Improving time management of construction projects

Time overruns besetting the global construction industry have negative consequences, including client dissatisfaction. Empirical surveys were carried out on the key constraints to effective time management and ways of improvement. The surveys involved registered members of the CIOB Southern Africa. Responses were analysed using multi-attribute method. Results revealed controllable and uncontrollable sources of constraints to effective time management. Constraints within the project team's control emanate from: contractors, subcontractors and suppliers; clients; consultants; and project characteristics. The most profound ways in which each source impacts negatively on effective time management are as follows. Contractors, subcontractors and suppliers: poor financial management and the associated cash flow problems. Clients: frequent changes to the scope of work. Designers: poor needs assessment and lack of foresight. Cost consultants: inaccurate estimation and pricing. Management consultants: poor strategic and risk management. The most influential uncontrollable set of constraints comprises government/statutory controls, chiefly, rules and regulations that impact on construction resources and progress. Overall, minimizing late changes through adequate briefing and feasibility studies was recommended as the most effective means by which the project team could improve time management in the construction industry.