Factors affecting delays in rail transportation projects using Analytic Network Process: the case of Iran

Abstract

Delays in the implementation and commissioning of rail transportation projects can cause economic damages to project stakeholders and the cities linked by such rail networks. Hence, the current study aims to investigate the key delay factors and provides salient recommendations. In this study, multi-criteria decision-makingthe Analytic Network Process (ANP) and the DEMATEL (Decision Making trial and evaluation laboratory) method was employed to help decision-makers in prioritizing these delay factors and evaluating their interactions, respectively. A Delphi approach was used to validate the study's findings via expert questionnaire surveysbased on a rail transportation development project for the Mobarakeh Steel Complex (MSC). The study's findings revealed the management factors as the most important delay factors, followed closely by the financial, design, and implementation factors. Other potent issues include the existence of numerous decision-making stations, lack of central role, and sufficient authority for the project managers are responsible for project delays. Overall, the results show that resolving problems with the 'management' domain can significantly avoid or alleviate the extent of delays in rail transportation development projects. The study's findings and recommendations can serve as a policy and consultative instrument for the relevant stakeholders in the railway industry.

Significant risks that trigger cost overruns and delays in urban rail projects: a typical case study of Vietnam

“…Mittal and Paul (2018) identified the five most critical delay factors in India's metro rail projects: delay in land acquisition and site handover to the contractor, utility relocation and contingency work, scope change, payment delay, and subsurface and changing ground conditions. Meanwhile, Tavassolirizi et al (2020) conducted a study on factors affecting delays in rail transportation projects in Iran and came to completely different conclusions. Specifically, the existence of numerous decision-making stations, the lack of a central role, the lack of sufficient authority given to project managers, the lack of timely issuance of work permits by operators, and the lack of a correct prediction of the contract schedule were considered the most important delay factors.…”

“…incomplete designGhosh and Jintanapakanont (2004),Zou and Li (2010),Mittal and Paul (2018),Patil et al (2019),Tran et al (2020),Kassa (2020),Feng et al (2021),Karmarkar et al (2022) R02 Slow design approval and appraisal processHan et al (2009),Tavassolirizi et al (2020), Mittal and Paul (2018) R03 Unexpected changes in the design approvedGhosh and Jintanapakanont (2004), Hua et al (2004), Han et al (2009), Patil et al (2019), Tavassolirizi et al (2020), Abdorahman (2020) R04 ODA (Official Development Assistance) projects suffering from tight constraints of main sponsors Experts' opinion R05 Slowly disbursed project capital Tavassolirizi et al (2020) R06 Payment delays Ghosh and Jintanapakanont (2004), Zou and Li (2010), Mittal and Paul (2018), Patil et al (2019), Tavassolirizi et al (2020), Abdorahman (2020), Karmarkar et al (2022) R07 Exchange rate change Ghosh and Jintanapakanont (2004), Zou and Li (2010), Zhao et al (2013), Feng et al (2021), Karmarkar et al (2022) R08 Changes in material, labor and machinery costs Hua et al (2004), Lee (2008), Patil et al (2019), Tran et al (2020), Feng et al (2021) R09 Lack of coordination and support from government agencies at all levels Zou and Li (2010), Tavassolirizi et al (2020), Mittal and Paul (2018), Patil et al (2019), Tran et al (2020) R10 Interface problems between contractors due to lack of information and consensus Tran et al (2020) R11 Changes in local policies and regulations Zou and Li (2010), Zhao et al (2013), Patil et al (2019), Tavassolirizi et al (2020), Tran et al (2020), Feng et al (2021), Karmarkar et al (2022) R12 Lack of standards for design, construction and verification for new projects first implemented Experts' opinion R13 Lack of mechanisms and regulations for managing EPC (engineering, procurement and construction) contract type Experts' opinion R14 Delays during the bidding and contractor selection from the project management unit Tran et al (2020) R15 The project management unit's lack capacity and experience in managing and operating complex projects Tran et al (2020), Zhao et al (2013), Kassa (2020) R16 Delays in decision regarding contract changes and project adjustments from the project management unit Ghosh and Jintanapakanont (2004), Tran et al (2020) R17 Consultants' shortcomings during project quality supervision Tran et al (2020) R18 Errors, accidents and work problems at construction site due to contractors' poor management Ghosh and Jintanapakanont (2004), Mittal and Paul (2018), Tran et al (2020), Abdorahman (2020), Karmarkar et al (2022) R19 Delays in making and approving dossiers regarding plan, design, quality, acceptance documents Tavassolirizi et al (2020), Tran et al (2020), Abdorahman (2020), Karmarkar et al (2022) R20 Changes in project scope Ghosh and Jintanapakanont (2004), Hua et al (2004), Lee (2008), Mittal and Paul (2018), Patil et al (2019), Abdorahman (2020), Kassa (2020), Karmarkar et al (2022) (continued )…”

A multi-criteria optimization study for locating industrial warehouses with the integration of BIM and GIS data

“…EMSC is the largest private industrial complex and the largest Iranian steel company, located at 65 km southwest of Esfahan (Tavassolirizi et al, 2020), near the city of Mobarakeh, Isfahan Province, Iran (Figure 1). The design of EMSC is based on importing raw materials from the east and exporting products from the west and, therefore, storage warehouses, which are an important part of supply chain and product sale must be placed on the west side of the EMSC.…”

Triggers of Delays in International Projects Using Engineering Procurement and Construction Delivery Methods in the Belt and Road Initiative: Case Study of a High-Speed Railway Projects

“…Figure 2 indicates the respondents' background details, including experience, past construction projects, and occupation. The 5-point Likert style scale was used in recent research to examine the Indian construction industry's schedule delays and risks [81] and delays in rail transportation [82]. A total of 106 credible responses were received after multiple reassurances, representing a sample size of 66 percent.…”