AS 2016 Volume 23 Issue 1

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http://hdl.handle.net/11660/4072

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Browsing AS 2016 Volume 23 Issue 1 by Author "Shakantu, Winston"

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    The contributions of construction material waste to project cost overruns in Abuja, Nigeria
    (University of the Free State, 2016) Saidu, Ibrahim; Shakantu, Winston
    English: Material wastage on construction sites can contribute to cost overruns. Research to provide evidence of the extent of material wastages’ contribution to cost overruns on construction sites is based mostly on surveys. Thus, the actual contribution is not yet ascertained. The purpose of this article is to report the results of an objectively investigated study on the contributions of material waste to project-cost overrun. The methodological approach adopted for the study is the quantitative technique that is rooted in the positivist paradigm. The investigation included ongoing building construction projects within Abuja, Nigeria, from which a sample of 31 public and private projects was purposefully selected (project value of ₦1.6 billion Naira and above). The data for this research were sourced from the field investigation (measurement of the volume of material waste) and data from the archival records (drawings, bills of quantities, project-progress reports, and specifications) on material waste and cost overruns. The collected data were analysed using the Pearson moment correlation and the descriptive method. The research results revealed a statistically significant relationship between material waste and cost overrun. This implies that any increase in the volume of material waste would lead to a corresponding increase in the amount of cost overrun. The results showed that the significant percentage contribution of material waste to project-cost overrun ranges from 1.96% to 8.01%, with an average contribution of 4.0% to project-cost overruns. It is recommended that construction professionals be well informed of the consequences of material waste contributions to project-cost overrun at an early stage, in order to enable the professionals to evaluate the extent to which these consequences could be minimised.
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    Ineffective programme management on the delivery of health infrastructure projects: a case of the Northern Cape
    (University of the Free State, 2016) Mabona, Lesetja; Shakantu, Winston
    English: Programme management remains a challenging management practice in the Northern Cape Department of Health (NCDoH), particularly when a health facility project has to integrate the components of construction management and operations management in order to attain the benefits of strategic importance. The Northern Cape Department of Health consists of various administrative programmes that are supposed to work together in order to attain the benefits of strategic importance. The inability to integrate construction management and operations management is attributed to poor programme management coordination within the Northern Cape Department of Health. This article reports the findings of a case study which determined how programme management coordination among the administrative programmes in the Provincial Office of the NCDoH, Z. F. Mqcawu District Office and the hospital that underwent revitalisation could be improved during the construction of a health-care facility. Data was obtained through interviews with personnel in the three sectors (provincial office of the NCDoH, district office of the Department of Health, and the hospital that underwent revitalisation) directly involved in the delivery of the infrastructure component of the project and preparations operationalisation of the health facility after completion and handover. The results of the study revealed the inability by the NCDoH to integrate both construction management and operations management, due the poor programme management coordination when a health facility project serves as a means for the delivery of health services after handover. Furthermore, the research revealed, among others, functional silos, lack of skills and knowledge for the identification of the critical success factors relevant for integration of construction and operations management as the contributing factors to poor programme management