Contractors held to blame for construction hold-ups

Results from a study conducted by The Chartered Institute of Building (CIOB) has shown that a significant number of complex building projects are likely to be finished more than six months late due to bad time management.

The data was compiled from over 70 respondents, with results based on more than 2000 projects.

CIOB senior vice-president Keith Pickavance revealed that the growth in training and education with regards to time management techniques has not kept pace with the industry’s technological advances. He warned firms of a trend towards developing contracts which are increasingly punitive if not carried out 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,” said Pickavance.

He continued: "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."

Respondents felt that that more complex projects, such as hospitals, high rise buildings, prisons and stadiums are unlikely to be completed on time unless contractors adopt more sophisticated methods of project control.

Certain types of project, however, have a reasonable chance of being finished within their completion dates without employing modern methods of time management. These include low-rise offices, housing, schools, retail outlets and certain commercial and industrial buildings.

Respondents felt that:

• Contractors rarely consult designers about time management strategy;

• 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 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 using 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.

For a full copy of the CIOB report, follow the link below: