Causes, Effects, Benefits, and Remedies of Change Orders on Public Construction Projects in Oman

Alnuaimi, Ali; Taha, Ramzi; Mohsin, Mohammed Al; Al-Harthi, Ali S.

doi:10.1061/(asce)co.1943-7862.0000154

Cited by 190 publications

(135 citation statements)

References 13 publications

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“…Similarly, a technical report by Federal Construction Council [39] revealed the client's representative as the most significant source of excessive changes in construction. This is further supported by Alnuaimi et al [40] in a study on public construction projects in Oman where client's additional works is identified as the topmost factor causing changer orders. Again, Ijaola and Iyagba [41] also reported identical findings in both Nigeria and Oman.…”

Section: Client-related Causessupporting

confidence: 49%

A Conceptual Framework for Managing Design Changes in Building Construction

2016

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Abstract. Design changes have always been an innate feature of the construction industry. Despite the various project management techniques, many building construction projects still fail to achieve their time and cost objectives. This paper aims to focus on design changes as a major cause of time delays and cost overruns. It seeks to discuss the causing factors of design changes in building construction projects and highlighting the resulting rework that is detrimental to project performance. Hence, this paper also aims to present a conceptual framework which was developed to better manage design changes through clued-up management decision to avoid future claims and disputes. Recent and current literature is examined and reviewed. The review approach was based on related literature to identified themes. The existing literature is summarised into five discrete themes of "design changes", "rework", "time and cost overruns", "communication" and "decision-making". The synthesised literature is subsequently utilised in the development of conceptual map which provided the direction for designing the conceptual framework. Extensive review of preceding studies on causes of time and cost overruns reveals that design changes is identified as one of the significant factors. However, there are limited studies in this domain. The discussion presents a knowledge gap of linking design changes and rework with decision-making in project management. This finding suggests the need for further empirical study. The framework stresses the importance of communication and management decision as the control mechanism. Researchers and practitioners in construction management field will find this study useful in understanding the causing factors of design changes and its detrimental impacts to project performance which risk the project to claims and disputes. The conceptual framework presents an imperative outcome to encourage further research in developing conceptual causal model of design changes which shows the key causal variables and their feedback loops.

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Section: Client-related Causessupporting

confidence: 49%

A Conceptual Framework for Managing Design Changes in Building Construction

2016

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“…Design cannot be developed in a proper manner if too little time is provided, and the designer is forced to complete the design at a lower quality. "Unrealistic design period" is ranked 3rd and 7th by contractors and overall respondents, respectively, as a cause of change orders (Alnuaimi et al, 2010). The results show that clients and consultants agree concerning the level of importance of providing adequate time for the designers to complete the design documents.…”

Section: Discussionmentioning

confidence: 57%

Causes of Discrepancies between Design and Construction in the Pakistan Construction Industry

Choudhry¹,

Gabriel²,

Khan³

et al. 2018

JCDC

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Abstract:In building construction, discrepancies frequently occur between design and construction in relation to architectural details, structural details, materials, and quality of construction. The objective of this paper is to identify the major causes of discrepancies in building construction. A questionnaire was utilised that contained 65 potential causes of discrepancies classified into 4 categories: design, tendering, construction, and overall project. The data was from Pakistan and the response rate was excellent (80.6%). The collected data was analysed and important causes of discrepancies were identified. The results indicate that the provision of incomplete data to designers, lack of interest by approving authorities to carefully check the design, and owner-proposed changes due to financial problems are the top three causes of discrepancies. Insights and discussion are included in the paper. This work provides a basis to minimise discrepancies in the construction industry and help reduce rework, delays, and defects in construction.

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“…Alnuaimi et al (2010) found in a study in Oman that the top three effects of VOs were (1) delays, (2) claims and disputes and (3) cost overruns. Moreover, Ijaola and Iyagba (2012) studied VOs in Nigeria and found the top three effects of VOs to be (1) claims and disputes, (2) delays and (3) cost overruns.…”

Section: Literature Reviewmentioning

confidence: 99%

“…For instance, Alnuaimi et al (2010) explored the causes of VOs in construction projects in Oman and found the top three reasons of VOs to be related to (1) additional work instructed by owner, (2) modifications by owners and (3) non-availability of manuals and specifications. Muhammad et al (2010) looked into the causes of VOs in construction projects of Malaysia and found that the top three reasons of VOs were (1) change in plans by owner, (2) substitution of materials and (3) change in design by consultant.…”

Section: Literature Reviewmentioning

confidence: 99%

Impact of Variation Orders on Time and Cost in Mega Hydropower Projects of Pakistan

Hanif¹,

Khurshid²,

Lindhard³

et al. 2016

JCDC

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Abstract:The occurrence of variation orders (VOs) in the construction industry is a regular trend all over the world. Hydropower projects are no exception, and it is difficult to find a hydropower project in Pakistan that does not experience VOs. The current research investigates the causes and impacts of VOs in mega hydropower projects using case studies of three mega hydropower projects in Pakistan. The results illustrate that errors and omissions in design, changes in scope and changes in design were among the three top contributing factors to VOs in hydropower projects that resulted in time and cost overruns. Because of VOs, the time overrun is 20%, and the cost overrun is 31% with respect to the planned time and cost of the project. Based on this research, the study recommends measures to curb the causes and impacts of VOs to optimise the construction process of mega hydropower projects.

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Causes, Effects, Benefits, and Remedies of Change Orders on Public Construction Projects in Oman

Cited by 190 publications

References 13 publications

A Conceptual Framework for Managing Design Changes in Building Construction

A Conceptual Framework for Managing Design Changes in Building Construction

Causes of Discrepancies between Design and Construction in the Pakistan Construction Industry

Impact of Variation Orders on Time and Cost in Mega Hydropower Projects of Pakistan

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