Contractors held to blame for construction delays
Results from a new piece of research by the Chartered Institute of
Building (CIOB) has revealed that a high proportion of complex
construction projects are likely to be finished more than six months
late, due to poor time control.
The CIOB’s research was completed by more than 70 respondents in the
UK and provided data on over 2000 projects. The research examined
the construction industry’s methods to manage time on projects, in
particular the techniques used and the competence of those engaged
in the process.
Keith Pickavance CIOB Senior Vice President commented, “In the last
ten years we have seen massive developments in hardware, software
and communications that have made it virtually impossible to
efficiently conduct any business without the use of computers and
electronic services. The construction industry uses those facilities
intensively in many areas including, design, manufacture,
procurement, assembly and finance. In fact it uses them in virtually
every field other than time-management, which currently does not use
the available technology effectively.
“The growth in training, education and skill levels within the
industry in the use of time-management techniques has not kept pace
with the technology available. This should be of concern to many
companies, as there is a trend towards developing contracts which
are increasingly punitive if not executed efficiently.
“It should be recognised that the industry manages many projects
very well indeed and the UK construction industry in particular is
regarded around the world as a leading force; but we have to accept
that respondents in this survey regarded the quality of
time-management on construction projects as generally poor. Over
half were familiar with only a master schedule being used, with no
short term planning. Such schedules would typically be in bar chart
form with no linked sequencing. In their experience, managers
consequently would be unable to measure the impact slippage or the
imposed changes on the works. Therefore managers would not be able
to manage the effects of the delay on project completion, except
intuitively.”
According to the respondents certain types of project have a
reasonable chance of being finished by, or before the completion
date, using traditional methods of time-management and without
modern methods of time control. These include, low-rise offices, and
commercial, industrial, housing, schools and educational buildings,
shops and shopping malls.
However, the results also show that more complex projects have a
poor chance of being completed on time without advanced methods of
project control being employed. These include hospital, clinic and
health-related buildings, prisons and security infrastructure,
stadia, railway and high-rise projects.
Those responding to the survey felt that:
· The design team is rarely consulted by the contractor about a
time-management strategy.
· The more complex the project the less likely it is to be completed
on time.
· A high proportion of complex projects are likely to be completed
more than six months late.
· The type of construction contract and procurement method has no
discernable effect on the incidence of delayed completion.
· The contractor is usually held to be predominantly at fault for
delayed completion.
· Records of resources used and work performed are usually
inadequate for effective time control.
· Very few projects are currently managed by reference to modern
methods of time control.
· Delayed progress is not often notified promptly or widely.
· Improved facilities for the education, training and accreditation
of planning engineers and project schedulers are needed.
Email:
stownsend@ciob.org.uk
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