TITLE PAGE

APPRAISAL OF CONSTRUCTION MANAGEMENT

PRACTICE IN NIGERIA

BY

ATTAH, IMOH CHRISTOPHER

PG/M.ENG/12/61891

THESIS SUBMITTED TO THE DEPARTMENT OF CIVIL ENGINEERING,

UNIVERSITY OF NIGERIA, NSUKKA

IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD OF DEGREE OF MASTERS OF ENGINEERING (M.ENG)

THE DEPARTMENT OF CIVIL ENGINEERING

UNIVERSITY OF NIGERIA, NSUKKA

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CERTIFICATION

We certify that this thesis on APPRAISAL OF CONSTRUCTION MANAGEMENT

PRACTICE IN NIGERIA is an original work done by ATTAH, IMOH CHRISTOPHER a

student with registration number PG/M.ENG/12/61891. We examine and found it acceptable for

the award of the degree of Masters of Engineering (M.ENG).

------------------------------------------------------- ------------------------------------

ENGR. PROF. O. O. UGWU DATE

PROJECT SUPERVISOR

------------------------------------------------------- ------------------------------------

ENGR. PROF. O. O. UGWU DATE

HEAD OF DEPARTMENT (HOD)

-------------------------------------------------------- ------------------------------------

DR. O. O. ONWUKA DATE

EXTERNAL EXAMINER

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DEDICATION

This work is dedicated to God Almighty for his enablement, for the achievement of excellence

and to all those who love the progress of mankind.

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ACKNOWLEDGEMENT

I thank the Lord God Almighty for the successful completion of this study. Indeed it is the Lords

doing and it is marvelous in our sight.

My profound gratitude goes to my supervisor Engr. Prof O. O. Ugwu for the effort invested in

mentoring me and guiding me through the research. I wish to thank my lecturers: Engr. Prof. J.

C. Agunwamba, Engr. Dr. M. E. Onyia, Engr. Dr. B. O. Mama and Engr. Dr. C. C. Nnaji the

postgraduate co-ordinator.

I deeply appreciate my mother Deac. Theresa Attah and my aunty Mrs Henreitta Offiong for

their encouragement and support. I am also very grateful to my siblings Comfort, Victoria and

Joy for all their moral encouragement.

I want to thank Mr. Charles Umoh and his family for all their support. In the same vein, I

appreciate the effort of Mr. Emmanuel Ekpemyong, Engr. & Engr. (Mrs.) Kufre Primus Okon

and Engr. Nkpa Ogarekpe, for the love, care, editing and helping correct my work.

My profound gratitude goes to my fiancée Deborah John and PINNICATT NIGERIA LTD

towards the successful completion of this project.

My roommates: Mr. Ben Nwachukwu, Mr. Johnmark Ocheje, Pst. Ernest Ochai, Engr. Edward,

Engr. Ibiang Ebri, you guys are wonderful.

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TABLE OF CONTENTS

Pages

Title Page……………………………………………………………………………………….....i

Certification……………………………………………………………………………………….ii

Dedication………………………………………………………………………………………...iii

Acknowledgement………………………………………………………………………………..iv

Table of Contents ………………………………………………………………………………....v

List of Tables …………………………………………………………………..……………….viii

List of Figures………………………………………………………………………………….....x

Abstract………………………………………………………………………………………………………………….xii

CHAPTER ONE

INTRODUCTION………………………………………………………………………………...1

1.0 Background……………………………………………………………………………………1

1.1 Statement of the problem……………………………………………………………………...3

1.2 Objectives of study……………………………………………..............................................3

1.3 Significance of the study………………………………………………………………………4

1.4 Scope of the study……………………………………………………………………………..4

1.5 Limitation of study…………………………………………………………………………….4

1.6 Hypothesis……………………………………………………………………………………..4

1.7 Thesis structure………………………………………………………………………………..5

CHAPTER TWO

LITERATURE REVIEW…………………………………………………………………………6

2.0 Review of related works………………………………………………………………………6

2.1 Construction management……………………...……………………………………………..7

2.2 Functions of management in construction…………………………………………………….8

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2.3 Resources for Construction Industry………………………………………………………...11

2.4 The Roles of Construction Actors……………………………………………………………12

2.5 Factors that Influence Construction Management Practice…………………………………14

2.6 Quality Management during Design…………………………………………………………14

2.7 Quality Management during Construction…………………………………………………...14

2.8 Construction Management Techniques Used In Practice……………………………………15

2.9 Economic Policy…..…………………………………………………………………………18

2.10 Management Style………………………………………………………………………….19

2.11 Socio – Political considerations…………………………………………………………….19

2.12 Motivation of Staff………………………………………………………………………….20

CHAPTER THREE

RESEARCH METHODOLOGY………………………………………………………………...23

3.0 Methodology…………………………………………………………………………………23

3.1 Study Area…………………………………………………………………………………...23

3.2 Data Collection Instrument…………………………………………………………………..24

3.3 Administration of the Data Collection Instrument…………………………………………...24

3.4 Population and Sample………………………………………………………………………24

3.5 Data Collection………………………………………………………………………………26

3.6 Method of Analysis…………………………………………………………………………..27

CHAPTER FOUR

DATA PRESENTATION, ANALYSIS AND INTERPRETATION………………………...…30

4.0 Data Presentation…………………………………………………………………………….30

4.1 Analysis and Interpretation…………………………………………………………………..48

4.2 Test of Hypothesis (Computation of Kendall’s Coefficient of Concordance)………………56

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CHAPTER FIVE

CONCLUSION AND RECOMMENDATIONS………………………………………………..58

5.0 Conclusions………………………………………………………………………………......58

5.2 Recommendations……………………………………………………………...…………….59

REFERENCES...........................................................................................................................62

APPENDIX………………………………………………………………………………………66

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LIST OF TABLES

Pages

Table 3.1: Ordinal scale for data measurement...........................................................................26

Table 3.2: Distribution of questionnaires to the target groups…………………………………..27

Table 4.1: Relative Importance Index and Rank for Quality Management during Design……..30

Table 4.2: Relative Importance Index and Rank for Quality Management during Construction.31

Table 4.3: Relative Importance Index and Rank for Construction Management Techniques…..32

Table 4.4: Relative Importance Index and Rank for Economic Policy………………………....33

Table 4.5: Relative Importance Index and Rank for Management Style………………………..34

Table 4.6: Relative Importance Index and Rank for Socio – Political Consideration…………..35

Table 4.7: Relative Importance Index and Rank for Motivation of Staff…………………….....36

Table 4.8: Relative Importance Index and Rank for Obstacles in Construction Management.....37

Table 4.9: Relative Importance Index and Rank for benefits applying construction management

tools in practice…………………………………………………………………………………..38

Table 4.10: Usage of planning method………………………………………………………….39

Table 4.11: Frequency of meeting of project team……………………………………………...40

Table 4.12: Co-ordination frequency of current schedule with master schedule………………..40

Table 4.13: Frequency of co-ordination with sub-contractors and supplier schedule…………..41

Table 4.14: Usage of incentive system………………………………………………………….42

Table 4.15: Usage of software for planning and scheduling…………………………………….42

Table 4.16: Formal participation in the pre-project planning effort…………………………….43

Table 4.17: Presence of cost schedule associated with the estimated time schedule……………44

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Table 4.18: Applying the actual value and earned value concept in controlling cost…………...44

Table 4.19: Having a cost engineer responsible for cost control………………………………..45

Table 4.20: Applying software to plan, monitor and control cost………………………………45

Table 4.21: Implementation level of safety factors………………………………………...……46

Table 4.22: Meeting frequency for safety issues………………………………………………..47

Table 4.23: Frequency of pre-task planning for safety conducted by contractor foremen or other

site managers……………………………………………………………………………………..47

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LIST OF FIGURES

Pages

Figure 3.1: Map of Nigeria……………..……………………………………………………….24

Figure 3.2: Percentages of received questionnaires……………………………………...……...27

Figure 4.1: Response for Quality Management during design………………………………….30

Figure 4.2: Response for Quality Management during Construction…………………………...31

Figure 4.3: Response for Construction Management Tools…………………………………….32

Figure 4.4: Response for Economic Policy………………………………………………..……33

Figure 4.5: Response for Management Style……………………………………………………34

Figure 4.6: Response for Socio – Political Consideration………………………………………35

Figure 4.7: Response for Motivation of Workers……………………………………………….36

Figure 4.8: Response for Obstacles facing Construction Management…………………………37

Figure 4.9: Response for Applying Construction Management Tools………………………….38

Figure 4.10: Responses to Usage of Planning Method.................................................................39

Figure 4.11: Responses to Meeting of Project Team……………………………………………40

Figure 4.12: Response for Co-ordination of Current Schedule with Master Schedule................41

Figure 4.13: Responses for Sub-contractors & Supplier Schedule...............................................41

Figure 4.14: Responses for Usage of Incentive System...............................................................42

Figure 4.15: Responses for Usage of Software for Planning & Scheduling.................................43

Figure 4.16: Responses of Formal Participation in Pre-project Planning.....................................43

Figure 4.17: Responses for Presence of Cost schedule with Estimated Time Schedule..............44

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Figure 4.18: Response of Applying Actual & Earned Value Concept in Controlling Cost.........45

Figure 4.19 Responses for Having a Cost Engineer Responsible for cost Control......................45

Figure 4.20 Responses for Applying Software to Plan, Monitor & Control Cost........................46

Figure 4.21 Responses for Implementation Level of Safety Factors............................................46

Figure 4.22 Responses of Meeting for Safety Issues....................................................................47

Figure 4.23 Responses of Pre-task Planning for Safety Conducted by Site Managers................48

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ABSTRACT

Construction industry has complexity in it nature because it contains large number of parties

such as clients, consultants and contractors. The factors that influence construction management

practice differ from country to country, due to prevailing conditions. The objective of this project

is to identify factors that influence construction management practice in Nigeria construction

industry and elicit perceptions/ranking of the severity using relative importance index of the

various factors. A comprehensive literature review was conducted to generate a set of factors

believed to influence construction management practice in Nigeria. A questionnaire survey was

conducted and fifty-seven (57) factors were identified, grouped into nine (9) categories,

evaluated and ranked from the construction actors perspectives. 108 questionnaires was produced

and distributed to the key construction actors as follows: 45 to contractors, 33 to consultants and

30 to clients. Out of these questionnaires distributed, 92 were received (85%) as follows:

40(88.9%) from contractors, 28(84.8%) from consultants and 24(80%) from clients as

respondents. They nine categories considered in this research work are as follows: quality

management during design, quality management during construction, construction management

techniques used in practice, economic policy, management style, socio-political consideration,

motivation of staff, obstacles facing construction management practice and benefits of applying

construction management tools in practice.

The enlarged features included those from both previous Nigerian studies and other related

international studies represented in the literature. The degree of agreement between parties

regarding the ranking of factors was determined according to Kendall's Coefficient of

Concordance and the survey findings indicate from three target groups (contractors, consultants

and clients) agree that the most important factors that influence management of construction

projects are as follows: conflicting design information, effective co-ordination of resources,

critical path method, materials availability, setting timeliness, civil strife of riots, sense of

belonging & identification with the project team, lack of construction management knowledge

and known work progress.

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CHAPTER ONE

INTRODUCTION

1.0 Background

The construction sector in Nigeria plays an important role in the development of our nation’s

economy. The construction industry is said to have contributed about half of the total stock of

fixed capital investment in the Nigeria economy (Olaloku, 1987). During the last decades, the

Nigerian construction sector has experienced some rapid changes and advancement in

construction practices as well as the management of the construction works.

Many definitions have been given to Construction Management by different authors due to the

fact that it has different meaning from different perspective and orientation in the engineering

profession.

The term construction is no longer limited only to the physical activities involving men,

materials and machinery but covers the entire gamut of activities from conception to realization

of a construction project (Gahlot, 2002). While management is a social process by which a co-

operative group (superiors) directs the action of others (subordinates) towards accomplishing a

common goal (Drucker, 1999).

Construction projects in Nigeria are worth Billions of Naira, it is of great importance that

construction management practice is given great attention, including the best practice methods of

construction and it challenges. Moreover, construction management makes adequate provision of

necessary leadership and motivates employees to complete their tasks within a particular time

frame.

Serious concerns has been expressed about construction projects which have not been delivered

in various parts of the country after huge financial mobilizations has been made. The practice of

construction management requires appropriate skills and techniques that go beyond technical

expertise only. It encompasses good and sound management skills to manage resources within

the budget, monitor the progress of work, prepare job schedule and unpredicted outcomes, while

at the same time dealing with people and organizational issues (Abbasi & Al-Mharmah, 2000).

The application of construction management practice is an efficient approach which would aid in

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improving management capabilities and enable the construction sector to efficiently deliver

projects and attain developmental objectives (Arnaboldi, 2004).

The need for professionalism in the practice of construction management assumes special

significance in order to ensure that the huge resources invested in the construction industry are

deployed efficiently for the benefits of Nigerians (Gahlot, 2002). The application of modern

construction management method in practice has a great effect in the construction sector. In

Nigeria, the practice of construction management has not been well defined; this resulted in

failure by contractors in performing their duties concerning the budget, specifications and

deadlines of project awarded. However, when practiced efficiently it would result in tangible

benefits in all aspects of planning, scheduling, monitoring the time, cost and specification of the

project.

In the practice of construction management, experience, quality of the materials used in the

project will be of great importance amongst others. According to the International Organization

for Standardization (ISO 8402, 1994), Quality can be defined as the totality of characteristics of

an entity that bear on its inability to satisfy stated or implied needs (Project Management

Institute, 2000). The special conditions affecting the project are reflected during the planning and

organizing stage of the construction to ensure that quality is fully built in even before the actual

construction takes off (Idike, 2004).

In construction management, the level of competency of a project manager may directly or

indirectly affect the project. The information flow process determines the nature, quality and

timeliness of project execution. A weak link in the process, such as lack of project management

competence could adversely affect timely execution / timely completion of projects (Dainty et

al., 2003). According to Cookie - Davies (2001), project management is a tool for project

success; it is people who deliver projects and not processes and systems. Effective project

management is a derivative of competency and authority levels.

The project will investigate how various factors influence construction management practice in

Nigeria both positively and negatively, construction management tools, their challenges and

proffer solutions to the challenges.

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1.1 Statement of the Problem

The construction sector is the major contributor of GDP in Nigeria and in the practice of

construction management there are some tools to be used to achieve the best results in project

delivery. Also there are some challenges faced in the process which is of great detriment to the

nation’s economy. In management of construction projects, there are factors that have great

influence in management of construction projects such as quality management during design &

construction, management techniques, economic policy, management style, socio-political

consideration, motivation of staff and some practices concerning construction management

practices such as time management, time management, safety management etc. Therefore, this

research will appraise the factors affecting the management of construction projects in Nigeria in

order to assist clients, consultants and contractors to overcome management problem and to

improve performance of their construction projects.

1.2 Objectives of Study

The main objective of the study is to appraise construction management practices in Nigeria.

The objectives of the study are as follows:

i) To investigate the level of construction management practice in Nigeria.

ii) To study and evaluate the factors that influence’s construction management practice

in Nigeria.

iii) To identify the factors that affect construction management practice and to examine

their relative importance.

iv) To evaluate the factors affecting construction management practice using enlarged

indicators that could be related to various dimensions such as quality management

during design & construction, management techniques, economic policy,

management style, socio-political consideration, motivation of staff etc and hence the

overall project sustainability.

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1.3 Significance of Study

The Nigerian construction sector is facing some challenges in which a greater percentage of the

problems are management oriented. It is therefore important to plan and ensure due process in

the management of construction projects so to achieve the best practice and quality delivery of

the products.

Also, this research work will enable the entire construction actors (i.e clients, contractors and

consultants) to be able to appreciate the importance of best practice of construction management

in Nigeria right from the design stage to the commissioning stage.

1.4 Scope of Study

i) The scope of this research is limited to construction management activities in Nigeria.

ii) The research is targeted to know how construction management is practiced and the

management tools used in practice.

iii) The result will be analyzed using basic statistical method.

1.5 Limitation of study

A number of factors militated against this research work. These include: the attitude of

respondents who were reluctant to provide answers to the questions asked in the questionnaire,

the security challenges in some parts of the country and a study of this magnitude requires a

much longer time compared with the normal academic load.

1.6 Hypothesis:

In order to know whether there is disagreement or agreement between the target groups

(contractors, consultants and clients) on the ranking factors, a test of hypothesis was used.

Null Hypothesis: H0: There is a disagreement in ranking among the three groups.

Alternate Hypothesis: H1: There is no disagreement in the ranking among the three groups.

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1.7 Thesis Structure:

The research consists of five main chapters as follows:

Chapter one: Introduction: This chapter shows the main objectives of work, statement of problem

etc.

Chapter two: Literature review: This chapter gives a historical review from previous studies

concerning construction management practice.

Chapter Three: Methodology: This chapter discusses the methodology used in this research in

order to achieve the required objectives.

Chapter Four: Data Analysis: This chapter discusses as well as analysis, description and

discussion of research results.

Chapter Five: Conclusions and Recommendations.

Appendix

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CHAPTER TWO

LITERATURE REVIEW

2.0 Review of Related Work

In Nigeria, like most developing countries the construction industry plays a dominant role in the

economic activities of the country. According to Olowo – Okere (1988), the construction

industry accounts for about 60 percent of the Nation’s capital investment and 30 percent of the

Gross Domestic Product (GDP).

The construction industry has continuously occupied an important position in the Nigerian

economy. In a study by Olaloku (1987) it was observed that: the relative large investment

commitment to construction makes the industry an important source of demand generation and

that this multiplier effect constitutes another contribution it makes to the economy.

Studies have confirmed that the application of modern project management tools has a great

effect in the construction sector. Arnaboldi et al (2004) observed that applications of project

management strategy in Italy were as result of pressure on government to abandon bureaucratic

organization in favour of leaner structures.

Similarly, Abbasi & Al-Mharmah (2000) explored the management tools and techniques used by

the public sector in Jordan by surveying 50 individual public firms. The study found out that the

use of management tools and techniques among the public sector companies was very low.

In Nigeria, the implementation of modern project management tools, methods and techniques has

not been well established. This results in failure in public projects and the contractors not able to

deliver the project within the budget. Studies have recognized social and political systems,

cultural blocks and lack of financial support as barriers to successful project planning and

execution in Nigeria (Idoro & Patunola-Ajayi, 2009).

There has been a profound change in the construction sector and practice of management by

organizations over the past years. The customer focused marketplace and fierce competitive

service positioning have demanded attention to practice improvement and value addition in

delivery.

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The application of project management practice in Nigeria has been identified as an efficient

approach which would help in upgrading management capabilities and enable the construction

sector to efficiently complete projects and attain developmental objectives (Arnaboldi et al,

2004).

In order to ensure that quality is paramount and customers are therefore satisfied, personnel must

be carefully placed and managed with effective management tools.

Government and organizations usually embark on different projects with the aim of creating new

service or improving the functional efficiency of the existing ones. All these projects require

appropriate skills and techniques that go beyond technical expertise only but combines good and

sound skills to manage resources and unpredicted outcomes whilst at the same time dealing with

people and organizational issues (Abbasi & Al-Mharmah, 2000).

Nitithamyong (2004) remarked that information technology is now routinely used in the

construction industry as a tool to reduce some of the problems generated by fragmentation. The

use of information technology improves collaboration and co-ordination between the

stakeholders participating in the construction project, leading to better communication and good

practices. Its benefits include speedy progress of work, quality work, better financial control,

communications, simpler and faster access to common data as well as decrease in documentation

errors.

2.1 Construction Management

According to Gahlot (2002) objectives include the following:

i) It ensures completing the work within estimated budget and specified time.

ii) Creating an organization that works as a team.

iii) Construction management motivates people to give of their best within their capacities.

iv) Evolving a reputation of high quality workmanship.

v) It provides safe and satisfactory working conditions for all personnel and workers.

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vi) Also, construction management ensures taking sound decisions at the lowest practical

management level through delegation of authority.

2.2 Functions of Management in Construction

Also according to Gahlot (2002) the following are functions of management in construction:

planning, organizing, staffing, directing, controlling and co-ordinating.

2.2.1 Planning:

Planning involves formulation of a number of alternative realistic work plans for achieving

specified objectives and finally selecting a plan which is best suited from the stand-point of

available resources and constraints imposed upon the project. It is also the process of

establishing objectives and courses of action prior to taking action (Dessler, 2004). Planning is

that aspect of management that gives guidance and direction. There are two planning

considerations: plan the task carefully and manage the plan to ensure that all tasks are completed

on time.

2.2.1.1 Planning steps:

According to Smit and Cronje (2002), planning involves a lot of steps before arriving at the test

alternative plan. These include the following:

i) Identify opportunity and threats.

ii) Formulate objectives.

iii) Make assumptions & draw up plans of action accordingly.

iv) Identify alternative plans of action.

v) Analyze and consider alternative plans of action.

vi) Choose a final plan.

vii)Draw up a budget.

vii) Implement the plan.

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2.2.2 Organizing:

Organizing is concerned with division of the total construction work into manageable sections

and systematically arranging various operations by delegating specific tasks to individuals. Also,

it is the process of creating a structure for the business that will enable it people to work

effectively towards it vision, mission and goals. The process involves determining how, where,

when, by who and with what resources these tasks must be carried out to achieve the objectives

of the organization. The following steps are vital in organizing: finding the necessary

information, identifying & analyzing activities, grouping related tasks together and dividing the

workload according to resources.

2.2.3 Staffing:

Organizing involves the division of construction work into sections while staffing is the

provision of people to fill the positions so created. Recruiting the right people, arranging staff

training courses and carrying out proper staff assessment are all part of the staffing and human

resource management functions.

2.2.4 Directing or Leadership:

It’s concerned with training the sub-ordinates to carryout assigned tasks, supervising their work

and guiding their efforts. The essence of directing lies in the ability to motivate people

individually and as groups to utilize their creative efforts in achieving specified objectives.

Zigarmi et al. (2005) defined leadership as the act of arousing, engaging and satisfying the

motives of followers in the environment of conflict competition or change that result in followers

taking a course of action towards a mutually shared vision. Leadership indicates the relationship

between one person, the leader and the other members of the working group. This relationship

must be such that the members of the working group will work together voluntarily to achieve

the objectives of the group.

2.2.4.1 Types of leadership power:

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Power is not gained only through the possession of a rank or job title it should be earned by the

leader. Pedler (2004) define power as the ability to do or to act, or to get work done, to make

things happen. There are many different kinds of power that a manager can have. Pedler (2004)

describe the following sources of power:

i) Legitimate power: This refers to the authority granted to a particular position. This gives

the person the right to insist on the execution of certain duties by staff and also to dismiss

them if they fail to comply.

ii) Reward power: This is power to give or withhold rewards in terms of salary, bonuses,

recognition or interesting assignments to individuals / staff.

iii) Coercive power: The type of power that enforces compliance through fear, whether

psychological, emotional or physical.

iv) Referent power: This is personal power based on identification or charisma. Employees

obey a leader simply because they like, respect or identify with him / her.

v) Expert power: It’s a type of power derived by the reason of the expertise or speciality in

skills, knowledge or professional ability.

2.2.5 Controlling:

Controlling is necessary for ensuring effective and efficient working. It involves constant review

of the work plan to check on actual achievements and to discover and rectify deviations through

appropriate corrective measures.

The essential steps in management control are: measurement of actual performance in terms of

progress, quality & cost incurred, comparison of actual and planned performance.

2.2.6 Co-Ordinating:

Since authority converges to the top of the organizational pyramid, it is necessary to bring

together and co-ordinate the work of various sections. This requires an efficient system of

communication so that each section is aware of its role and the assistance to be expected from

others. Regular meetings of sectional heads with the top management are fundamental to proper

co-ordination so that plans, problems and remedies are discussed for determining the best

xxii

solution. The functions to co-ordinate are those of: the general management, finance, operations,

purchasing, human resources, administrative and public relations function.

2.3 RESOURCES FOR CONSTRUCTION INDUSTRY

The main resources for the construction industry Gahlot (2002) are as follows:

2.3.1 Materials:

Materials such as cement, aggregates, steel, blocks, timber, water supply, electrical fittings,

petrol, diesel, lubricants etc are required for construction works.

2.3.2 Manpower:

Manpower in the form of technical and managerial personnel and workforce in various trades is

essential to carry out project activities. Technical and managerial personnel are essential for

efficient use of human resources and to achieve project completion within the estimated time and

budget.

The technical personnel include engineers, architects, quantity surveyors, supervisors,

technicians etc. The workforce consists of skilled and unskilled workers.

2.3.3 Machinery and Power:

For any construction work, various plants and tools are required. Depending on the type and

nature of construction job, machinery required at site include batching plant, mixers, trucks,

excavators, dumpers, cranes, pumps, generators, workshop equipment etc. For efficient

construction activity these plants need to be properly maintained. Power is an essential resource

required for lighting, running the plants, equipments and for other facilities.

2.3.4 Funds:

Adequate fund should be available for smooth implementation of the project. Financial planning

is essential for smooth cash inflow and outflow to avoid delays in project activities. Fund form

an important resource. All other resources are dependent on the availability of funds. Financial

resources should therefore be planned and managed with special care.

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2.3.5 Space:

For any construction activity to proceed efficiently, it is essential to plan the available space at

site for: storing materials, providing yards for bar benders, carpenters, installation of equipments

and plants, repair workshops, casting yard, site office, labour camps etc.

2.4 THE ROLES OF CONSTRUCTION ACTORS

There are diverse interests in the construction industry. The principal interest or actors in the

construction industry are: Client, Consultant and Contractor.

2.4.1 The Client

Boyd and Chinyio (2006) quotes Aktin and Flanagan (1995) who stated that “a client is someone

who freely chooses to avail themselves of a service, that a client is the initiator of a project and

those that contract with other parties for the supply of construction goods or services”.

The client also represents other interests, which include the owner if different, the end-user and

other identified persons, group or organization that may influence and are affected by the

acquisition, use, operation and demolition of the proposed project. Examples include:

institutions, environmental pressure groups and neighborhood. The Client expresses a desire to

have an infrastructure constructed for him example bridge, building, road etc. Also, he is the

single most important member of the construction team. He is the initiator and financier of all the

projects. Omole (1986) noted that the major contribution the client can make to the successful

operations of the construction industry lies in his skill in specifying his needs prior to the

preparation of the design. It is also important for the client to set cost limits of the project at the

briefing .He should also ensure that adequate financial provisions are made prior to the

commencement of any project.

2.4.2 The Consultant

Slack and Giles (1981) maintained that experienced consulting engineers had become very

illustrious in engineering history by virtue of their role as co-ordinators of all specialist design

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elements making up the project. Good workmanship and right quality of materials are usually

checked by some testing procedures and it is the duty of the consultant to ensure compliance by

the contractor. He assesses or confirms the measurement of the job for purposes of raising

interim payment certificates. Any negligence in this measurement could lead to over payment to

the contractor. Cost considerations are among the most important and basic considerations that

Consultants must deal with. It is essential to see that projects are contained within the client’s

budget and cost forecasts.

2.4.3 The Contractor

Omole (1986) further reveals that the major task of Contractors is to assemble and allocate the

resources of labour, equipment and materials to the project in order to achieve completion at

maximum efficiency in terms of time, quality and cost.

Also, he is the person (company) that implements the construction process and concretizes the

dream of the client. As soon as a contract is signed, one of the critical assignments is the

appointment of the Site Agent by the contractor. The agent sets up the site office and prepares an

organogram, indicating the key persons whose activities are relevant to project implementation.

This equally defines the channels of communication and programme of work, which the

consultant engineer must be abreast with. Snowdon (1979) enumerated the salient qualities of

good site agent as follows:

i) Having well developed skills of leadership.

ii) Having a logical, orderly and systematic approach to his work.

iii) Ability to understand and evaluate several aspects of the problems which undoubtedly

will come his way.

iv) Having a good knowledge of the principles of management and organization as well as

flexibility to new ideas.

v) Having sufficient experience relating to broad-based technology so as to appreciate the

contributions of others and detect possible omissions or faults.

vi) Ability to communicate.

xxv

2.5 FACTORS THAT INFLUENCE CONSTRUCTION MANAGEMENT PRACTICE

Based on the literature, several factors have been identified that have great influence in

construction management practice. The influence can be positive or negative. These could be

grouped into the following: Quality management during design, Quality management during

construction, Management techniques, Economic policy, Management style, Socio – political

considerations, Motivation of staff. Also, obstacles facing construction management practice,

benefits of applying construction management tools and Management practices (time, cost and

safety management practices)

2.6 QUALITY MANAGEMENT DURING DESIGN

The design engineers play important roles in the construction industry because their services are

engaged from the conception to it completion stage. Also, the functions of the designers are

important because any decision made at the inception of the project will affect the entire project.

Defective designs adversely impact on the project and the participants are responsible for many

construction failures (Andi and Minato, 2003). Failure at the conceptual planning and design

stages may lead to successive problems in significant stages of the project. Design inefficiencies

could lead to redesign and poor quality of construction materials.

Oyedele and Tham (2006) provides a listing of client’s ranking of designers performance criteria

among which were those relating to quality of design co-ordination, smooth flow of work,

conflicting design information, timeliness of issuing revised drawings, missing information etc.

2.7 QUALITY MANAGEMENT DURING CONSTRUCTION

Quality management includes the process required to ensure that the project will satisfy the

needs for which it was undertaken (Project Management Institute, 2000).

Quality management during construction is the steps to be taken to ensure that products are in

accordance with quality standards and measure the competency of consultants and contractors.

xxvi

Supervision during construction project is critical to ensure that quality products are used during

the construction. On the part of the consultant, the assessment of the following will determine the

speed of the construction and ensure quality of the products: timely inspection procedure,

adequate quality management inspection resources, quality management information processing

requirements and clean working environment requirements. While on the part of the contractor,

the effectiveness of construction management will affect the speed of construction. The factors to

be considered here are: analysis of construction methods, analysis of resources movement to and

within the site, effective co-ordination of resources, analysis of work sequencing to achieve and

maintain workflow, monitoring and updating of plans to reflect work status.

Idike and Agunwamba (2011) noted that Quality management is aimed at achieving the

following:

i) Ensuring that only competent and well trained personnel are used in the project.

ii) Certifying that product of the project meets all necessary specifications, standards,

regulations and proffer corrective measures when there is need.

iii) Ensuring that the project is delivered within the budget constraints.

iv) Certifying that the processes used in the construction project are in accordance with

the specification.

v) Encouraging the use of high quality materials, tools and equipments in the

construction project.

vi) Boosting the reputation of the company, as when a high quality project is delivered, it

increases customer satisfaction and reputation of the company.

2.8 CONSTRUCTION MANAGEMENT TECHNIQUES

In the process of managing construction projects, different tools and techniques are used so as to

help construction parties complete the projects on time. Construction management techniques

indicate the direction of the project at each time and reveal progress. They are utilized in the

construction industry for the planning and control of materials, labour, and machinery/equipment

for project delivery & sustainability. Some of these tools & techniques are discussed below:

xxvii

2.8.1 Work Breakdown Structure (WBS):

It is the act of breaking down the projects into manageable individual components in a

hierarchical structure. Such a structure defines tasks that can be completed independently of

other tasks, facilitating resource allocation, assignment of responsibilities and measurement and

control of project. Wysocki (2009) also observed that it is a veritable tool for defining work

packages and developing and tracking the cost and schedule for the project. WBS provides a

common framework for the natural development of the overall planning and control of a project

and is the basis for dividing work into definable increments from which the Statement of Work

can be developed and technical, schedule cost, and labour hour reporting can be established.

2.8.2 Gantt Chart:

According to Patrick (2004), the chart shows a list of activities and a bar chart indicates the start

and the end dates of each activity. It has both horizontal and vertical divisions. The horizontal

scale is divided into days, weeks or months and the vertical scale shows project work elements

such as: tasks, activities and work packages. It is a useful tool for planning and scheduling

projects. It was developed by Henry Gantt in 1915 purposely for monitoring projects progression

and tracking. Henry Gantt who the Gnatt chart is named, worked for the department of defense

during the First World War. A good Gnatt Chart shows the activities and events with time matrix

that permit comparisons and relationships to be worked out and readily inspected. Gantt charts

have become a common technique for representing the phases and activities of project Work

Breakdown Structure (WBS) so they can be understood by a wide audience all over the world

(Wysocki, 2009). The Gnatt chart is very useful in construction projects because it’s constituent

activities can easily be broken down into manageable components but it does not show directly

show dependent relationships between given tasks.

2.8.3 Prince 2:

Prince 2 which connotes Project in Controlled Environment 2 is a process based method for

effective project management. It is a de facto standard used extensively by the UK government

and is widely recognized in the private and public sector both in the UK and internationally. Its

features include focus on business justification, division of project into manageable and

controllable stages, flexible in application at a level appropriate to the project management team.

xxviii

Prince 2 basically describes product based planning, change control technique and quality review

technique.

2.8.4 Critical Path Method (CPM):

It’s also a project network analysis technique used to determine which sequence of activities

(path) has the least amount of scheduling flexibility and therefore will most likely determine

when the project can be completed. According to Ndiomu (1994), for CPM to be useful, project

activities by their nature should be specific having points/times and definite terminal

points/times. The CPM involves systematic planning, scheduling and controlling of construction

projects. The activities must be such that they are identified in an orderly sequence, all

connecting and leading to the completion of the project. It underscores certain operations which

are considered necessary to complete the entire project which are conscientiously identified and

shown in a graph called network. The network indicates the order in which the operations can be

undertaken comprehensively or the activities that must follow each other. Experts recommend

that the effective use of critical path method has the capacity to reduce costs.

2.8.5 Programme Evaluation and Review Technique (PERT):

It’s an event-and-probability based network analysis system generally used in projects where

activities and their durations are difficult to define. PERT is often used in large programme

where the project involves numerous organizations at widely different locations. To address the

deterministic dimension, analysts employ the PERT which is stochastic. The PERT is very close

to the CPM but it differs in the procedure for determining activities duration.

2.8.6 Project Sensitivity Analysis

Project sensitivity analysis determines which variables have the most potential to affect project.

Variables include, task duration, success rate and costs, risks, lags between predecessors and

successors, project duration, total project cost and so on. It is also useful in decision-making

under uncertainty and risk.

xxix

2.8.7 Cost Benefit Analysis (CBA)

It’s one of the most widely accepted and applied methods for project appraisal for large scale

infrastructure in the public and private sector. CBA is a prescriptive method that provides

guidance on the criteria to take account in decision making, ensuring that the net aggregate

benefits to society outweigh net aggregate costs (Patel, 2008).

2.8.8 Graphical Evaluation and Review Technique (GERT):

It’s a network analysis technique used in construction management that allows probabilistic

treatment of both network logic and activity duration estimates. It is a useful management tool

for planning, co-ordinating, and controlling complex projects (Westland, 2003). The key

objective of GERT is to evaluate on the basis of the network logic and estimated duration of the

activity and derive inference about some activities that may not be performed. GERT can be used

with a complimentary network analysis evaluation techniques used in project management such

as CPM and PERT.

2.8.9 Line of Balance:

This is a planning tool that is best suited for repetitive works. It’s used for planning house

building, to a lesser extent for jetty work and in conjunction with networks for road construction

project. The basis of the technique is an identification of the required resources for each

stage or operation so that it does not interfere with the next and the process is continued until

operations are completed.

2.9 ECONOMIC POLICY:

Chan and Scott (2004) is of the opinion that unfavorable economic environment adversely

affects the success of a project. There are various government policies such as transportation,

education, health, planning and economic policy. Economic policy determines the amount of

money in circulation and thus the level of construction activity in a country at a given time. In

the construction sector, the economic policy that affects the construction activities are the

policies on interest rates and inflation. According to Sloaman (2008), the interest rate is an

important determinant of business activities. If the interest rate rises, it will be more expensive

for business to borrow and it will lead to a curtailing of investment. Furthermore high interest

xxx

rates render borrowing by the general public expensive. The consequence of this phenomenon is

that the purchasing power of clients in construction sector is reduced.

2.10 MANAGEMENT STYLE:

Management style deals with the personal attributes possessed by the manager in managing an

organization. Machines and systems are operated by human beings. Humans tend to require

coercion to work. This is evidenced by the low productivity of some labourers. Supervision is

required to push workers to meet scheduled targets. Managers operate within an organization and

manage the functions of an organization. Griffith and Watson (2004) identify three management

styles. These are exemplified by the following types of leaders:

i) Autocratic leaders: They give orders which the insist shall be obeyed; determine policies

for the group without consulting it; give no detailed information about future plans but

simply tell the group what immediate step it must take and give personal praise or

criticism to each member on their own initiative.

ii) Democratic leaders: They give orders only after consulting the group; see to it that

policies are worked out with the acceptance of the group, which is critical for effective

implementation; never ask people to do things without sketching out the long term plans

on which the are to work and make it clear that praise or blame is a matter for the group.

iii) Laissez-faire leaders: They do not lead but leave the group entirely to itself and do not

participate.

Griffith and Watson (2004) further divided autocratic and democratic leaders into the following:

i) Autocratic leader: Strict, benevolent and incompetent autocrat.

ii) Democratic leader: Genuine and pseudo-democrat.

2.11 SOCIO-POLITICAL CONSIDERATIONS

xxxi

The social environment concerns needs for projects or individuals while the political

environment is concerned with government policy and the effect of political decisions on

projects. Chan and Scott (2004) confirm the fact that the political environment

affects the management of construction project. Fortune and White (2005) in their review of sets

of critical success factors in sixty-three publications listed political stability as one of the twenty-

seven socio-political critical success factors.

2.12 MOTIVATION OF STAFF:

Huczynski and Buchanan (2007) defines motivation as employees job satisfaction or the degree

to which employees are satisfied with their jobs, which leads to higher quality, better growth and

improved profitability.

Andawei (2002) reports on a study finding that motivational factors significantly influence the

performance of workers. The quality of human performance depends on largely upon motivation.

Several techniques can be used to positively influence workers behavior. Two of these

techniques are behavioral and economic approach. The behavioral approach, views motivation

from workers psychological requirement and the second views it from economic approach and

places emphasis on monetary rewards (Andawei, 2002)

There are many competing theories which attempt to explain the nature of motivation. These

theories help to explain the behavior of certain people at certain times. Any theory which aids in

understanding of how best to motivate people at work is useful. The existence of many theories

may be an indication that there are many motives which influence workers behavior in

construction. The most well-know theories which explain employee’s motivation are as follows:

Maslow’s hierarchy of needs theory, Theory X and theory Y, Herzberg’s theory, ERG theory,

McClenllan’s theory of need, Cognitive theory, Goal-setting theory, Reinforcement theory,

Equity theory and Expectancy theory.

2.12.1 Maslow’s hierarchy of needs theory:

According to Robbins (2001), Maslow hypothesised that within every human being there exists a

hierarchy of five needs. These needs are:

i) Physiological: Hunger; thirst; shelter; sexual and other bodily needs.

xxxii

ii) Safety: Security and protection from physical and emotional harm.

iii) Social: Affection, sense of belonging, acceptance and friendship.

iv) Esteem: Internal esteem factors such as self-respect, autonomy and achievement, and

external esteem factors such as status, recognition and attention.

v) Self-actualisation: The drive to become what one is capable of becoming.

As each of these needs becomes substantially satisfied, the employee’s concentration on his / her

job becomes high and positively influence’s success of the project.

2.12.2 Theory X and Theory Y:

Theory X and Theory Y is another important motivational theory managers should familiarise

themselves with. Douglas McGregor proposed two distinct views of human beings: one basically

negative (Theory X) and the other basically positive (Theory Y). There are four assumptions

made of employee’s attitude under the Theory X cited by Robbins (2001). They include the

following:

i) Employees inherently dislike work and whenever possible, will attempt to avoid it.

ii) Since employees dislike work, they must be coerced, controlled, or threatened with

punishment to achieve goals.

iii) Employees will avoid responsibilities and seek formal direction whenever possible.

iv) Most workers place security above all other factors associated with work and will display

little ambition.

2.12.3 Herzberg’s Theory:

Herzberg’s theory is one of the important theories applicable in the construction industry.

Frederick Herzberg proposed the two-factor theory, also called the Motivation Hygiene theory.

This theory relates to views on job satisfaction and dissatisfaction. Conditions surrounding the

job, such as quality of the job, supervision, pay, company policies, physical working conditions,

relations with others and job security were characterized by Herzberg as hygiene factors.

xxxiii

2.12.4 ERG Theory

ERG theory is a theory proposed by Clay Alderfer. Hellriegel (2001) stated that Alderfer

maintains there are three groups of core need namely existence, relatedness and growth (ERG).

The existence group is concerned with the provision of the basic materials and existence

requirements. These are similar to the psychological and safety needs posited by Maslow.

2.12.5 McClelland’s theory:

McClelland’s theory was developed by David McClelland and his associates. Huczynski and

Buchanan (2007) states that the theory focuses on three needs: achievement, power and

affiliation.

xxxiv

CHAPTER THREE

RESEARCH METHODOLOGY

3.0 Methodology:

This research work discusses the factors that influence construction management practice.

From existing literature in the construction industry in Nigeria and elsewhere, it was possible to

identify fifty – seven (57) major factors that influence’s construction management practice in

Nigeria. A questionnaire survey was used to elicit the attitude of clients, consultants and

contractors towards construction management practice, the factors were ranked in various

categories. On the basis of the factors by various categories, it is important to identify the most

important factors that influence’s construction management practice in Nigeria.

3.1 Study Area:

The results used in this study were obtained from six (6) states in Nigeria (Akwa Ibom, Enugu,

Lagos, Taraba, Jigawa, Kogi) covering the six geopolitical zones of Nigeria including the

Federal Capital Territory.

xxxv

Figure 3.1: Map of Nigeria

Source: GIS Unit, Department Of Geography, University of Nigeria Nsukka.

3.2 Data Collection Instrument:

xxxvi

Two sets of data were identified as being relevant to the effective conduct of this research

namely primary and secondary.

The primary data which refers to field data were obtained through the use of well structured

questionnaires.

Secondary data through the review of various relevant literatures, journals, textbooks dealing

with construction management practice were also used in the course of carrying out the research.

The questionnaire was validated before it administration. The questionnaire is in appendix A.

3.3 Administration of the Data Collection Instrument

The questionnaires were delivered by hand to the various target groups. These groups include:

contractors, consultants and clients.

3.4 Population and Sample

The total population of elements under study was 244. Out of this, 128 represented contractors,

63 consultants while 53 were clients. To obtain the sample sizes for each target groups, a formula

for determining the sample size put forward by Kish (1965) for 94% confidence level is given

by:

n = n1

1+ n1

N

(3.1)

Where N = total population size, n = sample size from finite population, n1 = sample size from

infinite population and is given as S2

V 2 .

n1 = S2

V 2

(3.2)

xxxvii

where S2 is the variance of the population elements and V 2 is a standard error of sampling

population (usually S = 0.5, V = 0.6)

Thus n1 = S2

V 2 = ( 0.50.06 )

2

= 69.44

(3.3)

For contractors, n = 69.44

1+ 69.44128

= 45 contractors

(3.4)

For consultants, n= 69.44

1+ 69.4463

= 33 consultants

(3.5)

For clients, n = 69.44

1+ 69.4453

= 30 clients

(3.6)

On the whole, 45 contractors, 33 consultants and 30 clients were randomly selected for the study.

3.5 Data Collection:

The instrument used for this research was questionnaire. In order to choose a suitable method for

analysis of this work, the level of measurement of data must be identified. In this study, ordinal

scales were employed. Based on Likert Scale, the following table indicates values assigned to

different options used in the questionnaires (Cheung et al, 2004; Iyer and Jha, 2005; Ugwu and

Haupt, 2007):

Table 3.1: Ordinal scale for data measurement

ITEM NO EXTENT MODERATE

EXTENT

MEDIUM

EXTENT

LARGE

EXTENT

VERY LARGE

EXTENT

SCALE 1 2 3 4 5

xxxviii

Questionnaires were distributed to randomly selected target groups based on their sample sizes.

This implies that questionnaires were distributed to 45 contractors, 33 consultants and 30 clients.

Out of these questionnaires distributed, 40 contractors (88.9%), 28 consultants (84.8%) and 24

clients (80%) returned their questionnaires.

Table 3.2: Distribution of Questionnaires to the target groups.

CATEGORY NO OF

QUESTIONNAIRES

DISTRIBUTED

NO. OF

QUESTIONNAIRES

RETURNED

PERCENTAGE OF

QUESTIONNAIRES

RETURNED

CONTRACTORS 45 40 88.9%

CONSULTANTS 33 28 84.8%

CLIENTS 30 24 80.0%

TOTAL 108 92 85.0%

CONTRACTORS 89%

CONSULTANTS85%

CLIENTS80%

Figure 3.2: Percentages of Received Questionnaires

xxxix

3.6 Method of Analysis:

3.6.1 Relative Importance Index (RII):

The procedure used in the analysis of this work was Relative Importance Index, which is a

measure of determining the relative importance of factors considered in this study. To do this,

scores for each factor were calculated by summing up the scores by the various respondents. The

Relative Importance Index, as given by Cheung et al (2004), Ugwu and Haupt (2007) and Iyer

and Jha (2005), is computed using equation (3.7)

Relative Importance Index (RII) = ∑j=1

5

a j m j (3.7)

a5 N

Where N is the total number of respondents in a given group, a j = constant expressing the weight

given to the jth response, j = 1, 2, 3, 4, 5.

For a response of ‘no extent’ a1 = 1

For a response of ‘moderate extent’ a2 = 2

For a response of ‘medium extent’ a3 = 3

For a response of ‘large extent’ a4 = 4

For a response of ‘very large extent’ a5 = 5

mj = frequency associated with response j, j = 1,2,3,4,5

The Relative Importance Index (RII) computed for all factors in each category were ranked in

their order of magnitude.

3.6.2 Kendall’s Coefficient of Concordance or Agreement (W):

Kendall’s Coefficient of Concordance is a measure of the degree or extent of agreement or

concordance amongst responses from groups in a certain population. The closer the value of W is

to 1, the stronger the degree of agreement among the target groups and the closer the value of W

is to 0, the weaker the level of agreement amongst the target groups. Kendall’s Coefficient of

Concordance (W) can be determined using equation (3.8) as given by Moore et al (2003) and

xl

Frimpong et al (2003). W = 12U−3 m2n(n+1)2

m2 n(n¿¿2−1)¿

(3.8) Where u = ∑i=1

n

(∑k=1

m

R k)2

;

(3.9)

Rk=Ranking for group K ,k=1,2,3 ………m

n = number of factors

m = number of groups

i = the factors, 1, 2, 3......n

W = Coefficient of Concordance.

∑k =1

m

Rk=∑ of ranks∈all t h e groups for eac h factor

In this research work, the Kendall’s Coefficient of Concordance (W) is used to determine the

agreement in response of the three target groups (contractors, consultants and clients) concerning

the factors that influence management of construction in Nigeria.

3.6.3 Test for the Null Hypothesis

In order to test the hypothesis of agreement or disagreement among these three groups on the

ranking of factors, chi-square (X2) test approximation of sampling distribution of W was used,

since n = 58 was too large for the table of critical value of W.

The X2 approximation of W is given as expressed in X2 = m (n – 1) W

(3.10)

for (n – 1) degrees of freedom

The decision rule is that if the computed value of X2 is greater than the tabulated value of X2, Ho

is rejected; otherwise accepted.

xli

CHAPTER FOUR

DATA PRESENTATION, ANALYSIS AND INTERPRETATION

4.0 Data Presentation:

The results of this part of study provide an indication of the relative importance index and rank

of factors influencing construction management practice in Nigeria.

Table 4.1: Relative Importance Index and Rank for Quality Management during Design.

CATEGORY: Quality Management

During Design

(RII) RANK

Factors:

Conflicting design information 0.8739 1

Timeliness of revised drawing issue 0.6826 3

Missing information 0.8 2

Dimensional inaccuracies 0.5696 4

xlii

CONFL

ICTI

NG DES

IGN IN

FORM

ATIO

N

TIM

ELIN

ESS

OF

REVIS

ED D

RAWIN

G ISSU

E

MIS

SING IN

FORM

ATIO

N

DIMEN

SIO

NAL INACCURACIE

S

00.10.20.30.40.50.60.70.80.9

10.8739

0.6826

0.8

0.5696

RE

LA

TIV

E I

MP

OR

TA

NC

E I

ND

EX

Fig. 4.1: Response for Quality Management during Design

Table 4.2: Relative Importance Index and Rank for Quality Management during Construction

CATEGORY: Quality Management During Construction

(RII) RANK

Factors:

Analysing resources movement to and on site 0.515217 7

Forecasted planning date such as activity duration and resource quantities required

0.782609 3

Monitoring and updating of plans to appropriately reflect work status

0.736957 4

Work sequencing to achieve and maintain workflow 0.636957 5

Effective co – ordination of resources 0.895652 1

Inspection of construction 0.621739 6

Development of appropriate structure to maintain workflow

0.815217 2

xliii

ANALYSIN

G RESOURCES

MOVEM

ENT T

O AND O

N SITE

FOREC

ASTED

PLANNIN

G DATE

SUCH A

S ACTIV

ITY D

URATION A

ND RESOURCE Q

UANTITIES

MONITO

RING A

ND UPDATIN

G OF P

LANS T

O APPROPRIA

TELY

REFLE

CT WORK ST

ATUS

WORK SE

QUENCIN

G TO A

CHIEVE A

ND MAIN

TAIN

WORKFL

OW

EFFE

CTIVE C

O-ORDIN

ATION O

F RES

OURCES

INSP

ECTIO

N OF C

ONSTRUCTIO

N

DEVEL

OPMEN

T OF A

PPROPRIATE

STRUCTU

RE TO M

AINTA

IN W

ORKFLOW

0

0.2

0.4

0.6

0.8

1

0.515217

0.7826090.7369570.636957

0.895652

0.621739

0.815217R

EL

AT

IVE

IM

PO

RT

AN

CE

IN

DE

X

Figure 4.2: Response for Quality Management During Construction

Table 4.3: Relative Importance Index and Rank for Construction Management Techniques

CATEGORY: Construction Management Techniques (RII) RANK

Factors:

Work Breakdown Structure 0.645652 3

Critical Path Method 0.726087 1

PRINCE 2 0.393478 8

Cost Benefit Analysis 0.541304 4

Programme Evaluation & Review Technique 0.367391 9

Project Sensitivity Analysis 0.469565 5

Bar Chart 0.673913 2

Graphical Evaluation & Review Technique 0.413043 7

Line of balance 0.445652 6

xliv

WORK BREA

KDOWN ST

RUCTURE

CRITICAL P

ATH M

ETHOD

PRINCE 2

COST BEN

EFIT

ANALYSIS

PROGRAMM

E EVALU

ATION &

REVIEW

TECHNIQ

UE

PROJECT S

ENSIT

IVITY A

NALYSIS

BAR CHART

GRAPHICAL EVALU

ATION &

REVIEW

TECHNIQ

UE

LINE O

F BALA

NCE00.10.20.30.40.50.60.70.8

0.6456520.726087

0.393478

0.541304

0.3673910.469565

0.673913

0.413043 0.445652

RE

LA

TIV

E I

MP

OR

TA

NC

E I

ND

EX

Figure 4.3: Response for Construction Management Tools

Table 4.4: Relative Importance Index and Rank for Economic Policy

CATEGORY: Economic Policy (RII) RANK

Factors:

Equipment availability 0.771739 2

Materials availability 0.882609 1

Indirect impact of interest rates 0.495652 5

Bankruptcy 0.547826 4

Supervision / management staff availability 0.656522 3

xlv

EQUIPMEN

T AVAILA

BILITY

MATERIALS

AVAILABILIT

Y

INDIRECT I

MPACT OF I

NTERES

T RATE

S

BANKRUPTCY

SUPER

VISION / M

ANAGEMEN

T STA

FF AVAILA

BILITY0

0.2

0.4

0.6

0.8

1

0.7717390.882609

0.495652 0.5478260.656522

RE

LA

TIV

E I

MP

OR

TA

NC

E I

ND

EX

Figure 4.4: Response for Economic Policy

Table 4.5: Relative Importance Index and Rank for Management Style

CATEGORY: Management Style (RII) RANK

Factors:

Providing specific direction 0.71087 4

Setting specific goals people are to achieve 0.86087 2

Setting timelines 0.893478 1

Seeking peoples opinion 0.454348 8

Involving team members 0.641304 5

Provide support and encouragement 0.576087 6

Organizing work situation for people 0.497826 7

Conducting regular updates on progress 0.758696 3

xlvi

PROVIDIN

G SPEC

IFIC D

IRECTIO

N

SETT

ING SP

ECIFI

C GOALS

PEOPLE

ARE T

O ACHIEV

E

SETT

ING TI

MEL

INES

S

SEEK

ING PEO

PLE'S

OPINIO

N

INVOLV

ING TE

AM M

EMBER

S

PROVIDE S

UPPORT AND EN

COURAGEMEN

T

ORGANIZING W

ORK SITU

ATION FO

R PEOPLE

CONDUCTING REG

ULAR U

PDATES O

N PROGRESS

00.10.20.30.40.50.60.70.80.9

1

0.71087

0.86087 0.893478

0.454348

0.6413040.576087

0.497826

0.758696

RE

LA

TIV

E I

MP

OR

TA

NC

E I

ND

EX

Figure 4.5: Response for Management Style

Table 4.6: Relative Importance Index and Rank for Socio – Political Consideration

CATEGORY: Socio-Political Consideration (RII) RANK

Factors

Civil strife or riots. 0.852174 1

Influence of protest action-groups 0.704348 2

Disruption due to environmental concerns 0.636957 3

xlvii

CIVIL ST

RIFE O

R RIOTS

INFL

UENCE O

F PROTE

ST A

CTION-G

ROUPS

DISRUPTIO

N DUE T

O ENVIROM

ENTA

L CONCER

NS0

0.10.20.30.40.50.60.70.80.9 0.852174

0.7043480.636957

RE

LA

TIV

E I

MP

OR

TA

NC

E I

ND

EX

Figure 4.6: Response for Socio-Political Consideration

Table 4.7: Relative Importance Index and Rank for Motivation of Workers

CATEGORY: Motivation of Workers (RII) RANK

Factors:

Pay and allowances. 0.545652 6

Job security. 0.771739 2

A sense of belonging and identification with the project team. 0.9 1

Recognition of contribution 0.695652 4

Opportunity for extending skills and experience through learning as a means of job satisfaction and higher productivity.

0.75 3

Equitable reward relative to others input to the project 0.528261 7

xlviii

Exercise of power. 0.46087 8

Opportunity to career advancement for future benefit 0.6 5

PAY & A

LLOW

ANCE

JOB SE

CURITY

SENSE

OF B

ELONGIN

G & ID

ENTIF

ICATIO

N WITH

THE P

ROJECT T

EAM

RECOGNITI

ON OF C

ONTRIB

UTION

OPPORTUNITY

FOR EX

TENDIN

G SKILL

S & EX

PERIEN

CE THROUGH LE

ARNING A

S A M

EANS O

F JOB SA

TISF

ACTION &

HIG

HER P

RODUCTIVITY

EQUITA

BLE R

EWARD R

ELATIV

E TO O

THER

S INPUT T

O THE P

ROJECT

EXER

CISE O

F POW

ER

OPPORTUNITY

TO C

AREER A

DVANCEMEN

T FOR FU

TURE B

ENEF

IT

0

0.2

0.4

0.6

0.8

1

0.545652

0.7717390.9

0.6956520.75

0.5282610.46087

0.6

RE

AL

AT

IVE

IM

PO

RT

AN

CE

IN

DE

X

Figure 4.7: Response for Motivation of Workers

Table 4.8: Relative Importance Index and Ranks for Obstacles facing Construction Management Practice.

CATEGORY: Obstacles facing Construction Management Practice

(RII) RANK

Factors:

Lack of professional training 0.726087 3

Lack of construction management knowledge 0.91087 1

Bribery and corruption 0.815217 2

Lack of leadership commitment 0.508696 6

Incessant change of authority 0.573913 5

Rigid organization structure 0.684783 4

xlix

LACK O

F PROFE

SSIO

NAL TRAINING

LACK O

F CONST

RUCTION M

ANAGEMEN

T KNOW

LEDGE

BRIBERY &

CORRUPTION

LACK O

F LEA

DERSH

IP COMMITMEN

T

INCESSA

NT CHANGE O

F AUTH

ORITY

RIGID ORGANIZA

TION ST

RUCTURE0

0.2

0.4

0.6

0.8

1

0.726087

0.910870.815217

0.5086960.573913

0.684783

RE

LA

TIV

E I

MP

OR

TA

NC

E I

ND

EX

Figure 4.8: Response for Obstacles facing Construction Management Practice

Table 4.9: Relative Importance Index and Rank for benefits of applying construction management tools in practice.

CATEGORY: Benefits of Applying Construction Management Tools in Practice

(RII) RANK

Factors:

Better communication 0.786957 3

Good management of resources 0.791304 2

Known work progress 0.88913 1

Defined goals and objectives 0.523913 6

Better quality 0.580435 5

Better work organization 0.519565 7

l

Better time utilization 0.693478 4

BETTE

R COM

MUNIC

ATION

GOOD MANAGEM

ENT O

F RES

OURCES

KNOWN W

ORK PROGRES

S

DEFIN

ED G

OALS &

OBJE

CTIVES

BETTE

R QUALIT

Y

BETTE

R WORK O

RGANIZATIO

N

BETTE

R TIM

E UTIL

IZATIO

N0

0.10.20.30.40.50.60.70.80.9

1

0.786957 0.7913040.88913

0.5239130.580435

0.519565

0.693478

RE

LA

TIV

E I

MP

OR

TA

NC

E I

ND

EX

Figure 4.9: Response for Benefits of Applying Construction Management Tools

PRACTICES CONCERNING CONSTRUCTION MANAGEMENT:

The target groups in this study are contractors, consultants and clients. 108 questionnaires were

distributed as follows: to 45 contractors, 33 consultants and 30 clients. 92 questionnaires were

received from the target groups as follows: from 40 contractors (88.9%), from 28 consultants

(84.8%) and from 24 clients (80%) as respondents. This part presents some construction

management practices.

1. The time management practice:

a) What kind of method do you use to represent the project plan and schedule?

Table 4.10: Usage of planning method:

ITEM PERCENT % (FREQUENCY)CONTRACTOR CONSULTANT CLIENT

Bar Chart Method 67.5(27) 28.57 (8) 54.17 (13)

li

Critical Path Method 25 (10) 67.86 (19) 41.67 (10)S-Curve Method 5 (2) 3.57 (1) -Others 2.5 (1) - 4.17 (1)Total 100 (40) 100 (28) 100(24)

BAR CHART CPM S-CURVE OTHERS0

5

10

15

20

25

30

CONTRACTORCONSULTANTCLIENT

Figure 4.10 Responses to Usage of Planning Method

b) How often does your project team formally meet for discussion of monitoring, updating and

controlling the progress?

Table 4.11: Frequency of meeting of project team:

ITEM PERCENT % (FREQUENCY)CONTRACTOR CONSULTANT CLIENT

Daily 2.5 (1) 14.28 (4) 4.17 (1)Weekly 77.5 (31) 71.43 (20) 54.17 (13)Monthly 20 (8) 14.28 (4) 41.67 (10)

No -Total 100 (40) 100 (28) 100 (24)

lii

DAILY WEEKLY MONTHLY NO0

5

10

15

20

25

30

35

CONTRACTORCONSULTANTCLIENT

Figure 4.11 Frequency of responses to meeting of Project Team

c) How often do you co-ordinate your schedule with master schedule of the project?

Table 4.12: Co-ordination frequency of current schedule with master schedule:

ITEM PERCENT % (FREQUENCY)CONTRACTOR CONSULTANT CLIENT

Daily 2.5 (1) 14.28 (4) 20.83 (5)Weekly 22.5 (9) 71.43 (20) 62.5 (15)Monthly 75 (30) 14.28 (4) 16.67 (4)

No - - -Total 100 (40) 100 (28) 100 (24)

DAILY WEEKLY MONTHLY NO0

5

10

15

20

25

30

CONTRACTORCONSULTANTCLIENT

Fig 4.12 Frequency of response for co-ordination of current schedule with master Schedule of

the Project

d) How often do you require the sub-contractors or supplier to submit their detailed activities

schedule for you in advance to adjust your actual schedule?

liii

Table 4.13: Frequency of co-ordination with sub-contractors and supplier schedule:

ITEM PERCENT % (FREQUENCY)CONTRACTOR CONSULTANT CLIENT

Daily 17.5 (7) 10.71 (3) 4.17 (1)Weekly 47.5 (19) 10.71 (3) 37.5 (9)Monthly 35 (14) 75 (21) 37.5 (9)

No - 3.57 (1) 20.83 (5)Total 100 (40) 100 (28) 100 (24)

DAILY WEEKLY MONTHLY NO0

5

10

15

20

25

CONTRACTORCONSULTANTCLIENT

Figure 4.13 Frequency of responses for sub-contractors and supplier schedule

e) How do you supply the incentive system to stimulate the success of the project?

Table 4.14: Frequency for usage of incentive system:

ITEM PERCENT % (FREQUENCY)CONTRACTOR CONSULTANT CLIENT

Salary increase 52.5 (21) 64.29 (18) 62.5 (15)Bonus in position 12.5 (5) 14.28 (4) 4.17 (1)

Training 35 (14) 14.28 (4) 12.5 (3)Others - 7.14 (2) 20.83 (5)Total 100 (40) 100 (28) 100 (24)

liv

SALARY INCREASE BONUS IN POSITION TRAINING OTHERS0

5

10

15

20

25

CONTRACTORCONSULTANTCLIENT

Figure 4.14 Frequency of responses for usage of incentive system

f) Which software do you apply for planning and scheduling the progress of the project?

Table 4.15: Frequency for usage of software for planning and scheduling:

ITEM PERCENT % (FREQUENCY)CONTRACTOR CONSULTANT CLIENT

Primavera 17.5 (7) 10.71 (3) 8.33 (2)Microsoft Project 52.5 (21) 53.57 (15) 66.67 (16)

Excel Sheet 30 (12) 35.71 (10) 25 (6)No - - -

Total 100 (40) 100 (28) 100 (24)

PRIMAVERA MICROSOFT PROJECT EXCEL SHEET NO0

5

10

15

20

25

CONTRACTORCONSULTANTCLIENT

Figure 4.15 Frequency of responses for usage of software for planning and scheduling

g) Do your company formally participate in the pre-project planning?

Table 4.16: Frequency of formal participation in the pre-project planning:

ITEM PERCENT % (FREQUENCY)CONTRACTOR CONSULTANT CLIENT

Yes, as pre-project 15 (6) 10.71 (3) 75 (18)

lv

plannerYes, as the consultant - 78.57 (22) -

No 85 (34) 10.71 (3) 25 (6)Total 100 (40) 100 (28) 100 (24)

YES, AS PRE-PROJECT PLANNER

YES, AS CONSULTANT NO0

5

10

15

20

25

30

35

CONTRACTORCONSULTANTCLIENT

Figure 4.16 Frequency of responses for formal participation in pre-project planning

2. The cost management practice:

a) Do you have the cost schedule associated with the estimated time schedule?

Table 4.17: Presence of cost schedule associated with the estimated time schedule:

ITEM PERCENT % (FREQUENCY)CONTRACTOR CONSULTANT CLIENT

Yes 47.5 (19) 85.71 (24) 70.83 (17)No 17.5 (7) 3.57 (1) 4.17 (1)

Sometimes 35 (14) 10.71 (3) 25 (6)Total 100 (40) 100 (28) 100 (24)

lvi

YES NO SOMETIMES0

5

10

15

20

25

CONTRACTORCONSULTANTCLIENT

Figure 4.17 Responses for Presence of Cost Schedule with Estimated Time Schedule

b) Do you apply the actual value and earned value concept in controlling cost for the project?

Table 4.18: Applying the actual value and earned value concept in controlling cost:

ITEM PERCENT % (FREQUENCY)CONTRACTOR CONSULTANT CLIENT

Yes 55 (22) 64.28 (18) 66.67 (16)No 17.5 (7) 14.28 (4) 12.5 (3)

Sometimes 27.5 (11) 21.43 (6) 20.83 (5)Total 100 (40) 100 (28) 100 (24)

YES NO SOMETIMES0

5

10

15

20

25

CONTRACTORCONSULTANTCLIENT

Figure 4.18: Response of applying actual value and earned value concept in controlling cost

c) Do you have a cost engineer who is only responsible for dealing with cost control?

Table 4.19: Having a cost engineer responsible for cost control:

ITEM PERCENT % (FREQUENCY)CONTRACTOR CONSULTANT CLIENT

Yes 35 (14) 25 (7) 12.5 (3)No 50 (20) 64.28 (18) 66.67 (16)

Sometimes 15 (6) 10.71 (3) 20.83 (5)Total 100 (40) 100 (28) 100 (24)

lvii

YES NO SOMETIMES0

2

4

6

8

10

12

14

16

18

20

CONTRACTORCONSULTANTCLIENT

Figure 4.19 Responses for having a cost engineer responsible for cost control

d) Do you apply any software to plan, monitor and control cost for the success of the project?

Table 4.20: Applying software to plan, monitor and control cost:

ITEM PERCENT % (FREQUENCY)CONTRACTOR CONSULTANT CLIENT

Yes 62.5 (25) 75 (21) 66.67 (16)No 20 (8) 14.28 (4) 12.5 (3)

Sometimes 17.5 (7) 10.71 (3) 20.83 (5)Total 100 (40) 100 (28) 100 (24)

YES NO SOMETIMES0

5

10

15

20

25

CONTRACTORCONSULTANTCLIENT

Figure 4.20 Responses for applying software to plan, monitor and control cost

3. The safety management practice:

a) To what extent has an overall project safety been implemented?

Table 4.21: Implementation level of safety:

ITEM PERCENT % (FREQUENCY)CONTRACTOR CONSULTANT CLIENT

Not at all - 3.57 (1) 8.33 (2)

lviii

Moderately 55 (22) 60.71 (17) 70.83 (17)Extensively 45 (18) 35.71 (10) 20.83 (5)

Total 100 (40) 100 (28) 100 (24)

NOT AT ALL MODERATELY EXTENSIVELY0

5

10

15

20

25

CONTRACTORCONSULTANTCLIENT

Figure 4.21 Frequency of responses for Implementation Level of Safety

b) How often do you organize the meeting for safety issue?

Table 4.22: Meeting frequency for safety issues:

ITEM PERCENT % (FREQUENCY)CONTRACTOR CONSULTANT CLIENT

None 15 (6) 7.14 (2) 12.5 (3)Monthly 12.5 (5) 67.86 (19) 66.67 (16)Weekly 12.5 (5) 14.28 (4) 12.5 (3)Daily 60 (24) 10.71 (3) 8.33 (2)Total 100 (40) 100 (28) 100 (24)

NONE MONTHLY WEEKLY DAILY0

5

10

15

20

25

CONTRACTORCONSULTANTCLIENT

Figure 4.22 Responses of meeting frequency for safety issues

lix

c) To what extent is pre-task planning for safety conducted by contractor foremen or other site

managers?

Table 4.23: Frequency of pre-task planning for safety conducted by contractor foremen or other

site managers:

ITEM PERCENT (FREQUENCY)CONTRACTOR CONSULTANT CLIENT

Not at all 12.5 (5) 14.28 (4) 8.33 (2)Moderately 67.5 (27) 67.86 (19) 70.83 (17)Extensively 20 (8) 17.86 (5) 20.83 (5)

Total 100 (40) 100 (28) 100 (24)

NOT AT ALL MODERATELY EXTENSIVELY0

5

10

15

20

25

30

CONTRACTORCONSULTANTCLIENT

Figure 4.23 Frequency of Responses of Pre-Task Planning for Safety conducted by Site Managers

4.1 Analysis and Interpretation

4.1.1 Quality Management during Design factors

Table 4.1 presents the respondents perceptions of relative importance index (RII) and ranking

regarding the factors that influence quality management during design in construction

management practice.

The factor that is ranked 1st in the category of quality management during design is Conflicting

Design Information. The probable reason for this is the process it will take to correct a mistake.

It may require checking the design from the beginning, which may take longer time thereby

affecting the success of the project.

lx

Missing information was ranked 2nd. This factor may lead to delays as a result of carelessness or

incompetence in design. Missing design information will inhibit the smooth flow of operations

on site, thereby causing some setbacks to the scheduled project completion date.

Dimensional inaccuracies is ranked 4th in this category. However, it does not imply that its

influence is negligible because the duration it takes to clarify inaccuracies may influence success

of the project.

4.1.2 Quality Management during Construction factors

Table 4.2 presents the respondents perceptions of relative importance index (RII) and ranking

regarding the factors that influence quality management during construction.

Effective co-ordination of resources was ranked 1st in this category. The lack of effective control

of resources such as plants, materials and human resources may lead to disorder on construction

sites. A clash of activities which may in turn lead to a shortage of materials and labour on site

may in turn result to low productivity.

Development of an appropriate organization structure to maintain workflow was 2nd in this

category.

Construction activities are carried out by issuing instructions, providing guidance and support for

a particular task. Instructions are given by superiors to subordinates. The labourers and

supervisors must be aware of whom they must take instructions from and to whom to report to. A

situation where these are not well defined may lead to poor performance on the project.

Analyzing resources movement to and on site is ranked 7th in this category. The various times

resources are required on site should be estimated so as to avoid idleness which engenders waste.

This could be in the form of time losses which is indirectly wasting of funds and may lead to

abandonment of the project.

4.1.3 Construction Management Techniques

Table 4.3 presents the respondents perceptions of relative importance index (RII) and ranking

regarding the influence of construction management technique factors in construction

management practice.

lxi

Critical Path Method was ranked 1st. The likely reason for this degree of influence is the fact that

it enables the identification of critical activities which when executed sequentially leads to the

success of the project.

The Bar Chart is ranked 2nd after the CPM. It’s a simple tool to use, understand and interpret by

most construction workers but do not really have an advantage over CPM.

4.1.4 Economic Policy factors

Table 4.4 presents the respondents perceptions of relative importance index (RII) and ranking

regarding the influence of economic policy factors in construction management practice.

Availability of materials is ranked 1st in this category. The reason is that when other resources for

construction are available and there is lack of materials, then no work can be executed.

Availability of equipments is ranked 2nd. This may be as a result of the fact that equipments are

required for some critical tasks on site. There is hardly any task that does not require the use of

equipment. There are different kinds of equipment, namely powered and mechanical. Powered

equipment makes delivery of work faster while mechanical equipment takes a longer time.

4.1.5 Management Style factors

Table 4.5 presents the respondents perceptions of relative importance index (RII) and ranking

regarding the influence of management style factors in construction management practice.

Setting timeliness is ranked 1st in this category. In order to achieve meaningful progress

construction managers need to define the number of tasks to be performed within a specific time.

The lack of specification of timelines for the performance of activities may have an adverse

effect on the success of projects. There are measures such as setting time lines which need to be

applied for meaningful output to be achieved.

Specifying the goals people are to accomplish is ranked 2nd in this category. Construction project

consist of activities and these activities need to be specified to workers and supervisors through

information given by the management team for monthly, weekly and daily task execution

completion of the project. This is partly the reason for the need to provide a work schedule and

cash flow for a particular project.

lxii

Seeking people’s opinion is ranked 8th in this category. It’s a managerial tool used for success in

projects which is not often utilized. Workers are very skilful in contributing ideas for

improvement of work execution. Most of the workers are not opportuned to speak to their

supervisors.

4.1.6 Socio – Political Consideration factors

Table 4.6 presents the respondents perceptions of relative importance index (RII) and ranking

regarding the influence of socio-political consideration factors in construction management

practice.

Civil strife and riots is ranked 1st in this category. The basic initiator of civil strife and riots is

agitation for higher wages. Agitation for higher wages by workers is applicable to all industries.

Strike in the construction sector may affect construction workers in that they may not have

access to and from sites, especially when an organization does not have it own transport vehicle.

Disruption due to environmental concern such as fire and flood is ranked 3rd. Construction sites

could be considered safe from fire occurrences.

4.1.7 Motivation of Staff factors

Table 4.7 presents the respondents perceptions of relative importance index (RII) and ranking

regarding the factors that influence motivation of staff in construction management practice.

A sense of belonging and identification with the project team is ranked 1 st in this category. The

word belonging means to be part of the project issues while identification with the project team

comes from recognizing every efforts and contributions. A worker that is made to understand

he / she belongs to a team will not look elsewhere to find a sense of belonging rather he / she

does all in his / her own ability to ensure the objectives of the team are achieved. This is

applicable to identification with the project team.

The next factor in this category is job security and it was ranked 2nd. When workers have an

understanding that they have a bright future with an organization, it motivates them to high

productivity at all times. The factors motivating such a reaction are satisfaction with wages, the

ability to sustain family, train children and opportunity for postgraduate studies.

lxiii

The factor with the lowest influence is exercise of power and its rank 7 th in this category. Every

human being wants to be treated with respect and to be recognized. Commanding attitude at

work may have moderate influence on achieving high productivity.

4.1.8 Obstacles facing Construction Management

Table 4.8 presents the respondents perceptions of relative importance index (RII) and ranking

regarding the influence of obstacles facing construction management practice.

Lack of construction management knowledge is ranked 1st. This shows that most of the

construction managers are not well trained in the art of construction management. Therefore to

apply construction management tools in project life cycle becomes a serious problem to these

untrained managers.

4.1.9 Benefits of applying Construction Management Tools in Practice.

Table 4.9 presents the respondents perceptions of relative importance index (RII) and ranking

regarding the influence of benefits of applying construction management tools factors.

Known work progress is ranked 1st in this category. The respondents believe that if construction

management tools are well applied, it will lead to high productivity and success of the project,

thereby affording the opportunity of tracking the project progress. This in line with the study of

Abbasi and Al-Mharmah (2000) that discovered that among other benefits, known work progress

is a highly perceived benefit of applying construction management tool.

Good management of resources was ranked 2nd. The respondents believed that if construction

management tools are well applied it will enhance better communication.

4.1.10 Usage of Planning Method:

Table 4.10 shows that bar chart method is the most widely used planning and scheduling method

for owners and contractors because bar chart method can facilitate time performance control for

each scheduled activity through project implementation. However, critical path method (CPM) is

lxiv

the most important one for consultants because CPM can be used to determine critical activities

of project. This will assist consultants to evaluate overall time performance and to identify the

effectiveness of critical path on completion date of project.

S-Curve method is never used by clients and it is rarely used by consultants and contractors. This

is because S Curve method can compare only between actual time and estimated time at any

stage through project implementation. It is difficult to control time performance for each

scheduled activity and it is difficult to obtain critical path affecting overall time performance of

project.

Koo et al (2007) stated that construction planners face many scheduling challenges during the

course of a project. Planners today rely on CPM-based scheduling tools to evaluate different

sequencing alternatives for their feasibility and whether they will meet project deadlines.

4.1.11 Meeting of Project Team:

Table 4.11 shows that contractors, consultants and clients often meet weekly for discussion.

Weekly meeting assist them in monitoring, updating and controlling the progress through project

implementation. In addition, they can solve problems, evaluate current performance, and

improve future works. Daily meeting are required in the case of sensitive and very important

works. Monthly meeting is not effective for monitoring or updating processes. Navon (2005)

stated that a controlling and updating is an important element to identify factors affecting

construction project performance.

4.1.12 Co-ordination frequency of Current Schedule with Master Schedule:

Table 4.12 shows that most of the clients and consultants co-ordinate current schedule with

master schedule of the project weekly. This weekly co-ordination assists them to evaluate

performance of project comparing with base schedule. However, most of the contractors co-

ordinate current schedule with master schedule of the project monthly. In fact, contractors should

do that weekly in order to have continuous monitoring, controlling and updating of time

lxv

performance of project. Generally, monitoring and updating the progress depends up on project

duration, type of works and degree of project complexity.

4.1.13 Co-ordination with Sub-Contractors and Supplier Schedule:

Table 4.13 shows that most of the clients co-ordinate with sub-contractors and supplier schedule

monthly or weekly. However, this depends up on the need for co-ordination and controlling

processes. Also, most consultants co-ordinate with sub-contractors and supplier schedule

monthly.

Most contractors co-ordinate with sub-contractors and suppliers schedule on weekly basis.

This co-ordination depends mainly on project nature, type of work, duration of supplying and

implementation. Thomas (2006) remarked that the selection of suitable suppliers for the

provision of various construction materials is one of the most important aspects in ensuring

successful performance of construction projects.

4.1.14 Supply of Incentives:

Table 4.14 shows that most of the contractors, consultants and clients use increase salary system

in order to ensure the success of construction. This system motivates employees and enables

them to improve productivity and performance. The system is more important for employees

than bonus in position or training. Training is required according to nature of project and its

duration. In addition, training is important for improvement and development overall

performance of organization.

It is remarked that better training and motivation system can help to ensure success of the

project.

4.1.15 Usage of Software for Planning and Scheduling:

Table 4.15 shows that Microsoft project is the most widely used program by contractors,

consultants and clients for planning and scheduling. This program enables them to schedule,

lxvi

monitor, update and control many criteria of project such as time, cost and resources. It is

observed that Primavera program is an advanced and a complex program compared with

Microsoft project. However, Excel program has a limitation in usage for planning and

scheduling.

4.1.16 Participation in the Pre-Project Planning Effort:

Table 4.16 shows that most clients participate in the pre-project planning effort as the pre-project

planner. Most consultants participate in the pre-project planning effort as the consultant.

However, most contractors do not participate in the pre-project planning effort. Planning of

construction projects is one of the main duties and responsibilities of consultants. Owners mainly

need planning for budget and time estimation of projects. Some contractors participate in the

planning for complex and large projects. This depends on the nature and type of implemented

works.

4.1.17 Presence of Cost Schedule Associated with the Estimated Time Schedule:

Table 4.17 shows that contractors, consultants and clients often use cost schedule associated with

the estimated time schedule. This assists the construction actors to evaluate performance of cost

and time together at any stage through project implementation. It will also assist the construction

actors to know if the project is ahead or behind of schedule and if it is over or under estimated

4.1.18 Applying the Actual Value and Earned Value Concept in Controlling Cost:

Table 4.18 shows that most of owners, consultants and contractors apply the actual value and

earned value concept in management of project. Earned value concept provides a system for

evaluating the performance of the project through integrating cost, schedule and work. This will

assist for evaluation cost and time performance of projects. For example, at any stage of project,

if earned value is more than actual value, the cost performance will be good.

Vandevoorde (2006) stated that earned value project management is a well-known management

system that integrates cost, schedule and technical performance. The earned value method

provides early indications of project performance to highlight the need for eventual corrective

action.

lxvii

4.1.19 Cost Engineer responsible for Cost Control:

Table 4.19 shows that most of the contractors, consultants and clients do not have a cost engineer

who is only responsible for dealing with cost control.

4.1.20 Applying Software to Plan, Monitor and Control Cost:

Table 4.20 shows that most contractors, consultants and clients use software program in order to

facilitate planning, monitoring and controlling cost. The programs used in construction industry

in order to control and monitor cost are: Excel and Ms project. Most of the construction actors

are familiar with these programs because they are easy to use and have different facilities and

functions to control the cost. Goh (2005) remarked that information technology management

leads to performance improvement in the construction industries.

4.1.21 Implementation of Safety factors:

Table 4.21 shows that in most cases overall project safety factors have been moderately

implemented in construction sector. This is because of absence of safety control or its application

through project implementation stage. In Nigeria, most contractors do not care about health and

safety during construction of projects. In addition, consultants do not have sufficient control or

continuous supervision for safety compliance. All these often lead to occurrence of accidents and

problems in construction projects. Cheung et al (2004) remarked that safety factor affects

strongly on performance of projects. Ugwu and Haupt (2007) stated that safety factors are

significant for consultants and contractors because it affects strongly the safety and sustainability

performance of construction projects.

4.1.22 Meeting for Safety Issue:

Table 4.22 shows that most of the clients and consultants organize the meeting for safety issue

monthly. However, most of contractors organize safety meeting daily. This is because

contractors are more interested with operational factors which require frequent and continuous

meeting for safety issues

4.1.23 Level of Pre-Task Planning for Safety conducted:

lxviii

Table 4.23 shows that in most cases, pre-task planning for safety was moderately conducted by

contractor foremen or other site managers. This is because of absence of safety planning and

control through project implementation stage. In the Nigerian construction industry, there are

many contractors who do not care with planning health and safety issues during construction of

projects. This will lead to occurrence of accidents and problems in construction projects.

4.2 TEST OF HYPOTHESIS

Computation of Kendall’s Coefficient of Concordance (w):

Using equation (3.2), Kendall’s Coefficient of Concordance (W) is calculated as;

U = ∑i=1

n

(∑K=1

m

RK)2

=561597

m= 3 and n = 58

Therefore, W = 12 x 561597−3 (3 )2 (58 ) (59 )2

(3 )2 (58 ) [ (58 )2−1 ]

=6,739,164−5,451,246

1,755,486

¿6,739,164−5,451,246

1,755,486

Kendall’s Coefficient of Concordance (W) = 0.7337

The chi-square approximation of W is given in equation (3.3), which gives:

X2(n-1) = m (n – 1) W

= 3 x 57 x 0.7337 = 125.485

Therefore X2 computed = 125.485

X2 tabulated = X2(n-1) = X2

57 = 79.08

DECISION: Since X2 computed (125.485) is greater than X2 tabulated (79.08), Ho is rejected.

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CONCLUSION: Therefore, there is a significant agreement among the three target groups

(contractors, consultants and clients) in respect of their responses.

CHAPTER FIVE

CONCLUSION AND RECOMMENDATION

5.0 Conclusion

The test of hypothesis revealed that there was a degree of agreement among the three target

groups with respect to their ranking of factors, Kendall’s coefficient of concordance and chi-

square was used to determine the degree of agreement. From the result of this research, the

clients were concerned with financial related issues while the contractors were more concerned

with contractual related issues and consultants considered project management issues more

important. This result is inconformity with a research done by Mezher (1998).

Construction industry is considered as an important sector in the world as it develops and

achieves the goals of society. The management of construction projects is influenced by clients,

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contractors, consultants, stakeholders, national economies and others. The main aim of this thesis

is to identify the factors that influence the management of construction projects in Nigeria.

i) Also, the lack of motivation of workers is of great importance in management of

construction project in Nigeria. The result of the analysis shows that the important factors

relative to motivation of workers are a sense of belonging and identification with project

team, job security, opportunity to extend skills and experience, recognition of

contribution, opportunity to career advancement. There are two factors that can be

classified as poor indicators of motivating workers, which are exercise of power and

paying of allowance.

ii) Critical path method, Bar chart, Work breakdown structure, Cost benefit analysis are

some of the applied tools and techniques by the respondents because of their simple and

understanding nature, however lack of in-depth knowledge of this tools and techniques

still form a crucial obstacle facing construction management practice. Among the

construction management techniques and tools used in practice, CPM is the most critical

and it has the advantage of revealing critical activities of a project from start to end. This

affords good control of project activities and enhances prompt delivery of infrastructure.

iii) Thus, from the analysis two of the three factors associated with socio-political conditions

which are civil strife or riots and influence of protest action groups are of great

importance more than environmental concerns. This may be as a result of incessant

strikes by construction workers.

iv) In terms of economic policy, material and equipment availability are very important. If

there are no materials despite the availability of other resources it will result in no

progress on the project. Also, the availability of equipment assists in getting job done

quickly while lack of equipment leads to non delivery of infrastructure on time.

v) In terms of benefits, it has been observed that applying construction management tools

efficiently will help in knowing work progress, good management of resources, better

communication etc.

5.1 Recommendations:

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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.

Employees in construction industries should be more interested with belonging to work to

productivity and success of 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) In addition, consultants are recommended to facilitate and quicken orders delivered to

contractors to obtain better time performance and to minimize disputes and claims.

vi) Contractors should not increase the number of projects that cannot be executed

successfully. In addition, contractors should consider political and environmental risk in

their cost estimation in order to ensure success of a project.

vii) Also, contractors classified as incompetent should be identified for training. They

should be trained through workshops on the various construction methods and contract

administration. This will ensure the maintenance of a high standard of construction

projects.

viii) A proper motivation and safety systems should be established for improvement of

productivity and success of construction projects.

ix) Contractors are recommended to minimize waste rate through project implementation in

order to improve cost performance. They should be more interested with conformance to

project specification to overcome disputes.

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x) Contractors are recommended to be more interested with sequencing of work according

to schedule.

xi) Contractors should come up with a clear plan and strategy before starting a project. Early

project planning and scheduling of labour, equipment and cash, will help to ensure

success and sustainable infrastructure.

xii) In addition, contractors should have a cost engineer in their projects to control cost

successfully.

xiii) There should be proper coordination and communication among various parties

working on the project in order to improve management and a better control of the

project.

xiv) The construction industry should provide quality management guidelines and

should be enforced by the consultants on projects. Stakeholders should be committed to

quality management and adequate motivation should be given to workers.

xv) Much focus should be placed on the factors influencing construction management

practice in order to enhance better construction performance and generate confidence

within the construction industry.

xvi) It is recommended to develop human resources in the construction industry

through proper and continuous training programs about management of construction

projects. These programs can update their knowledge and can assist them to be more

familiar with construction management techniques and processes. In addition, it is

preferred to develop and improve the managerial skills of engineers in order to improve

success of construction projects. All of that can be implemented by offering effective and

efficient training courses in scheduling, time, cost, quality, safety, productivity,

information systems and management of human resources. These courses will lead to

success delivery of construction projects such as availability of resources as planned

through project duration, availability of personals with high experience and qualification,

proper quality of equipments and raw materials used in project.

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xvii) Adequate construction management training should be given to employee in

charge of projects; this would increase the knowledge of employees about different

construction management tools and techniques available for appropriate choice. Also

construction management professionals should be employed for proper and adequate

application of construction management tools and techniques.

xviii) Clients should set aside funding that is required for the completion of the project

long before the contract is placed.

xix) Also, for sustainability of construction projects, the quality of materials used in

construction projects must not be compromised.

xx) To ensure competence of the professionals in construction industry, the Nigeria society of

Engineers (NSE), the Council for Relation of Engineering in Nigeria (COREN), the

Nigeria institute of building (NIOB), the Nigerian institute of Architects (NIA) and the

government should jointly work together.

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APPENDIX A

QUESTIONNAIRE

DEMOGRAPHIC DATA

A. ORGANIZATIONAL.

1) In what organization do you work?

Private sector Public sector

2) Location of project:…………………………………………………………………………

3) Organization name:…………………...…………………………………………………….

4) Please indicate the actual number of years your organization has been involved in construction works…………………………….……………………………………………………

B. PERSONAL

5) Please indicate your gender.

Male Female

6) Please indicate your age:

Under 25 years 41 – 50 years

25 – 30 years Over 50 years

31 – 40 years

7) Please indicate your highest degree in education:

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NATIONAL DIPLOMA HONOURS DEGREEHIGHER NATIONAL DIPLOMA MASTERS DEGREEPOSTGRADUATE DIPLOMA DOCTORAL DEGREEB. Eng / Bsc OTHER (PLS SPECIFY)B.Tech OTHER (PLS SPECIFY)8) Kindly indicate from below the category of construction profession you belong to:

CLIENT CONTRACTOR CONSULTANT9) Please indicate your status in the organization:

Managing Director Senior StaffDirector SupervisorManager TraineeOther (Pls specify)10) Please indicate your actual years of experience in the construction sector.

……………………………………………………………………………………………………

MAIN QUESTIONNAIRE

11) Below are the numbers of factors influencing construction management practice. From your experience, please express your opinion on the importance of the following factors as it influences construction management in Nigeria. (Please tick the appropriate box).

CATEGORY / FACTORS NO EXTENT

MODERATE EXTENT

MEDIUM EXTENT

LARGE EXTENT

VERY LARGE

EXTENT

QUALITY MANAGEMENT DURING DESIGN

Conflicting design information

Timeliness of revised drawing issue

Missing information

Dimensional inaccuracies

QUALITY MANAGEMENT DURING CONSTRUCTION

Analysis of construction methods

Forecasted planning date such as activity duration and resource quantities required

Monitoring and updating of plans to appropriately reflect work status

Work sequencing to achieve and maintain workflow

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Effective co – ordination of resources

Inspection of construction

Development of an appropriate organization structure to maintain workflow

CONSTRUCTION MANAGEMENT TECHNIQUES USED IN PRACTICE

Work Breakdown Structure

Gnatt chart

PRINCE 2

Critical Path Method

Programme Evaluation & Review Technique

Project Sensitivity Analysis

Cost Benefit Analysis

Graphical Evaluation & Review Technique

Line of balance

ECONOMIC POLICY

Equipment availability

Materials availability

Indirect impact of interest rates

Bankruptcy

Supervision / management staff availability

MANAGEMENT STYLE

Providing specific direction

Setting specific goals people are to achieve

Setting time lines

Seeking peoples opinion

Involving team members

Provide support and encouragement

Organizing work situation for people

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Conducting regular updates on progress

SOCIO-POLITICAL CONSIDERATIONS

Civil strife or riots.

Influence of protest action-groups

Disruption due to environmental concerns

MOTIVATION OF STAFF

Pay and allowances.

Job security.

A sense of belonging and identification with the project team.

Recognition of contribution

Opportunity for extending skills and experience through learning as a means of job satisfaction and higher productivity.Equitable reward relative to others input to the project

Exercise of power.

Opportunity to career advancement for future benefit

OBSTACLES FACING CONSTRUCTION MANAGEMENT PRACTICE

Lack of professional training

Lack of construction management knowledge

Bribery and corruption

Lack of leadership commitment

Incessant change of authority

Rigid organization structure

BENEFITS OF APPLYING CONSTRUCTION MANAGEMENT TOOLS

Better communication

Good management of resources

Known work progress

Defined goals and objectives

Better quality

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Better work organization

Better time utilization

The Practices concerned with Construction Management:1. The time management practice: Please add () as appropriate: a. What kind of method do you use to represent the project planning and scheduling? Bar chart method Critical path method S-Curve method Othersb. How often does your project team formally meet for discussion of monitoring? Updating and controlling the progress? Daily Weekly Monthly Noc. How often do you coordinate your schedule with master schedule of the project? Daily Weekly Monthly Nod. How often do you require the sub-contractors or supplier to submit their detail activities schedule for you in advance to adjust your actual schedule? Daily Weekly Monthly Noe. How do you supply the incentive system to stimulate the construction time? Salary increase Bonus in position Training Othersf. Which software do you apply for planning and scheduling the progress the Project? Primavera Microsoft project Excel sheet Nog. Do your company formally participate in the pre-project planning effort? Yes, as the pre – project planner Yes, as the consultant No

2. The cost management practice: Please add () as appropriate: a. Do you have the cost schedule associated with the estimated time schedule? Yes No Sometimesb. Do you apply the actual value and earned value concept in controlling cost for the project? Yes No Sometimesc. Do you have a cost engineer who is only responsible for dealing with cost control? Yes No Sometimesd. Do you apply any software to plan, monitor, and control cost? Yes No SometimesIf yes, what is the name of software program? ..........

3. The safety management practice: Please add () as appropriate: a. To what extent has an overall project safety factors been implemented? Not at all Moderately Extensivelyb. How often do you organize the meeting for safety issue? None Monthly Weekly Daily c. To what extent is pre-task planning for safety conducted by contractor foremen or other site managers? Not at all Moderately Extensively

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