An-Najah National University Faculty of Graduate Studies Assessment of Delay Causes of Construction Projects in Palestine By Nihal Jawad Albatsh Supervised Dr. Mohammed Othman Co- Supervised Dr. Monther Dwaikat This Thesis is Submitted in Partial Fulfillment of the Requirements for the Degree of Master of Engineering Management, Faculty of Graduate Studies, An-Najah National University, Nablus, Palestine. 2015 ii Assessment of Delay Causes of Construction Projects in Palestine By Nihal Jawad Albatsh This Thesis was Defended Successfully on 9/2/2015 and approved by: Defense Committee Members Signature 1. Dr. Mohammed Othman / Supervisor ……………….. 2. Dr. Monther Dwaikat/ Co- Supervisor ……………….. 3. Dr. Hisham Shkokani / External Examiner ……………….. 4. Dr. Abd Al-Fatah Hassan / Internal Examiner ……………….. iii א���א� ��א �س������������� �����وو���������א ����وو�وא�א %$#$#"�א ! אن�د ���-,�+$#*�א ()'�وא %'&�ن�( �./�/!%0 و�9��א����!�8אن�א��7م����345א12 /.�وא �'>א�;�ل���=�>��K � �����������אAB'�و@&/��د@���و-!1�C ��GHא<�E&'אس�Fزو+��אK �3C� �,�I*�-%����אN-�-.�وא Mא�KLא��-��IJא!� ��GHא<����Eن��Fא��-"�K ��،���@�א �#"Fא��א ���א�Aא���وא�Aא���P�،84/��،Q'&�،R���،@� -�،ل،�-'אم����E ��S1Hא א�א-"��و�@+��[ \��و�;����*( �����Kא �@^<��ن��)�ن�> [�א �@א9.� _`� �1�Kل�+�אد��/�84א � �� iv ��� א�� ��وא� �� ��%�����%4#א�dم�א;'و ��אن�אc)'�א<�وא�b[�אو�Nوא3Aא��!�G!a&�8و�G-'Iא ��!% /2�e�a/�د#"�א ��\�א�*�% �!��وو&�fN�,7ز�> א�א�S%א�K K@دאNא�g-��'��=�R!-�% אi �9/.�=�+�-%.�א ��Q�hא��7م��� ()'�وא ��9N�'#�70 ���وא �G/!��*U�#�j�� ��ن�אk����P�@�0I� �9 ��א@�e')2�*#$lא�'() ���mAوא�./ ;� א \�� ��Gو��+/�Q�fN�G��1> א�א!%�K n�(#@�دو �0@�-I� �('�eא! �'() ���אود�אن�א��7م���IK �jو�. �,�;�אل�&��0I�Ko.�אN;'و� )*�-"�و�������Tود�'() �!��8א��7م����*U�# G/+و���K���45K ��ً-�0Aو� !h .�א2('&.��!�S//7��8> [�א�'() ���G+9.@א���� � vi Abbreviations CPM Critical Path Analysis Model GDP Gross Domestic Product. FIDIC The Federation International of Consulting Engineers. PCBS Palestinian Central Bureau of Statistics. PCU Palestinian Contractors Union. PECDAR Palestinian Economic Council for Development and Reconstruction. PNA Palestinian National Authority. SPSS Statistical Package for Social Science. UNDP United Nations Development Program. USAID United State Agency for International Development UNRWA United Nations Relief and Work Agency. W.B. West Bank vii Table of Contents No. content Page iii ا0ه.اء iv ا1234 Declaration v Abbreviations vi Table of contents vii List of tables xi List of figures xii List of Appendices xiii Abstract xiv Chapter One: Introduction 1 1.1 Overview 2 1.2 Significance of the Proposed Study 4 1.3 Problem Statement 5 1.4 Research Questions 6 1.5 Research Hypotheses 7 1.6 Research Objectives 8 1.7 Research Methodology 9 1.8 Research Limitations 10 1.9 Thesis Organization 11 Chapter Two: Literature Review 13 2.1 Construction industry in Palestine 16 2.2 Definition of construction projects 20 2.3 Success factors for construction projects 21 2.3.1 Time 22 2.3.2 Cost 23 2.3.3 Quality 23 2.4 Construction project life cycle 23 2.4.1 Feasibility study phase 24 2.4.2 The Design phase. 25 2.4.3 The contracting phase 26 2.4.4 The implementation phase 27 2.4.5 The delivery phase 28 2.4.6 The investment (operation) phase. 28 2.5 Parties in project 29 2.5.1 Owner 29 2.5.2 Contractor 30 2.5.3 Consultant 30 2.6 Definition delay in construction project 31 2.7 Main types of delay 33 viii No. content Page 2.7.1 Inexcusable delays (non-excusable delay) 35 2.7.2 Excusable delays 35 2.7.2.1 Non- compensable delay 35 2.7.2.2 Compensable delay 36 2.7.3 Critical and Non – Critical delay 37 2.8 Type of delay according to occurrence 37 2.8.1 Concurrent delays 37 2.8.2 Non-concurrent delays (solo delay) 38 2.9 Factors that cause delays problem in construction projects 40 2.10 Effects emerged as a result of the delay in construction projects 60 2.11 Mitigation the effects of construction delays 62 2.12 General discussion 64 Chapter Three: Research Methodology 67 3.1 Introduction 68 3.2 Scope of Research 68 3.3 Research strategy 68 3.3.1 Descriptive analytical approach 69 3.3.2 Steps of descriptive approach 70 3.4 Research design 70 3.5 The study population 73 3.6 Study sample 73 3.6.1 Study sample (consultant's office ) 73 3.6.2 Study sample (contracting companies ) 74 3.6.3 Study sample (owner party ) 75 3.7 Methodology of this study 76 3.7.1 Questionnaire approach 76 3.7.2 Interviews 76 3.7.2.1 Interviews analysis 78 3.7.3 Questionnaire design 78 3.7.3.1 Collection data for formulation questionnaire 78 3.7.3.2 A pilot study 80 3.7.3.3 Questionnaire validity 81 3.7.3.4 Questionnaire distribution 81 3.8 Location of study 82 3.9 Statistical tools used in the research 83 Chapter Four: Data Analysis and Discussion 85 4.1 Introduction 86 4.2 Discussion of results 86 ix No. content Page 4.2.1 Questionnaire sample characteristics analysis. 86 4.2.1.1 Distribution of the sample with respect to the institution work type. 86 4.2.1.2 Distribution of the sample with respect to the respondent work type 87 4.2.1.3 Distribution of the sample with respect to the type of institution. 87 4.2.1.4 Distribution of the sample with respect to the financial size of the institution. 88 4.2.1.5 Distribution of the sample with respect to company location in the West Bank. 88 4.2.1.6 Distribution of the sample with respect to contractor classification based on Degree. 89 4.2.1.7 Distribution of the sample with respect to the respondent position in the company. 90 4.2.1.8 Distribution of the sample with respect to the respondent level of education. 90 4.2.1.9 Distribution of the sample with respect to the respondent years of experience. 91 4.2.2 Analysis of the causes of delay in Palestinian construction projects 91 4.2.2.1 Analysis of the causes that are related to owners. 92 4.2.2.1.1 The owners’ administrative and technical causes. 92 4.2.2.1.2 The owner's financial matters. 94 4.2.2.1.3 Machines, equipment, and materials of the owner. 95 4.2.2.1.4 The owner's human resources 96 4.2.2.2 Analysis of the causes that are related to consultants. 98 4.2.2.2.1 The consultants’ administrative and technical causes. 98 4.2.2.2.2 The consultants’ human resources. 100 4.2.2.2.3 Machines, equipment, and materials of the consultant 100 4.2.2.3 Analysis of the causes that are related to contractors. 102 4.2.2.3.1 The contractors’ administrative and technical causes. 102 4.2.2.3.2 The contractors’ human resources 104 4.2.2.3.3 Machines, equipment, and materials of the contractor 105 4.2.2.3.4 The contractors’ financial matters. 106 4.2.2.4 Causes Related to Contract Documents. 107 4.2.2.5 Causes related to the project. 109 4.2.2.6 Other Causes (External) 111 4.2.2.7 The degree and extent of the impact of these causes on the project. 113 4.2.2.8 Factors reduce the delay of the project 113 x No. content Page 4.3 Test of Statistical Hypotheses 117 4.4 correlation analysis 126 4.5 Results validation and general discussion 128 4.5.1 Interviews Analysis 129 4.5.1.1 Reasons for the delay related to the consultant 129 4.5.1.2 Reasons for the delay related to the owner 129 4.5.1.3 Reasons for the delay related to the 129 4.5.1.4 Reasons for the delay related to the contract 130 4.5.1.5 Reasons for the delay related to the project 130 4.5.1.6 Other reasons (external reasons) 130 4.5.1.7 Factor leading to reduce delays 130 4.5.1.8 Negative impact produce from delays 131 4.5.1.9 Comparison between the results of the short interviews and the questionnaires responses' assessments: 131 4.5.2 The top ten causes contributed to delays 133 4.5.3 Research questions and their answers resulting from the analysis 135 Chapter Five: Project management framework 137 5.1 The top five causes leading to delay in construction projects 138 5.2 Top ten causes lead to exceed construction projects time 141 5.3 The degree and extent of the impact of these causes on the project 144 5.4 Proposed Solution for the top causes 145 5.5 General factors help to avoid delays 148 5.6 Framework presentation 149 Chapter Six: Conclusion and Recommendations 157 6.1 Introduction 158 6.2 Summary and conclusion 158 6.3 General recommendation to the different parties 160 6.3.1 Recommendation to the owner 160 6.3.2 Recommendation to the contractor 162 6.3.3 Recommendation to the consultant 164 6.3.4 Recommendation to Engineering Association 165 6.3.5 Recommendation to Palestinian Contractor Union 165 6.3.6 Recommendations for future studies 166 References 167 Appendices 182 ?@ABCب ا xi List of Tables No. Table Page Table (2.1) Percentage contribution of the construction sector in the GDP for the years (1994 – 2012) 18 Table (2.2) Percentage contribution to GDP by the economic activity (West Bank, 2012) 19 Table (2.3) The difference between the types delay 39 Table (2.4) Summary of causes of delay in construction projects according to the above previous studies 41 Table (2.5) The general causes of project delays appear from the above previous studies. 53 Table (3.1) The distribution of the consultant offices population 73 Table (3.2) The number of questionnaire distributed, returned, excluded, and valid questionnaires. 82 Table (4.1) The respondent work type. 87 Table (4.2) The type of institution. 88 Table (4.3) Contractor’s company classification based on Degree 89 Table (4.4) The respondent level of education 91 Table (4.5) Years of experience. 91 Table (4.6) Owner's financial matters causes 94 Table (4.7) Machines, equipment, and materials of the owner causes 96 Table (4.8) The degree of effect of the main fields of the delay of the construction projects. 116 Table (4.9) One way Anova for the first hypothesis "Type of Institution" 120 Table (4.10) One way Anova for the second hypothesis "The company location in the West" 124 Table (4.11) Spearman’s rank correlation coefficients of the ranking of owners, consultants and contractors for causes of delay (top 30 causes). 127 Table (4.12) Correlation between the categories of causes and effects of delays. 128 Table (5.1) illustrate top ten causes contributed in delays 141 Table (5.2) Show the degree and extent of the impact of causes on the project. 145 Table (5.3) General Factors reduce the delay of the project 149 xii List of Figures No. Figure Page Figure (2.1) Project life cycle 24 Figure (2.2) Sequential relationships of various categories of delays 34 Figure (3.1) Methodology flowchart 72 Figure (3.2) Distribution of companies in west bank 74 Figure (3.3) The distribution of the contracting companies' population 75 Figure (4.1) The institution work type 87 Figure (4.2) The financial size of the institution 88 Figure (4.3) Location of the company in the West Bank. 89 Figure (4.4) The respondent position in the company. 90 Figure (4.5) Owner's administrative and technical causes 93 Figure (4.6) Owner's human resources causes. 97 Figure (4.7) Consultants’ administrative and technical causes 99 Figure (4.8) The consultants’ human resources causes. 100 Figure (4.9) Machines, equipment, and materials of the consultant causes. 101 Figure (4.10) Contractors’ administrative and technical causes. 103 Figure (4.11) The contractors’ human resources causes. 104 Figure (4.12) Machines, equipment, and materials of the contractors’ causes. 106 Figure (4.13) The contractors’ financial matters causes 107 Figure (4.14) Causes Related to Contract Documents. 109 Figure (4.15) Causes related to the project. 110 Figure (4.16) External causes of delay in the Palestinian construction projects. 112 Figure (4.17) The degree and extent of the impact of these causes on the project 113 Figure (4.18) Factors reduce the delay of the project 114 Figure (5.1) The Theoretical Framework 155 xiii List of Appendices No. Appendix Page Appendix (A) انجاز المشاريع االنشـائية تقييم عوامل تاخر حولاستبيان في الضفة الغربية 183 Appendix (B) Questioner for Assessment of delay causes in completion the Palestinian construction projects in the West Bank 192 Appendix (C) Arbitrators List 201 Appendix (D) Research Interviewers' List 202 Appendix (E) Tables of the collected data 203 xiv Assessment of Delay Causes of Construction Projects in Palestine By Nihal Jawad Albatsh Supervised Dr. Mohammed Othman Co- Supervised Dr. Monther Dwaikat Abstract Delays in the construction industry are a global phenomenon and the construction industry in Palestine is no exception. The construction sector is one of the most important economic sectors in Palestine; this research discusses the importance of studying the construction sector through the identification of gaps between theory and practice associated with delays in the completion of construction projects. The importance of this research comes from what appeared in the past few years, the exposure of most construction projects in the West Bank to delay or to increase in the cost or both, so the continuation of this phenomenon affects the progress of the construction industry, as it may expose some relevant institutions to collapse. The main purpose of this study is to identify the most important factors that delay the completion of projects and their effect, by taking a representative sample from each of the engineering offices, the owners, and the contractors, then analyze to obtain the results help to achieve the goal of this research. This study done during the period (2012-2014). The objectives of this research achieved through viewing many of the research and references for previous studies, which included study delay factors in many countries , and through making set of interviews with some contract parties to identify the delays causes, Also, a questionnaire was designed xv and distributed to each of the contracting companies, consulting engineering offices, and owners’ institutions in the main three cities in the West Bank includes: (Hebron in south, Ramallah in medium and Nablus in north) to assess importance degree of these causes. Upon the results of this research show that referral of bids to the lowest price, incorrect and inappropriate bid pricing, lack of sufficient cash for project implementation, contractor failure to regulate the cash flow of the project, and Irregular cash flow for the project on owner's side are the main causes for projects delay. It also concluded many implications of the delay, including: an increase in cost, the large number of delayed projects affect the community, the weakness of productivity, lack of revenues, conflicts, trial, and litigation between the parties of the contract. Based on the results of the study, the researcher developed some of the proposed solutions that help avoid or minimize the causes of delay, such as : find suitable mechanism for the process of evaluating and awarding tenders without resorting always a lower price, should be available to the contractor sufficient experience in the bidding pricing , adequate financial resources of the contractor to cover project expenses, must provide financial payments by the owner to the contractor on time without delays cause obstacles in the workflow, work of the tender documents by the consultant properly to avoid variation order and problems caused due to errors and provide project manager with enough experience to manage the project . Based on the results of this research, a framework has been developed to be an effective tool to help all parties to avoid causes of delay. xvi Finally, recommendations have been developed for each of the contracting parties (owner, consultant, contractor), Engineers Association and Palestinian Contractors Union were presented in this research in order minimize and avoid the delays causes and get projects completed within the planned schedule. 1 Chapter One Introduction 2 Chapter One Introduction This thesis is concerned with the delay of construction projects in Palestine. It investigates the importance of studying and assessing the causes leading to delay in construction projects in the West Bank. Delays in construction projects are a universal phenomenon. They are usually accompanied by cost and time overruns. Construction project delays have a debilitating effect on all involved parties (owner, contractor, and consultant) in a contract; in terms of a growth in adversarial relationships, distrust, litigation, arbitration, cash-flow problems, and a general feeling of apprehension towards each other. Therefore, it is essential to identify the actual causes of delay in order to minimize and avoid the delays and their corresponding expenses. This chapter discusses an overview of construction sector and delay in construction projects, significance and problems of this thesis, and the research questions. In addition, the objectives and the structure of the thesis are outlined at the end of this chapter. 1.1 Overview Since the creation of the earth has arisen human need to construction, building a house is the first construction project ever known to humanity. The construction projects developed through the ages until it became a craft, which needs specialists and skilled workers. To keep up with the requirements of growing human needs; new construction methods and projects have been adopted (non-residential 3 buildings), such as bridges, factories, dams and other. In the modern era, the construction projects were characterized by extreme complexity, and magnitude within limited time and cost, to implement construction projects many parties are needed such as, financiers, designers, consultants, contractors, materials suppliers; the involvement of all those parties in the project implementation represents a major challenge. The construction sector is one of the most important economic sectors in Palestine. It contributes significantly in the Gross Domestic product (GDP). Israeli restrictions on materials entry, barriers, confiscation of land and property, and the destruction of institutions influence directly and indirectly in the period of construction projects, as well as control of natural resources in the Palestinian territories, which is an important part of the resources of the construction industry and associated industries (Abu Sneineh, 2010). During the past few years, Palestine witnessed the emergence of many construction projects in the West Bank, which exceeded the time, and cost specified in the time schedule and contract documents, some of these problems lead to increase in claims, conflicts, and disputes (PCU, 2003). This research discusses the importance of studying the construction sector through bridging the gaps between theory and practice related to the delay that occurs in the completing of construction projects. The completion of a project on time is one of the main goals (other main goals include end project within specific cost and within required quality) in 4 projects management. Delayed projects have negative repercussions on the final contract result, because most construction contracts are associated with many expensive elements such as financial funding, equipment, materials etc. Any delay in the project will be undoubtedly detrimental to both the owner and contractor alike (Rashed, 2008). This research studies the causes of delay that result from different circumstances and parties of construction Projects in Palestine "W.B.". 1.2 Significance of the Proposed Study The purpose of this study is to identify the most important factors that delay the completion of projects and their effect, by taking a representative sample from each of engineering offices, owners, and contractors then collecting and analyzing obtained data to reach the results help achieve the goal of search . This research will help to discover the causes of delay in construction projects and then reduces their effects. Among the most prominent problems in construction sector in the West Bank is the increasing numbers of construction companies that are not commensurate with the volume of work available, leading to a weak capacity of institutions working in the construction sector to continue to retain technical and administrative staff trained and resulted in low productivity. There are three goals that construction project seeks to achieve which are: the highest possible quality, with minimum cost and time, 5 where time is considered from the basics in the implementation process of a project. 1.3 Problem Statement Palestinian Contractor Union (2003) and Osaily (2010) mentioned that the construction sector is one of the key economic sectors; it is a major force driving the Palestinian National economy. Many construction projects have faced various problems and delay of time is one of the major problems. Project finishing on time is considered important factor of successful projects. Most construction projects in the West Bank are exposed to delay; it is possible to say that it is rarely to find projects that have been implemented within the planned timetable. There must be reasons for delays in projects, for example, causes related to one of the three main parties, namely (contractors, consultant's offices, and owners) or other circumstances that cause delay. Delays in completion affect the success factors of a project. Delays cause many problems and disputes between the parties, and have negative impact on society as a whole, which shows the importance of this study; will find out the responsibility of each of the three main parties about the projects delay, and other circumstances cause delay in construction projects, to detect the factors causing delay and so giving specific priorities and solution in order to avoid or prevent occurrence of delay , identify and treat all the weakness points related in all sides. 6 The study of Assaf (2006) was carried out the main causes of delay in large building projects in Saudi Arabia. The survey covered a random sample of contractors, consultants, and owners. Sambasivan and Yau (2007) conducted a survey on the causes and effects of delays in Malaysian Construction Industry, which was focus on the reasons and impact to the project delays in Malaysia. 1.4 Research Questions • First question states that: is the delay in the completion of construction projects due to administrative and technical matters? from the perspective of: 1. Contractors companies. 2. Engineering consultant office. 3. Owner's institutions. • Second question states that: is the delay in the completion of construction projects due to financial matters? From the perspective of: 1. Contractors companies. 2. Owner's institutions. • Third question states that: is the delay in the completion of construction projects due to equipment and materials associated with construction projects? From the perspective of: 7 1. Contractors companies. 2. Engineering consultant office. 3. Owner's institutions. • Fourth question states that: is the delay in the completion of construction projects due to human resources? From the perspective of: 1. Contractors companies. 2. Engineering consultant office. 3. Owner's institutions. • Fifth question states that: is the delay in the completion of construction projects due to contracts? • Sixth question states that: is the delay in the completion of construction projects due to the project nature? • Seventh question states that: "is the delay in the completion of construction projects due to other causes (external reasons)? 1.5 Research Hypothesis Hypotheses are tested to determine the differences between groups of the main causes of delay in the Palestinian construction projects and the characteristics of the respondents and the institutions • The first hypothesis is to determine the differences between groups of the main causes of delay and the type of Institution. 8 • The second hypothesis is to determine the differences between groups of the main causes of delay and the Financial Size of the Institution. • The third hypothesis is to determine the differences between groups of the main causes of delay and the company location in the West Bank. • The fourth hypothesis is to determine the differences between groups of the main causes of delay and the Contractor’s company. • The fifth hypothesis is to determine the differences between groups of the main causes of delay and the respondent level of education. 1.6 Research Objectives The main goal of this thesis is to develop a framework that can consider making a set of procedures and solutions to prevent or mitigate the problem of delay in construction projects in Palestine. The objectives of this study include the following: � To identify the major causes of delays in construction project in the West Bank; State of Palestine. � To study the perceptions of the three major parties (owners, contractors and consultants) in any delay in a certain construction project. � To identify the effects of delays on construction projects. � To develop a framework that recommends strategies to reduce delays and minimize them based on the research findings. 9 1.7 Research Methodology The research methodology defines the sequence of activities to be carried out in order to achieve the research goals. The research will be initiated by descriptive analytical approach that has been adopted to get the results of this study. The data collected by using various tools such as: 1 Questionnaires prepared and distributed to selected samples of the involved parties; in order to determine the factors causing delays in the completion of construction projects. These samples represent expertise from several positions including engineers, project manager, owner etc., from different sectors. 2 Periodicals, books, references, master and Ph.D. thesis and websites that dealt with search subject. 3 Palestinian contractors union (PCU). 4 Engineering association (EA). 5 Palestinian Central Bureau for Statistics (PCBS). 6 Interviews with experts, academics and professionals to enrich the research results. 7 The statistical methods used in the analysis for the purpose of data analysis. 10 1.8 Research limitations � The study is conducted from the point of view of three main stakeholders, namely: consultant engineering offices, contractors, and entities owners' representatives of each local and private sectors. � This study deals with the delay during the design and implementation stages in projects. � This study included {consultants engineering offices, construction companies and owners institutions) in the West Bank, Palestine, a sample was taken representing all of the north, south and medium regions population in West Bank, represented by three major cities in south (Hebron) , in north (Nablus), and medium (Ramallah). The study did not include Gaza area, since a search covered the area of Gaza on the subject of delay in construction projects in 2009 by Jom'a Alnajar (Alnajar, 2009). � This study is limited to a random sample of engineering offices namely those obtained consultant classification from Engineers Association. � This study is limited to a random sample of contracting companies; who are registered in the Palestinian Contractors Union (PCU), including only (first A and B class, second, and third class). In several fields includes: � Buildings sector. 11 � Water and wastewater. � Electromechanical. � Roads. � Public Works: � This study includes a random sample of owners mainly: municipalities, ministries, public and private institutions etc. Those institutions are mostly funded by several donors (co-owners) include Arab and foreign donors such as: Saudi Arabia, United Arab Emirates (UAE), Qatar , the U.S Agency for International Development government (USAID), the United Nations Relief and Work Agency (UNRWA), European union (EU), etc. (PCU, 2003; shweiki, 2013). 1.9 Thesis Organization This research is organized as follows: Chapter two introduces the literature review related to delay causes in Palestinian construction projects, including construction industry in Palestine, construction projects and the success factors for construction projects, construction project life cycle, parties in project. It also includes summary of previous studies and literature pertaining to the delay in construction project. Chapter three discusses the methodology used in this research in order to achieve its objectives, viewing the used methods and tools in collecting and analyzing the research related data. Chapter four shows and discusses the resulted analyses of the collected data obtained from questionnaires, then ranking 12 the delay causes and identifies the critical causes of delay in Palestinian construction projects. Chapter five proposes solutions and avoidance procedures for the main research problem. Finally, chapter six presents the conclusions, the recommendations, and future research directions for this thesis. 13 Chapter Two Literature Review 14 Chapter Two Literature Review This chapter presents review of researches covering the subject of "delay in construction projects". It includes an introduction to the construction industry in Palestine, construction projects, success factors of a construction projects, construction project life cycle, types of delay, the parties in a project and definition of delay in construction project. In addition, the related previous studies have been discussed. One of the most important problems facing the construction industry the fact that in most projects the time limit for execution is exceeded. The reasons leading to delay in construction projects varies from one project to another, some projects are only a few days behind the schedule; some are delayed by over a year. The purpose of this study is to identify the actual causes of delay of construction projects in Palestine "W.B." in order to minimize and avoid delays. Many negative aspects result from delay in construction projects. For example, adversarial relationships, mistrust, arbitration, dispute, etc. This study seeks to mitigate and reduce these problems, and the consequent negative effects. Thus, this chapter aims to review the related studies concerned with causes leading to delay in construction projects. The delay in construction projects is one of the main causes of the dispute between owners or owners' representatives and contractors. The high frequency of projects delays occurrence introduce large negative 15 consequences, therefore we find that all construction contracts contain a number of items which emphasizes the importance of implementation during the specified period of contract and according to the timetable approved for a certain project (Rashed, 2008). He mentioned that there are three types of delay in construction projects that encompass different reasons: 1. Conditions beyond the control of contractors; normally related to owners or owners representatives. When the delay is due to the owner, this delay is an excuse for the contractor to claim schedule and financial compensation, the contractor entitled an extension of timetable by studying the delay resulting from the owner and determining the period needed to cover the delay, and studying financial compensation if contractor deserves it. If an extra period is granted to the contractor and still too late, then a delay fine, which is specified in the conditions of the contract -after the completion date, set in the contract- could be applied upon the contractor (Rashed, 2008). 2. Conditions beyond the control of the two parties either the contractor or owner. This type of delay caused by circumstances beyond the control of contractor and owner, examples of this kind of delay includes; bad weather, natural disasters, wars, etc. under the terms of the contract the contractor usually does not get any compensation as a result of this delay, as this delay is of indirect factors that must be taken into account when studying the project (Rashed, 2008). 16 3. Delay resulting from contractor's private circumstances. It is a delay in the project that is produced due to circumstances related to the contractor. Examples of these circumstances are the defect in the implementation plan, deficiencies in the methods of implementation, and problems with subcontractors and suppliers. In this case, the contractor is not entitled to any financial and time compensation, but he has to adhere to a delay fine if imposed upon him, and the main contractor go back to sub- contractor to claim compensation for discount demurrage and other damages, which is suffered as a result of this delay. Often the contractor shall provide financial indemnify to the owner. Many of the contracts organizers resort to determine the value of the compensation caused by the contractor, which is known as (agreements compensation). The agreement compensation is a kind of sanctions on the contractor; the owner obtained lump sum compensation either more or less than the value of actual harms for the amount of agreements compensation (Rashed, 2008). another term related to the value of the compensation caused by the contractor called "liquidated damages", the liquidated damages is an amount of money agreed upon by both parties to a contract which one (contractor) will pay to the other party (owner), Sometimes the liquidated damages are the percentage of contract amount per day equal 0.01%, or are based on a formula (maximum amount is 10% of the contract amount) (FIDIC, 1999). 2.1 Construction industry in Palestine The Palestinian Federation of Industries (2009) stated that construction industry is a unique industry in terms of their relevance and 17 its relation to other sectors of the economy such as (contracting sector , engineering works including design and supervision works, stone and marble industries, metal and plastic industries, transport service and financial service. Construction industry is one of the major and important industries in Palestinian economy in the West Bank and Gaza Strip. The residential projects are the most common ones, because the Palestinians prefer home ownership with large spaces, where the average Palestinian family members are six persons, many residential projects been executed and some of them are still in the implementation phase, such as Rehan suburb in Ramallah, Jenin in Jenin ,Rawabi in Ramallah and many other residential suburb (Najmi, 2011). Construction industries divided into two main sectors: 1- Public sector: most projects are infrastructure and road works, which are financed by international donors, mostly USAID. Most of these projects focus on water supply, sewage disposal, road construction and job creation ventures (Najmi, 2011; PCBS, 2010). 2- Private sector: Companies working in the field of contracting lead it, this sector includes a large number of private companies that have different specialties and classifications, and employee large number of workers (Najmi, 2011; PCBS, 2010). Palestinian Contractor Union (2003) and Osaily (2010) mentioned that the construction sector is one of the key economic sectors; it is a major 18 force driving the Palestinian National economy. In 1994, the construction sector has expansion of activities significantly when the Palestinian National Authority (PNA) established. The result was to influence the construction sector and other sub-industries, which noticeably occupies a high percentage of the Gross Domestic Product (GDP). Encourage a group of Palestinian expatriates to invest in the local construction sector and contribute to the provision opportunities of jobs for thousands of Palestinians. Thus, the construction sector has occupied a very important rank compared to the rest of the sectors, by attracting investment and creating new jobs. Table 2.1 presents the percentage of contribution for the Palestinian construction sector in the GDP for the years (1994 – 2012), the table shows that its share been increasing since the PNA establishment to reach 14.1% of the Palestinian GDP in 2012. (PCBS, 2010; PCBS, 2013a). Table (2.1): illustrates percentage contribution of the construction sector in the GDP for the years (1994 – 2012) from (PCBS, 2010; PCBS, 2013a). Year GDP % Year GDP % 1994 9 2004 5.7 1995 6.9 2005 6.8 1996 8.4 2006 7.2 1997 7.8 2007 6.6 1998 8.9 2008 6.5 1999 13.7 2009 7.4 2000 8.9 2010 11.1 2001 5.5 2011 13.9 2002 3.9 2012 14.1 2003 5 19 Table 2.2 presents the percentage of the construction sector compared with other economic sectors and it appears that large proportion is covered by this sector compared to other economic activities. Therefore, this sector positively affects other various economic, social, educational and vocational sectors and other Palestinian institutions (shweiki, 2013; PCBS, 2013b). Table (2.2): shows percentage contribution to GDP by the economic activity (West Bank, 2012) from (PCBS, 2013b). Economic Activities GDP % Construction 14 Education 8 Manufacturing 10 Wholesale And Retail Trade 12 Agricultural 5 Transportation And Storage 2 Information And Technology 7 Public Administration And Defense 12 Services 18 Financial Activities 3 Others 9 Palestinian economy, in contrast to other economies, lacks the control on a national strategy, and the system of self-financing، because it has never been under full Palestinian sovereignty. The economy suffered drastic changes, these changes are related to several factors such as the size of donations from foreign donors, matters related to the Israeli occupation, the control over the movement of people and goods, and the repeated closures. Many challenges faced Palestinian development efforts, whereby recovery and reconstruction must proceed (Osaily, 2010). 20 2.2 Definition of construction projects Health and safety authority (2012) define Construction work is a high-risk activity, it must be managed from procurement, through the design process to the end of the construction stage (completion phase). Everyone involved in a construction project, each parties are important and must appreciate their role, from client, project supervisor, designer, contractor and employees. Construction projects include many unique features that can be distinguished from others projects, such as time, nature, and size, etc. Construction projects usually takes long period of time until it reaches the operation stage, its financial weight along with the size of the project, and difficult working environment; needs a dynamic organization structures (Zou, Zhang, and Wang, 2007). Takem, Akintoye (2002) and Majid (2006) have defined a construction project as a successful one when some characteristics are contained within it such as: good management, completed on time, within budget, conform to the specifications required, satisfy all parties, and achieve the profitability for the contractor with absence of financial claims and litigation. Project success defined as achieving goals and objectives as described in the project plan, within budget, time schedule, and performance required. To achieve success, projects must have an effective 21 plan, effective control and monitoring (Frimpong, Oluwoye and Crawford, 2003). The construction industry shows a weak response when dealing with delay in construction projects. This is done either by pretending that it does not happened, or by simply adding a fine (which is in most cases not sufficient to make contractors abide to preset completion dates), the result was that many of the major construction projects fail to complete on time. In the construction industry time equals money and time management is very important and critical (Duran, 2006; Luu, et al. 2009). 2.3 Success factors for construction projects The success of any project depends on many factors such as the experience of the project manager, the stability of the project team and the level of each of the planning, monitoring, supervision, cash flow, and control of the project etc. Many researchers agree that the properties of a successful project significantly associated with the good administration, good management including (Planning, monitoring, control, specific and clear target and provide motivation for project employees) (Kloppenborg, 1987). Abdul Rahman (1993) said success factors for construction projects must have successful management that achieve three main goals; which are as follows time, cost and quality. Those goals are interrelated and any change in one of them could affect others. 22 Robins, Stephen, and Kotze (1988), and Bosneneh (2010) stated success factors are achieved through: 1- End the project at less period. 2- End the project at less cost. 3- End the project with high quality. Success any Palestinian constructions projects associated mainly in financial and administrative factors. Is rare that these three goals are combined in a single project. Cost is usually associated with quality and speed of execution, as the cost is less, it lead to a reduction in the required quality and slow in implementation. On the other hand, when the cost is high or well estimated it lead to high quality and speed in implementation. 2.3.1 Time Scott (1991) define time is period needed to finish the project according to the planned schedule, the projects vary in the duration from project to another according to the nature, type, size of the project. Since time equals money, it is the most important factor in the success of any project. Time is also connected to quality since good quality cannot be achieved -generally- with little time. 23 2.3.2 Cost The cost necessary to execute the project, it is an important factor, When the cost of the project decreases, the project profits increase, project managers must take this objective into account when they are assessing contractors bids to choose the best price, usually choose the lower price, this price is (the estimated cost) of the project (Jdedo, 1999). It is difficult to estimate the cost of the project with high accuracy because it rarely match the budget of the project with an initial estimate for the project , here appears the term named (cash flow management) focuses on the relationship between the time and the cost , this spending commensurate with the project's budget (Scott,1995). 2.3.3 Quality. Defined by quality engineers as conform to the specification, do product specification conform to the required specifications or not? Are the service achieve the stated requirements of the project or not? Quality of implementation of the project depends on the quality of its resources (equipment, materials, skilled workers, the parties operating in the project (contractor, consultant and owner) and Project Management (Peter, Morris, and Houph, 1979; Alkmichi, 2004; Bosneneh, 2010). 2.4 Construction project life cycle. Projects pass through different stages during their life cycle begins as an idea for the owner to develop and pass through several stages until it reaches the stage of operatio depending on the size, nature; but all share that it begins and ends with the owner. Featuring the life cycle of construction project the life cycle of construction projects are definite and clear , any fault in the early stages of the project affects the later stages; since it may become extremely difficult and complicated to improve or correct, if not impossible (Scott,1991;Bosneneh, Jammaz (2010 key stages (project life cycle) they are Figure (2.1) illustrates project life cycle (Jammaz, 2.4.1 Feasibility study phase This stage carried out by specialized consultant offices for the owner, consultant offices describe to the owner and put a vision to him about the feasibility of the project in terms of achieving the desired objective of the 24 reaches the stage of operation. Life cycle vary from a project to another depending on the size, nature; but all share that it begins and ends with the Featuring the life cycle of construction projects from other projects, the life cycle of construction projects are definite and clear , any fault in the early stages of the project affects the later stages; since it may become extremely difficult and complicated to improve or correct, if not impossible ;Bosneneh,2010). 2010): explained that structural project passes through six key stages (project life cycle) they are illustrated in Figure ( ) illustrates project life cycle (Jammaz, 2010). Feasibility study phase This stage carried out by specialized consultant offices for the owner, consultant offices describe to the owner and put a vision to him about the feasibility of the project in terms of achieving the desired objective of the n. Life cycle vary from a project to another depending on the size, nature; but all share that it begins and ends with the s from other projects, the life cycle of construction projects are definite and clear , any fault in the early stages of the project affects the later stages; since it may become extremely difficult and complicated to improve or correct, if not impossible ): explained that structural project passes through six illustrated in Figure (2.1). ). This stage carried out by specialized consultant offices for the owner, consultant offices describe to the owner and put a vision to him about the feasibility of the project in terms of achieving the desired objective of the 25 establishment (physical, services). These objectives are placed in the feasibility study as follows: (Scott, 1991; Jammaz, 2010). � The Cost � The expected time for implementation � The availability of sources for the implementation and operation � Financial flow during implementation and the extent of the financial return during the life span of the project Shows recommendations that should be followed throughout this phase: � Begin identifying targets. � Put alternative solutions. � Assess alternatives in general view. � Assess the alternatives in detailed view. � After the evaluation, the owner made the decision to both begin procedures and take approvals to complete the project or dismiss it. 2.4.2 The design phase This stage required from a consulting engineering offices to work tender documents (plans, architectural designs, structural designs, detailed and implementation plans, bill of quantities, specifications, then intended to 26 invite contractors to enter into a tender, then selected contractor a according to the standards set by the bidding committees. The consultant office should study the project by visiting the site to be aware of what will be done to avoid the work of adjustments and changes during implementation, thus adversely affect the implementation period, and must put alternatives designs in case bad events occur (Jammaz, 2010). 2.4.3 The Contracting phase. Scott (1991), and Jammaz (2010), said this phase includes preparation and processing all the tender documents, then inviting contractors to tenders. Then choosing a contractor; usually involved in this process consultant and owner together, then sign a contract with him. Therefore, the consequent obligation between the parties may result in conflict, which requires return to justice to see if one of the parties violates its obligations. Jammaz (2010) mentioned the main information that should be covered in the contract document: 1 - The names of all parties and complete data about them. 2- The contents of the contract of Insurance, fines of delay, drawings, conditions, cost, time, and other. 3- How financial transactions between the owner and the contractor are done. 27 Jammaz (2010) discussed that the contracts must involve the following: 1- Avoid discrepancy or contradictions in terms of the contract. 2- The style of the terms and wording is clear, simple language and easy to understand. 3- Explicitly clarify the system of fines and how to handle them. 2.4.4 The implementation phase. It is the most important phase for the owner because it accounts for more than 80% of the total cost of the project. At this stage, transforming what is on documents and drawings into reality identical with the plans, specifications, and conditions (Jammaz, 2010). At this stage, there is a process of monitoring and supervising by the owner or his representative to workflow and compare with the actual implementation of the plan and determine the extent of deviation from the plan (Scott, 1991). At this stage, the contractor has full responsibility for providing the necessary resources for the project (human, financial, material and equipment). It does not stop at providing resources, but managing and utilizing properly them; within a plan and a schedule convenient and appropriate for the time of project insert in the contract items , determine the necessary of (labor , materials and funding) for each phase of the project (Jammaz,2010). 28 Contractor should choose material suppliers depending their commitment to supply the required material that agree with specifications in the specified time. Usually activities interfere with each other, therefore the provision of materials in the proper time saves the rest of the activities at the time, and thus works to avoid falling into any breach Influential at the time, which eventually result in delays in the achievement and thus delay in delivery (Jammaz, 2010). 2.4.5 The delivery phase Jammaz (2010) said this phase divided into two types: 1- Primary handing over of the project: Handing over of all works that had been assigned to contractor, which has been contractually agreed upon, and called initial delivery. In this stage, the project remains under the responsibility of the contractor. In order to make sure that all work has been properly executed , if the defects appeared or outputs for errors occurred during the execution, asks the contractor to repair it during the period of maintenance. 2- Final handing over of the project: all works are received in this stage when the agreed maintenance period expires, and then the contractor orders the financial amount held by the owner. 2.4.6 The investment (operation) phase. In this stage the project is used according to the purpose for which it was constructed (Jammaz, 2010).Then convert the project resources to other projects (Scott, 1991). 29 2.5 Parties in project. "Each of the three principal parties in a project has a role to fulfill in the various phases of design development and construction. A team approach between the owner, consultant, and contractor must be created with a cooperative relationship to complete the project in the most efficient manner. Too often an adverse relationship develops that does not serve the best interest of anyone"(Oberlender, 2000, p.6). In construction projects in Palestine there are generally four parties: owner, Contractor, Consultant and donors. Owner is considered the party who is funding the various construction projects in Palestine, owner party mostly funded by several donors (co-owners) include Arab and foreign donors. Note: but in this research was adopt the perspective of each of the three main parties (owner, contractor and consultant) and considering the donor (co-owner). 2.5.1 Owner The owner of the project is the party that owns, manages, and funds the project; the owner assigns either a firm or individual representing him to overseeing the implementation of one phase or more of the phases of the project. Owner representatives takes the responsibilities of critical decision- making on the project, and choose other parties such as consultant and 30 contractor to implement the project. (Peter, Morris, and Hough, 1979; Bosneneh, 2010). "The owner is responsible for setting the operational criteria for the completed Project, owner is also responsible for setting parameters on total cost, payment of costs, major milestones, and the project completion date"(Oberlender, 2000, p.6). 2.5.2 Contractor Contractor is the party that is contracted with, to implement one or more of the phases of the project, Sometimes there are sub-contractors assigned by the contractor to implement some activities of the project or even the whole project (Bosneneh, 2010; Picdar, 2012). "Contractor is responsible for the performance of all work in accordance with the contract documents that have been prepared by the designer. This includes furnishing all labor, equipment, material, and knowledge necessary to build the project. The construction phase is important because most of the project budget is expended during construction"(Oberlender, 2000, p.7). 2.5.3 Consultant Consultant is the party assigned by the owner to prepare studies, designs, and documents for the project. (Bosneneh, 2010). The consultant role may even extends to the execution phase if some problems appears and an adjustment of the designs needed. 31 2.6 Definition of delay in construction project. Delay is a situation when the contractor and/or the project owner contribute jointly or separately in making the project, implementation fails to finish on time, by exceeded the planned period of implementation or exceeded the stipulated period of contract (Aibinu and Jagboro, 2002). Sambasivan and Soon (2007) defined delay as a situation in which a project due to some causes related to the contractor, consultant, and client or other causes has not been finished in (contractual or agreed) period. Delay caused by the contractor either by not having trained staff of workers and technicians or having shortage in skilled workers, or not having the suitable equipment. It may be even caused by the material suppliers who did not deliver materials needed on time. Delay depend on the nature and volume of work, may be delayed part of the work or the entire work (Twort, 1975). While others Defined delay as the contractor's failure to complete the work within the period specified in the contract and not have to complete the work in accordance with the specifications prepared by the employer (Chesly and Ayers, 1983). To delay the adverse effects on the success of the project in terms of time, cost, quality and safety, but not limited impact on the construction industry only, but extends to affect the entire national economy of the country. Delay is classified as a deviation of time within the following deviations (Karkh and Majeed, 2000). 32 Namely: 1. Deviations of time: a lack of achievement in the schedule for many reasons leading to an imbalance in the timetable for the implementation of the project. 2. Deviations of quantity: a failure to achieve and accomplish the required works. 3. Deviations of qualitative: mismatch specifications and technical conditions required for the work carried out, must be given a great importance for this deviation. 4. Deviations of planning: are deviations that can be observed when comparing between actual and planning results the stand on the extent to which those results. Construction delay was defined as “the time overrun either beyond completion date specified in a contract, or beyond the date that the parties agreed upon for delivery of a project.”(Assaf and Al-Hejii, 2006, p.349). Delay was also defined as an “act or event which extends required time to perform or complete work of the contract manifests itself as additional days of work”. (Zack, 2003, p.831). Al-Najjar (2008) defined delay in the project caused by internal or external reasons surrounding the project, lead to increase the time of project beyond planned date. From above, the researcher sees the delay as one of the biggest problems facing the construction industry. It result in failure of one or more 33 of the parties of the project in achieving their obligations in the contract within a specified period. It is important to study the reasons associated with delay with respect to the contractor, consultant, and owner. 2.7 Main types of delay The completion of the project is of the main goals and mission in the management of projects, delayed project has repercussions negative value of the contract because the contract work associated expensive elements such as employment, equipment and financial funding, any delay to the project will be detrimental to both the owner and contractor (Jammaz, 2010). Vidals and Najafi (2002), Alaghbari et al. (2007), (Al-Najjar, 2008) have shown that the delay in construction projects is divided into the following main types: � Excusable compensable delays. � Excusable non- compensable delays. � In Excusable delays (Non- Excusable delay). � Concurrent delays. � Non-Concurrent delays. � Critical and non-critical delay. Figure (2.2): Sequential relationships of various categories of delays (Vidalis et al, 2002) These types of delay is an effect of internal and external reasons surrounding the project, contractors, and owner the government, labor unions, weather, nature , laws and regulations of the country, etc. (Vidals and Najafi , Excusable Delays are delays that are unforeseeable and beyond the control of the contractor. Non the contractor's control. Obviously, the distinction between these two is significant in that it determines which party is liable for the delay. Similarly, it also dictates whether a contractor would be entitled to a time extension and possibly, if the contractor would be entitled to compensation for that time extension. Excusable Delays are further subdivided into two are: � Non-Compensable Delays 34 ): Sequential relationships of various categories of delays (Vidalis et al, These types of delay is an effect of internal and external reasons surrounding the project, internal reasons arising from the designers, contractors, and owner . External causes arising out of the project, such as the government, labor unions, weather, nature , laws and regulations of the country, etc. (Vidals and Najafi ,2002; Al-Najjar ,2008). Excusable Delays are delays that are unforeseeable and beyond the control of the contractor. Non-Excusable Delays are delays located within the contractor's control. Obviously, the distinction between these two is significant in that it arty is liable for the delay. Similarly, it also dictates whether a contractor would be entitled to a time extension and possibly, if the contractor would be entitled to compensation for that time extension. Excusable Delays are further subdivided into two categories, which Compensable Delays ): Sequential relationships of various categories of delays (Vidalis et al, These types of delay is an effect of internal and external reasons internal reasons arising from the designers, . External causes arising out of the project, such as the government, labor unions, weather, nature , laws and regulations of the Excusable Delays are delays that are unforeseeable and beyond the Excusable Delays are delays located within Obviously, the distinction between these two is significant in that it arty is liable for the delay. Similarly, it also dictates whether a contractor would be entitled to a time extension and possibly, if the contractor would be entitled to compensation for that time extension. categories, which 35 � Compensable Delays. 2.7.1 Inexcusable Delay (Non- Excusable Delay) This type of delay results from the contractor or his supplier. In this case, the contractor generally is not entitled to request an extension of the contract period or a compensation for the delay. The contractor may be compensated for the delay to accelerate the pace of work, and the owner is entitled to impose on the contractor demurrage, which will be deducted from his dues, which described in the contract. Liquidated damages are generally expressed as a daily rate that is based on a forecast of costs the owner is likely to incur in the event of late completion by the contractor (Fugar and Agyakwah-Baah, 2010; Soon, 2010). These delays result from poor planning, poor management of the site, improper ways of building, missing of cooperation with suppliers, the weakness in equipment and skilled manpower (Scott, 1995; Majid, 2006; Tumi, Omran, and Pakir, 2009). 2.7.2 Excusable delays 2.7.2.1 Non-compensable delays Of the reasons for the delay according to Scott (1995) study : Force majeure, wars, natural disasters such as an earthquake or flood, unforeseen circumstances, exceptional weather conditions, snow or heavy rain, etc. it is a delay occurring as a result of events beyond the control of both the contractor and the owner (Fugar and Agyakwah-Baah, 2010). Examples of 36 this type of delay are unusual weather, wars, and environmental phenomena such as earthquakes, fires, and acts of government (Soon, 2010). In this case, the contractor is normally entitled to a time extension but no compensation for delay damages Ibironke (2013).It is Not the result of fault or liability of any party, most of contracts allow the contractor an extension of time without financial compensation (Vidals and Najafi, 2002; Al-Najjar, 2008). 2.7.2.2 Compensable delays The owner or his representative causes them (Fugar and Agyakwah- Baah, 2010). An example of this would be the late release of drawings from the owner's architect. This type usually lead to the extension of the time schedule and to clarify the financial damage that occurred to the contractor, submitted and claimed by contractor from the owner (Soon ,2010). In this case, the contractor incurs additional indirect costs for both extended field office and home office overhead and consumed home office overhead (Ibironke 2013).Compensable delays are those that are generally caused by the owner or its agents. The most common form of compensable delay is insufficient specifications and drawings. Compensable delays can also arise from the owner-delayed response to the request of the contractor for information or drawings. When the owner changes the material specification or design, or suspend the work, in this case, contractor shall be entitled to claim financial and time compensation (Tumi, Omran, and Pakir, 2009; Alaghbari et al., 2007; Al-Najjar, 2008). 37 2.7.3 Critical and Non – Critical delay Critical delays are delay claims that affect the progress, time, and compensation. Noncritical delays do not affect the completion date of the project. They affect the succeeding activities that are not on the critical path of the schedule. This can set back activities if they do not have a float in the schedule (Abudul-Rahman et al., 2006). 2.8 Types of delay according to occurrence � Delay in construction projects is divided - according to how it occurs - into two types: 2.8.1 Concurrent delays. It is the result of more than one factor at the same time, leading to a delay in the project or in overlapping periods (Alaghbari et al., 2007). This type of delay arises when an event or more of delay coincides. Two types of delays or more in the same time. Each party has to document and organize his daily construction reports, to make it easy to know the party causing delays, so that he will take responsibility for them (Robins, Stephen, and Kotze, 1988). The use of critical path analysis model (CPM) for planning and representation of work activities; can make it easy to assess the time schedule of the project, and compare it to what has been done. This way may be used in the delay solo (not concurrent delay) successfully, but it usually fails in the evaluation of the delay that is caused by several parties. 38 Which makes us look for other ways to analyze and measure delays, those ways vary from one case to another. It is important to develop (CPM) to be more realistic in representing the difficulties related to construction projects. (Wickire and smith, 1974). Until the development of CPM schedule analysis, there is no reliable method to differentiate the impact of owner-caused delays from contractor -caused delays. With the sophisticated computerized techniques now available, however, it has become possible to segregate the impacts of apparently concurrent owner and contractor delays (Alwi and Hampson, 2002). 2.8.2 Non – Concurrent delay or solo delay The delay caused by one party, with the other parties not having any responsibility for it. It happened when one of the project's activities need more than the planned time to accomplish it in the (schedule time listed in plan). Critical Path Method is the tool used to know the duration of the delay, the resulting cost, and its impact on other activities. In addition, it assist in the identification and knowledge of party causing the delay and therefore carry the responsibility and the costs of delay (scott, 1995). Table 2.3 show the different between different types of delay from point of view several researchers. Different between (Critical Versus Non- Critical Delays, Excusable Versus Non-Excusable Delay, Compensable Delay versus Non-Compensable Delay, and Concurrent Delay versus Non- Concurrent Delay). 39 Table (2.3): The difference between the types delay Critical Versus Non-Critical Delays Critical delays Non-Critical Delays Critical delays are considered when delay affect at project completion time or specific date in project execution plan Theodore (2009). Non-critical delays are considered when delay do not affect the project completion or specific date in project execution plan Theodore (2009). Excusable Versus Non-Excusable Delay Excusable delays Non-excusable delays Caused by reasons or responsibility related to the owner party, hence, in this type the contractor is entitled to compensation in extension of time Behboudi (2009). Caused by the contractors actions or responsibilities, in this type the client is compensated from contractor Behboudi (2009). delay occur beyond contractor’s or subcontractor’s control , through Incidence an unforeseeable events ; delays resulting from the following events would be considered excusable delay: General labor strikes, fires, floods, owner- directed changes, errors in the plans and specifications, differing site conditions or concealed conditions, difficult climatic conditions, Intervention by outside agencies and Lack of action by government bodies Theodore(2009). Events that are within the contractor’s or sub contractor's control. Non-excusable delays include late performance of sub- contractors, Delay by suppliers and Poor workmanship by the contractor or sub-contractors Theodore (2009). Compensable Delay versus Non-Compensable Delay Compensable Delays Non-Compensable Delays Contractor is entitled to get compensation, such as payment for delay and extend the period; only excusable delays can be compensable. Compensable delay is caused by the owner or the owner's agents Mohammed and Isah (2012) Caused by third parties or external incidents beyond the control of both the owner and the contractor, where the contractor is normally entitled to get extension in time but do not compensation for delay damages Mohammed and Isah (2012). Concurrent Delay versus Non-Concurrent Delay Concurrent Delays Non-Concurrent Delays When two or more parallel and independent delays to the critical path of a project this type called Concurrent delays. Can be on the same critical path or on a parallel critical path Rider and Long (2013). When there are difficulty of completing one of the project's activities according to the listed plan (Scott, 1995). 40 2.9 Factors that cause delay problems in construction project Mulenga et al (2013, p.174)"Causes of delays are factors or events that occur before and during the construction process that will affect the time of completing a project". Wideman (1990) and Ahmed et al. (2003) showed two type of factors caused delay in completing construction projects that are internal and external reasons. Internal causes are reasons produced from one of three main parties in the project (contractor, consultant and owner), these factor include (technical, administrative, financial, human, etc.) factors. External factors related to materials, weather conditions, governmental, political reasons, etc. There are many reasons that lead to delay in construction projects, which come from different sources and cannot be counted; each project has a special environment and circumstances that distinguish it from other projects such as nature of work, total cost, experience of contractor, site condition, and flexibility in design and implementation (Alzubaydi, 2000). Assaf et al (1995), Al Kass and Mazeroll (1996) ,Scott (1997), Chan et al(1996), Kaming et al(1997), Elinwa et al(2001) , Hussein (2002) Ahmad et al(2002),Enshasi (2003), Rahman and Yahya (2006),Alghbari et al (2007), Al-Najar (2008) ,Bosneneh (2010),pourrostam et al (2011) and Ibronk et al(2013). Table 2.1 summaries the general causes of project delays appears from the above previous studies. Associated with each of the contractor, consultant, owner, contract, project, and external causes. 41 Table (2.4): Summary of causes of delay in construction projects according to the above previous studies. NO Factors appeared through previous studies NO Factors appeared through previous studies contractor related delays 1 Mistakes during construction 13 Shortage of materials 2 Study is not sufficient for the site by the contractor 14 Poor quality of materials 3 Stop work without valid reason 15 Materials specifications 4 Not verify the validity of the designs before starting execution 16 Unavailability of equipment's on request 5 Poor planning 17 Weakness productivity of the equipment's 6 scheduling or resource management 18 low productivity of labor 7 Poor quality control 19 Shortage of manpower 8 Unsmooth external and internal communications 20 Inadequate skill of manpower 9 Lack of experience of similar 21 Lack of trades skill 10 Contractor failure to regulate the flow of cash for the project 22 Incompetent contractor staff 11 Irregular payments of subcontractors 23 Bad Relationship between top management and site staff 12 Financial efficiency of the contractor is not suitable for the project 24 Human error Consultant related delays 1 Slowness in giving instructions 8 Poor design and delays in design 2 Waiting time for approval of tests and inspections 9 Inadequate project management assistance 3 Delays receipt of executing stages 10 Lack of incentives for staff 4 existence of deficiencies or errors in design 11 Do not use the software in modern design 5 Delays in payment 12 Materials are difficult to obtain 6 Inadequate consultant experience 13 Poor communication between consultant staff 7 Inaccurate site investigation 14 Absence of consultant's site staff owner related delays 1 Slow decision making 7 Project objectives are not very clear 42 NO Factors appeared through previous studies NO Factors appeared through previous studies 2 Change orders 8 Irregular payments 3 Time for implementation inadequate 9 Financial problems 4 Lack of communication and coordination 10 delayed payments 5 Ineffectiveness fine 11 Lack of qualified human resources for the project 6 Lack of incentives for staff 12 Lack of attention to staff training Contract related delays Project related delays 1 Deficiencies, errors, contradictions, ambiguities in contract documents 1 Project Location 2 Context of Contract 2 Project Design complexity 3 Responsibilities of the parties is not clear 3 High Level of Quality requirements 4 Contract type 4 Problem with neighbors 5 Inadequacy of dispute settlement procedures External related delays 1 Bad Weather conditions 5 Poor site conditions (location, ground, etc.) 2 Unknown geological conditions 6 Poor economic conditions (currency, inflation rate, etc.) 3 Labor restrictions 7 Conflict, war, and public enemy 4 Labor strike 8 Strikes, Israeli attacks and border closures Assaf et al (1995) studied the most important reasons for delay in large construction projects in Saudi Arabia and the relative importance. A survey was undertaken of a randomly selected sample of 24 contractors, 15 consultant engineering office, and nine owners from the Eastern Province of Saudi Arabia. The survey included 56 causes of delay, asked of the sample questionnaire to determine the degree of importance for these reasons, the delay factors were grouped into nine major groups. The results show that there is a consensus in the views of both the contractors , 43 consultants and owners in the order of reasons for the delay and its importance, and financial matters was ranked first among the items. Several reasons found in this study such as: ���� Adoption of documentation. ���� The delay in payment to contractors and liquidity problems in the implementation phase. ���� Change in engineering designs. ���� Conflicts because of schedule for sub-contractors. ���� Slow in making decisions. ���� Mistakes in design. ���� Shortages and lack of employment experience. Assaf and Al-Hejji (2006) studied a variety of projects in Saudi Arabia to determine the most important reasons for the delay in construction projects, from the point of view of both the owner, contractor and consultant. The study conducted on 23 contractors , 19 consultants and 15 owner was developed 73 reason for the delay in nine groups and the study showed that overtaking time by (10%-30%)and appeared the most common causes of delay is (change order) and found 45 out of 76 project may delayed from the planned date for the implementation of. The study revealed that most of the reasons for the delay are as follows: 44 � Delay in progress payments. � Ineffective planning and scheduling by contractor. � Poor site management and supervision by contractor. � Shortage of labors and difficulties in financing. All parties agree that the following causes are the least important: changes in government regulations, traffic control, restrictions at site, effect of social and cultural factors and accidents during construction. Mezher and Tawil (1996) studied of the most important reasons for the major causes of delays in the construction industry in Lebanon and the relative importance of these reasons. Was undertaken a survey of a randomly selected sample of 11 owners, 15 contractors and 10 consultant engineering office from Lebanon. The survey included 64 causes of delay, grouped into 10 major groups, which the participants were asked to indicate the level of importance of each delay. The study showed that most of the reasons for the delay in construction projects in Lebanon are: ���� Factors related to the owner are financial problems. ���� Factors related to the contractor is the contractual relationship. ���� Factors related to the consultant is project management. Ogunlana et al (1996) (52) Studied the delays in construction projects, A survey was conducted to study the delay in skyscrapers building 45 construction projects in (Bangkok, Thailand), and the resources supply problems are more severe problems that have emerged in the construction industry in the boom years of Thailand . The study showed that most of the reasons for the delay in construction projects in Thailand are: ���� Owner-related factors include the change in the area of work and slowness in decision-making. ���� Factors related to the designer include missing graphics and slow response. ���� Factors relating to a contractor are material management problems, poor management and coordination, Problems of planning and scheduling, problem in allocation materials, labor, equipment, and poor management of the site. The research study the most important reasons for the delay in Hong Kong, the results of this study showed the most important reasons of delay in Hong Kong are mismanagement, delay in processing of materials, slow decision-making, and lack of communication between the various parties (Chan and Kumarswamy, 1998). Aim from this study to find and develop modeling mathematical linking the relationship between the time planned for implementation and the actual time of implementation to be used by project managers and consultants to estimate the time required by the implementation of projects. The study showed that the designer is the main reason on delay, bad 46 weather, different work condition, late deliveries, economic condition and increase in quantity. Then built a mathematical model (simple linear) of the relationship between time planned and actual for projects, confidence 99% degree (Al-Momani, 2000). Odeh and Battaineh et al (2002) studied aiming to identify the most important reasons for the delay in construction projects in Jordan from point of view of both contractors and consultants, the results were that contractors and consultants may gather and agreed on the following reasons leading to the delay: � Enter the owner. � Inexperience of contractors. � Financial matters and payments. � Labor productivity. � Slow decision-making. � Improper planning. � Sub-contractors is one of the ten major reasons for the delay. Frimpongs et al (2003) studied the delays in construction projects in Ghana, study revealed that most of the reasons for the delay are as follows: � Monthly payment difficulties. 47 � Poor management of sub-contractors. � Supply and collection of materials. � Poor technical performance of the Project Management. � Change in the prices of materials. In this study, the researchers did not find any similarity in the reasons for the delay between those countries, (Britain and Saudi Arabia) the contractor-related factors appeared first, then the employer-specific factors (Falqi, 2004). Studied field types and causes of claims in terms of construction projects in United Arab Emirate, the study showed that claims for compensation arising from the delay-causing agents and is considered the most important causes of conflicts in financial claims (AL-Abedien, et al, 2005). Koushki et al (2005) Studied causes of delay in construction projects in Kuwait, Have emerged some following reasons: � Owner's lack of experience and poor financial potentials. � Lack of materials necessary for working and poor quality. Wiguna and Scott (2005) studied the risks and increase in the cost affecting the delays in construction projects in the cities of (Swar Abaya and Yanbassar) in Indonesia, the study revealed that the most important risks are: 48 � An increase in the prices of materials. � Change in designs by the owner. � Mistakes designs � Weather conditions � Delay in cash flows � Mistakes in the course of implementation. Al Hindawi and Awad (2007) (62) this study showed main reasons of delay in construction projects in Iraq, a questionnaire was includes 78 causes of the delay was presented the questionnaire to 27 who specializes in this area has been reached to 62 reasons in questionnaire after modify, were displayed on random samples include engineers, owner and contractors. Have been placed degrees of the reasons and find arithmetic mean and demonstrate the importance of the reasons, was used regression analysis method to find the relationship between the number of years of experience and the rate of delay rate among respondents. The most important reasons for delay appeared as follows:- ���� Refer the bid to the lowest price. ���� Contractors' financial incompetence and weakness in time scheduling. ���� Height and change in the price of materials. ���� Delay in laboratory tests of materials. 49 The study showed that the reasons for the owner are more important in a delay, then the reasons for contractor. Sambasivan and Soon (2007) identified the delay factors and their effect on project completion in Malaysia. Earlier studies considered either the causes or the effects of project delays, separately. In this study, an integrated approach and tries to analyze the impact of specific reasons for specific effects. Was done through the work of a questionnaire was distributed to 150 respondents from clients, consultants and contractors and identified the top ten causes for the delay within 25 reason and 6 different effects of the delay and the top ten reasons appeared as follows:- ���� Poor planning contractor. ���� Poor site management contractor. ���� Experience of the contractor is not sufficient. ���� Inadequate funding by the client for completed work. ���� Problems with sub-contractors. ���� Lack of materials. ���� Availability of equipment and failure. ���� Weakness of the process of communication between the parties. ���� Errors during the implementation phase. 50 Abd El-Razek, et al (2008) studied the main reasons for delay in construction projects in Egypt from the point of view of both the contractor and consultant and the owner. The important causes are: � Financing by contractor during construction. � Delays in contractor’s payment by owner. � Design changes by owner. � Partial payments during construction. � No utilization of professional (construction/contractual) management. The contractor and owner were found to have opposing views, mostly blaming one another for delays, while the consultant was seen as having an intermediate view. The study showed there must be a collective work between the three parties to reduce the rate of delay in projects, and showed that the delay depends on the type and size of the project. Tumi, et al (2009) studied delays in construction projects in Benghazi city in Libya, this study said the problem of delay will not be solved unless measures have been taken. Administrative strict order to reduce this phenomenon through proper planning and oversight of good design activities and construction works, then study recommended that the application of good practices for the planning and coordination work to reorganize control method. One of the most important reasons that emerged from the study with regard to the reasons for the delay in construction projects in Libya are: 51 ���� Lack of effective communication. ���� Design errors. ���� Shortage of supply some material. ���� Slow decision-making. ���� Financial issues. ���� Cash-flow problems during construction. ���� Increase in quantities. Many related studies found that the bad political situation in Palestine due to the Israeli occupation was major influential on the Palestinian construction sector. As an illustration, Osaily (2010) illustrated that the political situation was the major barrier that prevents implementing sustainable construction in West Bank. Also ,(AL-Najar,2008) studied delay and cost overrun in the construction projects in Palestine-Gaza Strip through the work of a random survey includes 66 contractors and 27 consultants and 31 owners and contained 110 reason within 12 groups included 42 reason for cost overruns. There seems to be a general agreement between contractors, consultants and owners regarding causes of delays and cost overruns, the most important reason for the delay is political matters, especially strikes and border closures. The main four causes of time delays included: � Strikes and border closures. 52 � Material-related factors. � Lack of materials in markets. � Delays in materials delivery to the site. The main three causes for cost overruns included: � Price fluctuations of construction materials. � Contractor delays in material and equipment delivery. � Inflation Al-Momani(2000), lim & mohamed (2000), Odeh and Battaineh (2002), Frimpong et al (2003), long et al (2004), Koushk et al (2005), Faridi &El-Sayegh (2006), Zaneldin (2006), Assaf and AL-Hejji (2006), Meeampol & Ogulana (2006), Lo et al (2006), Alaghbari et al (2007), Sambasivan and Soon (2007), Le-Hoai et al (2008), Gkriza& Labi (2008), El-Razak et al. (2008), Sweis et al (2008), Toor and Ogunlana (2008), Enshassi et al. (2008), and Kaliba (2009) Table (2.5) summaries the general causes of project delays appears from the above previous studies. Associated with each of the contractor, consultant, owner, materials and equipment, contract, project, labor, and external causes. 53 Table (2.5): illustrate the general causes of project delays appears from the above previous studies. Causes of delay in construction projects. A l- M om an i (2 00 0) lim & m oh am ed (2 00 0) O de h & B at ta in eh (2 00 2) F ri m po ng et a l ( 20 03 ) lo ng et a l (2 00 4) K ou sh k et al ( 20 05 ) F ar id i & E l- Sa ye gh (2 00 6) Z an el di n (2 00 6) A ss af & A L -H ej ji (2 00 6) M ee am po l & O gu la na (2 00 6) Contractor's Responsibility 1 Poor site management √ √ √ √ √ √ √ 2 Ineffective planning and scheduling of project √ √ √ 3 Financial difficulties √ √ √ √ √ 4 Incompetent subcontractor √ 5 Mistakes during construction √ √ 6 Improper construction method √ √ 7 Problems with subcontractors √ 8 Inadequate contractor experience √ √ √ √ Consultant's Responsibility 1 Lack of consultant’s experience √ √ √ 2 Inaccurate estimates √ √ 3 Poor contract management √ √ 4 Mistakes and discrepancies in design documents √ √ √ √ 5 Late in reviewing and approving design documents √ √ √ √ 6 Delays in producing design documents √ √ √ √ Owner's Responsibility 54 Causes of delay in construction projects. A l- M om an i (2 00 0) lim & m oh am ed (2 00 0) O de h & B at ta in eh (2 00 2) F ri m po ng e t al ( 20 03 ) lo ng et a l (2 00 4) K ou sh k et al ( 20 05 ) F ar id i & E l- Sa ye gh (2 00 6) Z an el di n (2 00 6) A ss af & A L -H ej ji (2 00 6) M ee am po l & O gu la na (2 00 6) 1 Change orders by owner during Construction √ √ √ √ 2 Delay in progress payments √ √ √ 3 Slowness in decision making process √ √ √ Contractors ,Consultants & Owners 1 Lack of communication between the parties √ Labors 1 Shortage of labors √ √ √ √ 2 Low productivity level of labors √ √ √ √ √ √ Material 1 Lack of materials on market √ 2 Delay in delivery of materials to site √ √ √ √ External Factor 1 Obstacles from government √ √ 2 Bad weather √ √ √ √ Equipment 1 Equipment unavailability √ √ Project 1 Problem with neighbors and site condition √ √ 2 Type of project bidding and award √ 55 Causes of delay in construction projects. A l- M om an i (2 00 0) lim & m oh am ed (2 00 0) O de h & B at ta in eh (2 00 2) F ri m po ng e t al ( 20 03 ) lo ng et a l (2 00 4) K ou sh k et a l (2 00 5) F ar id i & E l- Sa ye gh (2 00 6) Z an el di n (2 00 6) A ss af & A L - H ej ji ( 20 06 ) M ee am po l & O gu la na (2 00 6) Contractor's Responsibility 1 Poor site management √ √ √ √ √ √ √ √ 2 Ineffective planning and scheduling of project √ √ 3 Financial difficulties √ √ √ √ √ √ √ 4 Incompetent subcontractor √ 5 Mistakes during construction √ √ √ √ 6 Improper construction method √ 7 Problems with subcontractors √ √ 8 Inadequate contractor experience √ √ Consultant's Responsibility 1 Lack of consultant’s experience √ 2 Inaccurate estimates √ 3 Poor contract management √ 4 Mistakes and discrepancies in design documents √ √ √ 5 Late in reviewing and approving design documents √ √ 6 Delays in producing design documents √ √ √ √ √ Owner's Responsibility 1 Change orders by owner during Construction √ √ √ √ √ √ 56 Causes of delay in construction projects. A l- M om an i (2 00 0) lim & m oh am ed (2 00 0) O de h & B at ta in eh (2 00 2) F ri m po ng e t al ( 20 03 ) lo ng et a l (2 00 4) K ou sh k et al ( 20 05 ) F ar id i & E l- Sa ye gh (2 00 6) Z an el di n (2 00 6) A ss af & A L -H ej ji (2 00 6) M ee am po l & O gu la na (2 00 6) 2 Delay in progress payments √ √ √ √ √ 3 Slowness in decision making process Contractors ,Consultants & Owners 1 Lack of communication between the parties √ √ Labors 1 Shortage of labors √ √ √ √ √ 2 Low productivity level of labors √ √ √ √ Material 1 Lack of materials on market √ √ √ √ √ 2 Delay in delivery of materials to site √ √ √ √ External Factor 1 Obstacles from government √ 2 Bad weather √ √ √ Equipment 1 Equipment unavailability √ √ Project 1 Problem with neighbors and site condition 2 Type of project bidding and award √ √ 57 Pourrostam and Ismail (2011) showed main reasons and consequences of the delay in construction projects in Iran. Questionnaire was used to determine the reasons and consequences delay from the point of view of both consultants and contractors, appeared 10 major reasons for the delay from the list contains 27 different reasons for the delay, the study showed the six different effects resulted from delay. The predominant reasons for the delay are: ���� Poor site management and supervision. ���� Delay payments by the client. ���� The emergence of change order during construction. ���� Ineffective Planning and Scheduling by the contractor. ���� Financial difficulties by the contractor. ���� Slow in decision-making by the client. ���� Delay in the design documents. ���� Weakness in the review and approval of documents by the client. ���� Poor contract management by the consultant. ���� Problem with subcontractor. Mohammad and Isah (2012) studied the causes that lead to delays in construction projects in Nigeria, through the adoption of survey through the 58 work of a questionnaire has been distributed to each of the contractors, consultants and owners, the study showed that the delay many of reasons, the most important reason is shortage of supply, improper planning, lack of communication, design errors. The study showed that the delay is causing more damage than good in construction projects so you must take strict measures in order to improve the efficiency and effectiveness of the construction industry by work adequate planning, coordination, and proper monitoring of the construction projects by an experience and qualify professionals. Ibironke et al (2013) this study causes that lead to non-excusable delays in completion of construction projects in Nigeria. Through work of survey to find out reasons for the delay , its effects and ways to reduce them from the standpoint of consultants and contractors have been collecting and analyzing information by weighted mean, the questioners has been contained 57 factor of non-excusable delays in eight main groups. Some of the most important factors that cause non-excusable delays are: � Insufficient numbers of equipment. � Change orders. � Poor design/delays in design. � Incompetent project team. � Improper planning and scheduling. 59 Ensuring adequate source of finance, engaging competent Project Manager and making all necessary resources available among others are the means of minimizing non-excusable delays. Shweiki (2013) studied the construction contracting sector in Palestine, highlight this sector problems and obstacles from the point of view; contractors, project owners, consultants, and donor countries institutes. This study showed that the problems related to the career ethics are the most important problems that faced Palestinian construction sector. Also 1. Intense competition between contractors to the extent of bidding at cost prices or by losses, and awarding the tender to the lowest price. 2. Owners' payments delay. 3. Currency exchange rate fluctuation. 4. Owner deceleration in decision-making. 5. Number of available contractors is high compared with the size of tendered projects. Najmi (2011) study case of the management of construction projects in the West Bank has been adoption of the researcher to the qualitative approach mainly and quantitative in a complementary way, through 60 interviews with managers of 36 projects from various area in West Bank. Of the most important problems facing the project management are: 1. Poor planning and management of project. 2. Weakness of communication between parties. As a result, the researcher developed a model to try to arrange and organize the process of managing construction projects in order to be an effective tool to help project managers. 2.10 Effects emerged because of the delay in construction projects Pourrostam and Ismail (2011) effects of delays are the consequences that occur when the reasons of delay are unknown; they usually have large impact on the completion of a project. Sunjka and Jacob (2013) identified and defined effects of delays and tabulated them as follows: � Time overrun: When they are exceeded in the stipulated time necessary to completion the project. � Budget overrun: when end of the project at a cost higher than the stipulated budget. � Poor quality: Poor workmanship or bad materials lead to the emergence of low quality. � Bad Public Relations: When delay occur a bad reputation resulting for each parties (owner, consultant, and contractor). 61 � Litigation: Disputes can lead to court cases especially when large penalties expected happen. � Arbitration: Will carry on the project extra time and cost result by Participation of professional arbitrators. � Disputes and claims: Disputes and claims arise from either party in the contract from the losses incurred when delay are occur. � Total abandonment: if delay issues are not resolved timeously, delays in project execution could lead to total abandonment. These findings generally agree with other studies; like those carried out by Aibinu and Jagboro (2002), Sambasivan and Soon (2007), Tumi, Omran and Pakir (2009), Motaleb and Kishk (2010), Pourrostam and Ismail (2011), Ibironke et al (2013) mentioned several effects produced when there is a delay in a construction project. These are; time overrun, cost overrun, disputes, complete abandonment and litigation, arbitration, projects blacklisted by the authorities, gaining a bad reputation and waste in time and money. Kikwasi (2012) identified 14 effects of delays in Tanzania and ranked them as follows; time and cost overrun, negative social impact, waste of resources, arbitration, disputes, lead client to return the loans, poor quality, Delay in making a profit for the owner, bankruptcy, litigation, create stress on contractors, total abandonment and acceleration losses. 62 2.11 Mitigation the effects of construction delays There is a need to conduct an analysis to determine the effect of the delay on the time, followed by taking appropriate action to minimize the delay. It is important to improve the estimated duration of the activity, according to actual skill Levels, unexpected events, efficiency of working time. Are necessary to minimize the losses, this can be achieved by many measures , such as the protection of the work is completed in a timely manner , and timely change or cancel purchase orders . It is important to predict and identify problems in the early stages of construction and diagnose the cause to finding and implementing the most appropriate and economical solutions (Abdul-Rahman et al 2006). Aibinu and Jagboro (2002) said that time effects of delays could be minimized by applicable acceleration of subsequent si