skills.
2.2.2.3 Variations
Variation in a construction project could lead to delay of the project. Variation in a
construction project is refer to as a change or alteration to the scope of the work originally
specified in the contract, whether by way of an addition, omission, or substitution to the
works, or through a change to the manner in which the works are to be carried out.
2.2.2.4 Fluctuations
Fluctuation provisions are clauses in construction contracts which allow the contract
sum to be adjusted to take account of changes to the price of labor, materials and other costs
throughout a construction project. If a contractor tenders on the basis of prices current at the
time of tender, and then inflation results in the cost of procuring the works increasing during
the project, the contractor bears the cost and this is a major cause of delay to any
construction project.
2.2.2.5 Natural Disaster
Olaniran, Love, Edward, Olatunji, and Mathew (2022) categorize construction risks
as technical, social, construction, economic, legal, financial, natural, commercial, logistics,
and political. Similarly, Akanni, Oke, and Akpomiemie (2022) lists three most important
risks to include: weather, productivity of labor and plant and quality of material. Natural
disaster is a major adverse event resulting from natural processes of the earth; examples are
flood, hurricanes, tornadoes, volcanic eruptions, earthquakes, tsunamis, storms etc. these
natural disasters cause delay to construction project when they happen.
2.2.2.6 Lack of Skilled Labor
Lack of skilled labor is a significant challenge facing the construction industry,
leading to project delays, cost overruns, and reduced quality. A shortage of qualified
professionals, particularly in specialized areas, can hinder project progress. This shortage
affects various trades like Plumbers, Carpenters, Electricians, Masons, Welders, Supervisors
etc.
2.2.2.7 Poor Project Management
Inefficient planning, inadequate communication, lack of clear goals and objectives,
inadequate monitoring, lack of contingency planning and lack of coordination can contribute
to delays.
2.3 Theoretical Framework
According to Babatunde, Perera and Adeniyi (2023), outlined and explained the
following as the major causes of high cost of construction project. Time management is
often one of the biggest pitfalls of a construction project. When workers are spending a
significant portion of their day waiting to begin working, it slows down the entire project
and ends up being extremely costly. According to the USG + U.S. Chamber of Commerce,
almost 90 percent of construction workers classify the industry as being unproductive. It’s
common for construction workers to waste up to half of their day waiting even to begin their
part in the project. With effective construction workforce management, this downtime could
be drastically reduced, significantly increasing the productivity level of workers on the job
site. Merely investing in a better time management system can have a massive payoff in the
long run by increasing worker productivity, overall efficiency, and attitude towards the
project.
2.3.1 Labor Shortages
Increasing material costs is one of the unfortunate causes of cost overruns in the
construction industry that shows no sign of leveling out. With the more temperate weather
and longer daylight hours of the summer season comes an increase in demand for both
materials and labor, driving up the price for both. The construction industry is facing an
increase in construction costs year after year, making profit margins slimmer than ever.
Additionally, construction material costs are facing a year-round pricing increase, rising
nearly 5% during the 2018 calendar year. Nearly 80% of respondents to a survey in August
2017 report that firms are having difficulty filling hourly craft worker positions. With the
shortage of labor and rising demand for materials, the construction industry faces an
unavoidable increase in construction costs in 2020. However, firms can minimize the impact
of these rising costs and maximize their profit margins by streamlining their construction
processes.
2.3.2 Inaccurate Project Estimate
It’s common knowledge in the construction industry that the bidding process can get
competitive. However, due to the nature of this process, sometimes estimates can under
account for costs and not truly reflect the scope of the project. Therefore, critically analyzing
project estimates is an essential part of setting accurate and realistic project goals.
2.3.3 Project Design Errors
Design plans are the backbone of a construction project. Regardless of if there is the
correct amount of time and resources allocated, poor project designs error almost certainly
results delays in project delivery. Construction management software helps mitigate many
errors in construction design. Tools like construction workflows that use data can be
extremely beneficial for project managers to oversee correct project delivery, along with
reducing the risk of errors and delays as well. Construction software holds the keys to
helping a construction project succeed. Correctly collecting and analyzing field data can help
increase overall job site productivity by assisting managers in drawing conclusions and
making necessary changes to the project.
2.3.4 Administrative Mistakes
Proper construction workforce management can help minimize wasteful spending and
improve the likelihood of completing a project on time. Time-consuming, labor intensive
tasks, such as accounting, can be streamlined to help manage costs across the project.
2.3.5 Ineffective On-Site Management
Countless factors go into keeping a project on track during the construction process.
Improving the communication on-site between management and subs can help reduce costly
mistakes or errors due to miscommunication. Effective construction workforce management
is crucial to keep a project on track, and a good construction project manager optimizes
both job site operations and employs labor hours to complete the job more efficiently. Using
project management software can be very helpful on-site to help improve productivity and
workflow. Project management software helps project managers communicate essential
information with workers, including optimal start times, the flow of tasks, or any changes to
the scope of the project instantly across the entire job site.
2.3.6 Unplanned Cost
Cost management is an integral part of effective construction project management.
Without successful cost management, a construction project will not be successful. Cost
management entails budget creation and management, using schedules and estimates created
in the planning phase. One of the most challenging aspects of the job is ensuring the project
sticks to the approved budget, which can be accomplished through risk mitigation.
2.3.7 Lack of Communication
Having an open stream of communication between all workers on the job site is key
to a project’s success, and collaboration helps make this a reality. In construction, there are a
numerous amount of different specialized subcontractors involved in achieving a final
project. Collaboration from the planning phase to close out can have a significant impact on
the overall efficiency and effectiveness of a project. Communication skills are a necessity in
almost any job–but especially for a construction manager. Working with several different
stakeholders at once requires a construction manager to have clear, practical, and concise
communication, one of the most essential construction management skills.
2.3.8 Time Over-Runs and Cost
Construction projects usually have attached time-tags. Before construction is
commenced a schedule is drawn up to indicate the start and finish times for the project.
While it is most desirable to complete the construction of the project on the scheduled
completion date, most construction value of time overrun is represented by the value of the
difference between the final completion time and the originally scheduled time as a result of
the delay in completing the project. Delays leading to time overrun, and consequently cost
overrun can be grouped into three (Eze et al, 2023).
i. non-excusable delays which entitle the client to claim for damages.
ii. Excusable compensable delays which entitle the contractor to extension of time and/or
claims for damages. They include client caused delays, differing site conditions, etc.
iii. Excusable non-compensable delays which entitle the contractor to extension of time
without monetary compensation.
This includes delays caused by strikes, weather conditions, natural disaster, etc. The
Aqua Group (2019), summarizing the provisions of clause 25 of the JCT (2023), indicated
that events beyond the control of the contractor should be recognized by law, thus enabling
the contractor to obtain extension of time. Time overruns have also been classified as either
avoidable or unavoidable, (Ogunde, Olaniran, Joshua, Amusan, & Omotosho, 2024).
Avoidable time overruns are those that result from causes that could have been anticipated,
reasonably foreseen, and provided for. Unavoidable time overruns are those that are
necessitated by events beyond the control of the project participants. The term cost is being
applied in various fields to connote the price paid or to be paid for particular item or act. The
Economist would define cost as the monetary value of economic resources. Lucy (2020),
defined cost as an amount of expenditure and is always related to some object or unit.
Cost could also be defined as the value of goods and services in terms of money.
Considering the various definitions of cost, it can be seen that the term cost is generally
applied to signify that, that involves the use or exchange of money. The “cost” of interest
here is the amount of money the client has paid or has to pay for having a building in place.
The cost of buildings can be assessed from three hierarchical perspectives (Ekechukwu,
2022). i. Cost of land, cost of finance, consultant fee, and other statutory charges. ii. The cost
of actual construction of the building. iii. The totality of the maintenance or running costs or
cost in use. The focus here is on the cost of the actual construction of buildings. The cost of
constructing a building consists of both direct and indirect cost elements. The direct cost
elements are those that can be attached to specific items of work such as labor, materials,
plant and equipment. The indirect cost elements are those that cannot be attached to specific
items of work such as transportation, insurance, taxes, overhead, and the contractor’s profit.
These costs are usually budgeted for before the take-off of construction, and it is most
desirable to keep the construction costs within the provisions of the budget. More often than
not, however, the clients found themselves paying more monies over and above the budgeted
costs. This situation in the process of project implementation whereby the actual cost
exceeds the budgeted cost is referred to as “cost overrun”. Cost overrun in building projects
could either be apparent or real and could either be avoidable or unavoidable.
In time over-runs and cost, there are many factors that could cause it. The causes of
time and cost overruns are also interwoven and could be individually or severally
responsible for the occurrence of time and cost overruns. The causative factors of time and
cost overruns are generally traceable to the client and/or the agent of the client, the
consultant, the contractor, and circumstances outside the control of the project’s participants.
The general causes of time and cost overruns linkable to the parties mentioned above include
slow decision making, change order, delay in payment of interim certificates, inadequate
project planning, delay in the supply of construction resources, change in government
policy, late hand over of site, design changes, poor labor productivity, cash flow problems,
fluctuations due to inflation, poor project design and/or implementation, bureaucracy, high
exchange rate, under-estimation, inadequate funding, lack of coordination among project
participants, poor or inadequate scope definition, politically oriented decisions, political
expediency, loss of scope control, disproportionate growth in scope, lack of technical
expertise, inexperience of one or more of the project’s participants, choice of technology,
procurement inefficiencies, construction inefficiencies, incompetence of one or more of the
project’s participants, corrupt practices, inadequate project analysis, lack of proper
implementation plan, lack of project management skills, poor or lack of organizational
structure, political instability, poorly formulated contractual agreement clauses, lack of cost
control, poor contract management, fraudulent practices, etc. Causes of time and cost
overruns by circumstances outside the control of the project’s participants include events
such as exceptionally bad weather conditions, war, civil commotion, strikes, loss or damage
due to fire, or flood, or wind storm, and other environmental factors. Kaming et al, (2021),
identified the major causes of construction projects delays to be changes in design, poor
labor productivity, and inadequate planning. Al-Khalil and Al-Ghafly (2020), identified
sixty (60) causes of time overruns, and summarized them into six (6) major categories to
include;
i. Constructor’s performance,
ii. Client’s administration,
iii. Planning and design,
iv. Government relations,
v. Site and environmental conditions,
vi. Site supervision.
Flyvbjerg et al, (2019), traced the causes of cost overruns to three major variables
which are the duration of the project, the size of the project, and the type of client. On the
basis of Uddesh, (2022), the main causes of time and cost overruns can be categorized into
three:
a. Inadequate formulation
b. Lack of proper implementation planning
c. Poor management of implementation
Similar to the categorization of the causes of the time and cost overruns by the
previous researchers cited above, it is considered reasonable in this study to categorize the
main causes of time and cost overruns into five:
i. Time and cost overruns caused by the client
ii. Time and cost overruns caused by the consultant.
iii. Time and cost overruns caused by the contractor.
iv. Time and cost overrun jointly caused by two or more of the project’s participants.
v. Time and cost overrun caused by events outside the control of the project’s participants.
2.3.8.1 Client-Caused Time and Cost Overruns
The client has been identified by many researchers as the major cause of time and
cost overruns. One of the fundamental factors of time and cost overruns emanating from the
clients is poor conceptualization of the project. Poor conceptualization of the project will
generate many other time and cost overruns 24 causative factors such as inadequate scope
definition, inadequate cost budgeting, unrealistic design and construction plans, and
ineffective control plans. Corrupt practices in the client’s organization could also lead to
time and cost overruns. Inyang-Udoh (2023), observed that corrupt practices that results in
issuing instruction directly to the contractor by the client, and allow the contractor to bypass
the consultants on issues relating to the contract will result in time and cost overruns. Delay
in payments to the contractor has also been established as one of the major reasons for time
and cost overruns. Darkwa and Culpin (2018), observed, among other reasons, that the delay
in paying contractors’ interim payments is responsible for time, and cost overruns. Okpala
and Aneikwu (2023), identified delay in payment to the contractor as one of the important
causes of cost and time overruns. Assaf et al, (2024), concluded that delay in payment by the
owner is one of the major causes of time overrun in construction projects. Izam and Bustani
(2022), identified that the major cause of time overrun is delayed payments. Their findings
show that delayed payments accounts for 48% of the time overrun, architect’s variation
instruction, 32%, materials shortages due to late delivery, 6%, repeat work, 4%, inclement
weather, 1%, and other causes, 9%. Studies that have also identified delayed payments by
the clients as a major cause of time overruns, and cost overruns, in. According to Morris
(2019), bureaucracies on the part of government and public sector are major factors that
affect planning, designing, and implementation of project execution to such an extent that
the project will experience time and cost overruns. Political consideration is yet another
factor that has been observed to cause time and cost overrun. The spread of lean financial
resources over large number of projects stretches the period of completion of the project.
Change order is another factor which has been noted to give rise to time and cost overruns.
Morris (2021), concluded that changes requested by the client led to delay in construction
and added costs. Inadequate funding is another client factor that has been pointed out to be
among the factors that could lead to time and cost overruns, Inadequate funding will lead to
cash flow problems which could result in delays in implementing the construction plan.
2.3.8.2 Consultants Related Factors Causing Time and Cost Overruns
The consultants have also been largely blamed for generating factors that could
initiate and propagate time and cost overruns. Some of the consultant related factors causing
time and cost overruns include errors and omissions in designs and plans, discrepancies in
the drawings and specifications, (Ayeni & Oforeh, 2021); changes in specifications, (CICE,
2019; Morris, 2022; Chan & Kumaraswamy, 2020); inaccuracies of quantities take-off,
(Rangarajan, 2020); under estimation resulting from the use of insufficient rates or wrong
calculations, delay in approval of proposed construction methods, (Kunle & Yusuf, 2024).
Inyang-Udoh (2021), asserts that time and cost overrun result in construction projects
because “the professional Architect, Engineer, Quantity Surveyor inclusive are not very
much cost conscious and conversant with the management of construction contracts”. Other
factors of time and cost overruns traceable to the consultants include non-compliance with
the design brief, inadequate review of drawings, unattainable or unachievable specifications,
etc.
2.3.8.3 Contractors Related Factor Causing Time and cost Overruns
Time and cost overruns causative factors generating agent has been found in the
contractor. Time and cost overruns causative factors traceable to the contractor include
inexperience, ineffective or total lack of construction plan and schedule, ineffective and
insufficient construction resources, poor or total lack of cost control, delay in the provision
of facilities to nominated sub-contractors. Clever and sharp practices by the contractor
culminating to dubious, corrupt, and mischievous activities are also highly responsible for
time and cost overruns in construction projects. It can be argued, however, that the
contractors related factors causing time and cost overruns in construction projects are,
through an objective critical analysis, directly linked to errors of omissions or commissions
of the client’s organization.
2.3.8.4 Project Participants Related Factors Causing Time and Cost Overruns
Factors causing time and cost overruns which emanate from the joint responsibilities
of two or more project’s participants also exist. Prominent among these factors is poor scope
definition and scope control. Poor scope definition and scope control have ripple effect on
the projects. CICE (2019), reported that most construction officials consider lack of scope
definition to be the most serious problem in construction projects; it concluded that “poor
scope definition at the estimate (budget) stage and loss of control of project scope rank as
the most frequent factors to cost overruns”. Giwa (2022), concluded that cost overruns are
due to ad hoc changes in the concept and scope of the project. While inadequate scope
definition and control are largely attributable to poor planning and management of projects,
it has been advised that cognizance must be taken of the fact that circumstances exist that
either precludes full scoping of projects or force managers to proceed at a level of scope
definition less than desirable, (CICE, 2019). It has been emphasized that regardless of the
reasons, when there is poor scope definition final project cost can be expected to be higher
because of the inevitable changes which disrupt project rhythm, cause rework, increase
project time, and lower the productivity and morale of the workforce, (CICE, 2019). Real
overruns occur as a direct consequence of unjustified scope growth during construction.
“The inescapable conclusion”, according to CICE (2019), “is that scope definition and
control is a key factor in both apparent and real overruns”. However, if problems, including
time and cost overruns, are to be avoided later in the project, more efforts should be put into
adequately defining the scope of the project and serious care should be exercised to ensure
that the defined scope is properly controlled. Changes in the scope is another factor causing
time and cost overruns which is traceable to the projects’ participants. Morris (1990), asserts
that changes in the scope of a project mostly far greater than the original scope will
automatically increase the time and cost of construction projects. The cost effect of change
depends on the point in time the change is introduced. If changes are made very early in the
conceptual engineering phase, there may only be the direct costs of change to account for.
But if changes are made much later when the construction of the project is already in
progress, there can be a ripple effect on other engineering work; and there may be
construction rework with the attendant delays and extra costs. At the project formulation and
planning stage, feasibility and viability studies and environmental impact analysis play
important roles in investment decision making. The project concept is crystallized after
considerable effort in technical studies and consultations. In many construction projects
decisions are taken and plans are formulated and drawn up without the necessary basic
information for better decisions and better formulation of plans. According to Morris (1987),
“if we do not know what we want, we are already in serious difficulties even before we
start”. These difficulties will obviously include problems in funding the construction
projects as a result of poor planning which will eventually result in time and cost overruns.
Wrong cost estimation is project’s participants related factor indicated as causing time and
cost overruns in construction projects. Sometimes the client seeks preliminary cost
information (just approximately, “a ball park figure”) from friends and associates who have
built, from real estate agents, from design professionals, and from their own experience. This
information is often requested before specific site data are available, and before knowing
precisely what the project is expected to do. Morris (1987), remarked that what the clients
get from even the most reliable source, is cost information based on some other projects at
other locations at previous times. Meanwhile, what the clients need is dependable cost
information of the project they want at a time in the future. CICE (2019), and Rangarajan
(1982), have stressed that there is no magic way to obtain accurate cost estimates without
specific and accurate cost information. Achuenu (1997), blamed poor cost estimating on the
inadequacies of most of the cost estimating methods and cost predictive models, and
concluded that most clients are compelled either to pay for unbudgeted costs increases in the
projects or abandon the project outright. Uddesh (2020), concluded that even where the
project time is properly planned, the cost planning, particularly by detailed activities is
hardly undertaken with the result that in spite of meeting the time schedule, there is bound to
be cost overrun. Another factor for time and cost overruns linkable to the project’s
participant is improper procurement methods. It is important to note that the project
acquisition processes are inadequate and poor procurement practices abound. In a study
covering over 15 years of construction projects, Smith et al, (1983), noted that due to
inadequate procurement process construction projects experienced substantial time and cost
overruns. In a study of one hundred and fifty (150) building projects to assess the effects of
procurement methods on successful projects delivery, Joana (2005), concluded that all the
projects that were inappropriately procured had time and cost overruns. Standard documents
such as ICE Conditions of Contract (1979), and Joint Contract Tribunal (JCT, 1980), are
explicit in stating that no change to contract sum can be made except as provided for in the
various clauses of the conditions of contract. Hence, according to Aqua Group (1990), and
Kolawole (1995), for an increase in the contract sum to be legal, it must trace its roots to one
or more of the contractual clauses. It is noteworthy that in quite a good number of
construction contracts clauses that are required to check the excesses of the project
participants that could result in construction costs escalations are either ignored altogether,
or adopted, or vaguely stated and applied. Worst still, cases exist from experience where
construction contracts have been awarded without a formal condition of contract to guide the
execution of the contract. In contracts where one or more of the aforementioned deficiencies
exist, the situation will be akin to issuing a blank cheque to the contractor, or any selfish and
dishonest project participant for that matter, to manipulate the cost of construction to an own
advantage. The result is, unequivocally, cost overruns.
2.4 Summary of Literature Review
This chapter has explained vividly literatures that deals on delay and disruption in the
Nigerian construction industry. Delays are rampant, Nigerian construction projects are
plagued by frequent and significance delays. Delays and disruption came from a complex
interplay of factor including; Poor planning and management, economic factors, Political
instability, Contractual issues, Site conditions and lack of skilled labor. The consequences of
delays and disruption is that it leads to increased cost, Project abandonment, Reputational
damage and social and economic impact. The meaning of delay and disruption as it regards
to construction project was explained as well as its causes. It was discovered through the
works of scholars in the field that some of the common problems that causes delay in
construction includes; inadequate pre-contract study and planning, awarding of contract to
incompetent contractors, variations, fluctuations, natural disasters and poor executive
capacity of the contractor. This chapter has thus fulfilled the review of relevant literatures for
this study.
CHAPTER THREE
RESEARCH METHODOLOGY
This Provides details on the method used for conducting the study. The research
design are the areas considered, the survey, the population, the sample and the technique
used for its selection, the research instrument, data collection procedure and data analysis.
This methodology used in this study is categorized under quantitative research. Quantitative
research methods involve gathering numerical data to understand, predict, or control specific
phenomena, resulting in more precise outcomes (Creswell, 2014)
3.1 Research Design
Research design refers to the overall strategy that researcher chooses to integrate
different component of a study in a coherent and logical way. It outlines the procedures for
collecting and analyzing data, and it ensures that research objectives are meet. Research
design also help to minimize the potential for biases and error in data collection and analysis
(Liamputtong, 2019). For the purpose of this research, descriptive survey was use. This study
is descriptive, designed to obtain views from clients, consulting firms, regulatory bodies and
construction firms in regard to causes and effects of delay and disruption in construction
projects.
3.2 Population of the Study
The population of the study comprises of clients, architectural, Building and Quantity
surveying, consulting firms, construction firms and regulatory boards. The sample size of 60
respondents was estimated comprising of 33 construction firms, 10 Building consulting
firms, 5 architectural consulting firms, 5 Quantity surveying firms, 5 clients and 2 Regulatory
bodies.
3.3 Sample and Sampling Techniques
Two sampling procedures were used due to the nature of respondents to be involved
in the study. Lists of consultants and contractors who had their offices based in Enugu were
obtained from respective regulatory boards offices and websites. Random sampling was used
to select 60 respondents comprises of consultants and contractors. According to Kombo and
Tromp (2020), random sampling is the probability whereby people, place or things are
randomly selected. Twenty firms from a list of local and foreign registered consulting firms
in architecture and Building Technology located in Enugu were randomly selected. Likewise,
33 firms from a list of local and foreign construction firms based in Enugu were randomly
selected. Clients and regulatory bodies were selected using purposive sampling. According to
Wellman (2005), purposive sampling is a useful sampling method which allows a
researcher to get information from a sample of the population that one thinks knows most
about the subject matter.
3.4 Method of Data Collection
Data were collected through the use of structured questionnaires. The questionnaire
was administered both in person and electronically to maximize response rates and
accommodate the preferences of the participants. This approach allowed for flexibility in
data collection and ensured that responses could be collected efficiently. The use of both
methods aimed to increase the accessibility and convenience of participating in the study.
Data collection occurred over a period of six weeks, during which follow-ups were
conducted to remind participants and encourage higher response rates. This timeframe was
chosen to allow adequate time for participants to complete the questionnaire while
maintaining a manageable data collection schedule.
3.5 Instrument for Data Collection
The primary instrument for data collection was the structured questionnaire, which
consisted of both closed and open-ended questions. The closed-ended questions were
designed using a Likert scale to quantify respondents' attitudes and perceptions regarding
various effect of delay on project delivery. The open-ended questions provided participants
with an opportunity to elaborate on their responses and offer additional insights.
The questionnaire was developed based on a review of relevant literature and expert
consultations to ensure its validity and reliability. It was pre-tested with a small group of
construction professionals to refine the questions and ensure clarity. This pre-testing phase
helped to identify any issues with question wording or format and allowed for necessary
adjustments before the full-scale administration.
3.6 Instrument Reliability and Validity
The instrument of this study was subjected to face validation. Face validation tests the
appropriateness of the questionnaire items. This is because face validation is often used to
indicate whether an instrument on the face of it appears to measures what it contains. Face
validations therefore aims at determining the extent to which the questionnaire is relevant to
the objectives of the study. In subjecting the instrument for face validation, copies of the
initial draft of the questionnaire was validated by the supervisor. The supervisor critically
examines the items of the instrument with specific objectives of the study and make useful
suggestions to improve the quality of the instrument. Based on his recommendations the
instrument was adjusted and re-adjusted before being administered for the study. The
coefficient of 0.81 was considered a reliability coefficient because according to Etuk (1990),
a test-retest coefficient of 0.5 was enough to justify the use of a research instrument.
3.7 Method of Data Analysis
Data collected were analyzed using descriptive statistics. The responses were
analyzed using mean statistics and standard deviation, which provided answers to the
research questions. In using the mean score, the four points like rating scale was used. Any
item that attracts a mean score of 2.50 and above was accepted, while any mean score that
was below 2.50 was rejected. Therefore, 2.5 was the cut-off mean score for decision taken,
while the hypotheses were tested at 0.05 level of significance. The analysis had combined all
groups of respondents (Clients, Architects, Builders, Quantity Surveyors, consultants,
contractors and regulatory bodies) in order to obtain significant results. Data was analyzed by
calculating frequencies and Relative Importance Index (RII). The Relative Importance Index
(RII) is calculated as follows:
RII = ΣW/AxN
Where; W = weight given to each factor by
respondents A = highest weight
N = total number of respondents.
For the purpose of this study A=4 and N=40. However, for the purpose of this study,
amongst 40 returned questionnaires some of the causes and effects were not ranked thus N
varies between 40 and 37.
CHAPTER FOUR
DATA PRESENTATION, ANALYSIS AND DISCUSSION OF FINDINGS
4.1 Data Presentation and Analysis
4.1.1 Demographic Information of Respondents
Table 1: Age Distribution of Respondent
Age Range Frequency Percentage
20-29 15 12.5%
30-39 40 37.3%
40-49 30 27%
50-59 20 18.7%
60 and above 5 4.5%
Total 120 100%
Table 2: Gender Distribution
Gender Frequency Percentage
Male 90 75%
Female 30 25%
Total 120 100%
Table 3: Educational Background
Qualification Frequency Percentage
HND/BSc 60 50%
MSc/PGD 30 25%
PhD 10 8.3%
Others (e.g., Diploma) 20 16.7%
Total 120 100%
Table 4: Years of Experience in Construction Industry
Experience Frequenc Percentage
y
1-5 years 25 20.8%
6-10 years 40 33.3%
11-15 years 30 25%
16-20 years 20 16.7%
21 years and above 5 4.2%
Total 120 100%
Table 5: Occupational Distribution
Occupation Frequency Percentage
Contractor 40 33.3%
Consultant 30 25%
Client/Project Owner 20 16.7%
Architect 15 12.5%
Engineer 10 8.3%
Others (e.g., Quantity Surveyor) 5 4.2%
Total 120 100%
Table 6: Position/Designation
Position Frequency Percentage
Managing Director/CEO 10 8.3%
Project Manager 25 20.8%
Site Manager 20 16.7%
Engineer/Architect 30 25%
Quantity Surveyor 15 12.5%
Others (e.g., Administrative Staff) 20 16.7%
Total 120 100%
This demographic information provides an overview of the respondents' characteristics.
Sampling Technique: Stratified Random Sampling
Sample Size: 120
Response Rate: 80% (96 respondents)
Relative Importance Index (RII) comparison table was used to rank the results by taking into
account the average scores and the RII as follows:
Table 7: Relative Importance Index(RII) Table
Average Score RII Ranking
4.0 to 5.0 0.80 to 1.00 High (H)
3.0 to 4.0 0.60 to 0.80 Medium (M)
1.0 to 3.0 0.20 to 0.60 Low (L)
Source: Chileshe, Haupt and Fester (2021)
4.1.2 Respondents Profile
The proportion of the respondents comprised of 40% contractors, 30.5% consulting
firms, 6% Architects, 7% Builders, 6.5% Quantity Surveyors, 5% regulatory bodies and
5% clients. Majority of respondents (85%) have years of experience between 10 and 25.
4.1.3 Experience of Project Delay
Delays in projects undertaking have been the order of the day. Clients, consultants
and contractors have indicated that they have experienced delay in projects they were
involved with varying degrees. In particular,78%, 70% and 56 for clients, consultants and
contractors respectively have had projects delayed.
4.1.4 Causes of Delay and disruption
A number of causes of delay and disruption in construction projects were listed for
respondents to rank. Respondents were requested to rank these causes by using 4-point scale
meaning 4= most important and 1= least important. The results are shown in Table 2 below.
Results indicate seven highly ranked causes as design changes, delays in payment to
contractors, information delays, funding problems, poor project management, compensation
issues and disagreement on the valuation of work done. Other causes ranked as medium are:
conflicts among the involved parties, project schedule changes, supply/procurement
problems, bureaucracy, multiple projects by contractors and incompetent contractors. Some
of these causes were identified in countries such as USA (Florida) changes in drawings
(Ahmed et al, 2022), Malaysia inadequate client’s finance and payments for completed work.
However, major causes of delays seem to differ significantly from one country to another.
These results are important in stimulating researches on the subject matter in various parts of
the world as to whether the causes of delays differ geographically. Though limited by the
sample size, this study is an attempt to establish the status quo on the subject in Nigeria that
can form a base for comparison with other parts of the world.
4.1.5 Effects of Delay and Disruption
Delay and disruption have had a number of effects to construction projects.
Respondents were requested to rank these effects by using 4-point scale meaning 4= most
important and 1= least important. The results are as indicated in Table 3 below. Results
indicate five highly ranked effects as time overrun, cost overrun, negative social impact,
idling resources and disputes. These results are more less the same as those obtained by
Aibinu and Jagboro (2021) in Nigerian construction industry and Sambasivan and Soon
(2019) in Malaysian construction industry. On the other hand, medium ranked effects
include: arbitration, delaying by the client to return the loans and poor quality of work due to
hurry.
Effects of delays from literature and findings of this study seem to be more less the same.
These results are important in future researches to observe trends. Again, this study forms
baseline for future researches in Nigeria to monitor the changes in the effects of delays in
construction projects.
Table 8: Respondents Ranking of Causes of Delay and Disruption.
S/N Causes N RII Rank
1 Design changes 40 0.91 1
2 Delays in payment to contractors, 40 0.88 2
3 Information delays 40 0.87 3
4 Funding problems 40 0.86 4
5 Poor project management, 40 0.84 5
6 Compensation issues 40 0.83 6
7 Disagreement on the valuation of work done 38 0.82 7
8 Conflicts among the involved parties 40 0.76 8
9 Project schedule changes 39 0.72 9
10 Supply / procurement problems 40 0.70 10
11 Bureaucracy 40 0.68 11
12 Multiple projects by contractors 39 0.63 12
13 Incompetent contractors 40 0.61 13
14 Contractual claims 40 0.56 14
15 Unexpected ground conditions 40 0.53 15
16 Government interference 38 0.49 16
17 Poor understanding of the project 40 0.48 17
18 Shortage / lack of equipment 40 0.46 18
19 Shortage of materials 40 0.43 19
20 Skills shortage / unavailability 39 0.41 20
21 Acts of God 40 0.38 21
Source: Field survey 2024
Table 9: Respondents Ranking of Effects of Delay and Disruption
S/N Effects N RII Rank
1 Time overrun 40 0.91 1
2 Cost overrun, 40 0.87 2
3 Negative social impact 40 0.84 3
4 Idling resources 40 0.82 4
5 Disputes 39 0.81 5
6 Arbitration 40 0.72 6
7 Delaying by the client to return the loans 38 0.67 7
8 Poor quality of work due to hurry 40 0.65 8
9 Delaying in getting profit by clients 39 0.54 9
10 Bankruptcy 37 0.53 10
11 Litigation 39 0.51 11
12 Create stress on contractors 40 0.47 12
13 Total abandonment 40 0.43 13
14 Acceleration losses 40 0.40 14
Source: Field survey 2024
4.2 Discussion of Findings
This section summarizes findings from the proceeding sections which suggest
Average time overrun of 18% of original duration, Average cost overrun 12% of original
budget, and 70% of projects experience significant delays. It also suggests other top causes of
delay and disruptions such as funding issues, poor planning, and design changes. Delay and
disruption impacts contractors’ profitability, increase cost for project owners, dispute
between stakeholders, and reputational damage.
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATIONS
5.1 Summary
The Nigerian construction industry suffers from corruption in contract negotiations.
The study found that corruption causes project prices to rise, project quality to suffer, project
delays, and public trust to decrease. Contract prices are inflated by bribery, favoritism,
embezzlement, which lowers the quality of construction projects and delays timely project
completion. These results highlight the necessity of thorough reforms. Studies consistently
show that delay are widespread in Nigeria’s construction industry. Research by Eze and
Idiake (2020) found average time overruns of 58.99% and cost overruns of 44.46%. This
body of research highlights the significant challenges facing Nigeria’s Construction industry
due to delay and disruption. However, it also points to potentials solutions and areas for
improvement, emphasizing the need for better management practices, technological adoption,
and industry-wide collaboration to enhance project delivery.
5.2 Conclusion
The study concludes that there still exist a number of causes of delays and disruptions
and their effects put construction projects at great risk that have an effect on their
performance. These causes are: design changes, delays in payment to contractors,
information delays, funding problems, poor project management, compensation issues and
disagreement on the valuation of work done. Similarly, the effects of these delays are: time
overrun, cost overrun, negative social impact, idling resources and disputes. It is therefore
recommended that adequate construction budget, timely issuing of information, finalization
of design and project management skills should be the main focus of the parties in project
procurement process.
5.3 Recommendations
Based on the findings of this research work, it becomes imperative, therefore to make
the following recommendations:
i) Clients should evaluate the quality performance of contractors before awarding a
contract.
ii) All managerial levels should be participated with sensitive and important decision-
making.
iii) Continuous co-ordination and relationship between project participants are required
through project life cycle in order to solve problems and ensure success of the project.
iv) Consultants should be more interested with design cost by using multi criteria
analysis and choosing the most economic criteria in order to improve their
performance.
v) Contractors should not increase the number of projects that cannot be executed
successfully.
vi) Also, contractors classified as incompetent should be identified for training.
REFERENCES
Aibinu, A.A., and Jagboro, G.O. (2021). The effects of construction delays on project
delivery in Nigerian construction industry. International Journal of Project
Management, Vol. 20, pp. 593–9.
Aiyetan, O.A., Smallwood, J.J., and Shakantu, W. 2018. Influences on construction project
delivery time performance. In the proceeding of Third Built Environment conference,
Cape Town, South Africa.
Akanni, P. O., Oke, A. E., and Akpomiemie, O. A. (2022). Factors influencing the
implementation of lean construction in the Nigerian construction industry.
International Journal of Construction Management, 22(5), 900-911.
Amusan, L. M., Dosunmu, D., and Joshua, O. (2021). Performance-based contracting:

Panacea to construction projects delivery challenges in developing economies.
International Journal of Construction Management, 1-12.
Amusan L. M., Oloniju L. I., Akomolafe M., Makinde A., Nkolika-Peter P., Farayola H., and
Faith, O. (2021). Adopting artificial intelligence in construction project monitoring
and control: A study of construction firms in Nigeria. International Journal of
Construction Management, 21(1), 65-78.
Babatunde S. O., Perera S., and Adeniyi O. (2023). Identification of critical risk factors and
their impact on public-private partnership project delivery in Nigeria. Journal of
Management in Engineering, 39(1), 04022067.
Chileshe, N., and Berko, P. D. (2021). Causes of project cost overrun within Ghanian road
construction sector. In the proceeding of ASOCSA 5th Built Environment Conference,
Durban South Africa.
Dosumu O. S., and Aigbavboa C. O. (2019). An assessment of the causes, cost effects and
solutions to design-error-induced variations on selected construction projects in
Nigeria. Engineering, Construction and Architectural Management, 26(6), 1094-1113.
Eze E. C., and Idiake, J. E. (2020). Analysis of cost overrun and schedule delay of
construction projects in Nigeria. Journal of Engineering, Design and Technology,
18(6), 1557-1574.
Eze, E. C., Onyekwelu, C. I., & Okoye, P. U. (2022). Evaluation of factors causing delay in
public construction projects in Nigeria.
Eze, E. C., Seghosime, R., & Eyong, O. P. (2019). Assessment of the impacts of construction
waste on project delivery in Nigeria. Waste Management & Research, 41(3), 454-465.
Eze, E. C., Seghosime, R., Eyong, O. P., & Loya, O. S. (2019). Assessment of materials
waste in the construction industry: A view of construction operatives, tradesmen and
artisans in Nigeria. International Journal of Construction Management, 19(2), 100-
108.
Gambo, N., Said, I., & Ismail, R. (2020). Comparing the levels of performance of small
indigenous and multinational construction firms in Nigeria. International Journal of
Construction Management, 20(1), 65-76.
Isa, R. B., Jimoh, R. A., & Achuenu, E. (2021). Contribution of construction delays to project
failure in Nigeria: A structural equation modeling approach. Journal of Engineering,
Design and Technology, 19(5), 1055-1078.
Kombo, D.K., and Tromp, D.A. (2020). Proposal and thesis writing; an introduction; 2nd
reprint; Pauline Publication Africa; Kenya.
www.wagner.nyu.edu/.../whatisresearch.php Accessed18/5/2011.
Ogbu, C. P., & Adindu, C. C. (2019). Causes of delay and their effects on residential project
delivery in Anambra State, Nigeria. PM World Journal, 8(8), 1-15.
Ogunde, A., Olaniran, H., Joshua, O., Amusan, L., & Omotosho, A. (2024). Evaluation of the
impact of building information modeling (BIM) on construction project delivery in
Nigeria. Journal of Engineering, Project, and Production Management, 14(1), 36-48.
Oke, A. E., Aigbavboa, C. O., & Semenya, K. (2021). Application of digital technologies for
sustainable construction project delivery in Nigeria. Journal of Engineering, Design
and Technology, 19(6), 1353-1369.
Olaniran, O. J., Love, P. E., Edwards, D., Olatunji, O. A., & Matthews, J. (2022). Chaos
theory and complexity in project cost overruns: A review of construction projects in
Nigeria. Journal of Construction Engineering and Management, 148(1), 04021190.
Olanrewaju, A., Tan, S. Y., Tat, L. L., & Mine, N. (2021). Analysis of performance indicators
for performance measurement in the Nigerian construction industry. International
Journal of Building Pathology and Adaptation, 39(3), 549-569.
Olawale, Y., & Sun, M. (2020). Construction project control in the UK: Current practice,
existing problems and recommendations for future improvement. International
Journal of Project Management, 38(5), 315-327.
Omoregie, A., & Radford, D. (2020). Infrastructure delays and cost escalation: Causes and
effects in Nigeria. International Journal of Project Management, 38(7), 427-442.
Sambasivan, M and Soon, Y. W. 2019. Causes and effects of delays in Malaysian

construction industry. International Journal of Project Management 25 (2007) 517–526.
www.nosazimadares.ir/fanni/doclib/causes Accessed 4/9/2012
Nwachukwu, C. (2019). Assessing the effects of delay and disruption on project delivery in
the Nigerian construction industry. Journal of Construction Project Management and
Innovation, 9(2), 123-145.
Egbu, C. O. (2022). Investigating the effects of delay and disruption on project delivery in
the Nigerian construction industry. Journal of Construction Management and
Engineering, 18(1), 1-15.
Ogunlana, S. O. (2021). Delay and disruption in Nigerian construction projects: An empirical

investigation. Journal of Construction Project Management and Innovation, 11(1), 1-
18.
APPENDIX
QUESTIONNAIRE
PLEASE TICK [√] YOUR MOST PREFERRED CHOICE (s) ON A QUESTION
SECTION A
PERSONAL INFORMATION
Gender
Male [ ] Female [ ]
Age
20-30 [ ]
31-40 [ ]
41 and above [ ]
Educational level
WAEC[ ]
BSC/HND [ ]
MSC/PGDE [ ]
PHD [ ]
Others……………………………………………….. (Please indicate)
Position ….…………………
Marital Status
Single [ ] Married [ ]
Separated [ ] Widowed [ ]
Duration of Service
0-2 years [ ]
2-5 years [ ]
5 and above [ ]
Section B:
What do you think are the causes of delays and disruptions in construction projects?
S/N Causes Yes No
1 Design changes
2 Delays in payment to contractors,
3 Information delays
4 Funding problems
5 Poor project management,
6 Compensation issues
7 Disagreement on the valuation of work done
8 Conflicts among the involved parties
9 Project schedule changes
10 Supply / procurement problems
11 Bureaucracy
12 Multiple projects by contractors
13 Incompetent contractors
14 Contractual claims
15 Unexpected ground conditions
16 Government interference
17 Poor understanding of the project
18 Shortage / lack of equipment
19 Shortage of materials
20 Skills shortage / unavailability
21 Acts of God
What do you think are the effects of delays and disruptions on building construction project
cost?
S/N Effects Yes No
1 Time overrun
2 Cost overrun,
3 negative social impact
4 idling resources
5 Disputes
6 Arbitration
7 Delaying by the client to return the loans
8 Poor quality of work due to hurry
9 Delaying in getting profit by clients
10 Bankruptcy
11 Litigation
12 Create stress on contractors
13 Total abandonment
14 Acceleration losses
Do you think fluctuations in prices bring about changes in construction project cost?
Yes [ ]
No [ ]
Do you think delayed and disrupted construction projects have cost effect on the clients,
contractors, the professionals that are engaged in the field?
Yes [ ]
No [ ]
Do you think variations in design can affect construction cost?
Yes [ ]
No [ ]

Nacest Bld Hnd22 534

Uploaded by

Copyright:

Available Formats

Nacest Bld Hnd22 534

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Nacest Bld Hnd22 534

Uploaded by

Copyright:

Available Formats

EFFECTS OF DELAY ON PROJECT DELIVERY IN CONSTRUCTION INDUSTRY IN NIGERIA: STUDY OF

A RESEARCH PROJECT SUBMITTED TO THE DEPARTMENT OF BUILDING

References made to publish literature's have duly acknowledged.

ISRAEL FRIDAY Date

The above declaration is confirmed by

Bldr. Ishaku Habu Date

My sincere thanks go to my parent and my beautiful wife for her contribution,

1.1 Background to The Study ……………………………………………………………1

2.3 Theoretical Framework ………………………………………………………….....26

CHAPTER THREE: RESEARCH METHODOLOGY

Table 1: Age Distribution of Respondent……………………………………………………

Table 9: Respondents Ranking of Effects of Delay and Disruption…………………...

Figure 2: Conceptual Framework for Effect of Delay on Project Delivery in Construction

1.1 Background to The Study

completed according to the original contract schedule. According to Zack, (2019),

and Total Abandonment.

abandonment. For instance, in 2015, Government identified about 56,000 construction

experiencing. However, it has become a norm to make budgetary allocations on a yearly

non-residential buildings and airports by Government many of which get suspended or

and considering the economic hardships experienced by the government, business

organizations, contractors, consultants, community and the construction industry as whole as

and disruptions in the construction industry.

1.2 Statement of Problem

Construction is an industry that involves complex and dynamic processes. It consists

of successful coordination of multiple discrete business entities such as Professionals,

Tradesmen, Manufacturers, Trade unions, Investors, Local authorities, Specialists, Trade

pervasive issue in the Nigerian construction industry, resulting in significant economic

exacerbates these issues. Delayed housing projects contribute to housing shortages,

put a strain on natural resources.

Another problem associated with construction industry in Nigeria today is the

construction projects due to concerns about displacement, noise pollution, or environmental

and factors contributing to project delays in this region.

1.3 Aim and Objectives

industry. Specifically, the study will be guided by the following objectives:

disruptions in construction industry in Enugu state.

1.4 Research Questions

to guide the research;

disruptions in construction industry in Enugu state?

1.5 Significance of The Study

management practices, or investing in infrastructure development. The study can serve as a

can help to improve transparency and accountability in the construction sector. By

enhance efficiency, and achieve better outcomes.

development of essential public infrastructure, benefitting the entire community. Efficient

greater transparency and accountability among stakeholders involved in construction

1.6 Scope and Delimitation

Figure 1: Area of Sample Collection

period, potentially missing long-term trends or historical context.

1.8 Definition of Key Terms

work from what was initially scheduled.

Disruption - Disruption in construction projects can be defined as an act or sites partially or

damage that is involved in order to do or achieve something.

Construction - The process or method of building or making something, especially road,

building, bridges etc. Construction differs from manufacturing in that manufacturing

Contract - A contract is a voluntary arrangement between two or more parties that is

enforceable by law as a binding legal agreement. Contract is a branch of the law of

duties that arise from agreements.

excusable delays, these compensable delays are excusable delays, suspensions, or

2.2 Conceptual Framework

on causes of construction delays in Hong Kong found differences in perceptions as to causes

groups. Olarenwaju et al, (2019) investigated causes of delays in highway construction in