Showing posts with label building construction. Show all posts
Showing posts with label building construction. Show all posts

Sunday, 8 May 2022

CONSTRUCTION DEFECT

 CONSTRUCTION DEFECT

A construction defect is generally defined as a defect in the design, the workmanship, and/or in the materials or systems used on a project that results in a failure of a component part of a building or structure and causes damage to person or property, usually resulting in financial harm to the owner. Construction defects are one of the most common causes of disputes and litigation in the construction industry. There is often disagreement when it comes to identifying what a construction defect is because of the differing viewpoints and interests of those asking the question and/or making the determination.

Common Cracks in Building
 

 Statutory definitions for the term “construction defect” vary from state to state. Generally speaking, the term “construction defect” is broader than just defective workmanship. A construction defect is generally defined as a defect in the design, the workmanship, and/or in the materials or systems used on a project that results in a failure of a component part of a building or structure and causes damage to person or property, usually resulting in financial harm to the owner. The question becomes how do you identify a construction defect, how do contractors protect themselves from this liability, and what do you do when you discover a construction defect?

 

Defects according to Harris (2006) are faults that may reduce the durability, usefulness, or strength of a construction work. They are the unacceptable quality of a project which can be identified and remedied. Atkinson (1999) defines defective construction works as those which fell short of complying with the specific descriptions or requirements of the contract, especially any drawings or specifications, together with any implied terms and conditions as to its quality, workmanship, durability, aesthetics, performance or design.

 

More importantly, in considering 'defects' as a matter of principle, work may be defective even if it has been carried out with all due skill and care but it fails to satisfy or meet a particular specification. For example, brickwork may be erected correctly but the wrong type or colour of brick could have been used in breach of planning permission (Outlaw, 2011).

 

A construction defect, as defined by California Jury Instructions and cited by Pole (1997) is the: "failure of the building or any building component to be erected in a reasonably workmanlike manner or to perform in the manner intended by the manufacturer or reasonably expected by the buyer, which proximately causes damage to the structure."

 

Furthermore, the California State Assembly Bill, AB 2959, as cited in Pole (1997) stated that a construction defect would result from:

1.      Defective building materials or components;

2.      A violation of Building Codes at the time of construction;

3.      Failure to meet professional standards for design at the time plans was approved;

4.      Failure to build according to accepted trade standards for good and workmanlike construction.

Finally, the researchers’ opinion is that: construction defects refer to those flaws in the physical structure of a building that may occur in any element of the building and interferes with the aesthetics, durability and structural stability of the building. They include cracked walls, sloping floors, poor finishing, uneven staircase threads and risers, beams and columns that are not perfectly horizontal or vertical, and the likes.

 

     CLASSIFICATION OF DEFECTIVE WORKS

Defective construction works can be classified as follows:

1.      Qualitative Defects: According to Kevin (2008, p. 2), qualitative defects can be categorized in various ways, including:

a.       Work (including design) or materials not of acceptable quality

b.      Work (including design) or materials that are in themselves of acceptable quality, but which nonetheless do not conform with the specification or the design brief; and

3. Work that is incomplete.

2.      Patent and Latent Defects: Defects, whatever their qualitative nature can be patent or latent. “The fact that there may be different consequences means that it is important to be able to decide when a defect is patent or latent” (Barrett, 2008, p3). A patent defect is one that is detectable either at or before apparent practical completion or during the defects liability period. By contract, a latent defect is one which has been concealed in the works and may not become apparent for many years.

The terms latent and patent are opposites. A patent defect is discoverable and may be open to view, exposed, manifest, evident or obvious. A latent defect will exist before it is discovered as hidden or concealed flaws in the work. When a latent defect becomes manifest it ceases to be a latent defect and becomes patent. At the moment a latent defect becomes patent the mechanisms under contract for dealing with latent defects are usually relevant.

           CAUSES OF CONSTRUCTION DEFECTS

Construction defects are caused by underlying problems and not necessarily from a single effect e.g. a crack in a concrete floor could be a symptom of maybe foundation movement or inefficient workmanship or poor design of concrete mix. Defects occur when the building structure experiences an improper condition leading to failures or low performance and utilization of the building. As a result it does not only affect the building aesthetically but users safety may sometimes be required (Che-Ani et al., 2011).

 

There are two types of construction defects - those that are known or readily obvious upon inspection (patent defects) and those that are concealed and are often not readily observable (latent defects). However, even with this distinction, it is important to note that there is a difference between a construction defect and a nuisance claim resulting from lack of maintenance or normal wear and tear. Construction defects can range from complex foundation and framing issues, which threaten the structural integrity of buildings, to aesthetic issues, such as improperly painted surfaces and deteriorating wood trim around windows and doors.

 

As mentioned above, construction defects include both design and workmanship defects. Design defects typically result from the design professional’s failure to produce an accurate and well-coordinated set of construction documents. Design defects are usually categorized as an error or omission or both. A design error is a mistake in a design element usually discovered by the contractor during construction and that requires replacement or redesign of some component to correct the error. A design omission results from an incorrect design item or a scope of work that was missed by the design professional in his or her construction documents and may be added to the contractor’s scope by change order.

 

Workmanship defects typically result from the contractor’s failure to build a structure or component part of a structure per the construction documents. Workmanship defects may include items such as an improperly installed weatherproofing system, improperly installed stucco or EIFS exterior wall system, soils that were not properly compacted, or improperly installed flashing or a lack of flashing.

 

There are four main causes of building defects. These are

i.        Inadequacies in design,

ii.      Lack of inspection

iii.    Making use of inexperienced/unqualified inspectors

iv.    Inaccurate measurement.

v.      Improper construction of cold joint.

vi.    Stripping framework too early.

vii.  defects resulting from the wrong selection of materials.

However, defects that are identified in existing properties or buildings have arisen through wear and tear because of lack of adequate maintenance (Gatlin, 2013).

Monday, 18 March 2019

RELATIONSHIP BETWEEN RISK MANAGEMENT PRACTICES AND PROJECT PERFORMANCE IN NIGERIA CONSTRUCTION INDUSTRY


 

RELATIONSHIP BETWEEN RISK MANAGEMENT PRACTICES AND PROJECT PERFORMANCE IN NIGERIA CONSTRUCTION INDUSTRY

CHAPTER ONE

INTRODUCTION

1.1     BACKGROUND OF THE STUDY

The construction industry, perhaps more than most, is overwhelmed with risks (Deviprasad, 2007). Ehsan et al. (2010) iterated that it is highly risk prone, with complex and dynamic project environments creating an atmosphere of high uncertainty and risk. The industry is vulnerable to various technical, sociopolitical and business risks. Deviprasad, (2007) further stated that too often this risk is not dealt with satisfactorily and the industry has suffered poor performance as a result. According to Pritchard (2001), most of the decisions, including the simplest ones, involve risks. The procedure of taking a project from inception to completion, and then into use is a complex one that entails time-consuming design and production processes (Ahmed, 2004 in Opolot et al. undated). The main role in project management activities is to drive the operations in order to reach or to overcome the expectations of those who decided on the investment, the stakeholders (Monetti, et al., 2006).  Risk management is fundamental to accomplish those objectives, not only trying to keep away from bad results caused by some special events or uncertain conditions, but also acting as a guide in order to maximize the positive results.

Risk Management refers to the culture, processes, and structures that are directed toward effective management of risks –including potential opportunities and threats to project objectives. Although risk is widely studied, it still lacks a clear and shared concept definition: risk is often only perceived as an unwanted, unfavorable consequence.

Risk management may be described as a systematic way of looking at areas of risk and consciously determining how each should be treated. It is a management tool that aims at identifying sources of risk and uncertainty, determining their impact, and developing appropriate management response (Uher, 2003). A systematic process of risk management has been divided into risk identification, risk assessment,  risk mitigation and risk monitoring.  An effective risk management method can help to understand not only what kinds of risks are faced, but also how to manage these risks in different phases of a project. Owing to its increasing importance, risk management has been recognized as a necessity in most industries today, and a set of techniques have been developed to control the influences brought by potential risks (Schuyler, 2001; Baker, 2005).

Compared with many other industries, the construction industry is subject to more risks due to the unique features of construction activities, such as long period, complicated processes, abominable environment, financial intensity and dynamic organization structures (Flanagan, 1993; Akintoye,1997; Smith, 2003). Hence, taking effective risk management techniques to manage risks associated with variable construction activities has never been more important for the successful delivery of a project. Previous research has mainly focused on examining the impacts of risks on one aspect of project strategies with respect to cost (Chen et al., 2000), time (Shen, 1997) and safety (Tam et al., 2004). Some researchers investigated risk management for construction projects in the context of a particular project phase, such as conceptual/feasibility phase (Uher, 1999), design phase (Chapman, 2001), construction phase (Abdou, 1996), rather than from the perspective of evaluation of the management of the risk.

Risk management is one of those ideas, that sense that a logical, consistent and disciplined approach to the future’s uncertainties will allow us to live with them prudently and productively, avoiding unnecessary waste of resources. It goes beyond faith and luck, the twin pillars of managing the future before we began learning how to measure probability (Risk management reports, 1999).

Risk management is one of the most critical project management practices to ensure a project is successfully completed. Royer (2000) stated that experience has shown that risk management must be of critical concern to project managers, as unmanaged or unmitigated risks are one of the primary causes of project failure. Risk management is thus in direct relation to the successful project completion. Project management literature describes a detailed and widely accepted risk management process, which is constructed basically from four iterative phases: risk identification, risk estimation, risk response planning and execution, often managing the risk management process is included (Klemetti, 2006).         

1.2 THE NEED FOR THE STUDY

Risk management practice increases the likelihood of project performance in the Nigeria construction industry. It provides a holistic view of risks, challenges and potential problems and builds processes to help construction companies in monitor and manage them. This not only reduces the cost of housing project, but gives organization valuable strategies to reduce risk associated with project investments and tactical project activities. The construction company management will increase confidence in knowing that project will meet targeted goals and achieve expected outcome.

The professionals in construction industry will have information on factors that affect effective risk management in public housing construction projects. This will enable them to conscientiously incorporate risk management in their professional work and that would result in better project performance. The government in the developing policies regarding project risk management and other regulatory requirements of house scheme project in Nigeria. The policy maker will gain insight how well to incorporate the sector effectively to ensure effective mitigation of project risks for the building construction projects to achieve high project success. The study will contribute to the general body of knowledge and form a basis for further research.

1.3 STATEMENT OF THE RESEARCH PROBLEM

Although technical issues are a primary concern both early on and throughout all project phases, risk management must consider both internal and external sources for cost, schedule, and technical risk. Early and aggressive detection of risk is important because it is typically easier, less costly, and less disruptive to make changes and correct work efforts  rather than the later, phases of the project. Many companies and organizations in the construction industry have an idea of risk management but do not implement it because they are not ready for possible challenges. Such as; increase in cost, time wasting, altered quality and also unhealthy scenario for workers (Deviprasadh, 2007).

In countries such as United States of America, United Kingdom and Canada, risk management has become a universal management process involving quality of thought, quality of process and quality of action (Sesel, 2003). In Nigeria however, the adoption of the risk management concept has been largely a part of the banking and financial sectors of the economy arising from responses to crisis that evolved within the financial sector of the economy in early 1990’s. With the emergence of the Project management profession in the late 1990s and the growing need to move organizations upward by adopting project management methodologies, risk management has become an integral part of the project architecture, being adopted by firms in Nigeria (Klemetti, 2006).  The uncertainties in the Nigerian situation vis-a-vis  the economical, political, environmental, social, cultural and financial environment in which the project is operated increases the uncertain outcomes which the risk management concept essentially attempts to predict and avert. This on the other hand may have a relationship with the performance of these projects. Global competition and technological innovations have increased the pressure in most Nigerian companies to deliver projects on time, within budget and with an acceptable quality of the deliverables of the project (Ehsan, (2006).

One of the major reasons for ineffective projects delivery in the Nigerian construction industry is the improper assessment of risk factors (Joshua, 2007). Many companies are not even aware of the kind or form of risks that they face in the process of construction. As a result the industry continues to suffer poor performances with many projects failing to meet time and cost targets (Joshua, 2007).  This study is going to examine the relationship between risk management practice and project performance in Nigerian construction industries.

1.4 AIM AND OBJECTIVE

1.4.1  AIM

This research is to analyze the relationship between risk management practices and project performance in Nigeria construction industry with a view to enhance the overall performance of Nigeria construction Industry.

1.4.2  OBJECTIVES

In order to achieve the above aim, the following specific objectives shall be pursued:

  1. To find out if there is any significant relationship between risk management practice and project performance of Nigerian construction industry.
  2. To articulate the existing risk management practices in construction industry in Nigeria.
  3. To find out the risk factors perceived to be critical in Nigerian construction industry 

1.5 METHODOLOGY

Field survey research method will be adopted in carrying out the research, together with information from construction professionals and contractors regards to risk management and project performance in Nigeria construction industry. Questionnaire will be used to gather information (data) from the respondents, review of past similar works, journals, conference / seminar papers and online resources will also play a vital in data collection.

1.5.1  DATA COLLECTION

The data shall be collected after the design, distribution and collection of questionnaires to some professionals in the Nigeria construction industry. The questionnaire will contain various questions for response on the analysis of conventional procurement strategies and their application in Nigeria construction industry.

1.6 SCOPE OF THE STUDY

The scope of the study will only cover the relationship between risk  management and project performance in Nigerian construction industry. It shall be limited to some selected construction firms and projects that are located in Abuja, the Federal Capital Territory. Essentially attention will be given to the experienced professionals within the construction industry that span minor and major players in the construction industry.


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