Abstract:
The main purpose or this study is to identify the causes or delays in medium scale building projects in Sri Lanka. highlight its impact on the construction industry and to forward recommendations for minimization or such delays . A questionnaire survey was carried out among the professionals engaged in medium scale building projects to identify the delays and their effects. Hundred and twenty two professionals responded. The relative important index method was adopted to rank the GIUSCS and effects in the order 01" their importance and "Improper project management by the contractor" was identified as the main cause. Other causes for the project delays were identified as "Shortage of " labour". "Improper planning by contractor" and "Financial problems or the clients". The most damaging effect or the delays was identified as the "Cost overrun" whilst other adverse effects were recognized as "Time overrun". "Disputes" and ..Arbitron". Key players in the construction industry are contractors. Consultants and clients. They hold diverse views on the causes for delays. But at times agree on certain issues. Hence. Spearman's Rank Correlation Coefficient method was used to check the agreement among them. Having identified the causes for the delays and ranking the same, separate set of guidelines were prepared for each party. identifying the areas they need to improve/concentrate to overcome the problem or delays. These guidelines will ensure that clients would pay more attention on aspects such as project management. identification or rlit requirements or the building. minimizing design/structural changes during construction and setting realistic time targets whereas the main areas in relation to the contractors would be efficient project management. financial management. and material procurement. Further. the proposed Guidelines will focus the attention of the Consultants on issues such as minimizing discrepancies in bidding documents. effective approval process. and identification of the client' s requirements.
