Managing Delay and Project Learning To Improve Project Quality

Managing Delay and Project
Learning to Improve Project

Quality
----Critical Points for Success in Construction
From Quality Management to Project Learning
Delay Issues in the International Construction Industry

A great deal of information concerned with project delay and
overruns may be found in the literature as shown in Table 1. It
is important to predict and identify the problems in the early
stages of construction and diagnose the cause to find and
implement the most appropriate and economical solutions
(Abdul-Rahman & Berawi, 2002b).
Source: Abdul-Rahman (2008), Project International 2008, Kuala Lumpur.
Examples Of Delay Issues In The Malaysian Construction Industry

Table 1 Information Concerned with Project Delay
Country
Researcher
Year
Nigeria
a)Aibinu & Jagboro
2002
facing a major criticism due to the growing rate of

delays in project delivery
projects are accelerated or duration extended beyond
the scheduled completion date
a)Odeyinka & Yusif
1997
seven out of ten projects surveyed suffered delays in

their execution
a)Ajanlekoko
1987
performance of the construction industry in terms of

time was poor
a) Al-Khalil & Al-Ghafly
1999
government authorities face a serious problem of

lengthy delays in public projects
b) Al-Ghafly
1995
according to the contractors, 37% of all projects in

Saudi Arabia were subject to delay
an average time overrun of 39% of the original project
duration
c) Assaf & Al-Hejji
2006
only 30% of construction projects were completed within

the scheduled completion dates
average time overrun was between 10% and 30%
d) Al-Sultan
1989
surveyed time performance of different type of public

projects
70% of public projects experienced time overrun
e) Zain Al-Abedien
1983
70% of the projects undertaken by the Ministry of

Housing and Public Works in Jeddah were subject to
delay
Saudi Arabia
Evidence of Delays
Continued on next page

continued
Country
Researcher
Year
Australia
a) Bromilow
1974
only one-eighth of building contracts were

completed within the scheduled completion dates
average times overrun exceeded 40%
Ghana
a) Frimpong et al.
2003
study on groundwater projects indicated that 33

out of a total of 47 projects completed between
1970 and 1999 were delayed while 38 projects
were overruns
75% of the projects exceeded the original
project schedule and cost whereas only 25%
were completed within the budget and on time
Thailand
a) Ogunlana & Promkuntong
1996
the boom in construction was unanticipated

many projects experienced delays and thereby
exceeded initial time and cost estimates
Singapore
a) Clough & Sears
1994
variations in drawings and contract documents

usually lead to a change in contract price or
contract schedule
construction projects may face variations that
could cause delay in the project completion time
Continued on next page
Evidence of Delays

continued
Country
Researcher
Year
Evidence of Delays
Jordan
a) Al-Moumani
2000
delays occurred in 106 out of 130 projects

surveyed
the time required to complete construction of
public projects is frequently greater than the time
specified in the contract
b) Battaineh
1999
evaluated the progress reports of 164 building

and 28 highway projects constructed during the
period 1996-1999
result indicate that delays are extensive: the
average ratio of actual completion time to the
planned contract duration is 160.5% for road
projects and 120.3% for building projects
c) Odeh & Battaineh
2002
this problem is more evident in the traditional or

adversarial type of contracts in which the
contract is awarded to the lowest bidder
4. Some Lessons Learned - Case Studies

4.1 Engineering Faculty Building
4.1.1 Project Description
The project comprises the construction and completion of a Tower and
a Laboratory Blocks. The type of contract used was design & build,
negotiated and lump sum contract.

4.1 Engineering Faculty Building

4.1.2 Summary of Findings
The project comprises the construction and completion of a Tower and
a Laboratory Blocks. The type of contract used was design & build,
negotiated and lump sum contract. The commissioning of the project
comprised of two phases; the main block was handed over first. When
the constructed building was fully handed over, the client has not got
the building plan approved, let alone the certificate of fitness due to
the contractors failure to meet the requirements of the local authority
(Abdul-Rahman, Berawi, et al., 2006).
4.2 The Law Faculty Building

The project comprises the construction and completion of Law Faculty
Building and a Library Block. Type of contract is lump sum contract
and open tender. In this project the contractor failed to finish within
the contract time. The contractor completed the sub-structure
without any delay but soon after his financial problems appeared
(Abdul-Rahman, Berawi, et al., 2006)

4.2 The Law Faculty Building
The problems started when the end user began to change the scope of
project twice during construction of the project. The main contractors
top management did not contribute much in site meetings and were
not involved with the projects problem solving. The architect for the
project was of the opinion the main cause for delay was due to the
main contractors financial problem, poor management and
performance, and shortage of skilled workers. The client later realized
that the contractor was handling more than five projects at the same
time. Subsequently, the extra works requested have affected the
overall program and schedule probably due to cashflow problems
(Abdul-Rahman, Berawi, et al., 2006).

4.3 Chemistry and Biochemistry Building, Faculty of Science
The project consists of the construction of a four and a half-storey
reinforced concrete building for two departments. The site used for
the building was formerly a chemistry laboratory. The new building
consists mainly of laboratory rooms and lecturer rooms with the
office and main seminar rooms located at the ground floor.
Selective tendering was used and the consultants were
recommended by the Ministry of Finance.

4.3 Chemistry and Biochemistry Building, Faculty of Science
The contractor encountered problem with the quality of civil and structural (C&S)
design. The effects of poor quality design are cracks on main beams - the
cracks on the first floor beams were detected during the completion of the
upper floors (roof beams, water tank levels and parapet walls). The cracking
on main beams was the major problems the contractor dealt with. Besides
that, there was delay due to minor problem in the initial construction stage
because the supplier of micro piles was too specific. Apart from this, services
bay for laboratory benches were not provided in the floor for ease of
maintenance. The head room (floor to ceiling height) was low compared to the
clients requirement due to poor coordination between the C&S and M&E
engineers. Furthermore, columns appear in the middle of some of the lecturers
rooms. The rectification works increased the time and cost of the project by 6
months and RM3million, respectively.
Examples Of a Successful Project by a Malaysia Contractor
4. An Example of a Successful Project by a Malaysian Contractor

-- Some Lessons Learned - Case Studies
4.4 The Bahrain International Circuit (BIC)
The track was built on a 400 acre sandy plot of land in Sakhir, 19 miles
southwest of the island's capital, Manama. The site is between AlAreen Wild Life Park and the University of Bahrain. It is just 30
minutes from the Bahrain International Airport. The Bahrain
International Racing Circuit was built on 1.7 square kilometers area
of land.

WCT and its joint venture partner, Cebarco Bahrain (Cebarco), a local Bahrain
construction company in completed a prominent and demanding international
project the BIC project. To the surprise of many, the BIC project was completed
earlier than the original required completion date. The achievement of the joint
venture contractor to complete the project on time and according to the rigid
requirements of the F1 organizer has promoted the identity, image and reputation
of WCT and Cebarco not only in Bahrain but also in the surrounding region.
Through the joint venture company, WCT and Cebarco shared specific business
objectives for the BIC project by:
a) Maximizing the effectiveness of co-operation and mutual trust;
b) Developing a win-win culture;
c) Reducing the overall project cost, reducing the project time and ensuring the
utmost quality and safety;
d) Reducing the administrative cost;
e) Eliminating contractual conflict through less adversarial relationships; and
f) Reducing errors

4.4.3 Design
Designed by German track specialist, Herman Tilke, the 70,000spectator track has made Bahrain the first country in the Middle
East to host a Formula One race. The architecture is based on
Arabian themes. The desert circuit is unique in the world of Formula
One and combines leading edge technology with fine examples of
Arabic architecture and iconic buildings such as the Sakhir Tower.

4.4.4 Factors for Successful Construction Project Performance
By instilling an efficient control mechanism in monitoring the project,
WCT was be able to monitor the progress of project according to the
predetermined plan and adapt suitably to the situation. However,
interrelated factors need to be present in order for a project
accomplishment.

4.4.4 Factors for Successful Construction Project Performance
continue
From the start of the BIC project, the Contractor has identified 9 factors
for successful construction performance:
a) Excellent teamwork between all parties
b) Experience of the project team and consultants
c) Good financial condition
d) Planning and control system
e) Realistic and definite set of goals
f) Communication throughout the project
g) Sufficient completion time
h) Clients characteristic
i) Project characteristic/nature

4.4.5 Critical Factors for the Bahrain F1 Circuit
Whether it is a tangible or intangible return that the company or ventures
are looking for, all factors are often interrelated and their combination
leads to the success or failure of a joint venture.
Future Prospect for Mitigation of Delay
Delay prevention and delay mitigation contribute the similar aims in

the construction, those are to minimize the loss, damages and
others negative impacts cause by delay events. To improve the
schedule performance in the future, the construction practitioners
need to understand, adapt and evolve in the knowledge-economy
age. By achieving it, a few aspects that need to take a deep
consideration by the industry, namely:
a) clients needs in future;
b) the risks and opportunities for the future; and
c) future directions to prevent and mitigate construction projects
delay.

Future Directions: Are We Measured Up To The New Challenges?
Principal Points in Developing Delay Mitigation Model
Figure 1 displays the principal points of developing delay mitigation model.
The principal points composed of management aspects, changes needs,
the overriding human factor and the Plan-Do-Check-Action (PDCA) cycle.
Based on these principals points a basic integrated delay mitigation model.
Cultural
change
Delay
management
PROJECT PROCESSES
Knowledge
management
Policy
change
Learning
management
Technical
change
Figure 1 Principles of a Delay Mitigation Model
Development of a Basic Integrated Delay Mitigation Model

PRECONSTRUCTION
STAGE
START
CONSTRUCTION
STAGE
COMPLETION
Practise project management

Practise
project
management
techniques
and
tools
Integrate learning, knowledge
techniques
and
For example: tools
Integrate
learning,
knowledge
and delay
management
For
example:
ASAP approach;
and delay management
ASAP
approach;
Critical
path
method;
Implementing the
Critical
path
method;
Pareto analysis;
Implementing
the throughout
integrated management
approach
Pareto
analysis;
Work breakdown system;
integrated management
approach
throughout
the project period,
Work breakdown
system;
Project management
software
system
the project period,
Project management software system
Filtering the lesson learned
Filtering the lesson learned
TECHNIQUE
=
FORM & USE
COMPOSITE
KNOWLEDGE
Document filing system

Document filing system
Disseminate to project-related parties
Disseminate to project-related parties
Top of role played by organizations, projects and individual

ORGANISATION
INDIVIDUAL
COMMUNICATION
COMMUNICATION
PROJECT TEAM
Change the culture of late payment

Implement organizational change
Build up a cross-discipline cooperation
Cultivate knowledge sharing culture of bad and good practices at the project level
Eliminate them and us attitude
Establish a systematic individual time management
Commit to learn
Figure 2 Basic Integrated Delay Mitigation Models
The integrated delay mitigation model shown in the previous

Figure (Figure 2) is generated based on the four (4) principal
points of developing a delay mitigation model as discussed in the
previous section.
At the bottom of the Figure 2, top of role and action to be played
by the organizations, project team and individual are specified to
mitigate the delay events.
In the model, the composite knowledge is the different bodies of
knowledge being combined to achieve the best outcome at any
given time a decision or action is done. A diagrammatic
representation of composite knowledge is shown next.

Project
management
principles
Professional
ethnics
Project
management
techniques
Etc.
Financial
and risk
management
Decision
making
models
Analytical
thinking
Time
management
techniques
COMPOSITE
KNOWLEDGE
Communication skill
Human
resource
Technical
know how
Negotiation
skills
Team
building and
teamwork
Technical
know who
Establish
core values
in projects
Figure 3 Composite Knowledge
Creativity

Conceptual Framework of the Delay Mitigation Model Using a
Project Learning Approach
Drawing on the results and analysis of the four-stages data collection
discussed on the above sections, a conceptual based delay mitigation
model as shown in Figure 3. The delay mitigation model is designed
specifically for the use in construction projects and with an intention to
deal with major delay factors caused by lack of knowledge and poor
management of lessons learned.
Peter. M. Senge
The founder of organizational learning theory

Phase 1:
Knowledge identification
Phase 2:
Knowledge sharing, creation,
and integration
Phase 3:
Knowledge exploitation
Phase 4:
Knowledge storage
Implement action and

informal project learning
Quantify project
activities into several
milestones
Formal project learning

process
Identify time goal for

each milestones
Identify critical or high
potential types of delay
for each activity
Explore activity
knowledge
No
Comprehensive
consideration?
Yes
Documentation and
making decision
Any potential
or delay
Yes
events?
No
Continue implement
action and informal
project learning
Lesson learned feedback
loop
No
Filter knowledge and

lesson learned
Compile knowledge and
lesson learned
Store knowledge and
lesson learned
End of the
project?
Yes
Go to Phase 4
Project stages Preconstruction and construction stage

Enablers
Continuous individual commitment, continuous top

management commitment, continuous inductive
environment, continuous human network, continuous
open communication, teamwork, equity
Barriers
Poor commitment, adversarial relationship,

individualism, discrimination
Construction stage
Near the project completion stage
Continuous individual
commitment, continuous top
management commitment,
continuous inductive environment,
continuous human network,
continuous open communication,
Poor commitment, poor teamwork
active and opportune feedback
and lack of observance
Continuous individual
commitment, continuous top
management commitment,
openness
Discontinuous commitment,
conceal
Figure 3 Delay Mitigation Model Using Project Learning Approach
Processes of Delay Mitigation Model

The proposed model consists of four (4) main phases. Each phase
contains enablers and barriers of project learning which have been
accumulated and gathered from the data collection. The four phases
are:
Phase 1: Knowledge identification
Phase 2: Knowledge sharing, creation and integration
Phase 3: Knowledge exploitation
Phase 4: Knowledge storage

What Next?
1. Model development
1.1 Comparison to Some Existing Developed Models

Table 2 shows the focus areas of knowledge management between the proposed model and existing
developed models.
Knowledge management
Authors
Table 2 Comparison of the Proposed Model to Others Existing Developed Models
areas
Fong
Kamara
Robinson
Tserng and Lin (2004);
(2003)
et al. (2003)
et al. (2004)
Lin et al. (2005)
The present
proposed
model
Knowledge gap
Knowledge goal
Know. identification
Knowledge creation
Knowledge sharing
Knowledge linkage
Knowledge filtering
Knowledge storage
Knowledge retrieve
Knowledge dissemination

What Next?
1. Model development
1.2 Theoretical Perspectives of the Developed Model

The theoretical perspectives of the developed model are based on the
integration of team learning theory (including individual learning reviews,
functional learning reviews, whole team learning review and
communication of learning) from Barker and Neailey (1999) and learning
process theory (including focus, environment and techniques) from
Buckler (1996). Based on these theories, seven (7) aspects were taken
into account in the development of the proposed model as follow:
(i) learning goal setting;
(ii) storytelling;
(iii) brainstorming;
(iv) reflection;
(v) feedback;
(vi) knowledge exchange protocol; and
(vii) web-based tools.

What Next?
2. A Proposed Continuous Project Learning Model
Figure 4 represents the eight (8) phases of the proposed continuous project
learning model during pre-construction stage.
1. Identify a subject
matter
2. Identify learning
goals
8. Lesson learned
linkage
7. Knowledge
dissemination, retrieve
and update
3. Identify knowledge
source
6. Knowledge filter and

storage
4. Knowledge sharing
process
5. Knowledge
application
Figure 4 Continuous Project Learning Model
A Discussion on the Proposed Project Learning Model

Results from a survey illustrate that the proposed model tends to be more
capable to enhance learning, knowledge sharing and individual
knowledge seeking in the construction industry. Thus, it is expected that
the application of the proposed model during the pre-construction stage
is capable to enhance the value of construction projects in terms of time,
cost or quality.
Discussion of the Proposed Project Learning Model

The strength of the proposed model is that it focuses on project
knowledge and continuous collective learning in which both elements
are critical in enhancing the value of the construction projects. While,
the potential shortcomings of this model are that it is built on an
unproved premise, the model seems to be suitable for moderate large
and complex construction projects in enhancing the value of
construction.
A summary of Critical Points for Success in Construction

After having presented a variety of sub-themes in this lecture, let me try to
summarise the main themes for the benefit of fellow audience. The main
issues that need to be addressed by policy makers and practitioners to
succeed in construction include:
1. The need to re-look at the incapacities of existing quality
management approaches and probably the need for a radical
change in how quality is managed in its totality in construction.
2. Understanding the implications of poor quality in terms of quality
cost and the need for more proactive prevention efforts.
3. The different needs in managing quality at the different stage of
construction, with a focus on the pre-design and the
commissioning stages.
4. Appreciating the impact of quality failures on the society and the
construction industry.
5. Understanding the benefits of and applying basic knowledge
management in construction.
6. Appreciating the importance of institutionalised project learning.
7. Going back to basics by observing strictly the Good Project
Management Practices and the need to develop high calibre
construction work force.
Conclusions
The title of this lecture is from quality management to project learning

critical points for success in construction. The first part of the lecture
advocates the use of quality management throughout construction.
The concept of quality cost and the importance of tracking quality cost
of failure are then highlighted. Results of studies on quality
management in design and build projects and during the
commissioning stage of projects presented show the importance of
quality management and the negative impacts of failure in quality.
Case studies that looked into the factors project failures and success
were presented to provide an insight into the critical issues that need
to be recognized, learned and put to practice.
Conclusions
Certain futuristic demands that can influence the success of construction

firms were also presented. One of the most important criteria for
success is the ability of construction firms to meet stricter requirements
from the clients and end-users. Beginning with studies into how
knowledge management can improve project performance, the author
eventually recommends the extensive use of knowledge management in
construction projects through a project learning model. Although the
model is more appropriate for large construction outfits, smaller
companies can easily apply the concepts to improve their performance
in construction. Project learning remains to be a mere knowledge
management tool and cannot increase productivity and improve quality
unless the knowledge is actually put to practice with sincerity and
commitment just like if quality management is to be successful.
Thank You

Managing Delay and Project Learning To Improve Project Quality

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Managing Delay and Project

Learning to Improve Project

From Quality Management to Project Learning

----Critical Points for Success in Construction

Delay Issues in the International Construction Industry

Source: Abdul-Rahman (2008), Project International 2008, Kuala Lumpur.

From Quality Management to Project Learning

----Critical Points for Success in Construction

Examples Of Delay Issues In The Malaysian Construction Industry

a)Aibinu & Jagboro

facing a major criticism due to the growing rate of

a)Odeyinka & Yusif

seven out of ten projects surveyed suffered delays in

performance of the construction industry in terms of

a) Al-Khalil & Al-Ghafly

government authorities face a serious problem of

according to the contractors, 37% of all projects in

c) Assaf & Al-Hejji

only 30% of construction projects were completed within

surveyed time performance of different type of public

70% of the projects undertaken by the Ministry of

Continued on next page

From Quality Management to Project Learning

----Critical Points for Success in Construction

Examples Of Delay Issues In The Malaysian Construction Industry

only one-eighth of building contracts were

study on groundwater projects indicated that 33

a) Ogunlana & Promkuntong

the boom in construction was unanticipated

a) Clough & Sears

variations in drawings and contract documents

Continued on next page

From Quality Management to Project Learning

----Critical Points for Success in Construction

Examples Of Delay Issues In The Malaysian Construction Industry

delays occurred in 106 out of 130 projects

evaluated the progress reports of 164 building

c) Odeh & Battaineh

this problem is more evident in the traditional or

From Quality Management to Project Learning

----Critical Points for Success in Construction

Examples Of Delay Issues In The Malaysian Construction Industry

4. Some Lessons Learned - Case Studies

From Quality Management to Project Learning

----Critical Points for Success in Construction

Examples Of Delay Issues In The Malaysian Construction Industry

4.1 Engineering Faculty Building

From Quality Management to Project Learning

----Critical Points for Success in Construction

Examples Of Delay Issues In The Malaysian Construction Industry

4. Some Lessons Learned - Case Studies

4.2 The Law Faculty Building

From Quality Management to Project Learning

----Critical Points for Success in Construction

Examples Of Delay Issues In The Malaysian Construction Industry

From Quality Management to Project Learning

----Critical Points for Success in Construction

Examples Of Delay Issues In The Malaysian Construction Industry