International Journal of Engineering Research & Technology (IJERT)

ISSN: 2278-0181
Vol. 4 Issue 03, March-2015

Study on Time Delay Analysis for Construction

Project Delay Analysis

Ar. Meena. V Ar. K. Suresh Babu

M.Arch, Architecture department Associate Professor, Architecture department
Sathyabama University Sathyabama University
Chennai, India Chennai, India

Abstract— Time delay is one of the biggest problems facing in •Recommendations to control delay during construction
many construction buildings in India. Completing projects on phase for construction project
time is the key factor of the project, but the construction process
is subject to many variables and unpredictable factors, which I. STUDY ON DELAY ANALYSIS
result from many sources such as availability of resources,
external factors, performance of parties and type of building. If
A. Construction project planning
there is a delay in project it leads to loss of productivity, Planning explains “what” is going to be done, “how”,
increased cost, contract termination and disputes between “where”, by “whom”, and “when” for effective monitoring
contractor and owner. The aim of this project is to examine the and control of complex projects. The objective of project
causes and effects of delay on building construction project planning is to complete the construction within the specified
during construction phase and to provide control measures for time and budget. In construction project planning the steps
time overrun in the project. A study carried out on construction
need to be identified are as follows.
schedule delays and various delay analysis techniques and
methods in order to evaluate the causes of delay and their •Feasibility of the project
impacts in the construction project. Then a questionnaire survey •Project management plan
is done to find the major causes of delay faced by Client, •Identifying the constraints in the project (time, cost,
Contractor, Consultant and Project manager. Population resources)
sample of 35 was used in which 30 was deployed. From the •Project delivery method, stakeholders, funding sources
survey and study identified 67 causes of delay under 9 major •Construction method
groups such as Project team, Owner, Contractor, Consultant, •Identifying risk in project
Architect, material, labour, equipment and external factors. •Milestone, duration and budget
Then a ranking method is done based on relative importance
•Roles and responsibility
index method to find major cause of delay. It is found that the
most common factors of delay which is repeated in most of the •Preparation of contract documentation
project are lack of funds to finance the project to completion, B. Project scheduling
labour shortage, material shortage, lack of effective
communication, lack of supervision and changes in drawings. Project scheduling covers only the issue of when? i.e. when
The outcome of the project is to provide recommendation to works need to be done and completed. By doing project
control delay in the project during construction phase. scheduling it helps to control and measure the project
duration and provides information for timely decisions to be
Keywords— Delay analysis technique, causes of delay, tools taken when there is a change in schedule. The results of doing
to evaluate delay in construction, delay control measure a detailed project schedule are duration of the project and
completion date can be easily tracked, helps to calculates the
INTRODUCTION start or end of a specific activity, evaluate the effect of
changes, improves work efficiency, predict and calculate the
In construction, delay could be defined as the time overrun cash flow, resolve delay claims and it serves as an effective
either beyond completion date specified in a contract or project control tool
beyond the date that the parties agreed upon for delivery of a
project. It is a project slipping over its planned schedule. The C. Types of project scheduling
delay in the project has an adverse effect on project success Selection of the most appropriate scheduling technique
in terms of time, cost and quality. The objective of the project depends on the size and complexity of the construction
is Project, the preferences of the entity preparing the schedule,
• To identify delay factors in construction projects and the scheduling requirements of the Contract. The most
common scheduling techniques used for construction projects
• To rank the delay factors according to the importance
level on delays in project are Gantt Charts or bar charts, linear schedules, program
evaluation and review technique and Critical Path Method
•To find the tools to analysis and evaluate the time delay (CPM) schedules.
factors in the construction building.

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 International Journal of Engineering Research & Technology (IJERT)
ISSN: 2278-0181
Vol. 4 Issue 03, March-2015

D. Progress monitoring Concurrent or Non-concurrent.

When updating a project, actual progress is recorded for Concurrent delays are two or more parallel and independent
each activity relative to the date of each update. This regular delays to the critical path of a project. Concurrent delays can
update will include progress on values for: dates on which be on the same critical path or on a parallel critical path
activities started or finished actual percent of work completed F. Delay Analysis Techniques
within each task, actual resources expended on each task and
Delay analysis is a analytical process that should be
actual cost expended on each task. There are six basic
employed with project documentation along with collected
techniques for measuring the progress of a task in a CPM
data from project site. The selection of delay analysis
network as follows: Unit Measure, Incremental Milestones,
depends on the variety of factors and the available records.
Start/finish, Observational Assessment, Level of Effort/Cost
There are five commonly used delay techniques.
Ratio and Equivalent Units
1. Impacted as-planned method
E. Classification of construction delays 2. Time impact analysis method
The classification of delays is dependent upon the type 3. Collapsed as-built or but-for analysis method
and magnitude of the effect that an activity will have on the 4. Windows analysis method
project and who is responsible for the delay among the stake 5. As-planned versus as-built (Total time) method
holders. Hence they are classified into four categories such as
Critical or noncritical, Excusable or non-excusable, Impacted as-planned method
Compensable or Non-compensable and Concurrent or Non- According to Trauner et al. (2009), in this method the analyst
concurrent. specifies the as planned schedule, and inserts into this
schedule the changes which caused project delays. These
Critical Versus Non-Critical Delays changes are the only determined delays recorded during
The delays that affect the project completion time or date are construction process which may have affected the project
considered as critical delays. And the delays that do not affect duration. Trauner et al. (2009) point out the major
the project completion time or date are noncritical delays. If weaknesses of this method as it does not reflect the dynamic
certain activities are delayed in the construction project life nature of construction project and the critical path.
cycle, the project completion date will be delayed. The
determining which activities truly control the project Time impact analysis method
completion date depends on the following: The project itself, The analyst determines the amount of project delay
the contractor„s plan and schedule (particularly the critical resulted from each of the delaying activity successively by
path), the requirement of the contract for sequence and calculating the difference between the project completion
phasing and the physical constraint of the project. date of the schedule after the addition of each delay and
that prior to the addition (Ndekugri, Braimah, and
Excusable and Non-Excusable Delays Gameson, 2008).
Delay that is due to an unforeseeable event beyond the
contractor„s or the subcontractor„s control. Normally, based Collapsed as-built or ‗ ‘but-for’ analysis method
on common general provisions in public agency In this method, the analyst studies all contemporaneous
specifications, delays resulting from the following events project documentation and prepares a detailed as-built
would be considered excusable: General labor strikes, fires, schedule instead of an as-planned schedule as mentioned in
floods, act of God, owner-directed changes, errors and the what-if method. The analyst subtracts or removes
omissions in the plans and specifications, differing site activities which affected the project from the as-built
conditions or concealed conditions, unusually severe weather schedule (Trauner et al. 2009).
Non-excusable delays are events that are within the
contractor„s control or that are foreseeable. These are some Windows analysis method
examples or non-excusable delays: Late performance of sub- Window analysis method is also called the contemporaneous
contractors, untimely performance by suppliers, faulty period analysis and snapshot method. In this method, the
workmanship by the contractor or subcontractors, a basic concept is that the total project duration of CPM
project-specific labor strike caused by either the schedule is divided into digestible time periods or windows
contractor„s unwillingness to meet with labor (e.g., monthly) and the delays that occurred in each windows
representative or by unfair labor practice of time are analyzed successively by focusing on the critical
paths (Hegazy and Zhang, 2005).
Compensable and Non-Compensable Delays
Compensable delay is caused by the owner or the owner's As-planned versus as-built (Total time) method
agents. A compensable delay is a delay where the contractor Basically, the main concept is that the as-planned versus
is entitled to a time extension and to additional compensation as-built method compares two schedules, which is why it is
such as payment for the delay. also called “the total time method or net impact method”.
Non-compensable delay is caused by third parties or incidents In this method the assumption is that one party (contractor)
beyond the control of both the owner and the contractor causes no delays and other party (owner) causes all
where the contractor is normally entitled to a time extension delays.
but no compensation for delay damages

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 International Journal of Engineering Research & Technology (IJERT)
ISSN: 2278-0181
Vol. 4 Issue 03, March-2015

G. Programme updates Frequency of Occurrence

It is used to document the performance of the employer, Always (4): Generally occurs in all the projects (70%-100%).
the professional team, designers, and the contractor and their Often (3): Occurs in 5 to 7 projects out of 10 projects (50%-
ability to meet commitment dates. Programmes are updated 70%).
to communicate actual project status from time to time, keep Sometimes (2): Occurs in 1 to 5 projects out of 10 projects
the programme relevant as a useful management tool, record (10%-50%).
actual performance of all parties‟ alike, record changes to the
original plan and support forensic or prospective delay
analysis. When no frequency is specified, it is unlikely that a Rarely (1): Occurs only 1 time out of 10 projects (>10%).
contractor will submit updated CPMs to the employer until The questionnaire format is provided in appendix
extensions of time are granted or significant changes to scope B. Respondent’s profile
or sequence are incorporated into the project. The minimum
The questionnaires were distributed to Owners, Project
data required to properly update a programme would be
Manager, Architect, Consultants and Contractors of Indian
percentage complete, remaining duration (%), actual start,
construction industry. The respondents involved in the
and actual finish.
survey had several years of experience in handling various
H. Records types of projects. The characteristics of the respondents
Once the program update is done then changes need to be participated in survey are summarized below. Population
recorded. When good record keeping procedures are sample of 35 was used in this survey. A total sample of 31
established and maintained, contract administrators are often was deployed.
able to access key information quickly and in a timely enough Result of respondents
manner to respond to crises and manage problems at the time
they arise. Many standard forms require contractors to 10
8
provide notice of an intention to make a claim for time and/or 6
money within a reasonable time after the event which gave 4
rise to the claim. Records can be inspected by the employer‟s 2
representative from time to time. For each delay event an 0
„event analysis‟ needs to be done.
II. QUESTIONNAIRE SURVEY
The Survey is designed based on the objective of the study
to find out the causes of delays in construction projects
Fig. 1. Result of respodents
and effect of the delays on overall project. The Survey
is framed in such a way that the personal view of
different people involved in different projects (Architect, working experience
Consultant, Owner, Project manager, Contractor) is 50
collected and analyzed. This questionnaire consists of 63
40
causes of delay on which a detailed analysis will be carried
out by using statistical concept. These causes are classified 30
into nine groups according to the sources of delay: Factors 20
related to Project, Owner, Contractor, Consultant,
10
Architect/design-team, materials, equipment, manpower
(labor), and external factors. 0
less than 10 11-15 years 16-20years 20 years and
years above
A. Questionnaire format
Respondents are asked to fill What is the frequency of
Fig. 2. Working experience
occurrence for this cause?. The frequency of occurrence was
categorized as follows: always, often, sometimes and rarely
III. QUESTIONNARIE SURVEY RESULTS
(on 4 to 1 point scale). Respondents are required to fill the
respective places with only scale points (1, 2, 3 and 4) of their The collected responses from different categories of people
opinion. involved in construction project gives the major causes of
delay factor faced in the construction process. The mean of
each group of question is calculated using Relative
Importance Index to calculate the ranking and the percentage
of delay cause in the building. The final result showing the
contribution of different factors on the delay of a construction
project is shown below

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 International Journal of Engineering Research & Technology (IJERT)
ISSN: 2278-0181
Vol. 4 Issue 03, March-2015

TABLE I. RANKING FOR DELAY CAUSES

39 Unused advanced design software 52 43
No Cause Of Delay Points Rank % Group
40 Shortage of material 70 58

1 Very short original contract duration 20 17 41 Change in specification 60 50

2 Legal disputes between parties 55 46 42 Late delivery 65 54

Inadequate definition of substantial Materials
3 completion 50 42 Project 43 Damaged of required material 45 38
team
4 Ineffective delay penalties 35 29 44 Delay in manufacturing 54 45

5 Types of construction contract 40 33 45 Late procurement 60 50

6 Types of project bidding 55 46 46 Lack of material availability 54 45

7 Payment delay 70 58 47 Shortage of equipment 61 51

8 Delay in delivering the site 57 48 48 Equipment break down 62 52

49 Poor operator skill 50 42 Equipment

9 Change order 80 67

10 Late approval of design document 51 43 50 Low productivity & efficiency 52 43

11 Late approval of sample material 54 45 51 Lack of high technology equipment 65 54

Owner
12 Lack of communication 82 68 52 Shortage of labor 71 59

13 Late decision making 40 33 53 Personal conflicts 50 42

54 Lack of knowledge 60 50 Labor

14 Conflicts between partners 30 25
Unavailability of incentives for contractor 55 Lack of communication 72 60
15 for finishing ahead of schedule 45 38
56 Lack of skilled labor 80 67
16 Suspension of work 20 17
57 Poor soil condition 45 38
17 Financing difficulty 72 60
58 Delay in obtaining permits 76 63
18 Conflicts with sub-contractor 50 42
59 Climatic factor 75 63
19 Rework 70 58
External
60 Unavailability of utilities 44 37 Factors
20 Poor site management and supervision 60 50
Poor coordination with labor and 61 Accidents during construction 42 35
21 subcontractor 65 54
62 Changes in government regulation 65 54
22 Ineffective planning and scheduling 60 50
Contractor
63 Delay in final inspection 60 50
23 Improper construction method 40 33
A. Highest percentage of delay group
24 Delay in sub-contractor work 45 38
From the above finding and analysis using ranking
25 Lack of knowledge 50 42 method the group which is more responsible for the delay in
26 Frequent change of subcontractor 45 38 the project is find out. According to the survey result it is
found that resources are the main reason for the delay in the
27 Poor qualification of technical staff 52 43
project along with external factors it is then followed by
28 Site mobilization delay 52 43 Contractor, then Owner and the others.
29 Inspection and testing delays 52 43 External Factors
30 Approval delay 45 38 Labor

31 Poor communication 62 52 Consultant Equipment

Material
32 Conflict between consultant & architect 45 38
Architect
33 Lack of experience 45 38 Consultant Points

34 Errors in design document 50 42 Contractor

Owner
35 Delay in producing design documents 65 54
Project Group
36 Inadequate details in drawing 51 43 Architect

37 Insufficient data collection & survey 45 38 0 20 40 60 80

38 Misunderstanding of owners requirement 45 38
Fig. 3. Highest percentage of delay group

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ISSN: 2278-0181
Vol. 4 Issue 03, March-2015

B. Template to evaluate time delay TABLE III. RECOMMENDATIONS FOR MAJOR CAUSES OF DELAY CAUSES

The tools to evaluate and analysis time delay factors are CPM
Causes of delay Recommendations
and PERT. The collected data from the tools should be filled
in template for event analysis. Weather Conducting detailed and perfect surveys towards
condition the field condition and previous weather data
TABLE II. EVENT ANALYSIS SHEET
External factors Monitor the work done by the earlier contractors to
DESCRIPTION FORMULA VALUE make sure that delays outside your control are
recognized and documented.
Planned quantity PQ
Planned duration PD Lack of funds Optimize cash flow in accordance with the
requirements and make sure fund needed for
Planned productivity PP project is available to execute the project
Total budget TB
Deviation of Develop detailed and accurate schedule to
Cost per unit C TB/PQ scheduling facilitate easy and controlled scheduled execution

Actual quantity AQ
Lack of Planning and applying Management Information
Actual duration AD communication System(MIS)

Actual productivity AP
Poor decision Conduct routine/regular coordination meeting and
Planned value PV, BCWS (AD*TB)/PD making process develop a procedure regarding decision making.

Actual cost AC, ACWP C*AQ

Lack of Develop a good, simple and easy to understand
EV = PV x( coordination / system to regulate coordination procedures and
Earned Value (EV) BCWP
AP/PP) Wrong responsibility of units. Make organization chart
EV-AC delegation of with detail job description which includes
Cost Variance CV
(BCWP -ACWP) authority responsibilities and roles of each function
Cost Variance % CV% CV/EV
Cost Performance Lack of Provide separate technical staff or site manager for
CPI EV/AC inspection periodic inspection and monitoring work process
Indicator
which includes starting late, late submission of
To Complete Cost (TB-EV)/(TB-
TCPI drawings, mistakes or errors, resource availability,
Performance Indicator AC)
etc. then proper record has to be maintained to
EV-PV
Schedule Variance SV detect risk and mitigate.
(BCWP- BCWS)
SV/PV Improper Understand the level of supply and demand to
Schedule Variance % SV%
(SV/BCWS)
planning produce detail planning and schedule.
Schedule Performance
SPI EV/PV Implement automatic machine work to avoid
Indicator
To Complete Schedule (TB-EV) / (TB - shortage of labor such as automatic plastering
TSPI machine, wall painting, precast concrete wall, etc.
Performance Indicator PV)
Budget At Completion BAC = TB
Lack of Contractor needs to aware of new technology and
Estimate At Completion EAC AC +(BAC- EV) knowledge techniques to reduce time duration for activity or
BAC - EAC labor force
Variance At Completion VAC
Planned % Completed PV / BAC Lack of facilities Site management should be properly done to
at site ensure proper resource; basic facilities for worker
% Completed Actual AC / EAC
are available to increase productivity by doing
detail study in site condition.
C. Recommendations Poor selection of Consider supplier daily capacity and material
vendors quality for selecting vendors to avoid delay and
From the survey it is found that contractor has the highest conflicts.
percentage of cause of delay followed by owner and then
consultant. So recommendation to control major causes of Labor shortage Early workforce planning is essential for owners
delay are listed below and contractors to effectively manage project labor
risks. Then providing incentives/awards for
workers like best employer of the year/ month so
that productivity and quality of work will be
increased.

Skilled labor Providing training and upgrade skills to use new

shortage technology and techniques for unskilled labors to
increase productivity and efficiency of the worker.

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 International Journal of Engineering Research & Technology (IJERT)
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Vol. 4 Issue 03, March-2015

D. Conclusion
The major causes of delay which is found repeating in Alway Some
almost every project are external factors, financial No Cause of delay s Often times Rarely Group
difficulties, shortage of labor, insufficient labor productivity, Original contract
owner interference and improper planning. After analyzing duration is too
the data it is clear that the contribution of Contractor in 1 short
delay of the construction project is high then followed by
Legal disputes
client then consultant side and others. Resource allocation is 2 between parties
the main criteria for doing schedule planning to allocate Inadequate
duration for each activity included in the project so that delay definition of
Project
in the construction project can be reduced. substantial
team
3 completion
ACKNOWLEDGMENT (Heading 5) Ineffective delay
4 penalties
I extend my gratitude to our Faculty Head Dr. A. Lilly Types of
Rose, M. Arch., PhD, Head of the Department Dr. N. construction
Jothilakshmy, B. Arch; M.T.P., PhD, Assoc. Prof.T.Vennila 5 contract
M.Arch, Mr.S.Kavin Kumar and Assoc. Prof. Ar. K. Suresh Type of project
Babu for their helpful suggestions and comments during my 6 bidding
project presentation. Mr.K.Gopala Krishnan, Mr.Karthik
Mohan, Mr.G.Hemanth kumar and my parents for their help Delay in progress
7 payment by owner
and support to complete the project.
Delay to furnish
and deliver the
site to the
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8 owner
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Conflicts in
APPENDIX subcontractor
Contra
schedule in
ctor
1 execution of the
Name Date 8 project
Rework due to
Designation Location 1 errors during
9 construction
Work Experience
Email Id

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 International Journal of Engineering Research & Technology (IJERT)
ISSN: 2278-0181
Vol. 4 Issue 03, March-2015

Conflict between Unclear and

2 contractor and 3 inadequate details
0 other parties 9 in drawing
Poor site Insufficient data
2 management and collection &
1 supervision 4 survey before
0 doing
Poor
communication Misunderstanding
and coordination 4 of owners
2 with labor and 1 requirement
2 subcontractor Unused of
Ineffective 4 advanced design
planning and 2 software
scheduling of 4 Shortage of
2 project by 3 material
3 contractor
Change in
Improper
material type &
construction
4 specification
method
4 during consultant
2 implemented by
4 Delay in material
4 contractor
5 delivery
Delay in
Damaged of
2 subcontractor
sorted material
5 work Materi
4 while they are
2 Lack of als
6 need urgently
6 knowledge
Delay in
manufacturing
Frequent change
4 special building
of subcontractor
7 material
2 because of their
7 inefficient work 4 Late procurement
8 of material
Lack of selected
2 Poor qualification material
8 of technical staff 4 availability in
Delay in site 9 market
mobilization 5 Shortage of
2 related to 0 equipment
9 subcontractor 5 Equipment break
Delay in 1 down
performing
inspection and Low level of
3 testing by 5 equipment
0 consultant 2 operator skill Equip
Delay in ment
Low productivity
approving major 5 & efficiency of
changes in the 3 the equipment
3 scope of work by Lack of high
1 consultant technology
3 Inflexibility of 5 mechanical
2 consultant 4 equipment
Poor 5
communication Consul 5 Shortage of labor
between tant
3 consultant & 5 Low productivity
3 others 6 level of labor
5 Personal conflicts
Late in reviewing 7 among labor Labor
& approving 5 Lack of
3 design document 8 knowledge
4 by consultant 5 Lack of
9 communication
Conflict between
6 Lack of skilled
3 consultant and
0 labor
5 architect
6 Poor soil
Inadequate 1 condition
3 experience of
6 consultant 6 Delay in obtaining
3 Mistakes in design 2 permits Extern
7 document 6 al
Archit 3 Climatic factor factors
Delay in ect
3 producing design Unavailability of
8 documents utilities in site (
6 water, electricity,
4 telephone)

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Vol. 4 Issue 03, March-2015

6 Accident during Delay in

5 construction performing final
inspection and
Changes in
6 certificate by third
6 government
6 regulation and law 7 party

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