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ABABA
UNIVERSITY
Outline of Presentation
Introduction
Literature Review
Research Methodology
Analysis and Discussion of Findings
Conclusion & Recommendations
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Introduction
Background of the Study
Construction industry is one of the most growing industries in
Ethiopia
Addis Ababa in the last some ten years experienced a huge
volume of works in the field of construction
Large and complex public and private buildings have been built
The occurrence of variation order on public projects seems
usual
Previous studies mainly conducted on the causes of variation
orders
The study targeted to assess the impact of variation orders on
public building projects in Addis Ababa.
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Introduction contd
Objectives of the Study
To determine the causes of variation orders;
To determine the impacts of variation orders; and
To recommend strategies to minimize variation orders.
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Introduction contd
Scope
The study was limited to public building projects in
Addis Ababa
Significance
The study will be important for:
Public building project stakeholders
Most government technical departments such as
Housing Development and Construction offices
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Introduction contd
Structure of the Research
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Literature Review
Definition
Variation- change, modification, alteration, revision or
amendment of the original contract and/or its works
Variation order- formal document used to modify the
original contractual agreement
Impact- the force of impression of one thing on another.
Implement &
Review
Approval
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Research Methodology
The study approach
Qualitative
Quantitative
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Research design
Population
Purposive sampling
28 projects/
45 participants
Data collection
Desk study
Survey
Interview
Questionnaire
Data Analysis
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6 x (di2)
N x (N2 1)
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Project
Contract (Birr)
V.O (Birr)
Project A
51,931,227.89
8,284,485.09
Project B
60,343,438.45
4,091,699.06
Project C
99,444,398.79
8,152,255.70
Project D
36,914,578.87
7,234,368.3
Project E
58,076,253.18
5,150,610.80
V.O (%)
15.95
6.78
8.20
19.60
8.87
15
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Findings contd
Findings from the Interview
Interview made between three (3) selected public building
practitioners
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Findings contd
Findings from the Questionnaires
The respondents were public building project participants
namely clients, consultant and contractors
45 questionnaires were distributed to participants of 28 projects
Rate of Response
Out of 45 expected responses, only 32 (71%) were returned
the questionnaire.
Number of
Questionnaires
Distributed
Number of
Questionnaires
Returned
Response
Rate (%)
Client
12
75
Consultant
80
Contractor
28
19
68
45
32
71
Group
Total
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0.669
0.669
0.669
Change in specifications
0.663
0.663
0.656
Lack of communication
0.656
Unforeseen problems
0.656
Design discrepancies
0.650
Assessing the impact of variation
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Overall RI
0.650
1
2
3
4
5
6
7
8
9
10
22
Rho(cal)
Relation of
respondents
Client Vs
Consultant
0.999
strong
Consultant Vs
Contractor
1.000
strong
Client Vs
Contractor
1.000
strong
There was a strong correlation between the attitudes of all the three groups
Most of the respondents have the same perception about the causes of
variation order
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Overall RI
0.794
0.793
0.742
0.731
0.697
0.694
0.679
0.667
0.661
0.642
k
1
2
3
4
5
6
7
8
9
10
24
Rho(cal)
Relation of
respondents
0.994
strong
0.999
strong
0.997
strong
25
1
2
3
4
5
6
7
8
9
10
26
Rho(cal)
Relation of
respondents
0.997
strong
0.998
strong
1.000
strong
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Discussion of Findings
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Discussion of Findings
Impact of Variation Orders on Public Building
Projects in Addis Ababa
According to the findings from the study, the most impact
of variation orders on public building projects were:
Completion schedule delay
Increase in project cost
Additional payments for the contractor
Progress affected
Increase in overhead expenses
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Discussion of Findings
Recommended Strategies to Minimize Variation Orders
From the findings of the study, the most recommended
strategies to minimize variation orders were:
Consultants should produce a concluding design and
contract documents
Drawings should be complete at tender stage
Works should be supervised with experienced and dedicated
supervisor
All involved parties should have an adequate plan before
work starts on site and
There should be a closer consultant co-ordination at design
stage
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31
32
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THANK YOU!
Q U S T I O N S?
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