Delay is one of the most common problems in the steel construction industry. At the time of bidding steel contractors plan tasks and assign resources according to the site visits, the information given in the contract and specifications related with the project. However, as the project progresses some conditions of the work may change. These changes may affect originally planned means and methods. Finally, the affected activities cause the project total cost and duration to increase. In steel construction projects, if not managed properly in accordance with the contract, changes are likely to result in claims between the project participants.
In this study, a delay analysis methodology which is based on time impact analysis is proposed. The aim of this methodology is to quantify impacts of work changes on the schedule and cost of steel construction projects and identify the responsible parties for these changes. A risk breakdown structure is presented to help decision-makers to identify probable sources of risk factors that usually result in time and cost overruns. The potential sources of change are categorized into 3 groups: contractor-related, owner-related and external factors. By using this structure, contractors may classify changes and assign the impacts of changes to the appropriate parties. The proposed methodology comprises of 3 steps: identification and quantification of delays, allocation of these delays to responsible parties and using TIA to calculate overall impact of changes on time and cost. The major benefits of this methodology are / a) its ability to handle and quantify changes in a step by step procedure, b) it provides a graphical representation of actual progress, and c) it helps decision-makers to give reliable decisions by monitoring the impact of changes during the project& / #8217 / s life cycle. Construction professionals may use it to apportion impact of changes in a systematic and reliable way. Moreover, reports generated by using this methodology can provide evidence during the claim management process. An application of this methodology on a steel project demonstrates the superiority of the process in explaining the dynamic nature of changes and in apportioning the impacts between different parties in a systematic way.
| Identifer | oai:union.ndltd.org:METU/oai:etd.lib.metu.edu.tr:http://etd.lib.metu.edu.tr/upload/12607159/index.pdf |
| Date | 01 April 2006 |
| Creators | Besogul, Ercan |
| Contributors | Dikmen Toker, Irem |
| Publisher | METU |
| Source Sets | Middle East Technical Univ. |
| Language | English |
| Detected Language | English |
| Type | M.S. Thesis |
| Format | text/pdf |
| Rights | To liberate the content for public access |
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