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StudyonTimeDelayAnalysisforConstructionProjectDelayAnalysis.pdf
Study on Time Delay Analysis for Construction
Project Delay Analysis
Ar. Meena. V M.Arch, Architecture department
Sathyabama University
Chennai, India
Ar. K. Suresh Babu
Associate Professor, Architecture department
Sathyabama University
Chennai, India
Abstract— Time delay is one of the biggest problems facing in many construction buildings in India. Completing projects on
time is the key factor of the project, but the construction process
is subject to many variables and unpredictable factors, which
result from many sources such as availability of resources,
external factors, performance of parties and type of building. If
there is a delay in project it leads to loss of productivity,
increased cost, contract termination and disputes between
contractor and owner. The aim of this project is to examine the
causes and effects of delay on building construction project
during construction phase and to provide control measures for
time overrun in the project. A study carried out on construction
schedule delays and various delay analysis techniques and
methods in order to evaluate the causes of delay and their
impacts in the construction project. Then a questionnaire survey
is done to find the major causes of delay faced by Client,
Contractor, Consultant and Project manager. Population
sample of 35 was used in which 30 was deployed. From the
survey and study identified 67 causes of delay under 9 major
groups such as Project team, Owner, Contractor, Consultant,
Architect, material, labour, equipment and external factors.
Then a ranking method is done based on relative importance
index method to find major cause of delay. It is found that the
most common factors of delay which is repeated in most of the
project are lack of funds to finance the project to completion,
labour shortage, material shortage, lack of effective
communication, lack of supervision and changes in drawings.
The outcome of the project is to provide recommendation to
control delay in the project during construction phase.
Keywords— Delay analysis technique, causes of delay, tools
to evaluate delay in construction, delay control measure
INTRODUCTION
In construction, delay could be defined as the time overrun
either beyond completion date specified in a contract or
beyond the date that the parties agreed upon for delivery of a
project. It is a project slipping over its planned schedule. The
delay in the project has an adverse effect on project success
in terms of time, cost and quality. The objective of the project
is • To identify delay factors in construction projects
• To rank the delay factors according to the importance level on delays in project
•To find the tools to analysis and evaluate the time delay factors in the construction building.
•Recommendations to control delay during construction phase for construction project
I. STUDY ON DELAY ANALYSIS
A. Construction project planning
Planning explains “what” is going to be done, “how”,
“where”, by “whom”, and “when” for effective monitoring
and control of complex projects. The objective of project
planning is to complete the construction within the specified
time and budget. In construction project planning the steps
need to be identified are as follows.
•Feasibility of the project
•Project management plan
•Identifying the constraints in the project (time, cost,
resources)
•Project delivery method, stakeholders, funding sources
•Construction method
•Identifying risk in project
•Milestone, duration and budget
•Roles and responsibility
•Preparation of contract documentation
B. Project scheduling
Project scheduling covers only the issue of when? i.e. when
works need to be done and completed. By doing project
scheduling it helps to control and measure the project
duration and provides information for timely decisions to be
taken when there is a change in schedule. The results of doing
a detailed project schedule are duration of the project and
completion date can be easily tracked, helps to calculates the
start or end of a specific activity, evaluate the effect of
changes, improves work efficiency, predict and calculate the
cash flow, resolve delay claims and it serves as an effective
project control tool
C. Types of project scheduling
Selection of the most appropriate scheduling technique
depends on the size and complexity of the construction
Project, the preferences of the entity preparing the schedule,
and the scheduling requirements of the Contract. The most
common scheduling techniques used for construction projects
are Gantt Charts or bar charts, linear schedules, program
evaluation and review technique and Critical Path Method
(CPM) schedules.
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D. Progress monitoring
When updating a project, actual progress is recorded for
each activity relative to the date of each update. This regular
update will include progress on values for: dates on which
activities started or finished actual percent of work completed
within each task, actual resources expended on each task and
actual cost expended on each task. There are six basic
techniques for measuring the progress of a task in a CPM
network as follows: Unit Measure, Incremental Milestones,
Start/finish, Observational Assessment, Level of Effort/Cost
Ratio and Equivalent Units
E. Classification of construction delays
The classification of delays is dependent upon the type
and magnitude of the effect that an activity will have on the
project and who is responsible for the delay among the stake
holders. Hence they are classified into four categories such as
Critical or noncritical, Excusable or non-excusable,
Compensable or Non-compensable and Concurrent or Non-
concurrent.
Critical Versus Non-Critical Delays
The delays that affect the project completion time or date are
considered as critical delays. And the delays that do not affect
the project completion time or date are noncritical delays. If
certain activities are delayed in the construction project life
cycle, the project completion date will be delayed. The
determining which activities truly control the project
completion date depends on the following: The project itself,
the contractor„s plan and schedule (particularly the critical
path), the requirement of the contract for sequence and
phasing and the physical constraint of the project.
Excusable and Non-Excusable Delays
Delay that is due to an unforeseeable event beyond the
contractor„s or the subcontractor„s control. Normally, based
on common general provisions in public agency
specifications, delays resulting from the following events
would be considered excusable: General labor strikes, fires,
floods, act of God, owner-directed changes, errors and
omissions in the plans and specifications, differing site
conditions or concealed conditions, unusually severe weather
Non-excusable delays are events that are within the
contractor„s control or that are foreseeable. These are some
examples or non-excusable delays: Late performance of sub-
contractors, untimely performance by suppliers, faulty
workmanship by the contractor or subcontractors, a
project-specific labor strike caused by either the
contractor„s unwillingness to meet with labor
representative or by unfair labor practice
Compensable and Non-Compensable Delays
Compensable delay is caused by the owner or the owner's
agents. A compensable delay is a delay where the contractor
is entitled to a time extension and to additional compensation
such as payment for the delay.
Non-compensable delay is caused by third parties or incidents
beyond the control of both the owner and the contractor
where the contractor is normally entitled to a time extension
but no compensation for delay damages
Concurrent or Non-concurrent.
Concurrent delays are two or more parallel and independent
delays to the critical path of a project. Concurrent delays can
be on the same critical path or on a parallel critical path
F. Delay Analysis Techniques
Delay analysis is a analytical process that should be
employed with project documentation along with collected
data from project site. The selection of delay analysis
depends on the variety of factors and the available records.
There are five commonly used delay techniques.
1. Impacted as-planned method
2. Time impact analysis method
3. Collapsed as-built or but-for analysis method
4. Windows analysis method
5. As-planned versus as-built (Total time) method
Impacted as-planned method
According to Trauner et al. (2009), in this method the analyst
specifies the as planned schedule, and inserts into this
schedule the changes which caused project delays. These
changes are the only determined delays recorded during
construction process which may have affected the project
duration. Trauner et al. (2009) point out the major
weaknesses of this method as it does not reflect the dynamic
nature of construction project and the critical path.
Time impact analysis method
The analyst determines the amount of project delay
resulted from each of the delaying activity successively by
calculating the difference between the project completion
date of the schedule after the addition of each delay and
that prior to the addition (Ndekugri, Braimah, and
Gameson, 2008).
Collapsed as-built or ‗ ‘but-for’ analysis method
In this method, the analyst studies all contemporaneous
project documentation and prepares a detailed as-built
schedule instead of an as-planned schedule as mentioned in
the what-if method. The analyst subtracts or removes
activities which affected the project from the as-built
schedule (Trauner et al. 2009).
Windows analysis method
Window analysis method is also called the contemporaneous
period analysis and snapshot method. In this method, the
basic concept is that the total project duration of CPM
schedule is divided into digestible time periods or windows
(e.g., monthly) and the delays that occurred in each windows
of time are analyzed successively by focusing on the critical
paths (Hegazy and Zhang, 2005).
As-planned versus as-built (Total time) method
Basically, the main concept is that the as-planned versus
as-built method compares two schedules, which is why it is
also called “the total time method or net impact method”.
In this method the assumption is that one party (contractor)
causes no delays and other party (owner) causes all
delays.
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G. Programme updates
It is used to document the performance of the employer,
the professional team, designers, and the contractor and their
ability to meet commitment dates. Programmes are updated
to communicate actual project status from time to time, keep
the programme relevant as a useful management tool, record
actual performance of all parties‟ alike, record changes to the
original plan and support forensic or prospective delay
analysis. When no frequency is specified, it is unlikely that a
contractor will submit updated CPMs to the employer until
extensions of time are granted or significant changes to scope
or sequence are incorporated into the project. The minimum
data required to properly update a programme would be
percentage complete, remaining duration (%), actual start,
and actual finish.
H. Records
Once the program update is done then changes need to be
recorded. When good record keeping procedures are
established and maintained, contract administrators are often
able to access key information quickly and in a timely enough
manner to respond to crises and manage problems at the time
they arise. Many standard forms require contractors to
provide notice of an intention to make a claim for time and/or
money within a reasonable time after the event which gave
rise to the claim. Records can be inspected by the employer‟s
representative from time to time. For each delay event an
„event analysis‟ needs to be done.
II. QUESTIONNAIRE SURVEY
The Survey is designed based on the objective of the study to find out the causes of delays in construction projects
and effect of the delays on overall project. The Survey
is framed in such a way that the personal view of
different people involved in different projects (Architect,
Consultant, Owner, Project manager, Contractor) is
collected and analyzed. This questionnaire consists of 63
causes of delay on which a detailed analysis will be carried
out by using statistical concept. These causes are classified
into nine groups according to the sources of delay: Factors
related to Project, Owner, Contractor, Consultant,
Architect/design-team, materials, equipment, manpower
(labor), and external factors.
A. Questionnaire format
Respondents are asked to fill What is the frequency of
occurrence for this cause?. The frequency of occurrence was
categorized as follows: always, often, sometimes and rarely
(on 4 to 1 point scale). Respondents are required to fill the
respective places with only scale points (1, 2, 3 and 4) of their
opinion.
Frequency of Occurrence
Always (4): Generally occurs in all the projects (70%-100%).
Often (3): Occurs in 5 to 7 projects out of 10 projects (50%-
70%).
Sometimes (2): Occurs in 1 to 5 projects out of 10 projects
(10%-50%).
Rarely (1): Occurs only 1 time out of 10 projects (>10%).
The questionnaire format is provided in appendix
B. Respondent’s profile
The questionnaires were distributed to Owners, Project
Manager, Architect, Consultants and Contractors of Indian
construction industry. The respondents involved in the
survey had several years of experience in handling various
types of projects. The characteristics of the respondents
participated in survey are summarized below. Population
sample of 35 was used in this survey. A total sample of 31
was deployed.
Fig. 1. Result of respodents
Fig. 2. Working experience
III. QUESTIONNARIE SURVEY RESULTS
The collected responses from different categories of people
involved in construction project gives the major causes of
delay factor faced in the construction process. The mean of
each group of question is calculated using Relative
Importance Index to calculate the ranking and the percentage
of delay cause in the building. The final result showing the
contribution of different factors on the delay of a construction
project is shown below
0 2
4 6
8 10
Result of respondents
0
10
20
30
40
50
less than 10
years
11-15 years 16-20years 20 years and
above
working experience
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TABLE I. RANKING FOR DELAY CAUSES
No Cause Of Delay Points Rank % Group
1 Very short original contract duration 20 17
Project
team
2 Legal disputes between parties 55 46
3
Inadequate definition of substantial
completion 50 42
4 Ineffective delay penalties 35 29
5 Types of construction contract 40 33
6 Types of project bidding 55 46
7 Payment delay 70 58
Owner
8 Delay in delivering the site 57 48
9 Change order 80 67
10 Late approval of design document 51 43
11 Late approval of sample material 54 45
12 Lack of communication 82 68
13 Late decision making 40 33
14 Conflicts between partners 30 25
15
Unavailability of incentives for contractor
for finishing ahead of schedule 45 38
16 Suspension of work 20 17
17 Financing difficulty 72 60
Contractor
18 Conflicts with sub-contractor 50 42
19 Rework 70 58
20 Poor site management and supervision 60 50
21
Poor coordination with labor and
subcontractor 65 54
22 Ineffective planning and scheduling 60 50
23 Improper construction method 40 33
24 Delay in sub-contractor work 45 38
25 Lack of knowledge 50 42
26 Frequent change of subcontractor 45 38
27 Poor qualification of technical staff 52 43
28 Site mobilization delay 52 43
29 Inspection and testing delays 52 43
Consultant
30 Approval delay 45 38
31 Poor communication 62 52
32 Conflict between consultant & architect 45 38
33 Lack of experience 45 38
34 Errors in design document 50 42
Architect
35 Delay in producing design documents 65 54
36 Inadequate details in drawing 51 43
37 Insufficient data collection & survey 45 38
38 Misunderstanding of owners requirement 45 38
39 Unused advanced design software 52 43
40 Shortage of material 70 58
Materials
41 Change in specification 60 50
42 Late delivery 65 54
43 Damaged of required material 45 38
44 Delay in manufacturing 54 45
45 Late procurement 60 50
46 Lack of material availability 54 45
47 Shortage of equipment 61 51
Equipment
48 Equipment break down 62 52
49 Poor operator skill 50 42
50 Low productivity & efficiency 52 43
51 Lack of high technology equipment 65 54
52 Shortage of labor 71 59
Labor
53 Personal conflicts 50 42
54 Lack of knowledge 60 50
55 Lack of communication 72 60
56 Lack of skilled labor 80 67
57 Poor soil condition 45 38
External
Factors
58 Delay in obtaining permits 76 63
59 Climatic factor 75 63
60 Unavailability of utilities 44 37
61 Accidents during construction 42 35
62 Changes in government regulation 65 54
63 Delay in final inspection 60 50
A. Highest percentage of delay group
From the above finding and analysis using ranking
method the group which is more responsible for the delay in
the project is find out. According to the survey result it is
found that resources are the main reason for the delay in the
project along with external factors it is then followed by
Contractor, then Owner and the others.
Fig. 3. Highest percentage of delay group
0 20 40 60 80
Project Group
Owner
Contractor
Consultant
Architect
Material
Equipment
Labor
External Factors
Points
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B. Template to evaluate time delay The tools to evaluate and analysis time delay factors are CPM
and PERT. The collected data from the tools should be filled
in template for event analysis.
TABLE II. EVENT ANALYSIS SHEET
DESCRIPTION FORMULA VALUE
Planned quantity PQ
Planned duration PD
Planned productivity PP
Total budget TB
Cost per unit C TB/PQ
Actual quantity AQ
Actual duration AD
Actual productivity AP
Planned value PV, BCWS (AD*TB)/PD
Actual cost AC, ACWP C*AQ
Earned Value (EV) BCWP EV = PV x(
AP/PP)
Cost Variance CV EV-AC (BCWP -ACWP)
Cost Variance % CV% CV/EV
Cost Performance
Indicator CPI EV/AC
To Complete Cost
Performance Indicator TCPI
(TB-EV)/(TB-
AC)
Schedule Variance SV EV-PV
(BCWP- BCWS)
Schedule Variance % SV% SV/PV
(SV/BCWS)
Schedule Performance
Indicator SPI EV/PV
To Complete Schedule
Performance Indicator TSPI
(TB-EV) / (TB -
PV)
Budget At Completion BAC = TB
Estimate At Completion EAC AC +(BAC- EV)
Variance At Completion VAC BAC - EAC
Planned % Completed PV / BAC
% Completed Actual AC / EAC
C. Recommendations
From the survey it is found that contractor has the highest
percentage of cause of delay followed by owner and then
consultant. So recommendation to control major causes of
delay are listed below
TABLE III. RECOMMENDATIONS FOR MAJOR CAUSES OF DELAY CAUSES
Causes of delay Recommendations
Weather
condition
Conducting detailed and perfect surveys towards
the field condition and previous weather data
External factors Monitor the work done by the earlier contractors to make sure that delays outside your control are
recognized and documented.
Lack of funds Optimize cash flow in accordance with the
requirements and make sure fund needed for project is available to execute the project
Deviation of
scheduling
Develop detailed and accurate schedule to
facilitate easy and controlled scheduled execution
Lack of communication
Planning and applying Management Information System(MIS)
Poor decision
making process
Conduct routine/regular coordination meeting and
develop a procedure regarding decision making.
Lack of
coordination /
Wrong delegation of
authority
Develop a good, simple and easy to understand
system to regulate coordination procedures and
responsibility of units. Make organization chart with detail job description which includes
responsibilities and roles of each function
Lack of
inspection
Provide separate technical staff or site manager for
periodic inspection and monitoring work process which includes starting late, late submission of
drawings, mistakes or errors, resource availability,
etc. then proper record has to be maintained to detect risk and mitigate.
Improper
planning
Understand the level of supply and demand to
produce detail planning and schedule.
Implement automatic machine work to avoid
shortage of labor such as automatic plastering
machine, wall painting, precast concrete wall, etc.
Lack of
knowledge
Contractor needs to aware of new technology and
techniques to reduce time duration for activity or
labor force
Lack of facilities
at site
Site management should be properly done to
ensure proper resource; basic facilities for worker
are available to increase productivity by doing
detail study in site condition.
Poor selection of
vendors
Consider supplier daily capacity and material
quality for selecting vendors to avoid delay and
conflicts.
Labor shortage Early workforce planning is essential for owners
and contractors to effectively manage project labor
risks. Then providing incentives/awards for
workers like best employer of the year/ month so
that productivity and quality of work will be
increased.
Skilled labor
shortage
Providing training and upgrade skills to use new
technology and techniques for unskilled labors to
increase productivity and efficiency of the worker.
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D. Conclusion
The major causes of delay which is found repeating in
almost every project are external factors, financial
difficulties, shortage of labor, insufficient labor productivity,
owner interference and improper planning. After analyzing
the data it is clear that the contribution of Contractor in
delay of the construction project is high then followed by
client then consultant side and others. Resource allocation is
the main criteria for doing schedule planning to allocate
duration for each activity included in the project so that delay
in the construction project can be reduced.
ACKNOWLEDGMENT (Heading 5)
I extend my gratitude to our Faculty Head Dr. A. Lilly Rose, M. Arch., PhD, Head of the Department Dr. N. Jothilakshmy, B. Arch; M.T.P., PhD, Assoc. Prof.T.Vennila M.Arch, Mr.S.Kavin Kumar and Assoc. Prof. Ar. K. Suresh Babu for their helpful suggestions and comments during my project presentation. Mr.K.Gopala Krishnan, Mr.Karthik Mohan, Mr.G.Hemanth kumar and my parents for their help and support to complete the project.
REFERENCES
[1] Aditi Dinakar “Delay Analysis in Construction Project”, IJETAE, Vol. 4, No. 5, May 2014
[2] Aftab Hameed Memon, “Contractor Perspective On Time Overrun Factors In Malaysian Construction Projects”, IJSET, Vol. 3, No. 3, 2014
[3] Ashwini Arun Salunkhe & Rahul S. Patil, “Effect of Construction Delays on Project Time Overrun: Indian Scenario”, IJRET, eISSN: 2319-1163 | pISSN: 2321-7308
[4] “Construction Delay Analysis Methods”, http://www.forensisgroup.com/expert-articles/construction-delay- analysis-methods, 2013
[5] Roger Gibson “Construction delays: Extension of time and prolongation claims”
[6] Desai Megha & Dr Bhatt Rajiv, “A Methodology For Ranking of Causes of Delay For Residential Construction Projects In Indian Context “, IJETAE, Vol. 3, No. 3, March 2013
[7] Enas Fathi Taher & R.K. Pandey, “Study of Delay in Project Planning and Design Stage of Civil Engineering Projects”, IJEAT, Vol. 2, No.3, February 2013
[8] Owolabi James D & *Amusan Lekan M. Oloke C., “Causes And Effect of Delay on Project Construction Delivery Time” IJER, Vol. 2 No. 4 April 2014
[9] P. J. Keane & A. F. Caletka, “Delay Analysis in Construction Contracts”, A John Wiley & Sons, Ltd., Publication 2008, United Kingdom
[10] Songül Dayi “Schedule Delay Analysis In Construction Projects: A Case Study Using Time Impact Analysis Method”, The Graduate School Of Natural And Applied Sciences of middle East Technical University, December 2010
[11] Theodore J. Trauner Jr., “Construction Delays: Understanding Them Clearly, Analyzing Them Correctly”, 2009
APPENDIX
Name Date
Designation Location
Work Experience
Email Id
No Cause of delay
Alway
s Often
Some
times Rarely Group
1
Original contract duration is too
short
Project
team
2 Legal disputes between parties
3
Inadequate
definition of substantial
completion
4
Ineffective delay
penalties
5
Types of
construction contract
6
Type of project
bidding
7
Delay in progress
payment by owner
Owner
8
Delay to furnish and deliver the
site to the
contractor by owner
9
Change order
during
construction
1
0
Late in approval
design document
by owner
1
1
Delay in
approving shop drawings and
sample material
1
2
Lack of
communication between owner
and contractor
1 3
Slowness in
decision making process
1 4
Conflicts between
joint ownership of the project
1
5
Unavailability of
incentives for contractor for
finishing ahead of
schedule
1 6
Suspension of work by owner
1 7
Difficulties in
financing project by contractor
Contra
ctor 1
8
Conflicts in
subcontractor
schedule in execution of the
project
1
9
Rework due to errors during
construction
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2
0
Conflict between
contractor and
other parties
2
1
Poor site management and
supervision
2 2
Poor communication
and coordination
with labor and subcontractor
2
3
Ineffective
planning and
scheduling of project by
contractor
2 4
Improper
construction
method
implemented by contractor
2
5
Delay in
subcontractor
work
2
6
Lack of
knowledge
2
7
Frequent change
of subcontractor because of their
inefficient work
2
8
Poor qualification
of technical staff
2
9
Delay in site
mobilization related to
subcontractor
3
0
Delay in
performing inspection and
testing by
consultant
Consul
tant
3 1
Delay in approving major
changes in the
scope of work by consultant
3
2
Inflexibility of
consultant
3 3
Poor communication
between
consultant & others
3
4
Late in reviewing & approving
design document
by consultant
3
5
Conflict between
consultant and
architect
3
6
Inadequate experience of
consultant
3
7
Mistakes in design
document Archit
ect 3 8
Delay in
producing design documents
3
9
Unclear and
inadequate details
in drawing
4 0
Insufficient data
collection &
survey before doing
4 1
Misunderstanding
of owners requirement
4
2
Unused of
advanced design
software
4
3
Shortage of
material
Materi
als
4 4
Change in
material type &
specification during consultant
4
5
Delay in material
delivery
4
6
Damaged of sorted material
while they are
need urgently
4 7
Delay in
manufacturing
special building material
4
8
Late procurement
of material
4
9
Lack of selected material
availability in
market
5
0
Shortage of
equipment
Equip
ment
5
1
Equipment break
down
5
2
Low level of
equipment
operator skill
5
3
Low productivity & efficiency of
the equipment
5
4
Lack of high technology
mechanical
equipment
5
5 Shortage of labor
Labor
5 6
Low productivity level of labor
5
7
Personal conflicts
among labor
5 8
Lack of knowledge
5
9
Lack of
communication
6 0
Lack of skilled labor
6
1
Poor soil
condition
Extern
al
factors
6 2
Delay in obtaining permits
6
3 Climatic factor
6
4
Unavailability of utilities in site (
water, electricity,
telephone)
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6 5
Accident during construction
6 6
Changes in
government regulation and law
6
7
Delay in
performing final inspection and
certificate by third
party
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